BRE sustainaBility REpoRt 2005/2006 · BRE sustainaBility REpoRt 2005/2006 3 2.2 stakEholdERs BRE...

BRE sustainaBility REpoRt 2005/2006


ContEnts

1 Vision and stRatEgy 11.1. ChiefExecutiveStatement 11.2. Missionandvalues 1

2 pRofilE 22.1 Operations 22.2 Stakeholders 32.3 EnvironmentalPolicy 32.4 HealthandSafetyPolicy 4

3 soCial REsponsiBility 53.1 StaffProfilesandDiversity 53.2 Employeewell-being/healthandsafety 83.3 BREintheCommunity 11

4 EnViRonmEntal sustainaBility 124.1 EnvironmentalKeyPerformanceIndicators(eKPI) 124.2 CommentaryoneKPIs 14

5 CommEntaRy on last yEaR’s aChiEVEmEnts 18

6 sustainaBility taRgEts foR 2006/07 21

annEx a - sustainaBlE puRChasing poliCy 22

annEx B - ClimatE CaRE off-sEtting CERtifiCatE 23

annEx C - sustainaBlE dEVElopmEnt aCtion gRoup mEmBERs 24

COVERPHOTOPETERWHITE


1

1 Vision and stRatEgy

1.1. ChiEf ExECutiVE statEmEnt

Livingasustainablelifestyleisnotjustachallengeforindividualstoembrace,butalsoforcorporations.Sustainabilityisattheheartofgoodbusinessgovernanceandisgoodforbusinessitself.InthatcontextBREhassetitselfachallengingagendaandtargetswhichwewillworktirelesslytoachieve.Itisearlydaysandthereismuchtodo.Ourearlyprogresswillbebuiltupon,andperformancecontinuallyimprovedyearonyearasattestedtointhisreport.Weaspiretobenotjustamongstthebest,butalsoanexemplar,andwith,whatIknowistheenthusiasticsupportofouremployees,wewillachievetheseaspirations.

1.2. mission and ValuEs

BRE’smissionistobuildabetterworldandourvisionisourunmistakableimprintonahighlyregardedandsustainablebuiltenvironment.

Ourcorevaluesare:

Theauthoritywhichderivesfromknowledge,independence,objectivityandethics

Maximisingclientbenefitthroughadeepunderstandingoftheirneedsandaspirations

Makingadifference

Enjoyingwhatwedoasateam

Pride,passionandservicePersonalresponsibilityandself-relianceCreativityandentrepreneurship.

•

•

•

•

−−−

Weaimtomonitorprogresstowardsourvisionthroughthefollowingmilestones:

By2008tobeabletogiftaid6%ofournetturnovertotheBRETrust

By2010tobeabestpracticeexemplarinourownbusiness

By2010tohaveusedourcorecompetenciestoachieveastrongbusinessoutsideofthebuiltenvironment

By2012tohavedoubledourturnoverinrealterms

By2015toberecognisedworldwideasprovidingleadershipinsustainability,innovationandsafetyinthebuiltenvironment.

Progresstowardsmorespecificenvironmentalandsocialtargetsarealsomeasuredandthesearehighlightedlaterinthisreport.

AsmuchofBRE’scorebusinessisdirectlyconnectedwithhelpingotherstoimprovetheirenvironmentalperformanceandtheenvironmentaroundthem,itisessentialforBREtopracticewhatwepreachandthusensureouroperationsandactivitiesarebeingmanagedinawaywhichisbothenergyandresource-efficient.

Tomeetthiscommitment,BREhasinplaceaformalEnvironmentalPolicywithpartofourbusinesscertifiedagainsttheISO14001EnvironmentalManagementSystemstandard.Weaimtocontinuerollingoutthisapproachtootherpartsofthebusinessinthisandfutureyears.

