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Corporate ResponsibilityReport 2006

Corporate Responsibility Report 2006

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Home British LandPeople

Occupiers andSuppliers

Regeneration Community Resource use WasteManagement

Biodiversity

Reporting in 2006

In 2006, to integrate ourcorporate responsibility (CR)reporting with our financialreporting and in the interestsof sustainability, we publishedour full CR Report online andprinted a summary report.More about CR at BritishLand from Stephen Hester.

What we said we'd do

Establish a RetailFoundation Degree at TheSource at MeadowhallComplete BiodiversityAction Plan targets atTeessideBuild closer relationshipswith occupiers

Climate Change

In 2006 climate changemoved up the agenda as anarea of risk and opportunityfor business, society and theenvironment. Find out more

What's new - Resource use

67.5% of the CO2

emissions from thecommon areas of ourmanaged portfolio wasfrom renewable energysources92% of the wasteprocessed at Meadowhall’sResource Recovery Centrein 2006 was recycled

Awards

We won awards for RetailDeal and Retail Developer/Investor of the Year.Meadowhall Shopping Centrewon awards for EnergyEfficiency, WasteManagement andEmployability.More about our awards

What's new - Policies andGuides

Sustainability Guide forAcquisitionsBiodiversity Action Plan forMeadowhallRevised CorporateResponsibility Policy

Welcome to our CR Report 2006This is our fifth year of corporate responsibility reporting.We continue to embed corporate responsibility so that itis a part of how we do business.

© The British Land Company Plc 2007. All Rights Reserved.





Biodiversity

Bureau Veritas has been engaged by the British Land Company PLC (British Land) to conduct an independent review of theCompany’s 2006 and 2007 targets and Resource Use data. This Statement applies to the information detailed in the scope of workbelow and contained in the Corporate Responsibility Report (the ‘Report’) for 2006, on the company’s website(www.britishland.com/responsibility) and within the Summary Report 2006.

Scope of work British Land requested Bureau Veritas to review the following:

British Land’s process for setting its 2006 and 2007 targetsBritish Land’s process for assessing the levels of performance achievement against its 2006 targetsThe suitability of British Land’s 2007 targets set for the year ahead; andThe process by which British Land gathered its Resource Use information for the period from April 2005 to March 2006.

The overall aim of this exercise was to assure British Land’s stakeholders that the targets set by the business address thecompany’s material issues and are balanced. The aim was also to ensure that appropriate processes are in place to report accurateinformation on progress against targets and Resource Use.

Methodology As part of its review, Bureau Veritas undertook the following activities:

. 1 Interviews with a consultancy business (Arup), which advises British Land on their targets, decides upon levels of targetperformance achievement (in consultation with the business) and assists them in the Resource Use data gathering process

. 2 Review of British Land’s system for Resource Use data aggregation and analysis

. 3 Review of documentary evidence produced by British Land

. 4 Interviews with a limited number of key British Land personnel

. 5 independent review of progress against one target from each of British Land’s Corporate Responsibility (CR) focus areas (8targets in total, representing 25% of the total)

. 6 Review of British Land’s 2005 stakeholder consultation process and associated documentation, to determine whether its2006 and 2007 targets reflect those issues identified as material by stakeholders.

Our findings Based on our review, it is our opinion that:

. 1 the process used by British Land to set its 2006 and 2007 targets builds upon the outcome of previous stakeholderengagement exercises conducted during 2004/05 and addresses the company’s material CR issues identified through theengagement process

. 2 British Land’s 2007 targets are generally considered to be SMART (Specific, Achievable, Measurable, Realistic and Time-bound), balanced and relate to the management of British Land’s material CR impacts. By building better links between thetargets and Key Performance Indicators (KPI) British Land would identify more specific performance targets thus drivingfurther improvements in the business

. 3 British Land has established an appropriate system for the assessment of its progress against targets, which involves thereview of supporting objective evidence by a third party (Arup)

. 4 Based on the sample review carried out on the 2006 targets, the % levels of performance achievement and the descriptionof progress are considered to be an accurate reflection of activities and programmes carried out by the organisation duringthe relevant period

. 5 British Land has established a suitable process for the collection, aggregation and analysis of data from its managedproperties, which involves the independent review and coordination by a third party (Arup). Whilst Bureau Veritas has notreviewed the source data, it is understood that British Land has processes in place to check its accuracy and completenesson a sample basis, e.g. via its Energy Surveys. British Land should consider further formalising this process to make it moresystematic in 2007

. 6 British Land’s Resource Use information reviewed by Bureau Veritas accurately reflects the data reported by managedproperties and collated by Arup at central level.

Limitations This Assurance Statement relates only to information included in the scope of work above and contained in British Land’s CorporateResponsibility 2006 Report, on the company’s website (www.britishland.com/responsibility) and within the Summary Report 2006;no other information has been reviewed by Bureau Veritas as part of this assignment.

AssuranceIndependent Assurance Statement by Bureau Veritas - Review of targets and data

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Bureau Veritas made reference to the principle of materiality as defined in the AA1000 Assurance Standard with regard to theidentification of British Land’s target focus areas. The applicability of the principles of completeness and responsiveness could notbe fully assessed within the agreed scope of work for this exercise.

Whilst Bureau Veritas has examined British Land’s Resource Use data collection system, we have not systematically tested databack to source. Our review of Resource Use data was limited to energy consumption, water use and carbon dioxide emissions.

During the course of our review nothing came to our attention to indicate that there was any material error, omission ormisstatement in the information subject to review. However, this review was carried out to provide reasonable, rather than absolute,assurance and we believe the scope above provides a reasonable basis for our conclusions.

Statement of independence, impartiality and competenceBureau Veritas is an independent professional services company that specialises in Quality, Health, Safety, Social andEnvironmental management with over 180 years history in providing independent assurance services, and an annual turnover in2006 of 1,8 billion Euro.

No member of the assurance team has a business relationship with British Land, its Directors or Managers beyond that required ofthis assignment. Our assurance assignment did not raise any conflicts of interest.

Bureau Veritas has implemented a code of ethics across the business which is intended to ensure that all our staff maintain highstandards in their day to day business activities. We are particularly vigilant in the prevention of conflicts of interest.

Competence: Our assurance team completing the work for British Land have extensive experience in conducting assurance overenvironmental, social, ethical and health and safety information, systems and processes and have over 20 years combinedexperience in this field and an excellent understanding of good practice in Corporate Responsibility reporting and assurance.




Supply Chain Regeneration Community Resource use WasteManagement

Biodiversity

2006 Benchmarks

British Land has been included in the Dow Jones Sustainability Index since its launch in 2000. Itwas the world market leader for the financial services sector in 2003, 2004 and 2005www.sustainability-indexes.com

British Land is on the Most Admired Companies League Table 2006 published by ManagementToday magazine www.managementtoday.co.uk

British Land is included in the Property Environment Group (PEG) survey 2006www.pegonline.net

British Land is a FTSE4GOOD Listed Company www.ftse.com/ftse4good

British Land was 33rd in the Guardian FTSE 100 Giving List 2006.

2006 Awards

Community

Basildon and District Business Award for Community Relations - Eastgate Shopping Centre

Charities Aid Foundation Payroll Giving Bronze Award - The British Land Company PLC

Glasgow Chamber of Commerce Business Award for Business in the Community - Glasgow

Fort Shopping Park

Environment

Basildon and District Business Award for Environmental Awareness- Eastgate Shopping

Centre

Business in the Community Big Tick for Energy Efficiency - Meadowhall Shopping Centre

Business in the Community Big Tick for Waste Management - Meadowhall Shopping Centre

Essex Countywide Business Award for Environmental Awareness - Eastgate Shopping

Centre

Essex Countywide Business Award for Smoke Free Workplace - Eastgate Shopping Centre

National Green Apple Award (Retail and Wholesale)- Eastgate Shopping Centre (for the

second year running)

National Green Heroes Environment Award - Eastgate Shopping Centre (for the second

year running)

National Green Apple Award for the ‘green roof trial'.

Training

Business in the Community Highly Commended and Big Tick for Employability - Meadowhall

Shopping Centre and The Source

World of Learning Award for National Training Venue of the Year - The Source at

Meadowhall

Retailing

British Council of Shopping Centre (BCSC) Gold Award - Glasgow Fort Shopping Park

BCSC Purple Apple Merit Award for Retail Partnership - Meadowhall Shopping Centre and

Eastgate Shopping Centre

Benchmarks and Awards

Eastgate Shopping Centre

BCSC Purple Apple for Best Single Event (Funky Feet) - Meadowhall Shopping Centre

BCSC Purple Apple Merit Award for Public Relations - Meadowhall Shopping Centre

Property development and investment

Property Week Retail and Leisure Award for Retail Deal of the Year for the Pillar acquisition

- The British Land Company PLC

Property Week Retail and Leisure Award for Retail Developer / Investor of the Year - The

British Land Company PLC

Investor Relations Magazine UK Award Sector winner for Real Estate - The British Land

Company PLC

National Green Apple Gold Award for Property and Estate Management- The British Land

Company PLC

Industrial Agents Society/ Office Agents Society Award for Office Developer of the Year-

The British Land Company PLC

Estates Gazette Annual Award for Best Property Company in the Office Sector- The British

Land Company PLC

Employees

Sceptre Shopping Centre Management Award for Shopping Centre Manager of the Year

(Large Shopping Centres) 2006 - Hans Wustefeld at Eastgate Shopping Centre

Solihull Chamber of Commerce Employee Award for PA of the Year- Kate Smith at Blythe

Valley Park.

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Biodiversity

Claudine Blamey Corporate Responsibility ExecutiveT. +44 (0) 20 7486 4466 F. +44 (0) 20 7467 [email protected]

Contact Form >

Contact usWe would like to hear from you.






Biodiversity

Principal riskIneffective managementleading to poor handling ofimportant corporateresponsibility issues, such asclimate change andstakeholder relationships.

OpportunitiesTo reduce risk, improve ourreputation and build strongrelationships withstakeholders, attracting andretaining occupiers andproviding shareholders with agood return on investment.

Stephen Hester, British LandChief Executive, presents hisopinion on corporateresponsibility, and highlightskey achievements andchallenges in 2006. Read more

AwardsThrough our CR AwardScheme we thank our peopleand business partners fortheir continued efforts toinitiate, innovate and sharebest practice in corporateresponsibility at ourproperties. Read more

Policies, plans and guides welaunched or revised in 2006 tounderpin and convey ourcorporate responsibilitystrategy. Read more

Managing Corporate ResponsibilityAs one of the UK’s largest property investment companies we finance,develop and manage property for the long-term.

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Biodiversity

In 2006 we continued to integrate corporate responsibility into every aspect of what we do. I believe that this brings benefits to ourbusiness and stakeholders as well as to society and the environment.

We have been working to reduce our impact on climate change for a number of years. By financing, developing and managingproperties that manage energy, waste and water responsibly we not only conserve the world′s resources we reduce our costs andthose of our occupiers. In 2006 for the first time we are publishing a printed summary of our Corporate Responsibility Report withthe full version online as just one part of our efforts to manage our environmental impact. We also continued to implement ourSustainability Brief for Developments, Biodiversity Programme and Waste Management Plan, as well as launching our SustainableGuide for Property Acquisitions, developing our sustainable Travel Plans and creating a Water Management Programme.

We always welcome feedback from our stakeholders and have commissioned further independent stakeholder research for 2007.

If you have any comments on this report or on our approach to corporate responsibility please do contact us at [email protected]

Online launch

Watch the online launch of the British Land Corporate Responsibility Report 2006,with an introduction and question and answer session with Stephen Hester (ChiefExecutive), Peter Clarke (Executive Officer), Adrian Penfold (Head of Planning andEnvironment) and Claudine Blamey (Corporate Responsibility Executive).

Webcast launch of the CR Report 2006

Introduction by Stephen HesterI welcome the progress that we made in 2006 on corporate responsibility issues such as climate change,occupier relations and consultation with local communities.

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Biodiversity

Taking our corporate responsibilities seriously helps us to meet existing and potential regulatory requirements and also protects andenhances our valuable reputation.

During 2006 we continued our efforts to embed corporate responsibility throughout the business and supply chain. It is afundamental part of how we do business and is a management issue in all of our business functions. We have focused on providingguidance for each stage of the property lifecycle including acquisition, design and planning, construction and asset management.View our corporate responsibility policies and documents at www.britishland.com/downloads.htm.

The Corporate Responsibility Committee, consisting of heads of departments and senior representatives, takes direct responsibilityfor objectives and targets. This Committee oversees a number of working groups, each established to focus on a key topic. Activeworking groups during 2006 included the Supply Chain Working Group and the Broadgate Environmental Working Group. Find outmore about our progress against targets in Our performance in 2006 section.

In 2006 we built on the areas identified as priorities in 2005 through a process of external consultation and internal assessment.These were:

British Land PeopleOccupiers and SuppliersRegenerationCommunityResource useWaste ManagementBiodiversity.

In 2006 climate change moved up the agenda as an area of risk and opportunity for business, society and the environment. Findout more about how we are addressing climate change.

In 2006, to integrate our corporate responsibility reporting with our financial reporting we published our full Corporate ResponsibilityReport online and printed a summary report. The summary report will be included in the British Land Annual Report and Accounts2007. This switch to online reporting is also part of our effort to improve our environmental performance by reducing the number ofprinted documents we generate, saving trees and reducing potential waste to landfill. By printing a summary report and publishingthe full report online we have saved nearly 550 kilograms of paper. The online report is designed to be widely accessible andprovide easy navigability for users. To request the printed version please contact [email protected]

Next steps: in 2007 we will be conducting further external consultation and internal assessment to review our corporateresponsibility focus areas.

Managing CR at British LandOur integrated approach to corporate responsibility helps us in our development and management ofsustainable, commercially viable properties that are attractive to occupiers. This leads to better returns for ourshareholders.

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Biodiversity

British Land’s main contribution to climate change is likely to be emissions from use of resources, such as electricity, gas andvehicle fuel, at our properties and development sites. Resource use forms a significant part of the British Land Sustainability Brief forDevelopments which has been applied to all our developments since 2004. It is also included in our Sustainability Guide forProperty Acquisitions which was launched in 2006. View these documents. We continue our efforts to reduce emissions through:

Increased energy efficiencyProcurement of cleaner power technologiesSustainable travel planningConsidered materials’ specification.

Increased energy efficiency

The first stage of improving energy efficiency is understanding energy use. Since 2001 we have been monitoring energy usage forthe common (landlord-controlled) areas of our multi-let properties, where we have direct control of usage and can makeimprovements.

For a number of years we have been working towards reducing our carbon footprint. Since 2004 we have been working with theCarbon Trust to improve understanding of our energy usage and to set energy performance benchmarks. We use thesebenchmarks to assess performance and identify areas where energy use can be reduced.

Examples of the effectiveness of our approach to energy efficiency include:

At our properties: between 2004 and 2005, Meadowhall Shopping Centre reduced consumption of electricity by over 11% andof gas by 35%. This reduction of 2,081,271 KWh equates to a 745 tonne reduction in overall carbon dioxide emissions; it alsosaved the Centre £80,944.On our developments: technology to optimise energy efficiency in heating and cooling was included in the design of 201Bishopsgate and Broadgate Tower. As a result carbon dioxide emissions are estimated to be 29% better than current standards(as defined in the Building Regulations Part L2: 2006).

Procurement of cleaner power technologiesAt a number of our properties we are reviewing the feasibility of installing sources of renewable power such as wind turbines andsolar panels. These properties include Broadgate in London, Denton Shopping Park near Chester, Eastgate Shopping Centre inBasildon, Meadowhall Shopping Centre in Sheffield and Teesside Shopping Park in Stockton-on-Tees. Since 2005 100% ofelectricity supplied to the common areas at Meadowhall, Eastgate and Peacocks Shopping Centres, as well as the multi-letproperties we manage at Broadgate, has come from renewable sources.

Sustainable travel planningOur Travel Plans reduce emissions by supporting sustainable transport and reducing single-occupancy car travel. We have TravelPlans for many of our properties including Regent’s Place in London, Meadowhall Shopping Centre in Sheffield and Blythe ValleyPark in Solihull. Sustainable travel planning is part of our development process. Initiatives at our properties include:

Travel forums, for instance at Glasgow Fort Shopping Park in StrathclydeTravel information available online, for instance at Broadgate in LondonFree travel booklets and CD Roms, for instance at Regent’s Place in LondonCycle spaces and cycleways, for instance at Eastgate Shopping Centre in BasildonPedestrian signage and ‘step-free’ footways, for instance at Blythe Valley Park in Solihull.

