sustainability report2006/2007

bre sustainability report 2006/2007 Contents | �

Contents1 Vision and strategy 1

1.2 Missionandvalues 11.1 BREGroupChiefExecutiveStatement 12.1 NewGroupstructure 22.2 Operations 22.3 Stakeholders 2

2 profile 22.3 EnvironmentalPolicy 32.4 HealthandSafetyPolicy 3

3 soCial responsibility 43.1 Staffprofilesanddiversity 43.2 Employeewell-being/healthandsafety 63.3 BREinthecommunity 8

4 enVironmental sustainability 94.1 EnvironmentalKeyPerformanceIndicators(eKPI) 94.2 CommentaryoneKPIs 11

5 deliVery against 2006/07 sustainability targets 13

6 sustainability targets for 2007/08 15

endnotes 16

1.2 mission and ValuesTheBREGroup’smissionistobuild a better worldandourvisionisourunmistakable imprint on a highly regarded and sustainable built environment.

Ourcorevaluesare:

Theauthoritywhichderivesfromknowledge,independence,objectivityandethics

Maximisingclientbenefitthroughadeepunderstandingoftheirneedsandaspirations

Makingadifference

Enjoyingwhatwedoasateam

Pride,passionandservice

Personalresponsibilityandself-reliance

Creativityandentrepreneurship.

•

•

•

•

−

−

−

Weaimtomonitorprogresstowardsourvisionthroughthefollowingmilestones:

By2008tobeabletogiftaid6%ofournetturnovertotheBRETrust

By2010tobeabestpracticeexemplarinourownbusiness

By2010tohaveusedourcorecompetenciestoachieveastrongbusinessoutsideofthebuiltenvironment

By2012tohavedoubledourturnoverinrealterms

By2015toberecognisedworldwideasprovidingleadershipinsustainability,innovationandsafetyinthebuiltenvironment.

Progresstowardsmorespecificenvironmentalandsocialtargetsarealsomeasuredandthesearehighlightedlaterinthisreport.AsmuchoftheBREGroup’scorebusinessisdirectlyconnectedwithhelpingotherstoimprovetheirenvironmentalperformanceandtheenvironmentaroundthem,itisessentialforustopracticewhatwepreachandthusensureouroperationsandactivitiesarebeingmanagedinawaywhichisbothenergyandresource-efficient.

Tomeetthiscommitment,theBREGrouphasaformalEnvironmentalPolicyinplacewithBREcertifiedagainsttheISO14001EnvironmentalManagementSystemstandard.

•

•

•

•

•

1.1 bre group Chief exeCutiVe statementLiving and operating as sustainably as possible is a challenge which must be embraced by corporations and individuals alike. We at BRE believe that sustainability is at the heart of good business and the BRE Group has set a challenging agenda with some tough targets which we will work tirelessly to meet.

Our aim is to build upon our progress and continually improve our performance year on year. We aspire to be not just amongst the best, but an exemplar sustainable organisation helping to improve the quality of life for our staff, customers and the public whilst protecting and preserving the planet and its natural resources.

1 Vision and strategy

Vision and strategy | 1bre sustainability report 2006/2007

bre sustainability report 2006/2007 profile | 2

2.1 new group struCtureApril2007sawthecreationofanewholdingcompanytomanagetheassetsoftheBRETrustandsupportthegrowthoftheGroup.ThetwoprincipalGroupcompanies,BREandBRECertificationreporttotheholdingcompany,whichisalsoresponsiblefornurturingnewbusinessessuchasBREVentures,BRETrainingandBREIreland.

TheBREGroupHoldingCompanysetsoverallGrouppolicyonsustainability,health,safetyandenvironment,quality,humanresources,financialmanagementandotherkeyareasofgovernance.ItisresponsibleforensuringthattheseareimplementedwithintheGroupCompanies.

2.2 operationsEveryworkingday,over600researchscientists,engineers,architects,surveyors,psychologists,administrators,managersandmanyothersonBREsitesbringtogethertheirexpertise,skillsandknowledgetoadviseclientsonissuesaswiderangingas:

Constructionquality,processandproductivity

Innovationandproductdevelopment

Sustainabledevelopment

Environmentalimpactofconstruction

Whole-lifeperformance

Energyefficiencyofbuildings

Renewableenergyinbuildings

Certificationofproducts,systemsandpeople

Buildingperformance;structures,materialsandsystems

Preventionandcontroloffire

Security

Riskmanagement.

•

•

•

•

•

•

•

•

•

•

•

•

Why do we do it? BecauseweshareapassionatecommitmenttohelptheUK’sbuiltenvironmentindustriestobethebest.

TheBREGroupiscommittedtomakingitscomprehensiveexpertiseandexperienceavailabletobenefitthoseinvolvedinconstructionandassociatedindustries,frommultinationalcompaniesandgovernmentdepartmentstoindividualarchitectsandbuilders.Itdoesthisthrough:

Commissionedresearch,developmentandtestingprogrammesforindividualclientsandconsortia

Consultancyandadvice

Producttestingforcertificationpurposes

BestPracticeprogrammes(e.g.EnergyEfficiency;ConstructionBestPractice)

PublicationofBREDigests,GoodBuildingGuides,GoodRepairGuides,researchreports,books,etc.

Conferences,seminars,workshopsandotherevents

Trainingandassessment

E-commerceactivities(includingBRE’sonlinebookshopatwww.BREbookshop.com)

AcompletereviewoftheBREGroup’sservicescanbefoundonourwebsiteatwww.bre.co.uk

2.3 stakeholdersTheBREHoldingCompany(BRETAMLtd)isownedbytheBRETrust,aregisteredcharitywithamissiontochampionexcellenceandinnovationinthebuiltenvironment.ThisownershipstructureenablestheBREGroupofcompaniestobeheldasanationalassetonbehalfoftheconstructionindustryanditsclients,independentofspecificcommercialinterests.ItalsomaintainstheBREGroup’simpartialityandobjectivityinprovidingresearchandadvice.