•

•

•

•

•


2

2 pRofilE

2.1 opERations

Everyworkingday,over500researchscientists,engineers,architects,surveyors,psychologists,administrators,managersandmanyothersonBREsitesinWatford,EastKilbride,Inverness,PortTalbotandMiddlesbroughbringtogethertheirexpertise,skillsandknowledgetoadviseclientsonissuesaswiderangingas:

Constructionquality,processandproductivityInnovationandproductdevelopmentSustainabledevelopmentEnvironmentalimpactofconstructionWhole-lifeperformanceEnergyefficiencyofbuildingsRenewableenergyinbuildingsCertificationofproducts,systemsandpeopleBuildingperformance;structures,materialsandsystemsPreventionandcontroloffireSecurityRiskmanagement.

••••••••••••

Why do we do it? BecauseweshareapassionatecommitmenttohelptheUK’sbuiltenvironmentindustriestobethebest.BREiscommittedtomakingitscomprehensiveexpertiseandexperienceavailabletobenefitthoseinvolvedinconstructionandassociatedindustries,frommultinationalcompaniesandgovernmentdepartmentstoindividualarchitectsandbuilders.Itdoesthisthrough:

Commissionedresearch,developmentandtestingprogrammesforindividualclientsandconsortia

Consultancyandadvice

Producttestingforcertificationpurposes

BestPracticeprogrammes(e.g.EnergyEfficiency;ConstructionBestPractice)

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

Conferences,seminars,workshopsandotherevents

Trainingandassessment

E-commerceactivities.

AcompletereviewofBRE’sservicescanbefoundonBRE’swebsiteatwww.bre.co.uk

•

•

•

•

•

•

•

•


3

2.2 stakEholdERs

BREisownedbytheBRETrust,aregisteredcharitywithamissiontochampionexcellenceandinnovationinthebuiltenvironment.ThisownershipstructureenablesBREtobeheldasanationalassetonbehalfoftheconstructionindustryanditsclients,independentofspecificcommercialinterests.ItalsomaintainsBRE’simpartialityandobjectivityinresearchandadvice.

Through its research programmes, the BRE Trust aims to achieve:

Ahigherqualitybuiltenvironment

Builtfacilitiesthatofferimprovedfunctionalityandvalueformoney

Amoreefficientandsustainableconstructionsector

Ahigherlevelofinnovativepractice.

FurtherinformationontheBRETrust,includingdetailsofthetrusteesanditsprogrammeofactivities,canbefoundatwww.bretrust.org.uk

•

•

•

•

2.3 EnViRonmEntal poliCy

BREisthepre-eminentcentreforresearchinthebuiltenvironmentwithintheUnitedKingdom,withmuchofourcorebusinessconcernedwithhelpingotherstoimprovetheirenvironmentalperformance.Weaimtoensurethatouroperationsandactivitiesaremanagedinanenergyandresource-efficientmanner,inordertominimisedetrimentalimpactsontheenvironment.

Our environmental policy is to:

Complywithallrelevantlegislation

Seekcontinualimprovementinourenvironmentalperformance

Contributetoeconomic,environmentalandsocialsustainabilityintheshortandlongterm.

TheChiefOperatingOfficerisresponsibleforimplementingthepolicy.

This will be achieved by:

Maintaininganenvironmentalmanagementsystem(EMS),certifiedagainstISO14001

Settingobjectivesandtargetstominimisetheenvironmentalimpactofouroperations

Trainingouremployeestoachieveandmaintainhighstandardsofenvironmentalperformance

Usingproductsandprocessesthatassistinreducingtheenvironmentallifecycleimpactsofouractivitiesandthoseofourclientsandsuppliers

Communicatingopenlyandconsultingwithstakeholdersonenvironmentalissues.

Guy Hammersley BREChiefOperatingOfficerNovember2005

•

•

•

•

•

•

•

•


4

2.4 hEalth and safEty poliCy

BREisthepre-eminentcentreforresearchinthebuiltenvironmentwithintheUK,withmuchofourcorebusinessconcernedwithhelpingotherstoimprovetheirsafetyperformance.Ourvisionisaworkinglifewithoutaccidents.Ouroperationsandactivitiesaremanagedinamannerwhichaimstoeliminateorreducetoaminimum,anyriskstothehealthandsafetyofouremployees,visitorsandcontractors.