Materials’ specification The British Land Sustainability Brief for Developments includes guidance to consider and minimise the global warming and ozonedepletion potential of materials. Recommendations include reducing the volume of materials used, using recycled materials andselecting low maintenance, durable materials. The Brief also requires all timber on our developments to come from sustainablymanaged or recycled sources.

Adapting to the potential impacts of climate change We also have a range of plans and initiatives to help adapt to the potential impacts of climate change on our property portfolio.These include:

Climate ChangeIn 2006 climate change moved up the agenda in the United Kingdom and therefore as an area of risk andopportunity for our business.

A Water Management Programme to manage changes in water availability and flooding risks.Resource use initiatives to cope with the expected longer term decrease in availability of non-renewable energy sources.British Land Sustainability Briefs and Guides to manage sustainability issues and adapt to the potential impacts of climatechange, for instance on water supply, energy sources and biodiversity.

Download our corporate responsibility documents at www.britishland.com/downloads.htm.

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Biodiversity

View all our corporate responsibility documents at www.britishland.com/downloads.htm

Documents and policies we developed in 2006 included:

Corporate Responsibility System Documentation Guide

This helps employees and suppliers to identify which policies and documents they should refer to and when. It was drafted in 2006 and will be published in 2007.

Sustainability Guide for Property Acquisitions

This Guide ensures that our corporate responsibility policies are consistently implemented from our earliest involvement with aproperty. More

Sustainability Brief for Refurbishments

This Brief ensures that sustainability is incorporated in refurbishments. More

Our Service Commitment for Occupiers

This Commitment sets out the key objectives and standards that we, and those acting on our behalf, aim to meet. Find out more

Biodiversity Action Plans

Site-specific Biodiversity Action Plans for Blythe Valley Business Park and Meadowhall Shopping Centre. Find out more

Water Management Plan

This Plan provides guidance on water management during property acquisition, design, construction, management andrefurbishment. Developed in 2006 and to be launched in 2007. Find out more

York House Green Travel Plan

This Plan was developed for our new Head Office, York House, to encourage the use of sustainable transport. Developed in 2006and to be launched in 2007. Find out more about our travel plans

Policies and documents we revised in 2006 included:

Corporate Responsibility Policy

This Policy sets the framework for the way we manage our corporate responsibilities whilst maintaining commercial viability, long-term profitability and our reputation. Download the revised Policy

Regent’s Place and Blythe Valley Park Travel Plans

These were revised to take into account changes to the areas and the use of transport since the Plans were first launched. Findout more

Sustainability Brief for Developments

This Brief ensures that our projects are designed and constructed in a sustainable way. The revised document will be launched in2007. More

Policies and Documents 2006Policies and documents underpin and provide guidance on our approach tocorporate responsibility.

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Biodiversity

Awards were presented for managing resources responsibly, building relationships with occupiers and local communities andensuring the safety of all visitors, customers and employees. This motivates our people and business partners, and encourages thesharing of best practice across the portfolio.

This year’s awards were presented by Sir John Ritblat at Cornwall Terrace in December 2006.

Individual Award for ExcellenceManaging resources responsiblyBuilding relationships with occupiersEnsuring the safety of customers, employees and visitors on-siteBuilding relationships with local people

Individual Award for Excellence

Mark Allison (Meadowhall Shopping Centre)

For over ten years Mark has been improving waste management at Meadowhall. In 2005 Meadowhall became the first UK shoppingcentre to develop an on-site Resource Recovery Centre. Since 2005 there has been zero waste to landfill. During 2006 92% of allwaste entering the facility was recycled, with an estimated £100,000 return on investment through savings on transport anddisposal costs and revenue from the materials. The facility also provides adults with learning difficulties with job opportunities.

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Managing resources responsibly

Jaros, Baum and Bolles for reducing carbon emissions at 201 Broadgate and Broadgate TowerTechnology was introduced to optimise energy efficiency in heating and cooling.

Blythe Valley Park for sustainable transport A communal bike scheme, a Travel Centre, a travel website, financial support for buses, a car sharing initiative, footpaths andcycleways were provided for the people who work on the 170-acre site.

Broadgate Estates for embedding corporate responsibility at Exchange House Energy efficiency initiatives were introduced including energy awareness signage and reduced night lighting. Waste managementinitiatives included the introduction of aluminium can, battery and furniture recycling, with waste audits to monitor progress.

Eastgate Shopping Centre for raising environmental awarenessMore than 60 bird boxes were installed in local parks, the Centre’s bikes were offered to shoppers and employees free of chargeand an environmental display, water harvesting and school projects focused on renewable energy.

Meadowhall Shopping Centre for water management Water was harvested and used for cleaning, flushing toilets and landscape watering. 324 cubic metres of rainwater were collectedin 2006.

Peacocks Shopping Centre for improving environmental performance Working with cleaning contractors, London Property Maintenance, to use microfibre mops and cloths, the use of cleaning chemicals

British Land CR Award SchemeEach year we recognise the corporate responsibility achievements of our suppliers,occupiers and employees.

and the amount of plastic cleaning waste going to landfill was reduced.

Hoare Lea for energy efficient carbon strategy at Regent’s Place and Canada WaterTechnical advice was provided on sustainable energy strategy options, including biomass heating, solar water heating andcombined heat and power generation. This will help to reduce the new occupiers’ carbon footprints and energy bills.

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Building relationships with occupiers

The Source at Meadowhall for work based learningSince 2003 over 40 retailers have benefited from employees participating in the Apprenticeship and Train to Gain programmes.96% surveyed reported an improvement in company performance. Over 200 learners participated in the programme in 2006.

Broadgate Estates for working with occupiers at Regent’s PlaceWaste management at Regent’s Place is improving through initiatives such as a Green Fuel event and workshops with wastecollection providers.

Teesside Shopping Park for customer serviceThe Teesside management team received particularly positive feedback in an independent survey of occupiers. All participatingretailers said that the management understood their needs and that they were satisfied with the service.

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Ensuring the safety of customers, employees and visitors on-site

Birstall Shopping Park for working with the policeCrime was reduced and security improved by working with West Yorkshire Police and owners of adjacent sites. Initiatives includedjoint-funding of two police officers for the area.

Glasgow Fort Shopping Park for improving securityThe security team at Glasgow Fort has reached 100% of incidents within 30 seconds and is working closely with Strathclyde Police.There is now a 66% solve rate on all reported crimes on the site.

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Building relationships with local people

James Taylor, Residential Asset Manager, for supporting social housing in LondonJames Taylor has been working with the East London Business Alliance to identify ways to improve housing in London’s inner citysuburbs.

Queensmere Observatory Shopping Centre for supporting smoke-free Slough The Centre hosted Slough Primary Care Trust smoking awareness event, became a smoke-free zone and planted a tree for everycustomer who gave up smoking. 30 customers gave up smoking and 30 trees were planted.

Holmes Antill for consultation on Blythe Valley Park Phase 264 local people attended an exhibition on the development, with many also attending briefing events. Planning permission wasgranted for a further 74,000 square metres of offices and 14 hectares of parkland.

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Volunteering at Head Office

Volunteering at our Properties

Fairness in the Workplace

Equipping Employees

Move to York House




Biodiversity

Principal riskFailing to attract and retaintalented people or maximisethe skills and career potentialof existing employees.

OpportunitiesTo increase the value ofemployees to the business byenabling them to developpersonal and professionalskills and to be aware of theircorporate responsibilities.

Time spent volunteering byour managers and employeesin 2006 was estimated to beworth nearly £300,000.Discover more about these initiatives

80%In 2006 more than 80% ofEastgate employeesparticipated in charitableevents, receiving paid time offto do so.Find out more

In 2007 our Head Office willbe moving from CornwallTerrace in London NW1 toYork House in London W1.Read more

British Land PeopleDeveloping valuable people assets

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Equipping Employees

Move to York House




Biodiversity

We offer all our employees volunteering opportunities. In 2006 over 20% participatedin community initiatives. All of those involved felt that they had benefited fromvolunteering. Benefits included gaining a greater awareness of issues facingcommunities, improving relationships with colleagues, and developing timemanagement and communication skills.

In spring 2007 we will be moving our Head Office to York House in the City ofWestminster, London W1. In preparation for this move 24 of our Head Office peopleparticipated in team challenge days in the Westminster area.

South Westminster is a unique part of London. It is alongside the seat of governmentand it is also one of Westminster City Council's neighbourhood renewal areas, withsome of the most deprived communities in the country.

In the Autumn our volunteers planted and tidied gardens on three housing estates inSouth Westminster. They worked with local residents as well as people fromGroundwork London and the Cross River Partnership. Members of the localcommunity have taken on responsibility for maintaining these green areas.

Another team carried out a research project at Abbey Community Centre in SouthWestminster. This Centre has been offering space and facilities to local people for 60years. Our volunteers gathered information for a presentation on the history of thelocal community from local residents and archives.

Near our current Head Office in Camden we continued to work with the EducationBusiness Partnership. A team of employees provided reading support to children atNetley Primary School in Camden. We plan to continue this support after our move toYork House in 2007.

Our senior managers passed on their knowledge and expertise in a variety of roles:

Adrian Penfold, Head of Planning and Environment, was a board member of theWest Euston Partnership and the West Euston based Third Age Project.Chris Forshaw, Head of Internal Audit, mentored a senior GP at Fountayne RoadHealth Centre in Hackney.Claudine Blamey, Corporate Responsibility Executive, was a Governor of SouthCamden Community School.James Taylor, Asset Manager for Residential Properties, was a member ofHackney Housing Steering Group and the Built Environment Action Group.Nigel Webb, Head of Developments, and Miles Price, Planning Executive, providedplanning support and consultancy to Hackney Borough Council.Simon Wood, Asset Manager, spoke at a careers day at South CamdenCommunity School about working in the property industry.

Simeon Fox and Andrew Gellingplanting and tidying gardens on ahousing estate in South Westminster.

“Our contribution wasdefinitely worthwhile forthe community. I wentback at the weekend tosee what we had done. Itlooked so much better andmore inviting for localresidents. It’s also a reallygood way of getting toknow other people in theoffice from differentdepartments.”

Jools Crowley

Volunteering at Head OfficeVolunteering motivates our employees and encourages team working. Bysupporting initiatives close to our Head Office we also build relationships with localcommunities.

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Equipping Employees

Move to York House




Biodiversity

Many people at our properties around the United Kingdom offer their time and skills tosupport initiatives in their local areas.

Members of the management team at Eastgate Shopping Centre in Basildon are allactively involved in community work. In 2006 more than 80% of Eastgate employeesparticipated in charitable events, receiving paid time off to do so. In one initiative ASLevel Business Management students from Beauchamps High School worked withEastgate managers on marketing proposals. This was so successful that it is now apermanent part of the Beauchamps Business Management syllabus.

Executives at British Land subsidiary, Broadgate Estates, supported the RunnymedeTrust in preparing for and managing an office move. This local research trust acts as abridge-builder between various minority ethnic communities and policy makers. TheTrust particularly valued the Broadgate team’s support in:

Handling facilities management issues for the new buildingArchiving recordsUpdating health and safety policies and practices.

Management at Meadowhall Shopping Centre in Sheffield joined in with ‘Back to theShop Floor’, to raise money for the Marie Curie charity. They exchanged their usualoffice based roles for ones on the shop floor. Mohammed Dajani, Centre Director,spent time with the customer service team. Ann Cadman, Human Resources Director,spent time with the landscaping team. Andy Ward, Gym Manager at The Source,swapped his weights for marigold gloves, washing pots and waiting on tables in CaféModa.

Ten Meadowhall employees also provided reading support through ‘Right to Read’ atTinsley Primary School.

Six members of the Management team at Queensmere Observatory ShoppingCentre in Slough cleaned and tidied a garden for an elderly resident living with adisability. They removed over 1.5 tonnes of garden waste, metal and masonry.Another team cleaned up the entrance to the Queensmere Subway. This now offers amore pleasant environment for customers walking from the train station into theCentre.

Managers at our properties continued to pass on their knowledge and expertise in avariety of roles. For example:

Rob Fisher, Technical and Environmental Director at Broadgate, mentored theHeadteacher at St John the Baptist Primary School in Hackney.Mike Clarke, Shopping Park Manager at Teesside, was a director of GroundworkSouth Tees for the fifth consecutive year.

Eastgate volunteers assisting with theLittle Haven Hospice Christmas partyat Eastgate. Little Haven Hospiceoffers respite care and support tochildren and their families who areaffected by life-threatening illnesses.

“The help and support ofboth Gary and Kevin hasbeen much appreciated byme and my team and iscertainly making our moveand the pending changeeasier to both understandand deal with.”

Michelyn Laflèche,Director, Runnymede Trust

Volunteering at our PropertiesVolunteering motivates our employees and encourages team working. Bysupporting local initiatives close to our properties we also build relationships withlocal communities.

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Equipping Employees

Move to York House




Biodiversity

In 2006, 43% of British Land Head Office employees and 21% of managers werefemale. We maintain a policy of employing the best candidate available for eachposition, regardless of gender, ethnic group, age, disability, sexual orientation orbackground.

Following stakeholder feedback in 2006 the Human Resources team at MeadowhallShopping Centre in Sheffield has been trying to recruit more people from the localcommunity*. Each week the team distributed up to 2,000 job sheets in the Centre andto local community groups. These groups included Tinsley Forum, Sheffield Futures,Tinsley Job Net and Sheff.gov.uk. The team also continued to advertise positions inlocal job centres, on the Meadowhall website and at job fairs in the Centre.

In spite of these efforts and a slight increase in applications from local people thenumber of new starters from the local community decreased slightly in 2006. The teamat The Source at Meadowhall will continue to provide training to local people in 2007to help ensure that they have the necessary skills to find employment in the Centre.

An Equality and Diversity Advisory Group was set up at Meadowhall in 2005, meetingon a quarterly basis. The Group’s aim is to raise retailer and employee awareness ofequality and diversity. In 2006 they worked with the Learning and Skills Council, theAdvisory Conciliation and Arbitration Service, South Yorkshire Employer Coalition andBusiness in the Community.

In 2006 the Work Based Learning team at The Source at Meadowhall worked withBurngreave Community, a primarily ethnic community. The team’s aim is to widenparticipation on the training programmes, increasing numbers on the equality anddiversity impact measures.

*Local refers to people living within three miles of the Centre.

The Source at Meadowhall won aBusiness in the Community Big Tickin 2006 for improving theemployability skills of local people.

Fairness in the WorkplaceOur people are one of our most important assets. We strive to recruit and retainthe best candidate for every position and operate equality of opportunity principlesat all times, so supporting long-term stability.

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Equipping Employees

Move to York House




Biodiversity

In 2006 we introduced a new appraisals process at Head Office, which provides amore extensive review of individual training needs. Training provided to employees in2006 included accountancy, auditing, communication, IT and presentation skills. Weprovided study leave and financial support to the Head of the Business Group who isstudying towards a Master of Science (MSc) degree in Real Estate Investment andFinance and a member of the Asset Management team who is studying towards anMSc and the Royal Institution of Chartered Surveyors' Assessment of ProfessionalCompetence. We also ran a series of lunch-time seminars on topics such as energyefficiency in new developments and public consultation on planning applications.

At Meadowhall Shopping Centre in Sheffield the need for basic skills is highlightedduring induction. Employees also discuss their training requirements with the Trainingteam. 32 Meadowhall employees are being supported with literacy skills using Skillsfor Life funding.

At Broadgate in the City of London, following the annual employee appraisal process,several technical, legislative and behavioural courses, including leadership andmanagement courses were delivered. Financial support was also provided for manyemployees to become members of the Professional Awarding Body linked to theirprofession. 69% of the 120 Broadgate Estates employees have completed health andsafety training. In 2006 this included the ten day NEBOSH General Certificate and thefive day IOSH course. Employees also reinforced this learning through additional oneday and half day courses.

Team building initiatives in 2006included volunteering.

Equipping EmployeesBy offering our employees development opportunities we ensure that they have thenecessary skills to carry out their roles, increasing their value to the business.

Ref: bri-05






Equipping Employees

Move to York House




Biodiversity

During 2006 we prepared for our Head Office move from Cornwall Terrace LondonNW1, to York House London W1 in Spring 2007.

A Relocation Committee was formed to coordinate the process and keep employeesfully informed and consulted. This Committee is chaired by Peter Clarke, ExecutiveOfficer. It consists of senior managers and executives:

Anthony Braine, Group SecretaryMichael Gunston, Chief SurveyorNigel Webb, Head of DevelopmentsPeter Earl, Group Head of Information SystemsStella Spence, Administration Manager.