•

•

•

•

•

•

•

•

2 profile

bre sustainability report 2006/2007 profile | 3

2.3 enVironmental poliCyTheBREGroupisthepre-eminentcentreforresearchinthebuiltenvironmentwithintheUnitedKingdom,withmuchofourcorebusinessconcernedwithhelpingotherstoimprovetheirenvironmentalperformance.Weaimtoensurethatouroperationsandactivitiesaremanagedinanenergyandresource-efficientmanner,inordertominimisedetrimentalimpactsontheenvironment.

Ourenvironmentalpolicyisto:

Complywithallrelevantlegislation

Seekcontinualimprovementinourenvironmentalperformance

Contributetoeconomic,environmentalandsocialsustainabilityintheshortandlongterm.

AdirectorontheBREGroupHoldingCompanyisresponsibleforthepolicyacrosstheGroup.SpecificresponsibilitieshavebeenestablishedwithintheGroupcompaniesforimplementationofthepolicy.

Thiswillbeachievedby:

Maintaininganenvironmentalmanagementsystem

Settingobjectivesandtargetstominimisetheenvironmentalimpactofouroperations

Trainingouremployeestoachieveandmaintainhighstandardsofenvironmentalperformance

Usingproductsandprocessesthatassistinreducingtheenvironmentallifecycleimpactsofouractivitiesandthoseofourclientsandsuppliers

Communicatingopenlyandconsultingwithstakeholdersonenvironmentalissues.

Guy Hammersley BREGroupDirectorJuly2007

•

•

•

•

•

•

•

•

2.4 health and safety poliCyTheBREGroupisthepre-eminentcentreforresearchinthebuiltenvironmentwithintheUK,withmuchofourcorebusinessconcernedwithhelpingotherstoimprovetheirsafetyperformance.Ourvisionisaworkinglifewithoutaccidents.Ouroperationsandactivitiesaremanagedinamannerwhichaimstoeliminateorreducetoaminimum,anyriskstothehealthandsafetyofouremployees,visitorsandcontractors.

Ourhealthandsafetypolicyisto:

Complywithallrelevantlegislation

Seekcontinualimprovementinoursafetyperformance

Makehealthandsafetyanintegralpartofourbusinesssuccess.

ABREGroupDirectorisresponsibleforthepolicyacrosstheBREGroup.SpecificresponsibilitiesexistwithintheGroupcompaniesforimplementationofthepolicy.

Thiswillbeachievedby:

WorkingtoasystemalignedwithISO9001

Settinggoalsandactionplanstoensurecontinuousimprovementinoursafetyperformance

Trainingouremployeestoachieveandmaintainhighstandardsofhealthandsafetyperformance

Encouragingtheuseofnewtechnologiesandprocessestofacilitatetheeffectivemanagementofhealthandsafety

Communicatingopenlywithstaff,customers,suppliersandcontractorsonhealthandsafetyissues.

Thefoundationforoursuccessisourcorevalues:

Nothingisworthgettinghurt

Healthandsafetyiseveryone’sresponsibility

Healthandsafetyisintegraltoeverythingwedoandtothesuccessofourbusiness.

Guy Hammersley BREGroupDirectorJuly2007

•

•

•

•

•

•

•

•

•

•

•

Throughitsresearchprogrammes,theBRETrustaimstoachieve:

Ahigherqualitybuiltenvironment

Builtfacilitieswhichofferimprovedfunctionalityandvalueformoney

Amoreefficientandsustainableconstructionsector

Ahigherlevelofinnovativepractice.

FurtherinformationontheBRETrust,includingdetailsofthetrusteesanditsprogrammeofactivities,canbefoundatwww.bretrust.org.uk

•

•

•

•

bre sustainability report 2006/2007 soCial responsibility | 4

Section3.1providesinformationonthestaffprofileacrossourbusinessin2006/07.Section3.2detailsprogressmadetowardshealthandsafetyoverthepastyear.WeconcludebylookingattheBREGroup’sinvolvementinthelocalcommunity.

3 soCial responsibility

Table 1:Bandprofilesacrosstheorganisationbrokendownbygender(source:HRdepartmentasof10May2007)

Band Example of role types Number of females Number of males Total% of staff in band (as of 10/05/07)

A JuniorAdmin/StudentPlacements 10 (10) 4 (2) 14 (12) 2.4% (2.1%)

B Admin/Consultants&Technicians 62 (53) 41 (30) 103 (83) 17.4% (14.6%)

C SeniorConsultants&Technicians 82 (77) 90 (85) 172 (162) 29.0% (28.5%)

D SeniorConsultants 45 (46) 119 (124) 164 (170) 27.7% (29.9%)

E PrincipalConsultants 15 (14) 85 (81) 100 (95) 16.9% (16.7%)

F CentreDirectors 3 (3) 16 (21) 19 (24) 3.2% (4.2%)

G DivisionalManagingDirectors 1 (1) 3 (4) 4 (5) 0.7% (0.9%)

I ChiefExecutive 0 (0) 1 (1) 1 (1) 0.2% (0.2%)

Other(includesBREcréche) 11 (12) 5 (5) 16 (17) 2.7% (3.0%)

TOTAL 229 (216) 364 (353) 593 (569) 100%

N.B.Numbersinbracketsrepresentcomparativedatafrom2005/06

3.1 staff profiles and diVersityTable1providesaclearpictureofthestaffprofileacrossthedifferentbandswithintheBREGroup.Abandisthebroadestmeasureofanemployee’spositionwithintheorganisation.Foreachbandcategorythereisagenericroleprofilewhichsetsoutspecificaccountabilities,performancemeasures,knowledge,experienceandbehavioursexpectedofstaff.However,staffwithinthesamebandcananddohaveverydifferentjobs.