Our health and safety policy is to:

Complywithallrelevantlegislation

Seekcontinualimprovementinoursafetyperformance

Makehealthandsafetyanintegralpartofourbusinesssuccess.

•

•

•

TheChiefOperatingOfficerisresponsibleforimplementingthepolicy.This will be achieved by:

WorkingtoasystemalignedwithISO9001

Settinggoalsandactionplanstoensurecontinuousimprovementinoursafetyperformance

Trainingouremployeestoachieveandmaintainhighstandardsofhealthandsafetyperformance

Encouragingtheuseofnewtechnologiesandprocessestofacilitatetheeffectivemanagementofhealthandsafety

Communicatingopenlywithstaff,customers,suppliersandcontractorsonhealthandsafetyissues.

The foundation for our success is our core values:

Nothingthatwedoisworthgettinghurt

Healthandsafetyiseveryone’sresponsibility

Healthandsafetyisintegraltoeverythingwedoandtothesuccessofourbusiness.

Guy Hammersley BREChiefOperatingOfficerNovember2005

•

•

•

•

•

•

•

•


5

3 soCial REsponsiBility

Lastyear’ssustainabilityreportcontainedinformationrelatingtotheprofileofourstaffforthefirsttime.ThismadeforinterestingreadinganditalsoprovidedafascinatinginsightforthoseoutsideBRE.Wearetrulycommittedtoprovidingtransparencyinallareasofourbusinessandinimprovingourreportingbothinbreadthandconsistency.

Inthissection,weprovidefiguresonthestaffprofileacrossourbusinessin2005/06.WeshalllookattheprogressBREhasmadeinhealthandsafetyoverthepastyearandconcludethesectionbylookingatBRE’sinvolvementinthelocalcommunity,highlightingafewkeyinitiatives.

3.1 staff pRofilEs and diVERsity

Table1providesaclearpictureofthestaffprofileacrossthedifferentbandswithinBRE.Abandisthebroadestmeasureofanemployee’spositionwithintheorganisation.Foreachbandcategorythereisagenericroleprofilewhichsetsoutspecificaccountabilities,performancemeasures,knowledge,experienceandbehavioursexpectedofstaff.However,staffwithinthesamebandcananddohaveverydifferentjobs.

ThebandrangegoesfromAuptoFandaboveforseniormanagement.ThesecategoriesandtheirparticularattributesareusedasapartoftheperformanceanddevelopmentreviewprocessandtheyareanessentialcomponentofBRE’sstaffdevelopmentprocedures.

Table 1:Bandprofilesacrosstheorganisationbrokendownbygender(source:HRdepartmentasof17May2006)

Band Example of role types Number of females Number of males Total% of staff in band (as of 17/05/06)

A JuniorAdmin/StudentPlacements 10 (18) 2 (5) 12 (23) 2.1% (4.0%)

B Admin/Consultants&Technicians 53 (67) 30 (30) 83 (97) 14.6% (16.7%)

C SeniorConsultants&Technicians 77 (76) 85 (96) 162 (172) 28.5% (29.8%)

D SeniorConsultants 46 (44) 124 (118) 170 (162) 29.9% (28.0%)

E PrincipalConsultants 14 (16) 81 (75) 95 (101) 16.7% (15.7%)

F CentreDirectors 3 (3) 21 (22) 24 (25) 4.2% (4.3%)

G DivisionalManagingDirectors 1 (1) 4 (5) 5 (6) 0.9% (1.0%)

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

Other(incExecutiveDirectors) 12 (0) 5 (0) 17 (0) 3% (0%)

TOTAL 216 (225) 353 (354) 569 (579) 100%

N.B.Numbersinbracketsrepresentcomparativedatafrom2004/05.