To ensure that York House meets the needs of our people, the Relocation Committeehas consulted with employees and external experts. Experts consulted includedAcuity, a facilities management company, and Pringle Brandon, a design consultancy.

Employees have been updated about progress through newsletters providinginformation on issues, such as space planning and design. A new section on theBritish Land Portal provides employees with access to newsletters, a live web cam ofthe development, floor plans and a blog about the move by the Head of AssetManagement. A number of ‘Bin it days’ have helped people to recycle unnecessaryfiles and papers.

We also consulted them on various features of the new offices including printing,faxing and telephone requirements, as well as the chairs and desks they will use. TheRelocation Committee arranged for samples to be displayed in the current HeadOffice. They then discussed these with groups of employees, before selecting themost appropriate chairs and desks. During December 2006 tours of York House wereorganised to discuss seating and operational arrangements, such as where reception,stationery and staff break out areas will be located.

The fit out of the property has been guided by the British Land Sustainability Brief forDevelopments. Nearly £500,000 has been invested in corporate responsibilitymeasures, including using only Forest Stewardship Council (FSC) certified timber,installing cycle racks, showers, energy metering and water mains metering.

The Information Systems team is reviewing how to improve environmentalperformance in our new Head Office. IT and audio visual equipment that is not beingtaken to the new Head Office will be recycled. Corporate responsibility will be adecision making factor in the selection of preferred IT suppliers. There will not be aserver room which will reduce the need for air conditioning. The team is also reviewinghow to reduce the amount of printing.

York House, designed by EPR, willprovide 8,640 square metres of officespace, 1,770 square metres of retailand ancillary space, and 22 highquality residential apartments.

Move to York HouseAn efficient and high quality Head Office that is designed and equipped to meet theneeds of our people.

how to reduce the amount of printing.

In 2006 an independent review was carried out for all employees, mapping their travelroutes to the new Head Office. A comprehensive Travel Plan was developed for YorkHouse to reduce the number of individual car journeys and encourage the use ofsustainable means of transport. It will be published in 2007.

Ref: bri-06



CustomerSatisfaction

Working withSuppliers

Broadgate EnvironmentalWorking Group

Open for all

Health and Safety




Biodiversity

Principal riskDissatisfied occupiers couldaffect our reputation andfinancial performance.Unethical behaviour bysuppliers could affect ourreputation.

OpportunitiesTo engage with occupiers tobetter meet their needs andbuild closer relationships. Toestablish processes to engagewith suppliers to raiseawareness of environmentaland socially sound goods andservices. 85

Key Account Programme with85 occupiers.More about customersatisfaction

Eastgate Shopping Centresecured a Community Fundgrant of over £160,000 overthree years to further improveaccessibility, benefitingretailers and customers.Find out more

Occupiers in the BroadgateEnvironmental Working Groupaim to reduce waste per headby 5% and to recycle over50% of waste in 2007.Find out more about theBroadgate EnvironmentalWorking Group

Occupiers and SuppliersEngaging with occupiers and suppliers

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Open for all

Health and Safety




Biodiversity

In 2005 we commissioned independent research seeking feedback from our occupierson how we work with them to support their needs and how we manage our properties.As a result of this feedback we implemented a number of changes in 2006.

We identified 85 particularly important customer relationships and established a KeyAccount Programme. Our senior management were assigned responsibility for thesekey relationships to:

Identify contacts within each occupier and maintain a regular dialogueUnderstand our customers’ changing business needs so that we can support themmore effectivelyMonitor our ongoing performance.

Results from this programme include piloting new out of town retail formats with StyloBarratt, and negotiating with two occupiers at Broadgate the surrender of 5,500 squaremetres to enable expansion by UBS.

We published Our Service Commitment, which focuses on:

LeasingService charge managementContact, communication and responsivenessProperty managementBuilding management.

This sets out the standards we expect to exceed in supporting our customers’ needs.We communicated this Commitment to all of our occupiers. We use the standards tomanage the performance of our employees and our managing agents.

We implemented changes to manage the performance of our managing agents moreeffectively. Following a review of the services they offered we:

Established new contract termsReduced those managing agents working with us from 19 to nineAgreed operating Key Performance Indicators (KPIs)Established a fee basis which is no longer linked to service charge expenditure.

We review the performance of managing agents every quarter.

We reviewed our service charge management and introduced a number of changesto ensure that we exceed the standards set out in the new Service Charge Code,which will take effect from 1st April 2007. We established a standard budget pack forall properties, introduced three year forecasts for service charge expenditure andstandardised cost codes in the expenditure statement to reflect the Code’s standards.We also agreed service charge communication standards for all occupiers three timesa year to provide:

The previous year’s reconciled final expenditure statement

We always welcome any feedbackfrom our occupiers. For generalfeedback please contact JustinSnoxall T. +44 (0) 20 7467 3464 F. +44 (0) 20 7467 2997 [email protected]

“We have a goodrelationship with BritishLand which has been builtupon trust and theirunderstanding ourbusiness. They are ourlargest retail landlord andare always proactive inassisting us with ourchanging spacerequirements.”

Sue Philipson, UK PropertyDirector at DSG Retail Limited

Find contacts for each property.

View Our Service Commitment.

Customer SatisfactionThe value in our portfolio comes from customers choosing to lease our buildings.We are committed to continuing to develop the ways we work to support ourcustomers’ own business needs more effectively.

A mid-year expenditure forecast to the current year end compared with the budgetto act as the basis for consultation with occupiers prior to setting the followingyear’s budgetThe following year’s budget.

We reviewed and amended the licence application process for our London officeportfolio, resulting in significant streamlining of the process and reduction ofbureaucracy for our customers. The positive feedback we have received as a result ofthis indicates that licence applications are no longer the source of delay for occupiersthat they used to be.

We continue to support our customer service initiatives through our active support ofReal Service, a benchmarking group dedicated to helping the real estate industryimprove customer service and generate improved performance. For more informationsee www.Real-Service.co.uk.

Next steps: we have commissioned a follow up piece of independent research, whichwill be completed in April 2007. We will publish the results in our next report.

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Open for all

Health and Safety




Biodiversity

The Supply Chain Working Group provided a corporate responsibility trainingpresentation to all our Head Office employees during December 2006.

This included:

Information on corporate responsibility risks when procuring furniture, cleaningservices and landscapingGuidance on our approach to gathering relevant information in a user-friendly wayThe principles of our approach, which include corporate responsibility issues beingincorporated into decision-making processes, and that our intention is to promotereal change, not simply to tick boxes.

All recipients were supplied with the contact details of the Corporate ResponsibilityExecutive for questions or comments.

The team at Peacocks Shopping Centre has been working with cleaning servicessuppliers, London Property Maintenance to improve environmental performance. Allcleaners are now using microfibre mops and cloths to minimise the need for cleaningchemicals. They are re-using microfibre cloths and sourcing concentrated chemicals toreduce plastic waste by an estimated 90%. The cleaning contractors are monitoringcarbon dioxide emissions from vehicles with the target of reducing emissions by 5%-8% per annum.

In 2007 we will review our current Corporate Responsibility and Procurement Policyand consider integrating it within our Group Procurement Policy.

The team at Peacocks ShoppingCentre has been working withcleaning services suppliers, LondonProperty Maintenance to improveenvironmental performance.

Working with SuppliersBy encouraging responsible purchasing throughout the supply chain we reduce therisk of unethical acts by suppliers affecting our reputation.

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Open for all

Health and Safety




Biodiversity

The Broadgate Environmental Working Group was established in 2004 and consists ofrepresentatives from British Land, Broadgate Estates and major occupiers. These nowinclude Baring Asset Management, the European Bank for Reconstruction andDevelopment, Henderson Global Investors, Herbert Smith, Royal Bank of Scotlandand UBS.

In 2006 members of the Working Group gathered data on waste, recording how muchwas recycled, how much went to landfill and how much was incinerated. This datawas then analysed on a per head basis for offices and a per square foot basis forretail. A more coordinated approach to waste management, combined with theinstallation of cardboard balers and a glass crusher increased recycling from 40% to46%.

Broadgate Estates provided all occupiers in the Working Group with a simple list oftips on how to reduce energy consumption. At the Working Group meetings,occupiers often benefited from opportunities to discuss environmental issues with eachother and with people from organisations such as Arup and the City Property AdvisoryTeam at the City of London.

We are also working with the Corporation of London on a feasibility study of initiativesto reduce carbon dioxide emissions at Broadgate. Ideas being considered includeinstalling renewable power sources such as wind turbines or solar panels, andcombined cooling, heat and power sources.

Next steps: In 2007 the members of the Working Group will continue to gather dataand will work towards the following targets:

To reduce waste per head by 5%To increase recycling of waste from 46% to 51%To reduce the proportion of waste to landfill from 34% to 14%.

Find out more energy efficency and waste management at Broadgate.

Broadgate London EC2 is thepremier City of London office estate.

Broadgate Environmental Working GroupBy providing a forum for Broadgate’s occupiers to improve environmentalperformance and awareness we develop stronger relationships with them.

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Open for all

Health and Safety




Biodiversity

The ShopMobility initiative at Eastgate Shopping Centre in Basildon providescustomers with the free use of equipment such as motorised scooters. This issupported by the Onsight initiative which provides a sighted guide shopping servicefor the visually impaired. Since 2005 the Centre has invested £14,000 to improveaccessibility. This investment has helped secure Community Fund grants worth morethan £160,000 over three years to further improve accessibility.

All customer service staff at Meadowhall Shopping Centre in Sheffield receive DeafAwareness training. Equipment offered through ShopMobility includes motorisedscooters, manual wheelchairs, walking sticks and walking frames. The Centre alsooffers accompanied shopping services and a Braille information guide for visuallyimpaired customers. As part of National Blind and Deaf Awareness Week a localjournalist experienced the Centre as a visually impaired person would do. She donnedmisted plastic glasses and was accompanied around the Centre by Ann Ellis from theGuide Dogs for the Blind Association.

The Peacocks Shopping Centre in Woking issued a number of awards to retailers inconjunction with Shop Mobility, to recognise and encourage their commitment toservice for less able members of the community.

At Teesside Shopping Park in Stockton-on-Tees wheelchairs are available forshoppers. All retailers are aware of the facility and contact the management teamwhenever a wheelchair is needed. A member of the team takes the wheelchair to thecustomer and if required accompanies the customer until their trip is complete.

Next steps: The management team at Teesside Shopping Park are in discussionswith Stockton ShopMobility to introduce the service at the Park in 2007.

ShopMobility at MeadowhallShopping Centre.

“I know we are inside theshopping centre when thetemperature changes and Iwalk over the carpetedentrance and onto thesmooth marble floor. Withthe loss of my sight, touchand sound take over asmy main senses... Theonly thing I can rely on isAnn.”

Polly Rippon of the RotherhamStar visiting Meadowhall as avisually impaired person.

Open for allProperties that are accessible to all are more attractive to occupiers; this canimpact positively on rental values.

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Open for all

Health and Safety




Biodiversity

The amount of hours worked on British Land development sites in 2006 was over 300% greater than that in 2005. There were nofatal or major accidents on any of our developments in 2006. Our Lost Day Accidents Frequency Rate reduced over 300% from 2.85in 2005 to 0.68 in 2006. Our Reportable Accidents Frequency Rate increased slightly from 0.41 in 2005 to 0.42 in 2006. Our 2006results are considerably below the national average. They demonstrate the efforts of our project teams to maintain the higheststandards of health and safety during design and construction.

In 2006 we worked with health and safety consultants PCM Safety to establish a universal web portal for the recording andreporting of contractor and project health and safety performance. Our new system centrally stores, analyses and compares data inan instantly accessible manner.

ProjectReportableAccidents*

Reportable Accidents Frequency

Rate+Lost DayAccidents

Lost Day Accidents Frequency

RateHours

WorkedNumber of Staff ‡

201 Bishopsgate 3 0.36 1 0.12 842,061 365Ropemaker Place 0 0.00 0 0.00 20,130 9Willis Building 3 0.27 11 0.99 1,112,110 483Ludgate West 3 5.77 0 0.00 51,964 23York House 3 0.40 5 0.67 745,233 323Meadowhall 1 0.52 4 2.08 192,634 84Blythe Valley 0 0.00 0 0.00 99,664 43Osnaburgh Street 0 0.00 0 0.00 24,274 11Total 13 0.42 21 0.68 3,088,070 1,341

* Reportable accidents include fatal and major injuries as well as injuries that cause incapacity from work for more than three days.+ Frequency rate = (Total number of incidents x 100,000) Total person hours worked in Period

‡ The number of staff is the average number of people employed each month over a period.

Health and SafetyWe believe that the vast majority of accidents are preventable. We work with oursuppliers to help ensure the safety of people on our developments. By caring aboutthe safety, health and well-being of our employees and others affected by ourbusiness activities we can have a positive effect on their lives and improveefficiency on our developments.

*RIDDOR: Reporting of Injuries, Diseases and Dangerous Occurrences Regulations

**AFR: Accidents Frequency Rate

The number of hours worked in 2006 was over 300% greater than in 2005 with 3,088,070 hours worked in 2006 compared to 737,744 hours in 2005.

Ref: occ-06



Regeneration atGlasgow Fort

Retail Training atMeadowhall

ConstructionTraining

Consultation atCanada Water

Consultation at BlytheValley Park

Regeneration atRegent's Place




Biodiversity

Principal riskSocially deprived areas andalienated communities affectthe long-term sustainability ofinvestment in an area.

OpportunitiesPromoting sustainable designand construction ofdevelopments, and developingpartnerships with communitiesthroughout the property life-cycle brings benefits to thosecommunities and to ourproperty investments.

4,000new permanent jobs areforecast at Blythe Valley ParkPhase 2.Find out more about thissecond phase

828new homes, with a largeproportion of affordablehousing, are planned in thefirst phase of the CanadaWater Masterplan.Discover how local peoplewill benefit 422 learners have improved

their retail and customerservice skills at The Source atMeadowhall since the facilityopened in 2003. More about retail training

RegenerationImproving lives with long-term investment

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Biodiversity

Glasgow Fort Shopping Park is cited as an example of regeneration in the ScottishExecutive‘s 2006 report 'People and Place: Regeneration Policy in Scotland.’ Sinceopening in 2004 it has helped to regenerate one of Scotland’s most deprived areas,bringing businesses and job opportunities into the area. The Park has providedemployment opportunities for local people, with 68% of the 1,400 jobs secured byindividuals living within Glasgow’s East End.

British Land is a member of Glasgow Fort Partnership. This partnership helps localpeople benefit from the economic impact of the Park. Other members include JobCentre Plus, Social Inclusion Partnerships, NHS Greater Glasgow, Careers Scotland,John Wheatley College, Scottish Enterprise Glasgow, Glasgow City Council and over50 retailers. Links with John Wheatley College support local people in securing andsustaining employment at the Park. Tailored training courses include retail, IT,communications, interview technique and finance.

In 2006 the Park launched an innovative Responsible Retailer Pack. This pack offerspeople working on the nine acre site user-friendly help and guidance on health,wellbeing, money advice and childcare.

Positive links with the retailers through Glasgow Fort Partnership and the GreaterEasterhouse Development Company have helped deliver significant benefits. 60 localchildcare and parenting groups are saving thousands of pounds, in an agreementbetween Boots and Childcare Greater Easterhouse. These groups, caring for 3,000children locally, receive discounts on essential items such as nappies and baby food.

In 2006 childcare groups received over 550 children’s books, in an initiative involvingGlasgow Fort Partnership and Early Learning Centre. Shoppers donated old booksand the Partnership added one new book for every quality second hand book handedin. Over 20 local playgroups, nurseries, parent/toddler groups and family centresreceived a ‘book bundle’ of recycled and new books.

Jim Coleman, Councillor for GlasgowCity Council, and Phil Goodman,Glasgow Fort Shopping ParkManager, discussing the ResponsibleRetailer Pack which is designed tosupport people working on the Park.

“This is a first for Glasgowwhere a majorregeneration project, thatis, Glasgow Fort, havingcreated in excess of 1,400jobs, has now put in placea full employee supportprogramme involvingmany agencies.”

Councillor Jim Coleman, DeputyLeader of Glasgow City Council.

“I have been tremendouslyimpressed by the work ofthe Greater EasterhouseDevelopment Companyand Glasgow Fort to forgea strong and successfulworking relationship thatbrings benefit to the localcommunity.”

Margaret Curran, Local Member of the ScottishParliament.