ThebandrangegoesfromAuptoGandaboveforseniormanagement.Thesecategoriesandtheirparticularattributesareusedasapartoftheperformanceanddevelopmentreviewprocessandtheyareanessentialcomponentofstaffdevelopmentprocedures.

Thenumbersinbracketsrepresentcomparativedatafrom2005/06.PleasealsonotethatBREhasrecentlyundergonearestructuring,andthereforethefuturemanagementstructurewillbeslightlydifferenttothatpresentedbelow.

bre sustainability report 2006/2007 soCial responsibility | 5

Figure 1: Genderinformationacrossbandsin2005/06(source:HRdepartmentasof10May2007)

0 50 100 150 200

I

G

F

E

D

C

B

A

(1F, 3M)

(1M)

(3F, 16M)

(15F, 85M)

(45F, 119M)

(82F, 90M)

(62F, 41m)

(10F, 4M)

Band

0 50 100 150 200

Male

Female

I

G

F

E

D

C

B

A

HumanResourcesrecordsandmonitorsethnicityofBREGroupstaff.Thisdataissoughtfromallemployeesbutthedecisiontoprovideinformationisentirelyatthediscretionoftheindividualstaffmember.

In2005/06,wereportedthat79%ofstaffhadprovidedinformationonethnicityofwhich92%definedthemselvesas‘white’and8%asfromotherethnicgroups.

In2006/07,wehaveethnicitydatafor81%ofstaffofwhich90.7%havedefinedthemselvesas‘white’and9.3%asfromotherethnicgroups.Thisthereforeshowsanincreaseof1.3%instafffromotherethnicgroups.

HumanResourcesalsorecordsandmonitorsdisabilityintheworkforce.In2004/05,sixemployeesdescribedthemselvesasdisabled,andin2005/06,thisfiguredroppedtofour.In2006/07,wehavefiveemployeeswhodescribethemselvesasdisabled.

Figure 2: Aprofileofstaffgenderacrosstheorganisation(source:HRdepartmentasof14May2007)

Figure 3: Aprofileofstaffageacrosstheorganisationoverthepastthreeyears(source:HRdepartmentasof15May2007)

0 5 10 15 20 25 30

2004/052005/062006/07

60+

50 - 59

40 - 49

30 - 39

20 - 29

16 - 19

Age

% of staff

0.8%0.2%0.5%

17.6%16.7%15.8%

24.2%26.0%27.3%

26.2%26.5%25.0%

27.7%26.7%27.4%

3.5%3.5%4.3%

bre sustainability report 2006/2007 soCial responsibility | 6

3.2 employee well-being / health and safety

AchievementsDuring2006/2007,wecontinuedtomakesignificantprogressindevelopingourpolicyofcontinuousimprovementinhealthandsafety.Somekeyachievementsarelistedbelow:

Occupational health.Theoccupationalhealthservicewasfurtherdeveloped,providingsignificanthelpinmanaginglongtermemployeeillness,musculoskeletaldisordersandinequippingBREwiththeskillsandequipmenttocarryoutaudiometrytesting.

Working safely committee.Theworkingsafelycommitteesuccessfullydeliveredanumberofcriticalprojectsleadingtonewproceduresandimprovementsinthemanagementofcontractors,hazardoussubstances,firstaidandemergencyresponse,andriskassessment.

•

•

Fire safety.Essentialremedialmeasurestoourbuildingshavebeenidentifiedandundertaken.Furthermeasuresarebeingassessedinviewofchangingbusinessactivitiesandappropriateactionswillbeimplemented.Anewsweeperdiscsystemhasalsobeenimplementedandtherehasbeenacomprehensiveprogrammeofstafftraining,whereuponamajoremergencypracticeexercisewasundertaken.

Training.Morehealthandsafetytraininghasbeendeliveredthaneverbefore.Site-wide,regularminitrainingsessionsweresuccessfullyintroducedandtrainingisbeingtailoredtomeetthespecificneedsofthedifferentGroups.

Communication.Asetofplayingcardscommunicatinghealth,safetyandfirebehavioursweredesignedanddistributedtoallemployees.

BRE Safety Case presented at IOSH 07.TheBREHealthandSafetyManagerpresentedapaperoncontractormanagementatthisyear’sIOSHannualconference.

•

•

•

•

flexible workingIn2004throughto2005/2006,theBREGroupemployed72staffonarangeofparttimecontracts.In2006/07,wenowemploy63staffonarangeofparttimecontracts.

Flexibleworkingisencouragedinformallytoo,throughgeneralworkingpatternsofstaff.HomeworkingisquitecommonandFigure4illustratesthepercentageofstaffwhoworkfromhome.Thenumberofstaffwhosaytheyneverworkfromhomehasfallenfrom62%to51%in2006/07.Whilsttherehasnotbeenadramaticshiftinstaffregularlyworkingfromhomeforadayormoreperweek,thereisashifttowardsflexibleworkingwithstafffarmorelikelytoworkfromhomewheretheneedarises.Thisisreflectedinthe25%thatworkfromhome1dayorlesspermonth,and16%ofhome-workerswhowork2-3dayspermonth.

Furthermore,74%ofsurveyrespondentshaveindicatedthattheywouldbewillingtoworkfromhomemoreoftenthantheydocurrently,andofthose,41%wouldbewillingtoworkonedayaweekfromhome.ThiswouldbeasignificantshiftinhomeworkingandsomethingtheBREGroupwantstoencourage.ProvidingfurtherguidancetostaffonhomeworkingpracticesandtheassociatedbenefitswillbeaddressedasapartofthenewGreenTravelPlantobedevelopedin2007/08.