6

0 50 100 150 200

Male

Female

Other

I

G

F

E

D

C

B

A

Figure1:Graphicalpresentationofgenderinformationacrossbands(source:HRdepartmentasat17May2006)

Figure2:Aprofileofstaffgenderacrosstheorganisation(source:HRdepartmentasat17May2006)

Figure3:Aprofileofstaffageacrosstheorganisation(source:HRdepartmentasat17May2006)


7

BREHumanResourcesrecordsandmonitorsethnicityofBREstaff.Thisdataissoughtfromallemployeesbutthedecisiontoprovideinformationisentirelyatthediscretionoftheindividualstaffmember.In2004/05,wereportedthat76%ofstaffhadprovidedinformationonethnicityofwhich91.2%definedthemselvesas‘white’and8.8%asfromotherethnicgroups.In2005/06,wecanreportthatwehaveethnicitydatafor79%ofstaffofwhich92%havedefinedthemselvesas‘white’and8%asfromotherethnicgroups.

BREHumanResourcesalsorecordsandmonitorsdisabilityintheworkforce.In2004/05,sixemployeesdescribedthemselvesasdisabled.In2005/06,thisfigureisfour.

Flexible WorkingProvidingflexibleworkingarrangementsforstafftosuitpersonalcircumstancesisamustintoday’sbusinessenvironment.In2004/05,BREemployed72staffonarangeofparttimecontractsandthisfigureremainsthesamein2005/06with14maleand58femaleparttimestaff.

Flexibleworkingisalsoencouragedinformallythroughgeneralworkingpatternsofstaffandhomeworkingisquitecommon.Figure4illustratesthefrequencyofhomeworkingatBRE.Thewordingofthequestionnairemeansthatthe‘noresponse’categorycanalmostcertainlybetakentomeanemployeesthatdonotworkfromhome.Almosttenpercentofstaffindicatedthattheyworkfromhomeonedayaweekwithafurther13%workingfromhomeoneortwodaysamonth.ThisprovidesnotonlysocialflexibilityfortheindividualbutalsocutsdownonCO2emissionsresultingfromtravellingintowork.

Figure4:NumberofdaysBREstaffworkfromhome(source:BREstafftransportsurvey2005)


�

3.2 EmployEE wEll-BEing /hEalth and safEty

AchievementsSignificantprogresswasmadeduring2005/2006indevelopingourpolicyofcontinuousimprovementinhealthandsafety.Somekeyachievementsarelistedbelow:

Occupational health.Thenewoccupationalhealthservicewasfullyimplemented.Akeyinitiativewasindustrialhygieneassessmentofrisksfromman-mademineralfibresandreassurancethatourcontrolmeasureswereeffective.

Working safely committee.Thenewworkingsafelycommitteesuccessfullydeliveredanumberofcriticalprojectsleadingtonewproceduresandimprovementsinmanagementofcontractors,technicalriskassessment,laboratorymanagement,firstaid,emergencyresponseandsiteworking.

•

•

Fire safety.FireriskassessmentswerecompletedonallBREbuildingsandnewmanagementrolesandproceduresimplementedinanticipationoftheRegulatoryReform(FireSafety)Order.

Carol Hughes awards.Threeawardsweremadeforsignificantcontributionstoimprovinghealthandsafetyintheconcretelaboratory,highpressurepneumatictestinglaboratoryandinthemanagementoffirstaid.

Training.Morehealthandsafetytrainingwasdeliveredthaneverbefore.Anewapproachtosite-wideregularminitrainingsessionswassuccessfullyintroduced.

Communication.HealthandsafetyalphabetposterswererolledoutacrossBRE.Theirsuccesshasledtothesebeingmarketedcommerciallytootherorganisations.

HSE case study.BREwasfeaturedinanHSEcasestudyongoodpracticeinhealthandsafety.ThisisavailableontheHSEwebsite.

•

•

•

•

•


�

AccidentsDuring2005/2006,wereceived49entriesintheAccidentBook.41wereBREemployeeaccidentsand8werecontractor/visitoraccidents.Sixaccidentsresultedinlostworktime.TherewasoneRIDDORreportableaccidentresultingfromafirstaiderwhofaintedandinjuredtheirbackwhistattendingtoacontractor’sminorinjury.HSEdidnotrequireanyactionfollowingthisincident.