Regeneration at Glasgow FortBy building relationships with local stakeholders we improve the long-termsustainability of our investments.

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Biodiversity

The Source at Meadowhall Shopping Centre in Sheffield offers a range of vocationaltraining, with a particular focus on retail skills and customer service. In 2006 the teamextended the training programme to offer people opportunities to develop their retailskills right up to university level. They developed a Retail Foundation Degree inpartnership with Sheffield College and Sheffield Hallam University. Retailers and theSector Skills Council also provided input. Sheffield Hallam University validated thedegree in December 2006. It is aimed at middle management and from March 2007will be delivered at The Source by Sheffield College.

Students will be in employment and will study on a part-time basis over three years.They will learn through traditional lectures, tutorial support, workbooks to aid self-directed study and work based learning. Modules will include: Retail OperationsManagement, Human Resources Management, Understanding Retail Law, BusinessStrategy, Marketing and Management Accounting.

Sheffield Hallam University will also be introducing a one year top-up degree in RetailManagement in March 2007. This will allow students to convert their FoundationDegrees into full Honours Degrees.

Since opening in 2003 The Source has provided training to over 750 people:

Work Based Learning: 422 learners and 40 employers. 118 people with noprevious qualification have gained a nationally recognised Level Two NVQ and 85people have completed the full apprenticeship.Source of Your Own Destiny Course: 323 people have improved their prospects foremployment as well as their health and lifestyle. These included lone parents,returners-to-work, ex-offenders, former drug users and those with refugee status.Supported Employment Programme: 22 people with Autistic Spectrum Disorderhave gained work experience.

In 2006 over 250 learners were enrolled on courses at The Source:

103 on the Apprenticeship programme (16- 24 years olds)75 on the Level Two Train to Gain programme20 on the Level Three Train to Gain programme66 on the Source of your Own Destiny Course.

To find out more about these courses visit http://thesource.meadowhall.co.uk

In 2006 The Source at Meadowhallwon the National Training Venue ofthe Year Award.

“I left school at 15 with noqualifications. I now havea qualification that provesto people that I amcompetent in my job. Notonly that, I feel that myskills have been enhancedand recognise how much itwould benefit both othermembers of staff and myemployers, Debenhams.”

Janice Palfreyman, Debenhams.

Retail Training at MeadowhallBy improving the employability skills of local people we help retailers to recruit andretain appropriately skilled employees and enhance the attractiveness ofMeadowhall Shopping Centre to occupiers.

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Biodiversity

In 2006 the National Skills Academy for Construction was launched at ourBishopsgate development, in the City of London. The Academy for Constructioninvolves mobile training centres on construction sites rather than traditional ‘bricks andmortar’ colleges. It is a partnership between ConstructionSkills, the Sector SkillsCouncil for the construction industry, training providers and employers including BritishLand. It is part of a Department for Education and Skills initiative to improve thestandard of industry training and tackle skills shortages across the UK.

The launch at Bishopsgate was attended by Secretary of State for Education andSkills, Alan Johnson, and Skills Minister, Phil Hope. The Bishopsgate site is a £292million development comprising modern office space and a public shopping area. Thisis the first construction site to benefit from an Academy for Construction. TheBishopsgate Academy involves Bovis Lend Lease, British Land, the Learning andSkills Council, the London Development Agency, Job Centre Plus, ConstructionSkillsand the City of London. 1,000 people will gain experience of construction through theBishopsgate Academy over the next two years.

“The partnership between ConstructionSkills, Bovis Lend Lease and BritishLand sets a precedent for future Academy sites. 201 Bishopsgate and TheBroadgate Tower showcase all that is good about skills training in theconstruction industry ... The Bishopsgate site has set the bar high for all futureSkills Academies. I am encouraged that over the coming years, as moreAcademy sites come to fruition, we now have very strong foundations on whichto build.”Sir Michael Latham, Chairman Sector Skills Council for the construction industry.

201 Bishopsgate and The BroadgateTower, London EC2, represent thebiggest speculative officedevelopment ever undertaken in theCity of London and are onprogramme for completion in 2007.

“As owners anddevelopers of 201Bishopsgate and TheBroadgate Tower, BritishLand is delighted that theNational Skills Academyfor Construction islaunching on this site.Having a skilled workforceis vital to the efficient andsafe construction of anydevelopment, so BritishLand is fully supportive ofthe ongoing success ofthis initiative.”

Richard Elliott, Head ofConstruction for British Land

Construction TrainingInvolvement in training initiatives helps ensure that contractors have access to anappropriately skilled workforce on our developments.

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Biodiversity

Since 2003 we have been working closely with the London Borough of Southwark onthe British Land Canada Quays joint venture. This venture is developing newresidential, commercial and community facilities at Canada Water in London’sDocklands.

In 2006 Southwark Council approved a resolution to grant outline planningpermission for the first phase of regeneration at Canada Water. This first phaseinvolves Site A, close to Needleman Street, and Site B, adjacent to Surrey QuaysRoad.

Over the last three years there has been extensive community consultation. Over200 sessions have been held including dedicated workshops, public open sessions,exhibitions, school tours, public meetings and focus groups. Consultation has alsotaken place with Government agencies, statutory consultees and many of theCouncil’s departments. Community feedback on the outline plans showed that therewas a good level of support.

Community feedback has led to changes being made to the plans. These include:

Providing a dedicated toddlers’ play areaAllowing for a larger public plaza by remodelling and relocating the library buildingWidening the pavement by setting back buildings along Surrey Quays RoadProviding additional family housing along BirchwayReducing building heightsImproving the existing pedestrian access link from the Pump House to the stationProviding additional cycle parking.

828 new homes, with a large proportion of affordable homes, will benefit local peopleand contribute to achieving housing targets. The mix of new dwellings will promotesocial diversity and balanced communities and improve accessibility for all.

There will be new employment opportunities with approximately 1,500 temporaryconstruction jobs on sites A and B. Funding for training and job brokeragecoordinators, included within the Section 106 agreement, will maximise opportunitiesfor local people. The completed development is expected to create 290 new jobs.

The public realm proposals aim to create a vibrant day and night urbanenvironment. There will be a high quality and coordinated landscaped setting for thenew buildings.

New cycle and pedestrian access will integrate adjacent neighbourhoods. A new openspace, Deal Porters’ Plaza, will provide a venue for public events and local markets.Deal porters worked in London's docks, stacking baulks of deal wood up to 60 feethigh.

Find out more about this development at www.canadawater-southwark.co.uk

“I have lived in this areamy whole life and beeninvolved with all the majorcontracts going on in thearea and British LandCanada Quays stand alonein having bent overbackwards to listen tolocal people’s views andtake them into account.”

Barry Duckett, Chair of the Canada EstateResidents’ Association

“British Land CanadaQuays (BLCQ) has workedclosely with the Counciland local people to involvethem in developing ourexciting plans for CanadaWater. This has involvedadapting the plans to takeinto account the opinionsof the people who live orwork locally. As a resultthe plans will deliver thosethings which we knowlocal people want to see -such as good communityfacilities, a high qualitypublic realm andaffordable housing forfamilies. This has reallyhelped build trust with thelocal community and it isgood to see a companytaking its responsibility tothe local communityseriously. We look forwardto continuing to work inpartnership with BLCQ todevelop the Canada Waterarea.”

Councillor Richard Thomas,Southwark Council.

Consultation at Canada WaterBy consulting local people we ensure that our developments meet their needs andhave their support. This can assist with planning applications and the smoothrunning of our properties.

Ref: reg-05© The British Land Company Plc 2007. All Rights Reserved.











Biodiversity

Blythe Valley Park in Solihull is currently home to 13 companies, employing over 3,000people. In October 2006, Solihull Metropolitan Borough Council granted permission forthe second phase of the development, following a successful Development Plan PublicInquiry in 2005.

The second phase will create an additional 74,000 square feet of high quality officespace, surrounded by a 14 hectare extension to the countryside park. The forecastemployment benefits include the creation of 4,000 new permanent jobs, accessible toresidents of the East Birmingham North Solihull Regeneration Zone. Three new busservices are also proposed with financial support for the Council; this will improvebusiness links within the West Midlands.

Various publicised stakeholder briefing events were held for local Council Members,local residents, members of the local Chambers of Commerce and existing Parkoccupiers.

In addition, during May 2006, an exhibition of the proposed development was held fortwo weeks in the Park Management Office. Members of the project team staffed thedisplay, including British Land Planning Executive, Miles Price. This provided a forumfor people to ask questions and give their views on the scheme. Those attendingappreciated being able to talk directly with the developer. Miles also welcomed theopportunity to explain the proposals to the local community and to discuss localwishes and concerns face to face.

The exhibition was designed to address the known concerns and issues of the variousstakeholder groups. As a result, the response to the proposals was very encouraging,with visitors substantially supporting the development. Residents commented on howinformative the exhibition had been and only a few new issues emerged. Theseincluded:

Providing more footpath and cycle linksRevisiting the proposed tree species to guarantee all year round screeningIntroducing suitable signage to direct visitors to and through the countryside park.

Residents in Kineton Lane, who are closest to the development, were offered threeoptions for the landscaping treatment at the rear of their properties. They received aletter asking them to comment on the options and to propose alternatives if they feltbetter solutions were possible. Feedback from the residents was incorporated into anew fourth option which is now to be introduced. The residents requested:

A more open view across the Countryside Park to ensure children can be seenwhen playingMore tree screening around the development plot boundaries to reduce views ofthe new buildingsMore footpath links across the Countryside Park, to cater for local dog walkers.

The enlarged Countryside Park will enhance habitats and diversity, creating new areasfor nature conservation and informal recreation. We have committed to fully planting

64 people attended an exhibition ofproposals for Blythe Valley ParkPhase 2 in May 2006. Their feedbackinformed the plans.

“This is how the newplanning system shouldwork, a vision-led processpursued in partnershipwith the local planningauthority, with detailedproposals developed by amulti-disciplinary andtechnically excellent teamworking in close liaisonwith the local communityand other stakeholders.The consequence is thatplanning permission isdelivered quickly througheffective and efficientdevelopment control.Blythe Valley Park 2 is aprocess and, we can besure, an outcome of whichall concerned can beproud.”

Paul Watson, Chief Planning Officer, SolihullBorough Council.

Consultation at Blythe Valley ParkBy consulting local people we ensure that our developments meet their needs andhave their support. This can assist with planning applications and the smoothrunning of our properties.

for nature conservation and informal recreation. We have committed to fully plantingthe Countryside Park before any development occurs to ensure minimum impact onthe local community.

Regular newsletters are sent to the local community to ensure they are kept informedof plans for future buildings, events and projects.

For more information visit www.blythevalleypark.com

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Biodiversity

Following two years of consultation with local community groups and otherstakeholders, detailed planning permission was received for the next phase of ourdevelopment at Regent’s Place, London NW1. The 2.5 acre mixed use development atOsnaburgh Street will include residential units with over 50% affordable housing, highquality offices, a community theatre and shops around a new public space.

We are now working with the local community to manage the project with minimaldisruption to the people who live and work locally. Factors that are being consideredinclude noise, dust and traffic issues.

Levels of traffic on Euston Road are comparable to those on the Champs Elysées inParis and the Diagonale in Barcelona, yet the area is perceived by many to be anurban ‘motorway’. Pedestrian movement and safety are an important part of our plansfor the area. In 2006 we invested £100,000 in a joint project with Transport for Londonand Camden Council to improve pedestrian access at the Euston Road underpass.Concepts considered ranged from removing the underpass to turning the area into an ‘urban forest’. It is likely that the final option will:

Reduce the number of lanes pedestrians need to crossImprove signageReduce visual clutter and provide a more attractive urban landscapeReduce noise levelsImprove pedestrian safety.

We are also progressing proposals for more offices and residential units in the north-east quadrant of the estate. This is a mixed use scheme with over 170 residentialunits, a large proportion of which are social housing. There will be over 45,000 squaremetres of high quality offices as well as retail space, community facilities, newlandscaped routes and significant improvements to the existing public realm at TritonSquare. Community facilities will include a replacement One Stop Shop for the WestEuston Partnership and a new Community Arts Facility.

We have been consulting with the local community and other stakeholders about thisscheme. In July 2006 we displayed plans at the West Euston Community Festival andin October 2006 we presented the development to the West Euston PartnershipPlanning Sub-Group. We are currently extending our outreach consultationprogramme to include more local schools and youth groups.

There is general support for the north-east quadrant proposals. Following feedbackfrom local stakeholders, there will be a larger performance space with increasedseating in the extended Triton Square.

In 2006 we worked with Squint Opera, Edco, Farrells and a group of 14 year olds fromSouth Camden Community School to review how Euston Road could be improved. Aspart of Enterprise Week and the London Architectural Biennale the 12 pupilsinterviewed people on their opinions of Euston Road. Based on people’s feedback andtheir own creativity they developed a number of ideas. These ideas includedpedestrianising the area and installing a large elevated globe with a restaurant inside

In 2006 young people from SouthCamden Community Schoolparticipated in the Hustle and Flowproject, creating a film visualisingideas for Euston Road.

Watch Hustle and Flow.

“The Hustle and Flowproject was a fabulousexample of young peopleworking creatively witharchitecture professionalsover the duration of aweek. The hands onexperience they gainedwas really beneficial interms of skillsdevelopment and learningnew ways of working.Students developed agood working relationshipwith the professionals andstarted to see things in anew and imaginative way.We are extremely thankfulto British Land for givingthe students this uniqueopportunity.“

Anna Woodfield,Community Arts Manager, SouthCamden Community School.

Regeneration at Regent’s PlaceThe Regent’s Place Masterplan aims to help transform areas of Euston Road inLondon into a vibrant place, with street life, attractive landscaping, major squaresand green spaces.

pedestrianising the area and installing a large elevated globe with a restaurant insideand a performance space underneath. The pupils created a video called ‘Hustle andFlow’. This was exhibited at the British Library and can be viewed below

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Inspiring Events

Sponsorship

Working with Local Schools and Colleges

Working Together for Safer Shopping




Biodiversity

Principal riskPoor relationships with localcommunities can delay thedevelopment planning processand affect property values.

OpportunitiesTo develop relationships withlocal communities and localauthorities, improving theprocess of developing andmanaging properties for theCompany and the community.

Over £650,000In 2006 we invested over £650,000 in good causes,including education, the artsand sport. More about sponsorship

Local people enjoyed eventsat our properties around theUK, such as ice skating atBroadgate Arena in London.Discover more about these events

Working in partnership withcommunity groups ourshopping centres are nowsafer and more pleasantplaces to shop and work.Find out how.

CommunityStrengthening local ties

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Inspiring Events

Sponsorship

Working with LocalSchools and Colleges





Biodiversity

In August 2006, a group of four to 18 year olds enjoyed an afternoon of activities atGlasgow Fort Shopping Park. This was hosted by Greater EasterhouseDevelopment Company (GEDC), Glasgow Young Scot and retailers. Glasgow’s YoungScot Card and KidzCard holders enjoyed many free activities. These included fashionshows modelled by local youth groups and a 130 foot inflatable course called ‘Gladiator Mega Challenge’. Other popular activities included professional caricaturistsand aerial performances from the Spinal Chord Project. GEDC, Careers Scotland andJohn Wheatley College also gave information on local education, employment andtraining opportunities.

In 2006 we built on the success of the 2005 Performing Pictures creative theatreproject at Regent’s Place in London. Another group of young people from HaverstockSchool in Camden visited Regent’s Place with a visual artist and viewed our publicspace artworks. They then went back to school for a series of creative workshops.They worked with professional musicians to create their own music and withprofessional dancers to create their own dance pieces. They then gave a lunch-timeperformance in Triton Square at Regent’s Place for local residents and workers. Thiswas followed by a performance at school for their families. Conceived and run byCreate, a dynamic creative arts charity, Performing Pictures was funded by BritishLand, Regent’s Place occupier Abbey and the Eleanor Rathbone Charitable Trust.Broadgate Estates and Camden Council provided support.

Blythe Valley Park in Solihull held a charity fun run raising funds for local goodcauses. UK Athlete Jonathan Moore started the race and over 100 adults and childrentook part.

During August people at Broadgate in London enjoyed a three-day series ofequestrian events at lunch-time, with performances from a Jive Pony Display teamand a dressage display from a top ranked rider, Paul Hayler. A demonstration from theK9 Freestyle Dog Dancing involved dogs and handlers performing as a team to theirchosen music. The performers included the duo who won the 2006 Crufts Freestylecompetition. Find out more about events at Broadgate www.broadgatelive.co.uk.