Full time home worker (1%)

2-4 days per week (4%)

1 day per week (7%)

2-3 days per month (12%)

1 day or less per month (25%)

Zero (51%)

Figure 4: Staffhomeworkingpatterns(source:BREstafftransportsurvey2007)

bre sustainability report 2006/2007 soCial responsibility | 7

AccidentsDuring2006/2007,wereceived30entriesintheAccidentBook.Thisrepresentsadropof39%comparedwith2005/2006(49entries).23wereBREemployeeaccidentsand7werecontractor/visitoraccidents.Figure5illustratesthetypesofinjuriesresultingfromtheseaccidents.

Therewerenoaccidentsresultinginlostworktimein2006/07;agreatimprovementover2005/06wherethereweresixlostworktimeaccidents.Moreover,therewerenoRIDDORreportableaccidentsin2006/07.

Theaccidentratefor2006/2007wasanLTARof0.0

*LostTimeAccidentRate=NumberofLostTimeAccidents×1,000,000

NumberofHoursWorkedinPeriod

WiththeintroductionofBRE’scampaignofcontinuousimprovementinhealthandsafety,ourreportingofaccidentsandincidentshasimproved,whichwebelievetohavehadapositiveeffectonstaff.Thishasresultedinfeweraccidentsoccurringcomparedwith2005/06.Itisimperativethatwecontinuetoencouragestafftoreportallaccidents,howeverminor,asthisenablespotentialhazardareastobeidentifiedandimprovementsmadetoourmanagementproceduresandworkingpractices.

Staff healthThepercentageofdayslostduetosicknessacrosstheBREGroupduring2006/2007was2.78%,whichrepresentsafallof0.24%onthepreviousyear.Intotal,therewere4,236daysofabsencebetween01/04/06and31/03/07,whichrepresentsanaverageof7.2daysperemployee.

0

2

4

6

8

10

ArmLegFingers & Toes

HeadBackHandNo injury

Figure 5: Typeofinjury(source:HealthandSafetyteam)

new initiatiVes for 2007/2008Followingtherestructure,thetwoGroupcompanieswillhavetheirownHealth,SafetyandEnvironmentManagers.TheGroupHoldingCompanywillretainaHealth,SafetyandEnvironmentteamwhoshallreporttotheresponsibleGroupDirector,headedbytheBREGroupHealthandSafetyManager.Thecorporateteamwillsetoverallpolicyandstandards,andauditcomplianceinthenewstructure.TheywillalsoretainresponsibilityforFirstAid,OccupationalHealthandtheServiceGroups.

Keyfeaturesofthedriveforcontinualimprovementinhealthandsafetywillincludeongoing,frequentandhighlyvisiblewalkaboutsbyseniorstaff,ahighpriorityontrainingandcommunicationandafocusonhighriskactivities.

Specificnewinitiativeswillinclude:

A new training approach –fullrolloutofthenewminitrainingsessions

Working at height–supportingtheHSEdriveonworkingatheightandundertakingacampaignwithinourownbusiness

Behavioural safety–initiatinganewapproachofbehaviouralsafetymanagement.

•

•

•

bre sustainability report 2006/2007 soCial responsibility | 8

3.3 bre in the CommunityBREhasextensivelinkswiththelocalcommunity.AswellasbeingamajoremployerforWatford,StAlbansandthesurroundingareas,werunprogrammesforlocalschoolsandprovideadviceandsupporttolocalcompaniesworkinginconstructionandthebuiltenvironment.

WehaveworkedwithParmiter’sSchoolforoversevenyears,participatingintheirannualIndustryDayforYear10students.Studentsdesignandbuildabridgemadefromspaghettiwhichwetestforstructuralstrengthandstability.Parmiter’salsotookpartforthesecondtimeinanEngineeringEducationSchemeprojectinassociationwithBRE.

WehavegroupsofstudentsvisitingBRE’sfacilities,particularlyourIntegerHouse,tolearnaboutrecycledbuildingmaterialsandlowcarbontechnologies.Again,someParmiter’sstudentswererecentlyinvolvedinaworkshopondesignandconstructionissuesforthenewWillmottDixonRethinkingSchooloftheFutureontheBREInnovationParkwhichopenedinJune2007.

Othersimilareventsincludeanannualvisitby‘A’LevelphysicsstudentsfromWatfordGrammarSchoolforGirlswhobaseoneoftheirprojectsonwhattheyseeandlearnatBRE.Wealsoopenourdoorstolocalresidentstodisplaythelatestsustainableandmodernmethodsofconstruction.

TheBREGroupfosterscloseworkingrelationshipswithUniversitiesacrossthecountrythroughtheBRETrustresearchprogrammesandtheactivitiesofGroupcompanies.TheBRETrusthasestablishedfourhighprofileUniversityPartnershipCentresofExcellenceatEdinburgh(FiresafetyEngineering),Strathclyde(EnergyUtilisation),Bath(InnovativeMaterials)andCardiff(SustainableBuildingDesign).Inaddition,theBRETrustiscurrentlysponsoring17PhDstudentsthroughtheirstudies.

TheBREGroupisamemberoftheAbbeyLineCommunityRailPartnership,alocalcommunityrailgrouptaskedwithencouragingtheuptakeofrailtravelbetweenWatfordJunctionandStAlbansAbbeystations.This6.4mileroutewasoneoftheUK’sfirstdesignatedCommunityRailwaysandinthefirstyearoftheAbbeyLineCommunityRailPartnership,a10-15%growthinpassengernumberswasrecorded [1]

AlliedtothePartnership,istheline’sstatusasoneof6PilotProjectsnominatedbytheDepartmentforTransport,eachofwhichisdesignedtodemonstrateadifferentaspectofitsCommunityRailDevelopmentStrategy.OntheAbbeyLine,theprojectisaboutrebuildingthepassingloopatBricketWoodstation,whichservesBREThiswouldenableamoreconvenient2-trainservicetooperateata30-minfrequency,attractingmorestaffandmembersofthegeneralpublictousetheline.Encouraginguptakeofrailtravelisalsoaboutmakingitfun,especiallyforchildren,andassuchtheCRPorganisesvarious‘theme’eventsforchildrenwhichincludestheGhostTrainphotographedopposite.