During the winter Broadgate occupiers and local schools can book to use Broadgate’soutdoor ice rink free of charge. In 2006 children from the local Lyceum School weregiven season tickets to the ice rink in thanks for their artwork depicting 'Winter in theCity'. The winners' colourful images were displayed on hoardings around the rink. Therink is also home to the Broomball League which is free to watch. Find out more byvisiting: www.broadgateice.co.uk

The Mayor of Slough unveiled the longest sari in the world at QueensmereObservatory Shopping Centre in Slough. There were beautifully decorated saris ondisplay as well as colourful bhangra dancing, music, and presentations. The final sariwas 411 metres long, with 75 sections, breaking the previous record by over 30metres.

On Sunday 2nd July over 100 local toddlers came to Meadowhall Shopping Centre inSheffield. They toddled around the malls with their parents and carers as part of

During August people at Broadgatein London enjoyed a three-day seriesof equestrian events at lunch-time.

“I would like to say a bigspecial thank you to youfor a free one hourskating, and it wasfantastic, brilliant andamazing.”

“I really enjoyed the tripand even though at theend every single bone inmy body was aching, itdidn’t stop me from tryingand trying again.”

“Your ice rink was my bestrink ever. Outside skatingis the best.”

Children from Pakeman PrimarySchool.

Inspiring EventsBy making our properties more vibrant and inclusive areas for people to work, livein and visit, we make them more attractive to occupiers.

Barnardo’s ‘Big Toddle’, a national sponsored walk.

836 children from 14 local primary schools participated in a five-day reading event atThe Source at Meadowhall in 2006. This was part of our continued support of theNational Literacy Trust’s ‘Reading is Fundamental’ initiative.

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Inspiring Events

Sponsorship Working with Local Schools and Colleges





Biodiversity

We have been investing in communities near to our major properties, such as theWest Euston area in London, since the mid 1980s. In 2006 we invested over £650,000in good causes. Much of this support is provided as part of a long-term relationshipthat enables real progress to be made. For full sponsorship details please seewww.britishland.com/sponsorships.

In 2006 we continued our sponsorship of The British Land UK Chess Challenge.Over 74,000 schoolchildren, aged six to 18 years old have participated since 1996.Chess allows children to develop qualities of concentration, forward planning,resilience and flexibility while enjoying themselves.

We continued our support for the arts. In 2005-2006 we sponsored the Degas, Sickertand Toulouse Lautrec exhibition at Tate Britain. It attracted over 205,000 visitors, thesecond highest ever recorded at the museum. In 2006 we sponsored the Holbeinexhibition at Tate Britain. This provided us with an opportunity to build relationshipswith some of our key stakeholders. Nearly 4,000 occupiers, investors, members oflocal and central government, suppliers and local community members attended aseries of private viewings during October. Participants welcomed the opportunity todiscuss both business and social issues, building relationships.

Our ongoing commitment to sport included being sole sponsor of The British LandNational Ski Championships for the 28th consecutive year and sponsoring the BritishLand Alpine Ski Team. We also sponsored The British Land British Open and AmateurChampionships for Real Tennis for the 13th year. We also sponsored Capital KidsCricket for the third year.

We also provide selected community groups with access to our facilities andproperties. For instance, during Christmas 2006 we gave Crisis use of 122Leadenhall Street in London EC3 for ‘Crisis Open Christmas’ to offer homeless peoplewarmth, companionship and food during the festive season.

Our property management teams have responsibility for sponsorship at our properties.This enables a speedy response and entrusts decision making to those who are mostfamiliar with the needs of their local communities.

In 2006 Eastgate Shopping Centre in Basildon invested £75,000 in good causes,including St Luke’s Hospice, the Vicky Bristow Appeal, Little Havens and The RoyalBritish Legion. The Centre also provided community groups with the use of Centrefacilities to an estimated value of £34,000.

The Queensmere Observatory Shopping Centre in Slough sponsored Slough InBloom, the Slough Juniors Cheyennes football team and Pitstop, a charity helpingyoung people to get into the automotive industry.

At Teesside Shopping Park in Stockton-on-Tees we invested £20,000 in thedevelopment of a multi-use games area by Groundwork Trust. This games area in theThorntree area of Middlesbrough provides local people with free access to two footballpitches and a basketball court. The project also provides two local people with full-time, permanent jobs.

In 2006 we continued our support ofthe National Literacy Trust's ‘Readingis Fundamental‘ initiative. 836children from 14 local primaryschools participated in a five-dayreading event at The Source atMeadowhall.

“I would like to sincerelythank Meadowhall and allthe generous customerswho have supported usthis year in not onlyraising much neededfunds, but also raisingawareness of the charity.This is a fantastic boost toour fundraising efforts.”

Sue Coggin, Sheffield RoyalSociety for the Blind.

“Without corporatepartners the project wouldnot have been possibleand within those BritishLand was one of the mostsignificant, not only infinancial terms but inhelping to drive additionalsponsorship and interestin the project within thebusiness community.”

Sir Bob Kerslake Chief Executive, Sheffield CityCouncil, speaking about BritishLand’s sponsorship of theEuropean Brandenburg Ensemble.

SponsorshipBy supporting good causes we enhance our reputation. Supporting local initiativesalso builds our relationships with local stakeholders.

time, permanent jobs.

At Meadowhall Shopping Centre in Sheffield we sponsored a landmark project inclassical music, the European Brandenburg Ensemble led by renowned HarpsichordistTrevor Pinnock. This project has played a significant part in establishing Sheffield asan international centre for cultural excellence.

Meadowhall Shopping Centre also match-funds donations that generous customersthrow into the Centre’s waterfall. In 2006 £5,000 was donated to Sheffield RoyalSociety for the Blind.

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Inspiring Events

Sponsorship






Biodiversity

The five day Young Managers’ course at Broughton Shopping Park near Chesterhelps Year 9 pupils from St David’s School in nearby Saltney to gain an insight intoretail management. It is now in its third year and involves retailers as well as themanagement team. Pupils benefit from hands on experience at the Park, supported byclass based learning. They develop management skills including communications,presentation, team building, problem solving and target setting. In 2006 the coursewas extended to Crown Point Shopping Park near Manchester. The managementteam held meetings about possible training initiatives with Job Centre Plus, a localMember of Parliament, Councillors and Officers from Tameside Council andrepresentatives from TBC Vocational Education. A Working Group was set up and in2007 the team will be launching the Young Managers’ course at St Thomas MoreSchool in Denton.

Since 2004 the New Mersey Shopping Park in South Liverpool has been involved in aRetail Academy for 16-17 year olds with New Heys Business and Enterprise Collegeand St Benedict’s Catholic College. Trainees have attended ‘taster’ and inductionsessions. Several of the trainees have gone on to work for retailers in the Park, havinglearnt how to put theory into practice. The improvement in confidence andcommunication skills has been impressive.

In 2006 pupils local to New Mersey Shopping Park, Broughton Shopping Park andCrown Point Shopping Park benefited from a Be the Boss Day. They prepared anapplication letter and attended an interview at the Park. The winning candidates thenshadowed selected employees, taking responsibility for certain tasks.

“Not only have Colin andhis team made us feelwelcome, but they havealso inspired the studentsto look at things in a freshway. Work disciplines arecompletely different toschool life, and theirexperiences and theknowledge they havegained over the full fivedays is an excellentintroduction to the worldof work.”

Ann Bailey, Head of Year at St David’sSchool, Saltney.

“When I started I wasreally tongue tied. Now Iam able to deal with thepublic on almost anymatter without hesitation. Ireally enjoy helpingpeople, and explaining asmuch about themerchandise as I can.”

Paul Robson, Retail Academy trainee, NewHeys.

Working with Local Schools and CollegesBy working with local schools and colleges we generate goodwill in localcommunities and often help retailers to recruit employees.

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Inspiring Events

Sponsorship






Biodiversity

A few years ago security at Birstall Shopping Park in West Yorkshire was a causefor concern. By working with the local police, increasing CCTV surveillance andproviding 24 hour security patrols, this situation has been turned around. In 2005 thePark became the first in West Yorkshire to receive the Safer Parking Award. TheCentre Manager has been working with the local Crime Reduction Officer to improvesecurity in the area. In 2006 they brought together the owners of adjacent sites to funda police officer. This was match-funded by West Yorkshire Police to provide anadditional officer. The Park also became a member of the North East Retailers AgainstCrime Partnership, sharing information to reduce criminal activity.

The management team at Broughton and New Mersey Shopping Parks in the NorthWest have been working with local police, ambulance services and schools. In 2006they achieved Action Against Business Crime Safer Business Awards and gained the ‘Safe Child’ Award. The ‘Safe Child’ scheme is run in association with North Walesand Merseyside Police and aims to ensure incidents involving lost children aremanaged quickly, effectively and sensitively. The Park Operations Manager visitsschools throughout North Wales as a champion for the initiative. In 2006 the team atBroughton also introduced a First Responder initiative in partnership with the WelshAmbulance Service. Six security staff were trained to carry out basic life saving skills,including cardio-pulmonary resuscitation and use of a defibrillator. Broughton FirstResponders have helped in over a dozen separate cases since the scheme waslaunched.

Blythe Valley Park is a member of ‘Solihull Business Watch’ run by West MidlandsPolice. This scheme aims to reduce criminal activity through two-way sharing ofinformation. The team at Blythe Valley also works with West Midlands Police toidentify vehicles suspected of being stolen or with criminal links. In a separate initiativeWest Midland Ambulance Service trained the security team and a senior manager inbasic life support skills and how to use a defibrillator. The British Heart Foundationdonated a defibrillator to the Park as part of this initiative to save the lives of heartattack victims.

In 2006 the team at Teesside Shopping Park in Stockton-on-Tees continued to workwith Cleveland Police in training new police officers. Over 100 Probational Officerswere involved in role play scenarios to prepare them for ‘real world’ policing. Novehicles have been stolen from the Park in the past three years and the Park hasachieved the Safer Parking Award.

At Parkgate Shopping Park in Rotherham, the team has been working with the policeand local schools to reduce truancy in the area.

At Glasgow Fort Shopping Park, thanks to positive relationships with the localcommunity and a partnership with Strathclyde Police, there is an extremely high solverate of 66% on all reported crimes. As part of their integrated approach to security thesecurity team is committed to responding to any call within 30 seconds- so far arrivingto 100% of incidents within this time frame. A security officer from Glasgow Fort wonthe Scottish Security Organisation’s Officer of the Year in 2005 and two of the three

“We both wanted toachieve the same thing- acoordinated approach tosecurity in the area and areduction in crime. Thepartnership is helping usto prevent crime throughsharing information. It isalso helping us to solvecases elsewhere, forinstance, obtainingevidence which hascontributed to the arrest ofa group of retail fraudstersoperating nationally.”

Roger Day, Crime Reduction Officer, WestYorkshire Police.

“Every second countswhen you are trying tosave someone’s life andFirst Responder Schemesare hugely beneficial inassisting the ambulanceservice to provide the bestpossible pre-hospital carefor patients. TheBroughton FirstResponders have shownunbelievable determinationand commitment.”

Kevin Hands, First Responder Officer for theWelsh Ambulance Service.

Working Together for Safer ShoppingBy working with local emergency services, schools and other organisations ourmanagement and security teams help to ensure that people feel safe on ourproperties. This can increase trade and enhance rental values.

the Scottish Security Organisation’s Officer of the Year in 2005 and two of the threefinalists in 2006 came from Glasgow Fort.

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Water ManagementPlan

Energy use at our Properties

Energy PerformanceBenchmarking at Broadgate

RenewableEnergy

Energy use on our Developments

Travel Plans

ReportingResource use




Biodiversity

Principal riskUnsustainable buildings cancontribute to climate change,increase costs and be lessattractive to occupiers.

OpportunitiesTo promote efficient use ofenergy and water, reducecarbon dioxide emissions andincrease the attractiveness ofbuildings to occupiers.

324,000 litres of rainwaterwere harvested and used forlandscaping, cleaning andflushing toilets at MeadowhallShopping Centre. More about watermanagement

Our PerformanceFind out more about ourResource Use performance.

661 tonnesMeadowhall Shopping Centrereduced consumption ofelectricity and gas in 2006 by11%, reducing carbondioxide emissions by 661tonnes.More about carbon dioxideemissions

Services and facilities forcyclists at Regent’s Placeinclude 140 cycle spaces andcycle route maps. Discover how we are changingthe way we travel

Resource useManaging a sustainable portfolio

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RenewableEnergy


Travel Plans





Biodiversity

Our Water Management Plan promotes responsible water management at ourproperties and development sites. This helps us:

Manage the costs and risks associated with water use and dischargeMeet strategic and legal requirements to protect water quality and supply securityAdapt to the implications of climate change.

The Plan provides guidance on water management issues during property acquisition,design, construction, management and refurbishment. It complements our othercorporate responsibility documents, such as our Sustainability Briefs.

Information to gather during acquisition includes the existing or potential water needsof the development, what water management measures are in place or could beimplemented, and what the water discharge volume is likely to be.

Opportunities to consider during design include water efficiency measures, such aswaterless urinals, water restrictors on taps and leak detectors. Other opportunitiesinclude water recycling, for instance harvesting rainwater for landscaping. At LudgateWest in London, for instance, low water use fittings were included as part of thedesign.

Elements to consider during construction include preventing water pollution byproviding spill kits, training and remediation plans for oil, fuel or chemical spillages.Water from wheel washing and wash down facilities can also be recycled. At the WillisBuilding in Lime Street in London, for instance, the contractors Mace are recyclingwater from wheel washing.

In property management the focus is on changing behaviour and monitoringperformance. Improvements can be achieved through installation of water efficienttechnology, and establishing a preventative maintenance programme. At MeadowhallShopping Centre in Sheffield two water storage tanks are being used to harvestrainwater and condensation from the air conditioning. The tanks can hold up to 25,000litres of water each, or 185 domestic baths. In the first week after installation 45,000litres of rainwater were collected. This water would otherwise have gone into thedrainage system, into the ground or evaporated. It is now used for cleaning, flushingtoilets and watering the external landscaped areas.

Areas to consider during refurbishment include retro-fitting water efficient technologiesand flood and storm damage protection measures. At Eastgate Shopping Centre inBasildon, for instance, the new toilet facilities will incorporate water harvesting andflow controlled taps.

324 cubic metres of rainwater washarvested and re-used at Meadowhallin 2006.

“It really does not makeeconomic sense to flushexpensively processeddrinking water straightdown the drain. So itwould be good to seemore centres followingthis initiative.”

Graham Parker,British Council of ShoppingCentres writing about therainwater harvesting atMeadowhall.

The Water Management Plan wasdeveloped in 2006 and will bepublished in 2007.

Find out about the energy andwater used in the common(landlord-controlled) areas of ourmulti-let portfolio.

Water Management PlanFresh clean water is essential for life and business. Water supplies will be affectedby climate change which will affect our occupiers. Reducing water use can alsoreduce costs.

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RenewableEnergy


Travel Plans





Biodiversity

We have been working with the Carbon Trust since 2003 to develop and implement our energy benchmarking tool. This toolprovides an active means of controlling energy use in the common (landlord-controlled) areas of our multi-let properties.

In 2006 we rolled out the energy benchmarking tool to managing agents with a programme of briefing and training sessions.

We continued to use our extranet, the Portal, to collect energy and water use information. Environmental consultants Aruphelped us to rate properties against an ‘A’ to ‘G’ carbon performance scale and set appropriate benchmarks for each property. Thefirst eighteen months of usage raised the expected challenges regarding quality and provision of accurate and meaningfulinformation.

Following initial results we focused on working with managing agents of properties where energy performance was rated as eithervery good (‘A’) or very poor (‘G’) against their energy benchmark. We checked the accuracy of the information input, whether thebenchmark was appropriate for the property, or whether indeed the property was a particularly poor or good energy user.

Based on this review we selected seven poor performing properties for energy surveys. The surveys showed that once site-specificinformation was known, performance generally improved. However, ratings were still below the benchmarks, suggesting that energyusage continued to be higher than it should be.

We developed a range of improvement recommendations covering aspects such as management and control of services,lighting, space heating, ventilation, and building fabric. These recommendations range from no cost through to high investment.They will be added to property specific energy performance reports and managing agents will be responsible for ensuring that theyare implemented.

At the end of 2006 we reviewed the benchmarking tool. Users provided feedback on the tool’s usability and quality control of theinformation. A programme of improvements for the benchmarking tool is being implemented, relating to automated informationvalidation checks, usability, reporting and refreshing the property benchmark tables.

Next steps

Complete the programme of improvements for the benchmarking toolProvide managing agents and site managers with a training session on the benchmark toolRefresh the property energy benchmarks based on the results of the energy surveys, and target properties rated as poor againstthe new benchmarksBenchmark the energy performance of the common areas of properties that are managed by British Land and for which thecompany has a share of the Funds.

Find out about the energy and water used in the common areas of our multi-let portfolio.

Energy use at our PropertiesMonitoring and managing energy use reduces our carbon dioxide emissions,minimises the impact of increasing energy prices and helps us to meet existingand future regulatory requirements.

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RenewableEnergy


Travel Plans





Biodiversity

The Broadgate Environmental Working Group identified the carbon dioxide emissions ‘footprint’ relating to the common andoccupier areas of Broadgate properties. We identified that the ratio of carbon emissions in occupier areas and common areas was90:10. Members of the Working Group adopted a Carbon Emission Reduction Charter which they are implementing. The Charter’sCommitments include sharing information and ideas on initiatives, and agreeing a strategy to reduce carbon emissions. To view thisCharter visit www.britishland.com/downloads.htm

The energy survey of Exchange House was extended to cover how the Portal might be used for energy benchmarking for commonand occupier carbon management activities. Two of the three property occupiers, Herbert Smith and Société Générale participatedin the pilot, which covered over 80% of the building area. Work is ongoing to provide monthly energy performance rating results.

We are contributing to a British Property Federation and Usable Buildings Trust project on energy assessment, benchmarking andimprovement of office buildings. The project aims to produce a simple toolkit to help evaluate the energy performance of offices andidentify the ten best ways to reduce their carbon dioxide emissions. The Broadgate team is involved in fieldwork to develop and testthe procedures and inform the development of the toolkit.

Next steps Implement the benchmarking tool with two occupiers, including providing and reviewing monthly energy performance rating results.


Energy Performance Benchmarking at BroadgateAt Broadgate, as well as managing energy and associated carbon dioxideemissions for common (landlord-controlled) areas, we engaged with selectedoccupiers to manage and monitor the areas they are responsible for.

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RenewableEnergy


Travel Plans





Biodiversity

67.5% of the 22,527 tonnes of CO2 emissions reported for the common (landlord-controlled) areas of our portfolio in 2005- 2006was from energy that was 100% supplied from Climate Change Levy (CCL) exempt sources. We continue to engage with ourenergy suppliers to increase the proportion of electricity supplied from CCL exempt sources to the common areas of our portfolio.

In 2006 we also commissioned a wind feasibility study in conjunction with the Carbon Trust. This ongoing study aims to identifyopportunities to achieve CO2 savings by switching electricity supply for common areas from fossil fuels to wind-generated power.This may also enable us to release CCL exempt renewable electricity back to the National Grid.

As part of the wind feasibility study we outlined factors that would indicate whether a property had poor or good capacity potentialfor wind-generated power. We then reviewed our managed property portfolio and produced a short list of potentially good sites. Foreach of these properties we are reviewing the technical, commercial and operational feasibility of installing a wind turbine on-site toprovide electricity for the common areas as a minimum.

At Broadgate we also commissioned an energy feasibility study to identify opportunities to reduce CO2 emissions, for example byinstalling tri-generation technologies. Tri-generation technologies reduce emissions by simultaneously producing three usefulenergies: heat, power and chilled water for air conditioning.

Next steps

Complete the wind feasibility study of our managed portfolioComplete the energy feasibility study at Broadgate.


Renewable EnergyAs part of our carbon management programme we continue to review opportunitiesto reduce carbon dioxide (CO2) emissions by switching to no or low-carbon energysources.

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RenewableEnergy


Travel Plans





Biodiversity

As well as benchmarking the energy performance of the common (landlord-controlled) areas of our managed portfolio, we managethe energy performance of our developments.

We are also evaluating the energy performance of two development projects, Ropemaker Place and The Leadenhall Building, toindicate the likely certificate rating that would apply to the buildings when the EU Energy Performance of Buildings Directive isimplemented in the UK. As there is currently no approved methodology for calculating a certificate rating, the ratings will be basedon an assessment using the likely approved methodology, by our environmental consultants Arup.

Ropemaker Place is a “major development” under the London Plan Mayor’s Energy Strategy, and so we also commissioned anEnergy Review of the development. To assess alternative carbon reduction options Arup developed a life cycle approach toevaluating carbon, guided by the London Renewables Toolkit assessment methodology. The results informed the proposed designand planning application to be submitted shortly.

Next Steps

Complete evaluation of likely certificate ratings for Ropemaker Place and The Leadenhall BuildingEvaluate the likely certificate ratings of our other property developments.


Energy use on our DevelopmentsMonitoring and managing energy use reduces our carbon dioxide emissions,minimises the impact of increasing energy prices and helps us to meet existingand future regulatory requirements.

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RenewableEnergy


Travel Plans





Biodiversity

We have Travel Plans for many of our properties including Regent’s Place in London,Meadowhall Shopping Centre in Sheffield and Blythe Valley Park in Solihull as well asfor our Head Office. View these at www.britishland.com/downloads.htm.

Since we first launched the Regent’s Place Travel Plan in 2001 the area and the useof transport have changed considerably. There are now 37 businesses and 6,100employees on the site and the proportion of car users has halved. In 2006 wedeveloped two new plans for Osnaburgh Street in Regent’s Place to take thesechanges into account. One Plan covers the proposed 160 new homes and the othercovers the proposed 40,000 square metres of commercial office and retail space inOsnaburgh Street.

The Osnaburgh Street Travel Plans build on our key achievements which include:

Twice yearly Transport Forums attended by occupiers, Camden Council and otherinterested partiesTravel information available through www.vicinitee.com10,000 Regent's Place Travel Booklets or CD Roms provided free of chargeA Bicycle Users Group and 140 cycle spacesSystematic and consistent pedestrian signage and ‘step-free’ footways.

They include the following additions:

Offer membership of the Transport Forum and Bicycle Users Group to newresidentsEncourage the Registered Social Landlord to include travel information in theTenancy Packs circulated to residentsConsider installing new bus shelters on Euston Road and Hampstead RoadConsider increasing motorcycle and bicycle parking spacesInvestigate sustainable ways for making deliveries to Regent's Place, such as jointordering systems.

Management at Blythe Valley Park in Solihull purchased six bicycles, helmets andlocks for the people who work on the 170-acre site. The mountain bikes provide anenvironmentally friendly way for people to get around the site, enjoy the parkland areaor simply to exercise. A local provider is servicing and maintaining the bicycles. This isjust part of Blythe Valley’s sustainable approach to transport which includes a TravelCentre, a travel website, financial support for buses, a car sharing initiative, footpathsand cycleways.

At Eastgate Shopping Centre in Basildon Bikeability was extended in 2006 toprovide the free use of bikes to shoppers and occupiers as well as employees.

“We are always looking atways to promote and raiseawareness of sustainablemodes of travel andalternative workingpractices such as cycling,walking, car sharing andpublic transport. Thebicycles have been usedby management staff toget to meetings aroundthe park as well as bymany staff who want todiscover the parkland thatwe manage or simplycycle to the supermarketor bakery to get lunchrather than drive.”

Kate Smith,Assistant Park Manager at BlytheValley Park.

Travel PlansEmissions from car travel contribute to climate change. Our Travel Plans reduceemissions by supporting sustainable transport. This can also make it easier forpeople to travel to and from our properties.

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RenewableEnergy


Travel Plans





Biodiversity

Performance Data

Water use

Energy use and Carbon DioxideEmissions

Carbon Dioxide Emissions by PropertyType

Average Energy use by Property Type

Our property teams and managing agents record energy and water information on our extranet, the Portal. The information coversthe internal and external common areas of our multi-let properties; these are the areas where, as landlord, we control usage andcan directly effect improvements.

For the period April 2005 to March 2006 resource use figures were calculated according to the Department for Environment, Foodand Rural Affairs (DEFRA) guidelines for companies’ environmental reporting.

During 2005/6 we were responsible for resource use and associated carbon dioxide (CO2) emissions in the common areas of 96multi-let properties, of which 85% (82 properties) recorded resource use information on the Portal for that period. The figures in thisreport are based on this information. The 14 properties that did not record this information were excluded from resource useanalysis and reporting.

Reporting of resource usage in the common areas of each of the 82 properties varied, largely due to variation in the types ofresource used in the common areas of each property, with most properties using electricity and fewer properties using water, gasand oil:

78 properties reported electricity data30 properties reported water data24 properties reported gas use data1 property reported oil data.

Where meaningful we have compared 2005/6 data with 2004/5 and 2003/4 data. Year on year comparisons are, however, notstraightforward because we frequently buy and sell properties. Total consumption and emissions can therefore be affected bytransactions as well as changes in consumption. During the 2005/6 reporting period, 25 of the 82 properties that reported resourceuse data were sold and two were bought. Their contributions to water use and CO2 emissions are included in this report.

In 2005/6 we were responsible for resource use in the common areas of 96 multi-let properties. This is an increase from 94 in2004/5 and 93 in 2003/4. However, the percentage of properties that provided data dropped from 90% in 2004/5 to 85% in 2005/6.This is largely due to additional properties confirmed as having a common area experiencing difficulties separating occupier andlandlord usage.

This year’s dataset represents information reported from properties with a total common floor area of 1.49 million m². This is anincrease from 1.05 million m² in 2004/5 and 0.90 million m² in 2003/4.

Reporting Resource useWe are responsible for the energy and waterused in the common (landlord-controlled) areasof our multi-let properties. We use energy topower lighting, heating, ventilation and cooling,and for cleaning activities. We use water fordomestic facilities, cooling and landscapewatering.

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RenewableEnergy


Travel Plans





Biodiversity

Performance DataWater useEnergy use and Carbon DioxideEmissionsCarbon Dioxide Emissions by PropertyTypeAverage Energy use by Property Type

Reporting Resource use Introduction

Figure 1 shows total water usage data for the period April 2005 to March 2006. Total water use fell compared with last year, largelyreflecting a decrease in water use by reporting properties. Sold properties accounted for 0.2% and purchased properties for 3.7% oftotal water use.

Figure 1. Annual water use

Total water consumption (m³) Water consumption per m² (m³/m²)

2005/6 2004/5 2005/6 2004/5417,926 496,043 0.51 0.82

Figure 2 shows that approximately 60% of our total reported water usage is in offices and over 30% is in shopping centres.

Figure 3 shows the average intensity of water use per property type for 2005/6 and 2004/5. This standardised value indicatesdifferences in intensity of water use between property types. Overall intensity of water usage has decreased from 0.82 m³ per m² in2004/5 to 0.51 m³ per m² in 2005/6. In both years residential properties used water most intensely on a m² basis compared withother property types. Primarily this use was for domestic purposes. Intensity of water use rose significantly for residential propertiesthis year. This is largely due to only one residential property, with a higher consumption per m², reporting in 2005/6.

Water useWe are directly responsible for the watersupplied to the common (landlord-controlled)areas of our multi-let portfolio. This water isused for domestic facilities, cooling andlandscape watering.

The graph above shows standardised water use for each property type as average water use per unit of common floor area (m³/m²). This iscalculated by dividing the total use for each property by its common floor area and then deriving an average of this for all the properties withineach property type for which reliable common floor area data were available (25 of 30 properties). The average values shown in the Figure donot indicate variability that exists between properties within a property type in terms of use of water per m².

During 2006 we sold our residential portfolio and so our water management activities focus on our shopping centre and officeportfolios. This reflects the ongoing trend for these properties to contribute the greatest total water use from the common areas andto have a relatively high intensity of use compared to other property types.

Ref: res-09






RenewableEnergy


Travel Plans





Biodiversity

Performance DataWater useEnergy use and Carbon DioxideEmissionsCarbon Dioxide Emissions by PropertyTypeAverage Energy use by Property Type


Figures 4 and 5 show energy use and associated carbon dioxide (CO2) emissions, as a total and on a square metre (m²) basis forthe different energy types for the period April 2005 to March 2006.

Total consumption of all energy types (electricity, gas and oil) and consumption per m² reduced slightly in 2005/06. Associated CO2emissions also declined. This slight decrease largely reflects year-on-year reductions in reported resource use by properties as wellas year-on-year changes in the composition of the property portfolio.

Electricity use accounts for almost 80% of the total CO2 emissions from the property portfolio and represents our most intensivesource of CO2 per m². During 2005/6, 100% of the electricity supplied to properties, with a total common floor area of 422,624m² ,was from Climate Change Levy exempt sources, which represents 85% of the total reported CO2 emissions associated withelectricity and 67.5% of total reported emissions.

Gas use accounts for almost all of the remaining portfolio’s CO2 emissions and is our most intensively used energy source per m².

Oil use, which was reported in one of our properties, makes a minor contribution to our CO2 emissions and remains constant with2004/5.

Properties sold and purchased in the reporting year are included in the data, and account for 0.29% and 1.8% respectively of CO2emissions from multi–let properties with common areas. For reference, data have been included from 2004/5 and 2003/4.

Figure 4. Annual energy resource consumption

Consumption Consumption per m²

2005/6 2004/5 2003/4 2005/6 2004/5 2003/4Electricity (kWh) 41,578,383 41,812,892 42,486,640 29 33 45Gas (kWh) 24,462,849 27,226,146 31,567,234 34 47.6 82Oil (kWh) 698 1,246 139,645 0.09 0.17 11Total 66,041,930 69,040,285 74,193,519 – – –Total resource usage is calculated by adding resource use from all reporting properties. Resource usage per m² is calculated by dividing thetotal usage by the total common floor area values for reporting properties for which reliable common floor area data were available (71 of 79properties). This provides a broad overview of the dataset.

Figure 5. Annual CO2 emissions

CO2 (tonnes per year) CO2 (kg/m²)

2005/6 2004/5 2003/4 2005/6 2004/5 2003/4Electricity (kWh) 17,879* 17,980 18,269 12.55 14 19Gas (kWh) 4,648 5,173 5,998 6.54 9 16Oil (kWh) 0.17 0.312 35 0.02 0.04 2.65Total 22,527 23,153 24,302 - - -

Energy use and CarbonDioxide EmissionsWe are directly responsible for the energy(electricity, gas and oil) used in the common(landlord–controlled) area of our multi–letproperties. This energy is used for lighting,heating, ventilation, cooling and cleaningactivities.

Total CO2 emissions (tonnes) are calculated by converting reported energy use into kilograms of CO2 using DEFRA conversion factors.

*All CO2 calculations include emissions from energy used in properties supplied by Climate Change Levy exempt sources through the NationalGrid.

CO2 emissions per m² are calculated by dividing total CO2 emissions by the total common floor area values for which reliable common floorarea data were available (71 of 79 properties). This provides a broad overview of the dataset.

Ref: res-10






RenewableEnergy


Travel Plans





Biodiversity

Performance DataWater useEnergy use and Carbon DioxideEmissionsCarbon Dioxide Emissions by PropertyTypeAverage Energy use by Property TypeReporting Resource use Introduction

Figure 6 shows total CO2 emissions by property type. Offices contributed 49% of this total and shopping centres contributed 46% in2005/2006.

Figure 7 shows average CO2 emissions per m² by property type. This information is used in our ongoing energy benchmarkingprogramme which requires an understanding of how intensively energy is consumed per m² for each property type. This helpsprioritise energy reduction initiatives.

There was a reduction in office CO2 emissions compared with 2004/5. This was largely due to a reduction in consumption fromreporting properties related to the energy management activities at our Broadgate properties.

There was a slight increase in shopping centre CO2 emissions for electricity. This was largely due to data from two additionalproperties reporting this year and a significant increase in electricity reported from one shopping centre compared with last year.This is attributable to the property being purchased during the 2004/5 reporting period.

There was also a significant increase in CO2 emissions associated with electricity for ‘other’ properties. This is due to the inclusionof one retail property which reported high electricity consumption for the common area. The accuracy of this property’s data will bereviewed during 2007.

In terms of gas related CO2 emissions, offices and shopping centres continue to be the primary contributors. Total CO2 emissionsassociated with gas use in offices declined, largely due to properties reporting a decrease in use and fewer reporting properties thisyear. Total CO2 emissions associated with gas use in shopping centres increased slightly due to more centres reporting gas use.However, there was a reduction in CO2 emissions associated with gas use in shopping centres per m². This is largely due to newlyreporting properties reporting a low consumption relative to common floor area.