WehavestronglinkswithEEDA,thelocaldevelopmentagencycoveringtheEastofEngland.EEDArecentlyallocatedmajorfundingfortherefurbishmentofBRE’sVictorianStableBlockasasustainableexemplar.Thiswillbeusedasthebasisforatrainingandeducationfacilityforbuildersanddesignersetc.throughouttheregion,addressingtheissuesofconvertingandupgradingolderexistingpropertiestoimprovetheirenergyandbuildingperformance.

bre sustainability report 2006/2007 enVironmental sustainability | �

4.1 enVironmental key performanCe indiCators (ekpi)Table2(overleaf)presentslastyear’sperformanceonutilityusage,wastegenerationandrecyclingfortheGarstonsite.ThesefiguresincludetenantorganisationslocatedatGarstonwhichtotal339individuals.TenantsleaseofficeandlaboratoryspacefromBREandthereforeconsumeresourcesandcreatewaste,thuscontributingtoouroverallimpact.ThishasaninfluenceonanumberofmanagementissuesconcerningenergyandwaterconsumptionatGarstonwhicharetobeaddressedasapriorityin2007/08,notleasttoseparateourownconsumptionformonitoringandreportingpurposes.ThetravelfiguresrelatetothewholeoftheBREGroup,includingourregionalofficesinScotland,WalesandIreland.

BREGroupenvironmentalKeyPerformanceIndicators(eKPIs)fortheperiodApril2006–March2007aredetailedinSection4.1below.Section4.2commentsoneacheKPIandincludesgraphstoillustratetrendsontheGroup’sperformance.

4 enVironmental sustainability

Business air travel (0.4 t/CO2) (5.7%)

Business train travel (0.8 t/CO2) (1.1%)

Business car travel (0.12 t/CO2) (1.7%)

Staff commute to work (1 t/CO2) (14.2%)

Total water delivered to site (0.02 t/CO2) (0.3%)

Total natural gas use (2.2 t/CO2) (31.3%)

Total electricity use (3.2 t/CO2) (45.6%)

Average carbon footprint per person Our carbon footprint as expressed as per BRE employee is as follows:

Our total CO2 footprint = 5,859.4 t/CO2This is enough carbon dioxide to fill 15,271 two-bed terraces or the new Wembley Stadium!

Total CO2 footprint per BRE employee = 7.02 t/CO2

Figure 6: AverageCO2footprintperBREemployee.

BRE carbon footprintUsingthedatainTable2,wehaveworkedouttheBREGroup’stotalcarbonfootprintasexpressedintonnesofCO2peryear.Thisisbasedonthecombinedfiguresfortotalelectricityuse(Garston),totalgasuseincludingtheFurnaceBuilding(Garston),energyconsumedforwaterdeliveredtosite(Garston),totalbusinessmileagebycar,railandair(allsites),andthetotalmilestravelledbyBREstafftogettoandfromwork(allsites).

Itwasdiscussedinternallyifthestaffcommuteshouldbeincludedaspartofouroverallcarbonfootprint.Aswearetacklingthisissueandputtinginitiativesinplacetoreducetheimpactofstaffcommutingtowork,forexamplethroughencouraginghomeworkingandcarsharing,itwasdecidedthatthisispartofBRE’sindirectimpact.Thereforeitisincludedaspartofouroverallcarbonfootprint.Togivethisissuesomeaddedsignificance,thetotalnumberofmilesdriventoandfromworkbyourstafflastyearisequivalenttogoingroundtheworld100times![18]

bre sustainability report 2006/2007 enVironmental sustainability | 10

Table 2: BREEnvironmentalKeyPerformanceIndicators(source:FacilitiesGroup,BREPurchasingandStaffTransportSurvey2007)

eKPI Total kWh/m2 [2]Tonnes CO2

emissionsImpact per person [3]

Data period FY05/06 % change

1 Annualelectricityuse 6,844,615kWh 158.9 2,943 3.2t/CO2 Apr06–Mar07 6,999,877KWh[4] 2.2%

2 Annualnaturalgasuse(includingFurnaceBuilding)

10,442,528kWh 242.4 1,984 2.2t/CO2 Apr06–Mar07 13,008,424kWh 24.6%

2a AnnualnaturalgasuseofFurnaceBuilding

763,392kWh – – – Apr06–Mar07 697,000kWh 8.7%

2b Annualnaturalgasuse(excludingFurnacebuilding)

9,679,136kWh 224.7 – – Apr06–Mar07 12,311,424kWh 27.2%

3 Annualwateruse 54,360m3 – 21.7[5] 59,671litres 2006/2007[6] 43,912m3 19.2%

4 Waste & recycling (Garston only)(Allfiguresintonnes)

Total waste generatedRecycled: Constructionwaste[7]

Paper Newspapers/magazines Cans Plastics Wood Cardboard Scrapmetal Inert Glass Total %oftotalwaste

Land filled: Officewaste[8]

Constructionwaste Other Total %oftotalwaste

1015.1

143.618.66.71.01.4

46.232.446.2103.15.9

405.1 39.9%

165.1430.9

14610

60.1%

0.7tonnesperBREemployee

1.1tonnesperBREemployee

Apr06–Mar07 764.6

132.118.75.40.31.311.311.910.58.80.0

200.226.2%

167.3396.2

0.9564.573.8%

24.7%

13.7%

7.5%

5 Transport(figuresinmiles)BREstaffcommute[9]: Car(inc.carshare) Motorcycle Train Bus Cycle/walk Total

Businesstravel: Car Train Air

2,413,73181,37192,24546,40489,368

2,723,119

312,990[10]

416,276[11]

1,025,299

544.3[12]

14[13]

9.6[14]

6.7[15]

0574.6

70.643.5

222[16]

1 t/CO2

0.12t/CO20.08t/CO2

0.40t/CO2

Transportsurvey2007

Apr06–Mar07Transportsurvey2007

Apr06–Mar07

2,802,152[17]

N/A

bre sustainability report 2006/2007 enVironmental sustainability | 11

4.2 Commentary on ekpiseKPI 1 – ElectricityuseatGarstonhasreducedby2.2%comparedwith2005/06.Ourimpactpersquaremetreofusedspacehasthereforereducedfrom162kWh/m2to159kWh/m2Benchmark,butisstillshortofour5%reductiontarget.Akeyprojectin2007/08istoinstallelectricitysub-meteringacrossmajorbuildingsontheGarstonsite,includingthoseoccupiedbyourmaintenants.ThiswillallowBREtoseparatetenantelectricityusageandmonitorandtargetourkeybuildings.Thisyear’selectricityreductiontargetisdetailedinSection6.

eKPI 2–AsillustratedinFigure7,naturalgasuseatGarstonhasreducedbynearly25%comparedwith2005/06whichsurpassesour10%reductiontarget.GasuseassociatedwithoperationoftheFurnaceBuildinghasincreasedby8.7%overthesameperiod.Therefore,gasuseexcludingtheFurnaceBuildinghasreducedby27%.Thisequatesto225kWh/m2in2006/07comparedwith286kWh/m3in2005/06Benchmark.ThereductioningasusecanbeattributedtothecontinuingworksbeingcarriedoutontheheatingandcontrolsystemsacrosstheGarstonsite.Thisyear’sgasreductiontargetisdetailedinSection6.

eKPI 3 –Waterusehasrisenfrom43,912m3to54,360m3in2006/07;ariseof19.2%asillustratedinFigure8.Thisequatesto59,671litresofwaterperperson,peryear(includingtenants).Ourtotalwaterusagecanalsobeexpressedas1.26m3/m3floorarea/annumBenchmark.TheExecutiveAgencyoftheOfficeofGovernmentCommercebenchmarkis0.62m3/m3floorarea/annum[19].ThisbenchmarkfigureisforauniversitycampussitewhichistheclosestcomparablesitetooperationsatGarston,howeverthenatureofBRE’sbusinessdoesrequirehighvolumesofwatertobeusedfortestingpurposes.Thisincludesthetestingofconcretesamplesandweathertightnesswhichcanuseupto2000litrespertest.WaterisreusedinsometestfacilitiesacrosstheGarstonsite,howeverduetoLegionellaconcerns,watercanonlybestoredforupto5days.Variousprojectsarebeingundertakenin2007/08toreducethewaterusageoftheconcretelaboratoryandwindtunnelfacility.

Therehasalsobeenanincreaseintenantnumbersonsitefrom267in2005/06to339in2006/07,whichwillimpactonourtotalwaterusagefigure.Thisyear’swatertargetasdetailedinSection6willaddresswatersub-meteringinkeybuildingsontheGarstonsitetoenableustotargetandmonitorourusagemoreclosely,whilststartingtoseparatetenantwaterusagefromourown.

eKPI 4 –In2006/07,BREdiverted39.9%ofitswastefromlandfillBenchmark..Thisfellshortofthewastefromlandfilltargetsetof50%.Thisdoes,however,representa13.7%increaseinrecycledwastecomparedwith2005/06.Totalwastegeneratedonsitehasincreasedby24.7%comparedwith2005/06asillustratedinFigure9.Despitethis,81.8%oftheextrawastegenerated,whichislargelyattributabletotestingactivities,wassegregatedanddivertedfromlandfill.Asaconsequence,wastesenttolandfillonlyincreasedby7.5%overthesameperiod.NewwastesegregationandlandfilltargetsaredetailedinSection6.

Figure 7: Totalannualnaturalgasuse(includingtheFurnaceBuilding)ontheGarstonsite2003/04–2006/07(source:BREPurchasing)

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000kWh

Year2003/04 2004/05 2005/06 2006/07

10,576,107

12,731,088 13,008,424

10,442,528

16.9% 2.1% 24.6%

Figure 8: AnnualwateruseontheGarstonsite2004/05–2006/07(source:BREPurchasing)

0

20000

40000

60000

80000

2006/072005/062004/05

75,267

43,912

Cubic metres

Year

41.7% 19.2%

54,360

0

200

400

600

800

1000

RecycledLand filledTotal waste generated

2004/052005/062006/07

Tonnes

Figure 9: WastetolandfillanddivertedstreamsontheGarstonsite2004-2007(source:FacilitiesGroup)

bre sustainability report 2006/2007 enVironmental sustainability | 12

eKPI 5 –InMay2007,weundertookastafftravelsurveyprovidingbothquantitativeandqualitativefiguresofourtravelrelatedimpact.Figure10illustratesthemainmodesoftransporttakenbyBREstafftravellingtowork.Singleoccupancycartravelhasreducedby3.8%(2005survey–69.7%).Mostnotably,therehasbeenanincreaseinuseofpublictransportfrom0.9%in2005to4.7%in2007(busandtrain).Carsharehasincreasedby0.7%to17%overthepasttwoyears.ApproximatelyhalfofcarsharerssharewithothercolleaguesatBRE,withtheotherhalfdroppingsomeoneelseoffonthewaytowork.Cyclistshaveincreasedby1.2%to7.2%.