Carbon Dioxide Emissions byProperty Type

*Others for electricity 2005/6 in order of highest value first: Retail Warehouse, Leisure, Residential, Supermarket, Distribution and Industrial,Retail.*Others for electricity 2004/5 and 2003/4 in order of highest value first: Retail Warehouse, Residential, Leisure, Supermarket, Distribution andIndustrial, Retail.*Others for gas 2005/6 and 2004/5: Retail Warehouse. Total CO2 emissions (tonnes) per property type are calculated by converting reported energy use per property type into kilograms of CO2using DEFRA conversion factors.

CO2 emissions per m² per property type are calculated by dividing total CO2 emissions by the total common floor area values for eachproperty type for which reliable common floor area data were available. This provides a broad overview of the dataset.

The CO2 emissions per m² for ‘Others’ have not been included as year on year comparisons are not meaningful due to changes in theproperty types that are included in the ‘Others‘ category.

Ref: res-11






RenewableEnergy


Travel Plans





Biodiversity

Performance DataWater useEnergy use and Carbon DioxideEmissionsCarbon Dioxide Emission by PropertyTypeAverage Energy use by Property Type


Figures 8 and 9 show average electricity and gas use per square metre (kWh/m²) for each property type. This standardised valueindicates differences in intensity of electricity and gas use between property types.

Figure 8 shows that retail and office properties continued to use electricity most intensely on a m² basis compared with otherproperty types in 2005/6. This is likely to be because offices and shopping centres use electricity intensively on a prolonged basisfor lighting, heating, ventilation, air conditioning and small power equipment. The high electricity consumption (kWh/m²) for retailproperties is wholly attributable to the effect on the figures of one property and this data will be reviewed in 2007.

The graph above shows standardised electricity consumption for each property type as average electricity use per unit of common floor area(kWh/m²). This is calculated by dividing the total consumption for each property by its common floor area and then deriving an average of thisfor all the properties within each property type for which reliable common floor area data were available (72 of 78 properties). The averagevalues shown in the Figure cannot indicate variability which exists between properties within a property type in terms of use of electricity per

Average Energy use byProperty Type

m².

Figure 9 shows that offices continued to use gas most intensely on a m² basis compared with other property types. This is likely tobe because offices use gas to provide space heating and hot water. Gas consumption per m² for offices has remained constantfrom 2004/5 to 2005/6. Very few of the residential and retail warehouse properties use gas and reported gas use was very low persquare metre for these property types.

The graph above shows standardised gas consumption for each property type as average gas use per unit of common floor area (kWh/m²).This is calculated by dividing the total consumption for each property by its common floor area and then deriving an average of this for all theproperties within each property type for which reliable common floor area data were available (18 of 24 properties). The average values shownin the Figure cannot indicate variability which exists between properties within a property type in terms of use of gas per m².

Ref: res-12



Resource RecoveryCentre

Waste Management atour Properties

Waste Management on our Developments




Biodiversity

Principal riskInefficient waste managementincreasing emissions whichcontribute to climate change.Increasing disposal costs dueto the Landfill Tax andincreasing transportation costsdue to rising oil prices.

OpportunitiesTo realise cost savings andenvironmental benefits byminimising waste andencouraging occupiers andsuppliers to manage waste inan environmentallyresponsible way.

The team at Meadowhalloperated their on-siteResource Recovery Centreand shared best practice withothers. More about wastemanagement at Meadowhall

46%The team at Broadgateincreased recycling from 40%in 2005 to 46% in 2006 More about wastemanagement at ourproperties

20%Target 20% recycledmaterials usage on ourdevelopments at 201Bishopsgate and BroadgateTower. Learn more about our waste management

Waste ManagementMinimising waste across the portfolio

Ref: was-01









Biodiversity

In 2005 Meadowhall became the first UK shopping centre to develop an on-siteResource Recovery Centre. The Centre invested £35,000 in facilities to sort, separateand send materials for recycling, including paper, cardboard, plastics and metals.

In 2006 it is estimated that the return on investment was over £100,000. This is due tothe savings on transport and disposal costs, combined with the revenue from thesegregated materials. In 2006 92% of waste entering the facility was recycled.

The team at Meadowhall shared their knowledge and experience on sustainable wastemanagement with other businesses. 75% of our shopping centre managers at a RetailManagement forum rated Meadowhall’s waste management presentation the mostuseful part of the forum. Visitors to the recycling facility in 2006 includedrepresentatives from Broadgate Estates, Debenhams, Grosvenor Shopping Centres,John Lewis and Packawaste.

The facility has created social as well as environmental and business benefits. Byworking in partnership with Crown Hill Employment, adults with learning difficultieshave benefited from job opportunities. With the support of the Resource RecoveryCentre Manager, these adults have been developing their skills and sense ofindependence. They are now able to work without the support of carers from CrownHill Employment. They are also extremely good at running the facility efficiently whilemaintaining an excellent working atmosphere.

Next steps: Managers at Meadowhall are now reviewing the feasibility of developinga small waste-to-energy plant on-site using contaminated waste and oil to generateelectricity.

“Meadowhall now has themost up-to-date facility inuse, certainly in the UKand Ireland. Recyclingrates have achieved over30% more than theirnearest rivals.”

Graham Fenwick, Sales Director,Packawaste.

“The MeadowhallResource Recovery Centreis great from a wastemanagement perspective.The machinery seems verygood and the people thatthey’ve got in place aredoing an excellent job.They’ve got anunderstanding of themachinery and are happyto be using it in theenvironment they areworking in. It seems such

Resource Recovery CentreBy managing waste responsibly Meadowhall has improved its reputation andrelationships with retailers as well as reducing its costs and impacts on climatechange

a very happy ship!”

Richard Prescott, Prestbury Recycling Director.

Ref: was-02









Biodiversity

We published our Waste Management Plan in 2005 and started to implement it at ourproperties throughout the UK in 2006.

At Broadgate in the City of London we worked with occupiers to collect waste data.We increased the proportion of waste recycled from 40% in 2005 to 46% in 2006through the installation of cardboard balers and glass crushing facilities for alloccupiers. In 2006 Timothy Roberts, a British Land Director, wrote to all Broadgateoccupiers about waste management, describing initiatives and outlining our targets for2007. These include:

Reducing waste per head by 5% and recycling over 50% of all waste at Broadgate.This will in part be done by encouraging occupiers to increase their use of recyclingfacilities and by encouraging greater paper recyclingReducing the proportion of waste to landfill from 34% to 14%, working towards zerowaste to landfill. This will be achieved in part by switching to incineration which canbe used to generate power.

At Teesside Shopping Park in Stockton-on-Tees the management team worked withoccupiers to identify opportunities to improve waste management. They were assistedby environmental consultants Arup.

16 occupiers filled in a questionnaire on their waste management arrangements andattended a meeting to discuss their:

Waste streams and method of disposalRecycling and re-use schemesUse of on-site waste management facilitiesWaste contractors and availability of waste documentationWaste management policies and initiativesMonitoring and reporting of waste streams producedInterest in centralised recycling schemes and creation of a waste forum.

In 2007 the management team is reviewing the feasibility of:

Setting up centralised waste recycling schemesCreating an occupier waste forumOrganising a single waste contractor to collect general waste from occupiers toreduce the overall cost of disposing of general waste.

At Eastgate Shopping Centre in Basildon the team installed a Reverse VendingMachine, which is currently crushing 1,000 aluminium units a week.

At Head Office the team recycled 13,790 kilograms of paper and 310 kilograms ofaluminum cans and plastic bottles. This saved the equivalent of 187 trees and 61,200kWh of energy.

Waste management at Regent’sPlace is improving through initiativessuch as workshops with wastecollection providers.

Download our Waste Management Plan

Waste Management at our PropertiesResponsible waste management reduces our impact on climate change, savesvaluable resources, and can reduce disposal and transport costs.

Ref: was-03









Biodiversity

We published our Waste Management Plan in 2005 and started to implement it on ourdevelopments in 2006. In 2006 all our new developments are working towards thetarget of at least 15% recycled content by value for the whole building.

At our 201 Bishopsgate and Broadgate Tower developments in the City of Londonthe Sustainable Materials Policy included the target of 20% recycled materials usage.Our contractor, Bovis Lend Lease, is working towards this through initiatives such asre-using large volumes of clay from pile arisings to infill, and using concrete withrecycled aggregate and recycled steel. The Waste Coordinator also ensures thatwaste is segregated into five categories for recycling.

On our 51 Lime Street development, working with our contractors Mace, a WasteCoordinator was appointed and a target set to re-use 50% of all works materials.Initiatives to achieve this included the re-use of large volumes of clay from pilearisings.

At our York House development there is a dedicated storage space for recyclablewaste.

Download our Waste Management Plan

Waste Management on our DevelopmentsBy managing waste responsibly during planning, demolition and construction wecan make considerable savings on the costs of transport, disposal and materials.By saving valuable resources we can use less energy and reduce our impact onclimate change.

Ref: was-04



The BiodiversityProgramme

Implementing BiodiversityAction Plans

Developing BiodiversityAction Plans




Biodiversity

Principal riskOur activities leading to adecline in local biodiversityand subsequent delays todevelopment projects.

OpportunitiesTo safeguard and enhancebiodiversity for environmentaland social benefit, and toattract occupiers to ourproperties.

The British Land BiodiversityProgramme helps us to protectand enhance habitats andspecies. Find out more about the programme Otters and fish

Improving access for ottersand fish through the weir onthe River Don atMeadowhall. Read more about our action plans

Local schoolchildren erected30 bird and bat boxes atTeesside Shopping Park. Find out more

BiodiversityManaging and enhancing habitats and species

Ref: bio-01









Biodiversity

The British Land Biodiversity Programme, published in 2005, promotes theconsideration of biodiversity at each stage of the property lifecycle. This helps us toprotect and enhance habitats and species.

Through Biodiversity Action Plans (BAPs) we plan, implement and record measuresto manage and enhance biodiversity at our properties. We have developed three typesof BAP: site-specific, urban generic and soft landscape generic.

Site-specific BAPs are for properties with varied habitat or species requirements.In 2006 site-specific BAPs were implemented for Teesside Shopping Park andRegent’s Place and launched for Meadowhall Shopping Centre and Blythe ValleyPark.The Urban Generic BAP is for properties with the type of hard landscape that isoften associated with urban areas. It contains generic measures for birds, bats,green and brown roof habitats, green walls and control of invasive species.The Soft Landscape Generic BAP is for properties with some soft estate ofplanting and grass, for instance in rural areas, at the edge of cities or in industrialareas. It contains generic measures for birds, bats, invertebrate, grasslanddiversification and linkage habitats.

These Biodiversity Action Plans form the framework within which initiatives atproperties can be taken forward.

In 2006 the team at EastgateShopping Centre in Basildon workedon an initiative to provide bird boxesto three local parks. A YoungEnterprise Company produced andsold 60 bird boxes from a stall in theCentre. These were then placed inBasildon parks in conjunction withEssex Wildlife Trust. The team alsosupported a town centre bird watchscheme in conjunction with the RoyalSociety for the Protection of Birds.

Download our Biodiversity ActionPlans

The Biodiversity ProgrammeBy enhancing local ecosystems our properties are more attractive places to work,live in and visit, and are thus more attractive to occupiers.

Ref: bio-02









Biodiversity

As part of our British Land Biodiversity Programme we develop site-specificBiodiversity Action Plans for properties with varied habitat and species interest. During2006 we continued to implement site-specific Biodiversity Action Plans at TeessideShopping Park in Stockton-on-Tees and Regent’s Place in London.

At Teesside two floating islands were launched to provide roosting and nesting areasfor waterfowl. River corridor and developing salt marsh habitats were monitored.Rotational cutting of the reedbeds continued and Japanese knotweed, an invasiveplant, was controlled through spraying. The re-growth of the reedbeds and invasivespecies continues to be monitored.

Children from nearby Preston and High Clarence Primary Schools erected bird and batboxes that they built at school. Through this joint project with Tees Valley WildlifeTrust, 27 bird boxes and three bat boxes were erected. Visitors were pleased to seesigns of Great Tits, Blue Tits, Robins and Wrens nesting.

As well as benefiting the surrounding wildlife, this project is encouraging children tobecome more environmentally aware and to see how wildlife can thrive near to majorretail areas. Each child or class has ownership of the box that they have constructedand is able to visit the park to see the positive effect of their work.

Next steps: the Teesside team is working with Stockton Borough Council to installinformation boards along the Thornaby trail to raise awareness of biodiversity.

As part of the Regent’s Place Plan in 2006 we began an experimental green roofdesign trial. The aim of the trial is to test the logistics of a retro-fit green roof and theuse of substrate types, including recycled materials. The trial will help to inform thefuture design of green roofs. The trial roof was tailored to enhance local ecologicalvalue, for instance, by providing an attractive habitat for Black Redstarts, a protectedbird species present locally. It was seeded with a cornflower and London-basedwildflower meadow mix, and planted with a small number of plug plants for instant ‘greening’. As well as improving biodiversity, green roofs can improve water retention,reduce dust, smog and noise levels, increase the life expectancy of a roof and improvethermal insulation.

Next steps: we are planning to provide a green roof at our new Head Office at YorkHouse in 2007.

“The ponds at TeessidePark provide a valuablehabitat for many importantspecies in the Tees Valleyarea. Away from the hustleand bustle both shoppersand staff can escape theirhectic schedules and getclose to animals, such asWater Vole, Herons,waterfowl and numerousbirds. British Land andTees Valley Wildlife Trustvolunteers have beenworking hard to make themost of this uniquefeature.”

Jonathan Pounder, Tees Valley Wildlife Trust.

“This project was a greatopportunity to get ourchildren involved inmaking a positivecontribution to their localenvironment, and inmixing their formaleducation with fun creativeactivities that will havelasting benefits to thewildlife living aroundTeesside Park.”

High Clarence Primary School.

Implementing Biodiversity Action PlansBiodiversity initiatives at Teesside and Regent's Place have helped us to buildrelationships with occupiers, suppliers, employees and local communities, as wellas enhancing local ecosystems.

Ref: bio-03









Biodiversity

In 2006 we developed site-specific Biodiversity Action Plans for Meadowhall ShoppingCentre in Sheffield and Blythe Valley Park in Solihull. These will be implemented from2007 onwards.

The Meadowhall Plan identifies important habitats and species to restore wildlife tothe Centre’s landscape. Priority habitats include the River Don, which flows alongsideMeadowhall. The river has suffered from pollution, modification and land contaminationsince the Industrial Revolution. Priority birdlife includes House Sparrows, TreeSparrows, Song Thrushes, Starlings, Black-headed Gulls, Redwings, Kingfishers andMistle Thrushes. Key actions include:

Controlling invasive species to allow native species to grow, working in partnershipwith Sheffield Wildlife TrustPhased replacing of exotic planting with native vegetation of local originEncouraging birdlife by installing bird boxes in suitable locationsWorking with the Environment Agency and Sheffield Wildlife Trust to improveaccess for otters and fish through the weir on the River DonDeveloping plans for a green roof to encourage biodiversity and improve the energyefficiency of the building through insulationDeveloping the Nature Trail to enhance wildlife habitats and improve links forpedestrians, cyclists and horse-riders.

The Blythe Valley Park Plan contains measures to improve the biodiversity ofhabitats, including the extensive water, woodland and grassland areas. This willencourage a wider range of plants and animals to exist on the site. Key actionsinclude:

Providing a bird hide to enable users of the park to observe birds and other wildlifeat first handAgreeing management priorities for the River Blythe Site of Special ScientificInterest (SSSI) with Natural EnglandImplementing a rotational cycle of reedbed cuttingInstalling a floating platform for roosting birdsDiversifying some woodland areas and retain dead wood habitatInstalling a bird feeding station and nesting boxes for birds and bats.

Even before the development of a site-specific Plan for Blythe Valley Park the teamimplemented biodiversity initiatives including working with Warwickshire Wildlife Trustto develop an Education Pack for the many school parties who visit the site. Membersof the Royal Society for the Protection of Birds in Solihull enjoyed a bird watching walkaround the park. Willow whips were planted with the help of children from LeapfrogDay Nursery. Occupiers also enjoyed a series of lunch-time guided walks to learnmore about the diverse wildlife and habitats. New features included a bird feedingstation and improved facilities for recording wildlife sightings. Recent wildlife sightingsinclude Tawny Owls, Kestrel, Reed Bunting, Sedge Warbler and Little Grebes.

Deborah Fennell, Park Manager,enjoying bird spotting at Blythe ValleyPark.

Developing Biodiversity Action PlansBy developing site-specific Biodiversity Action Plans for properties with variedhabitat and species interest we can enhance local ecosystems and make ourproperties more attractive places.

Ref: bio-04© The British Land Company Plc 2007. All Rights Reserved.