Thisisthefirstyearthatwehavepublishedfiguresonourtravelimpactrelatingtocar,trainandairbusinesstravel.ThisallowsustostarttobuildupafullerpictureofourtotalCO2footprintasabusiness.Airtravelisresponsiblefor66%ofourtotalbusinesstravelemissions,underlyingthesignificantimpactthataviationhas.Itishoweveranecessarypartofoperatingaglobalbusinessandconsequentlyforthesecondyearrunning,wearecontinuingourpartnershipwithClimateCare19andhaveoffsetourCO2emissionsfromflying.

See‘endnotes’forthesourcesofdataforourbusinesstravelrelatedemissions.

BREcontinuestoencouragestafftocarsharewhichisseenasthemostpracticalalternativetosingleoccupancycartraveltowork.Carsharing

retainsthespeedandconvenienceoftravellingbycartowork,butcandramaticallycutcarbonemissions.Whilstwecurrentlyhaveonly4allocatedcarsharespacesontheGarstonsite,thereareapproximately50staffwhocarshare,someonamoreregularbasisthanothers.

Thenumberofcarsharespacesonsiteisseenasapositivevisualexamplewhichdemonstratesourcommitmenttodeliveringonourgreentravelplan.Thuswehavesetatargettomorethandoublethecurrentnumberofcarsharespaces(to10)byyearend.Thiswillbeachievedthroughdeliveryofarevampedcarsharedatabase,providingbetterassistancetostaffinfindingasuitablecarcharepartner.Thiswasthepriorityactionasvotedby29%ofrespondentsinthestafftransportsurveywhenaskedwhatwouldencouragethemtocarshare.

TheinformationandtrendsindicatedasaresultofthestafftransportsurveywillinformBRE’snewgreentravelplan.ThisplanwillmapoutthelongtermobjectivesfortheBREGroupoverthenextthree-fiveyearsinabidtoreduceourtravelrelatedfootprint.

Finally,lastyear’ssustainabilityreportalludedtoourongoingdiscussionswithalocalbuscompanytoimprovepublictransportlinkstotheGarstonsite.AlthoughinitialdiscussionsheldlastyearwereencouragingwiththebuscompanyproposingtorunadivertedservicethroughtheBREsite,aneconomicsolutiontore-routingthebusunfortunatelycouldnotbefound,duetotheprohibitivecostoftherequiredon-siteworks.

Figure 10: StaffmodesoftraveltoBREplaceofwork(source:Stafftransportsurvey2007)

Motorbike (1.7%)

Train (2.2%)

Bus (2.5%)

Walk (3.5%)

Bicycle (7.2%)

Car share (17%)

Car with no passengers (65.9%)

bre sustainability report 2006/2007 deliVery against 2006/06 targets | 13

Table 3: Commentaryonperformanceagainstlastyear’ssustainabilitytargets

Target (2006/07) Achieved Commentary

AchieveISO14001certificationwithinBRE’sConstructionDivision.

Yes SuccessfulcertificationtoISO14001extendingthescopeoftheEMStoincludeallactivitiesoftheEnvironmentandConstructionDivisions(nowBRELtd)wasachievedinNovember2006.LRQAcertificatenumber:4001064issued4January2007.Expires9December2009.

ReducenaturalgasconsumptionattheGarstonsite(excludingtheFurnaceBuilding)by10%(basedon2005/2006figures).

Yes NaturalgasconsumptionattheGarstonsiteexcludingtheFurnaceBuildingreducedby27.2%in2006/07.

Implementelectricitysub-meteringattheGarstonsite

No Inhindsight,itwasoverlyoptimistictocommittotacklingboththeextensiveworksrequiredonsiteregardingtheheatingandcontrolsystems,aswellasinstallationofelectricitysub-metering.Thisremainsahighpriorityprojectwhichwillcommencein2007/08.SeeSection6sustainabilitytargets2007/08forfurtherdetails.

Reduceelectricityconsumption(excludingBurnHall)by5%(basedon2005/2006figures).

No Comparingusagein2006/07withthe2005/06figureasreportedinlastyear’sSustainabilityReportwoulddelivera15%reductioninconsumption.However,the2005/06figurewasanestimatebasedonknownusageatthetimebetween01/08/05to31/03/06,andaveragedtoa12monthperiod.Thisfigurehassincebeenproventobeinaccurateandnotrepresentativeofactualusagethroughouta12monthperiod.

Anewestimatefor2005/06usagehasthereforebeencalculated,basedonactualdatafromSept05–March06,whichaccuratelyrepresentsa12monthperiod.

Comparingusagein2006/07withthisnew2005/06estimatedeliversa2.2%reductioninelectricityconsumption.

IthasbecomeclearthatasimpleoverarchingreductiontargetisnotappropriatewhensetagainsttherapidgrowthplansoftheBREGroupwhichwillresultinsignificantincreaseinbusinessactivityandinstaffnumbers.Acommitmenthasbeenmadetodevelopandimplementanewstrategytoreduceelectricityconsumptioninthecontextofthisbusinessgrowth.

5 deliVery against 2006/07 sustainability targets

Table3chroniclestheprogressmadeindeliveringagainstoursustainabilitytargetsin2006/07.

bre sustainability report 2006/2007 deliVery against 2006/06 targets | 14

Target (2006/07) Achieved Commentary

Reducewaterconsumptionby5%(basedon2005/2006figures).

No Tightcontroloverwaterusageremainselusiveduetothepoorwaterinfrastructureandfrequencyofwaterleaksonsite.Consumptionroseby19.2%in2006/07comparedwith2005/06,andhencethe5%reductiontargetwasnotmet.SeeSection6sustainabilitytargets2007/08fordetailsofthisyear’swatertarget.