Biodiversity

Progress Against Targets 2006Here we review our progress towards meeting the targets set out in our 2005Corporate Responsibility Report. The percentage completions are provided byexternal consultants Arup in discussion with senior managers at British Land.

Ref: pro-01






Biodiversity

Managing CR

Target Progress PercentageComplete

To implement effective corporate responsibility management processes

Issue revised CorporateResponsibility Policy

Corporate Responsibility Policy revised and re-issued in April 2006. Available fordownload at www.britishland.com/downloads.htm

100%

Communicate thecorporate responsibilitydocuments to staff andsuppliers

Corporate Responsibility System Documentation Guide being developed. To bedistributed to all staff and suppliers early in 2007. This Guide identifies whichdocuments and policies people should refer to and when.

50%

To promote sustainable design and construction of developments

Update and re-issuethe Sustainability Briefbased on feedbackfrom the 2005 review

Sustainability Brief for Developments revised in 2006. To be re-issued in early2007.

80%

Develop aSustainability Brief forrefurbishments

Sustainability Brief for Refurbishments drafted. To be launched in early 2007. 60%

To consider corporate responsibility issues within investments

Complete andimplement theSustainability Guide forProperty Acquisitions

Sustainability Guide for Property Acquisitions launched in October 2006. Availablefor download at www.britishland.com/downloads.htm

100%

Communicate relevant corporate responsibility activities to stakeholders

Update MeadowhallShopping CentreCorporateResponsibilityCommunications Plan

Meadowhall Shopping Centre Corporate Responsibility Communications Planupdated and distributed to all management. Activities to be implemented during2007.

100%

Hold a ShoppingCentre Forum

Retail Management Forum held in March 2006, attended by Shopping CentreManagers, Shopping Park Managers and Asset Managers. Topics discussedincluded waste management, energy efficiency, community initiatives and customerservice. Further Property Management Forum to be held in 2007.

100%

Progress Against Targets 2006

Ref: pro-02






Biodiversity

British Land People


To ensure staff needs are considered before and after the Head Office move

Establish a processfor engaging with staff

Relocation Committee established, comprising senior management. All staff sentnewsletters about the move and given access to information about the move on thePortal. Experts consulted. All staff given the opportunity to provide feedback onfunctional elements such as chairs and tables. Staff tours of York House duringDecember 2006.

100%

Encourage the community local to Meadowhall Shopping Centre to pursue job opportunities at the Centre and ensurethat employees have the necessary skills to fulfil their jobs

Advertise all Centrevacancies in the localcommunities

2,000 Job Sheets distributed each week in the Centre and posted to local communitygroups. Positions also advertised in local job centres and on the MeadowhallWebsite. Job fairs held in the Centre.

100%

Implement a readingand writing skillsprogramme at TheSource for Centreemployees

32 Meadowhall staff are being supported with literacy skills using Skills for Lifefunding. In 2007 this will be extended to include retailers’ employees.

100%


Ref: pro-03






Biodiversity

Occupiers and Suppliers


Engage with occupiers to build closer relationships

Conduct a follow-upprogramme ofcommunication andconsultation with keyoccupiers

The Heads of Asset Management contacted 80 key occupiers with an overviewof the research findings and the changes that we would be implementing. KeyAccount Programme and Service Commitment developed. Managing agentsreviewed. Programme of meetings between occupiers and the AssetManagement team. Further independent consultation with key occupierscommissioned for 2007.

100%

Engage with first tier suppliers (consultants and contractors) to raise awareness of environmentally and socially soundgoods and services

Provide corporateresponsibility awarenesstraining to staff responsiblefor purchasing

Training presentation on corporate responsibility sent to all Head Officeemployees in December 2006. Consideration being given to also includingcorporate responsibility issues within the British Land Procurement Policy.

100%

Pilot distribution of a noteto suppliers detailing thecorporate responsibilityprinciples that British Landexpects its suppliers toadhere to

Distribution of letter on corporate responsibility principles that British Landexpects its suppliers to adhere to piloted with suppliers in December 2006. Allfirst-tier suppliers on developments and managing agents will also be sentguidance in 2007.

50%


Ref: pro-04






Biodiversity

Regeneration


Contribute to the regeneration of socially deprived areas where we operate

The Source, Meadowhall ShoppingCentre to establish a retailfoundation degree in partnershipwith Sheffield Hallam University andSheffield College

Retail Foundation Degree established in partnership with SheffieldCollege and Sheffield Hallam University, with input from retailers andthe Sector Skills Council. Sheffield Hallam University validated thedegree in December 2006. It will be delivered at The Source bySheffield College from March 2007.

100%

Explore with Camden Council theimplementation of a projectpromoting business participation inschools

Project agreed with Camden Council for British Land to work withchildren from two primary schools on an architecture-based project.Project to be launched in Spring 2007.

100%


Ref: pro-05






Biodiversity

Community


To manage relations with communities to achieve social and business benefits

Partner with Barclays savers andthe local council in a communityregeneration project in theMiddlesbrough area, near theCompany’s Teesside ShoppingPark

The Company invested £20,000 in a multi-use games area inMiddlesbrough through the Groundwork Trust. This area has beencompleted, providing free access to two football pitches and abasketball court. The project also provides two local people with full-time, permanent jobs.

100%

Initiate a new community project inCamden or Hackney

A team from our subsidiary, Broadgate Estates, supported theRunnymede Trust in preparing for and managing an office move inHackney. In preparation for our Head Office move to York House inWestminster we also supported two community projects in the area:gardening on three housing estates and carrying out research forAbbey Community Centre.

100%

Hold a training programme for in-house and external staff onstakeholder consultation during thepre-planning and planning stagesof development

Findings of the consultation study undertaken at two British Landprojects were fed back to in-house team and external consultants atlunch-time session. Guidance on Masterplanning strengthened in therevised Sustainability Brief for Developments.

70%

Pilot a process for measuring thesocio-economic impact of BritishLand where the Company has amajor presence

Problems in identifying suitable data at single project level have led towider discussions with Government officials on the need for furtherresearch on economic indicators using data from a wide range ofprojects.

20%

British Land's Head Office staff andBroadgate Estates’ staff will providehead teacher and GP mentoring inHackney to support local changestaking place in education andhealth

British Land’s Head of Internal Audit, mentored a senior GP atFountayne Road Health Centre in Hackney. Broadgate Estate’sTechnical and Environmental Director mentored the Headteacher at StJohn the Baptist school in Hackney.

100%


Ref: pro-06






Biodiversity

Resource Use


To promote efficient use of energy and water

Managers of poor energyperforming properties toidentify root cause,improvement opportunitiesand targets

Poor performing properties were identified. Checks carried out of dataaccuracy, appropriateness of the benchmark for the site and whether theproperty was in fact a poor energy user. Seven properties were thenselected for an energy survey. Improvement recommendations will be takenforward during 2007.

100%

Review and develop asappropriate a watermanagement programme

Water Management Plan drafted. To be launched in early 2007. 80%

Identify carbon emissionsrelated to buildings atBroadgate and work withoccupiers to set targets forreducing carbon emissions

Members of the Broadgate Environmental Working Group identified carbonemissions relating to their buildings, adopted a Carbon Emission ReductionCharter and continue to review ways of reducing carbon emissions. TheWorking Group members occupy more than 60% of the office space atBroadgate.

100%

To promote the use of sustainable transport

British Land to review anexisting Transport Plan fromone property

Regent’s Place Travel Plan reviewed. Two new Travel Plans developed forthe Osnaburgh Street development in Regent’s Place; one for the residentialelement and the other for the office and retail element. Available fordownload at www.britishland.com/downloads.htm

100%

Produce a Green Travel Planfor York House (British Land’sfuture Head Office)

Travel Plan for York House drafted in December 2006. To be reviewed andpublished in early 2007.

70%


Ref: pro-07






Biodiversity

Waste Management


To maximise opportunities for waste avoidance and reduction

Pilot implementation of the WasteManagement Plan at Teesside ShoppingPark and Queensmere and ObservatoryShopping Centres, Slough

At Teesside a review was undertaken to establish the currentwaste management arrangements of occupiers and identifyopportunities to implement the Waste Management Plan. Theresults of the review will be discussed with the managementand an action plan implemented in 2007.

At Queensmere Observatory the management team reviewedwaste management facilities, including space requirements,services and equipment and developed a plan to improvecurrent arrangements and recycling facilities.

30%

Develop, test and implement a process forproperty managers to report wastemanagement arrangements

Process developed for property managers to report wastemanagement arrangements. Process not implemented as weare now reviewing options to incorporate waste managementreporting into our proposed e-risk Manager System.

70%

Review waste paper at British Land’s multi-let buildings, managed by BroadgateEstates, plus the single let buildings of UBSand Henderson Global Investors with aview to segregating waste paper at the site

Review carried out of paper recycling contractors working in theCity. One of the Heads of Asset Management wrote to alloccupiers at Broadgate, offering to work with them to identifyways to increase recycling of paper, secure the best rates andimprove the accuracy of waste data to monitor progress.

100%

Managers at Meadowhall Shopping Centreto operate the Resource Recovery Centreto recycle 75% of the accepted material

92% of the accepted material recycled in 2006. 100%


Ref: pro-08






Biodiversity

Biodiversity


To safeguard and enhance biodiversity

Complete and update BAPtargets for Teesside andRegent’s Place

At Teesside eight of the ten actions identified for 2006 were completed.Progress continues of the remaining two actions (installing information boardsand re-profiling ditch banks) with completion scheduled for early 2007.

At Regent’s Place progress has been made on all targets with completion ofthe targets forecast for early 2007.

Both Biodiversity Action Plans have been updated and can be downloaded atwww.britishland.com/downloads.htm

50%

Develop a site specific BAPfor Blythe Valley Park andMeadowhall ShoppingCentre

Meadowhall and Blythe Valley Park Biodiversity Action Plans developed in2006. To be launched in early 2007.

80%

Develop generic ecologyand landscapemanagement specificationas an aid in delivering theBiodiversity Programme

British Land is working closely with its landscape designers and ecologists todevelop a Landscape Management Plan at Blythe Valley Park thatincorporates enhancements for biodiversity. This Plan will be trialled in 2007.Lessons learnt from this will inform development in 2007 of a generic plan forall properties to use.

20%


Ref: pro-09






Biodiversity

Targets 2007In line with our corporate responsibility (CR) focus areas, we have identified KeyPerformance Indicators to be monitored year on year, and have set objectives andtargets for 2007.

Ref: tar-01






Biodiversity

Managing CR

Objective Implement effective corporate responsibility management processes.

Targets Developments team to implement a management system and certify to the ISO14001 standard.Review our approach to carbon management and build on existing climate change mitigation and adaptationstrategies.Develop systems to amalgamate group wide data for corporate responsibility reporting.

Objective Promote sustainable design and construction of developments.

Targets Implement the revised Sustainability Brief for Developments on all new projects, including mainland Europeanprojects that British Land has control over.Conduct a Post Occupancy BREAAM Review of York House.

Objective Engage with stakeholders on British Land's corporate responsibility activities.

Targets Complete a further independent and formal stakeholder engagement exercise.Implement Meadowhall Shopping Centre Corporate Responsibility Communications Plan.Hold at least one Property Management Forum, to discuss corporate responsibility and other management issues.

Targets 2007Key Perfromance Indicators (KPI), Objectives and Targets 2007

Ref: tar-02






Biodiversity

British Land People

Objective Ensure effective staff recruitment, retention and performance.

Target Review Human Resources strategy and Key Performance Indicators.

KPI Turnover of staff.Lost days/sickness.% of pre-tax underlying profit given to staff volunteering initiatives and sponsorship.


Ref: tar-03






Biodiversity

Occupiers and Suppliers

Objective Deliver improved customer satisfaction.

Targets Undertake an occupier survey and achieve 30% improvement in overall satisfaction rating from 2005.Comply with the new Code of Practice for Commercial Leases and Service Charges in Commercial Property.Implement a process to monitor managing agents' achievement of operational Key Performance Indicators.Work with occupiers to review opportunities for renewable energy supply to reduce carbon emissions at Broadgate.

KPI Average occupier satisfaction rating (%).

Objective Promote the highest standards of health and safety to suppliers and contractors.

Targets Achieve sustained 100% compliance with the e-risk Manager System across managed properties at Broadgate andRegent's Place in 2007.Collate and analyse all accident statistics from managed properties at Broadgate and Regent's Place on aquarterly basis. Identify any trends and set reduction targets.

KPI Health and Safety reportable accident frequency rate on developments.

Objective Engage with first tier suppliers (consultants and contractors) to raise awareness on environmentally andsocially sound goods and services.

Targets 100% of timber on development and refurbishment projects to be from certified sustainably managed sources.Distribute Corporate Responsibility System Documentation Guide to all managing agents and development projectteams.Review the current Corporate Responsibility and Procurement Policy and consider integrating it within theCompany's Procurement Policy.Establish process to spot-check first tier suppliers' compliance with the Company's revised Procurement Policy.

KPI % of timber from Forest Stewardship Council (FSC) or equivalent certified sustainably managed sources.


Ref: tar-04






Biodiversity

Regeneration

Objective Contribute to the regeneration of socially deprived areas where we operate.

Targets The Source at Meadowhall to provide Retail Foundation Degree to 12 students in partnership with SheffieldCollege.Continue to raise awareness and uptake of the Scottish Vocational Qualification in Retailing which is deliveredthrough the Glasgow Fort Partnership for employees and occupiers of Glasgow Fort. Target 60 participants signedup to the course in 2007Encourage the local community living within a five mile radius of Meadowhall and Glasgow Fort to pursue jobopportunities within the retail sector.Offer two training programmes with guaranteed interviews to unemployed local people at Meadowhall to enablethem to seek work in the retail sector.

KPI % of construction employment that is drawn from the local community.% of employees at Meadowhall from the local community.


Ref: tar-05






Biodiversity

Community

Objective Manage relations with communities to achieve social and business benefits.

Target Employees to work with children from two primary schools in Camden on an architecture based project.

KPI % of managed properties where British Land actively engages with the community.


Ref: tar-06






Biodiversity

Resource Use

Objective Promote efficient use of energy.

Targets Complete wind energy feasibility study of retail properties, set and implement action programme.Work with Broadgate occupiers to pilot the inclusion of their energy data within the performance benchmarkingprocess.Complete decentralised low carbon energy feasibility studies at York House and Broadgate.

KPI For common (landlord) areas of multi-let managed properties:

Average kWh of energy used per m².CO2 per m².% of energy from Climate Change Levy exempt sources.

For developments:

% better than Building Regulations Part L2: 2006.

Objective Promote efficient use of water.

Targets Implement the Water Management Programme.Undertake a feasibility study at Broadgate for the collection of rainwater for re-use in cleaning and landscaping.

KPI Average m³ per m² of water used for common (landlord) areas of multi–let managed properties.

Objective Promote the use of sustainable transport.

Targets Review the progress of the Head Office Travel Plan for York House.Develop a plan for reducing the environmental impact of business travel.Undertake pilot study for one building, reviewing the relative carbon footprint of building energy use and travel bystaff and visitors.

KPI Number of managed properties covered by a travel plan.


Ref: tar-07






Biodiversity

Waste Management

Objective Minimise waste and maximise recycling and the amount of recycled content in materials used.

Targets Broadgate Environmental Working Group to reduce waste per head at Broadgate by 5%.Broadgate Environmental Working Group to recycle over 50% of all waste at Broadgate.Work with site-managers and managing agents to improve the sharing and reporting of waste managementinformation and data across our managed portfolio.Review the progress of the waste strategy for British Land's new Head Office and set targets to reduce, re-use andrecycle.Work with occupiers at Regent’s Place on a recycling system to reduce the amount of waste to landfill andincrease the percentage of waste recycled

KPI Average target % of waste to be recycled on developments.Average target % of recycled content of materials by value on developments.% of waste to landfill at Broadgate, Meadowhall and Regent's Place.


Ref: tar-08






Biodiversity

Biodiversity

Objective Safeguard and enhance biodiversity.

Targets Prepare site-specific Biodiversity Action Plans for Leeds Westside Shopping Park and Oxford Shopping Park.Review progress of the green roof trial and report recommendations to the Development and Asset Managementteams.Monitor the implementation of the site-specific Biodiversity Action Plans at Teesside, Regent's Place, Blythe ValleyPark and Meadowhall.Launch the Urban and Soft Landscape Generic Biodiversity Action Plans.Develop and launch the Generic Ecology and Landscape Management Specification.

KPI Number of managed properties covered by Biodiversity Action Plans.


Ref: tar-09