Off-setBRE’sannualCO2emissionsresultingfromstaffairtravelonbusiness.

Yes BREstaffflewatotalof1,025,299mileslastyearresultingin222tonnes/CO2.Thiswasoff-setwiththeorganisation‘ClimateCare’whoinvestinseveralkindsofprojectsinthedevelopingworldincludingenergyefficiencyandrenewableenergygeneration.

MakeResource06a‘climateneutral’eventbyoff-settingtheCO2associatedwithattendeetraveltoGarston.

Yes A£5chargewasincorporatedintothecostofattendingthiseventwhichwasinvestedwithClimateCaretooff-settheassociatedCO2emissionsfromattendeetraveltoGarston.

ImplementnewproceduresforthehandlinganddisposalofhazardoussubstancesandwasteontheGarstonsite.

Yes ProcedureDisposalofHazardousSubstances:2.OP.190wasissuedonOctober2006.ItisaccessibletoallstaffthroughBREGroup’shealthandsafetymanagementsystemonthecompanyintranet.

InvolvethelocalcommunityandkeystakeholdersinanyfuturedevelopmentplansfortheGarstonsite.

Ongoing TheBREGroupisstilldevelopingitslongtermbusinessplansandhasmadeacommitmenttoactivelyengagewiththelocalcommunityastheseevolve.LocalresidentswereinvitedtotherecentOffsite2007andabriefingbytheGroupChiefExecutive.

bre sustainability report 2006/2007 targets for 2007/08 | 15

ReducenaturalgasconsumptionontheGarstonsite(excludingtheFurnaceBuildingandBurnHall)by10%(basedon2006/2007figures).

DevelopandimplementastrategytoreduceelectricityconsumptionontheGarstonsitewhichreflectstheplannedbusinessgrowthandincreaseinstaffnumbers.

Installelectricitysub-meteringinkeybuildingsontheGarstonSite.

Installwatersub-meteringinfivebuildingsontheGarstonsite.

1�

2�

3�

4�

IncreasewastesegregatedontheGarstonsiteby5%(basedon2006/2007figures).

Divert50%ofwastegeneratedontheGarstonsiteawayfromlandfill(basedon2006/2007figures).

IncreasethecurrentnumberofcarsharespacesontheGarstonsiteto10.

LaunchtheBREGroupSchool’sStrategytotakelessonsonsustainabilityintoschools.

5�

6�

7�

8�

6 sustainability targets for 2007/08

bre sustainability report 2006/2007 endnotes | 16

Source:www.abbeyline.org.uk/about.htm

Basedontotaltreatedfloorareaof43,083m3.

596BREemployees(asof14/05/07)ofwhich63areparttime.Therefore,BREfulltimeequivalentemployees=572(conversionfactor0.625).339tenantsontheGarstonsite.Totalof911persons.

Actualelectricityusagebetween01/08/05to31/07/06.

M3ofwatercontributes0.4kgofCO2totheatmosphere–source:AdvancedDemandSideManagement–http://www.adsm.com[accessed01/05/07].

Annualwaterusagefigurerelatestotheperiod15/03/06to20/03/07fortheFarmGateMeterandtheperiod05/01/06–06/12/06forNorthGateMeter.

Figuresarebasedonanestimated25%recoveryrateviaF&RCawleyMRFfacility.

OfficewastefigureisanestimatebaseduponthenumberandsizeofbinslocatedontheGarstonsiteandthenumberofliftscarriedoutovertheyear.

1

2

3

4

5

6

7

8

Source:BREStaffTransportsurvey2007.405surveyresponsesto‘whatisyournormalmodeoftransporttowork’.Normalisedfor596staff.Distancesbasedon‘asthecrowflies’.

Source:BREFinance–staffcarmileageclaimsduring2006/07.Thisfiguredoesnotincludeassessorsandsalesmenastheirallowanceisoutsidethemileageclaimsprocessandwasnotavailableatthetimeofcompilingthisreport.

Source:BREStaffTransportsurvey2007.387surveyresponsesto‘howmanymilesdoyoutypicallytravelpermonthbytrainonbusiness’.Normalisedfor596stafffortheyear.

CO2conversionfactorbasedupontheaverageBREstaffcarwhichemits255.5g/CO2/mile(source:BREStaffTransportSurvey2007).

CO2conversionfactorbasedonaveragepetrolmotorbike0.1718kg/CO2/mile(source:Defra’sGHGconversionfactorsforcompanyreporting,June2007)

TrainCO2conversionfactor0.0602kg/CO2/km(source:Defra’sGHGconversionfactorsforcompanyreporting,June2007)

9

10

11

12

13

14

BusCO2conversionfactor0.0891kg/CO2/km(source:Defra’sGHGconversionfactorsforcompanyreporting,June2007)

CO2emissionsresultingfromallBREbusinessflightsin2006/07wereoffsetwithClimateCare–www.climatecare.org

ThisisthemeandistancetravelledbyallBREstafftoworkperyearbaseduponupperandlowerlimits.DatafromStaffTransportsurveyMay2005.

Thecircumferenceoftheearthattheequatoris24,901.55miles(totalmilesdrivenbycarandmotorcycle,2,495,105)

OGCbuying.solutions:FinalWatermarkProjectReportMay2003.Availableathttp://www.adsm.com/watermarkbenchmarks.htm

ClimateCareoffsetsCO2emissionsbyfundingprojectsaroundtheworld.Theseinvolverenewableenergy(replacesnon-renewablefuelsuchascoal),energyefficiency(reducestheamountoffuelneeded)andforestrestoration(absorbsCO2fromtheatmosphereasthetreesgrow).Seewebsiteforfurtherdetailsoftheirapproach–http://www.climatecare.org/

15

16

17

18

19

20

endnotes