Theaccidentratefor2005/06wasanLTAR*of5.7

*LostTimeAccidentRate=NumberofLostTimeAccidents×1,000,000

NumberofHoursWorkedinPeriod

Toprovidegreaterclarityandimprovedmonitoringofaccidentsandincidents,newgraphswereintroducedduringtheyearasillustratedinFigure5.Thesewerepopulatedwithhistoricaldatatoenabletrendstobeidentified.

AccidentsandincidentsM

ovin

gan

nual

tota

l

2002 2003 2004 2005 2006

Figure5:LTAR’sgraphs(source:HealthandSafetyteam)

Losttimeaccidents

Mov

ing

annu

alto

tal

2002 2003 2004 2005 2006


10

WiththeintroductionofBRE’scampaignofcontinuousimprovementinhealthandsafety,therehasbeenbetterreportingofaccidentsandincidents.Thishasresultedinanincreaseinthetotalnumberofreportedaccidentsandincidentsduringthelastthreeyears.Themajorityofthesewereveryminor,buttheyenabledpotentialhazardareastobeidentifiedandimprovementsmadetoourmanagementproceduresandworkingpractices.

Staff healthThepercentageofdayslostduetosicknessacrossBREduring2005/2006was3.02%,whichrepresentsariseof0.76%onthepreviousyear.Intotal,therewere4552daysofabsencebetween1/4/05and31/3/06whichrepresentsanaverageof8daysperemployee.Thisishigherthanthenationalaverageof2percent*.Thenewoccupationalhealthservicehasnowbeenestablishedtoimprovestaffsupportwhichperhapswillhelpdecreaseabsencelevels.

New initiatives for 2006/2007Keyfeaturesofthedriveforcontinualimprovementinhealthandsafetywillincludeongoing,frequentandhighlyvisiblewalk-aboutsbyseniorstaff,ahighpriorityontrainingandcommunicationandafocusonhighriskactivities.Specificnewinitiativeswillinclude:

Management of contractors.ImplementationofnewproceduresformanagingcontractorsandclientsworkingonBREsites.

A new training approach.Fullrolloutofthenewminitrainingsessions.

A new document system.Implementationofanew,easytoaccesssystemforhealthandsafetydocuments.

Working at height.SupportingtheHSEdriveonworkingatheightandundertakingacampaignwithinourownbusiness.

Behavioural safety.Initiatinganewapproachofbehaviouralsafetymanagement.

* Trendsandsourcesofdataonsicknessabsence.CatherineBarhamandJoanneLeonard,LabourMarketDivision,OfficeforNationalStatistics.April2002.

•

•

•

•

•

Figure6:Typeofinjury(source:HealthandSafetyteam)


11

3.3 BRE in thE Community

BRErecognisesitsimportantrolewithinthelocalandwidercommunity.TheBRETrustplaysaparticularlyimportantroleintheGroup’scommunityactivitywithitssupportfortheeducationoffuturegenerationsthroughthesponsorshipofresearchdegreeswithuniversities.Someofthekeyinitiativesaredescribedbelow:

BRE Universities Partnership.ThismajornewstrategicinitiativetostrengthentheUK’scapacitytocarryoutbuiltenvironmentresearchwasformallylaunchedinJanuary2006bytheEnvironmentMinister,ElliotMorleyMP.ThePartnershipwaslaunchedwithfourcentresofexcellence:

FireSafetyEngineeringattheUniversityofEdinburgh

InnovativeConstructionMaterialsattheUniversityofBath

SustainableBuildingDesignintheWelshSchoolofArchitectureatCardiffUniversity

EnergyUtilisationResearchattheUniversityofStrathclyde.

Support for schools.BREstaffcontinuetosupportanumberofschoolsbyconductingtechnicalpresentationsandprovidingworkexperienceforstudentsatBRE.Wehavealsorun‘IndustryDays’forlocalschools.

•

−

−

−

−

•

Engineering Education Scheme.BREundertookitsfirstprojectintheRAEsponsoredEngineeringEducationSchemewithParmiter’sSchool.Thisinvolvedhelpingstudentstodevelopadevicefortestingfingerprintmachines.TheprojectwascarriedoutinsupportofBRECertification’sbusinessintestingandcertifyingbiometricsecuritydevices.

Communication.ThesuccessfulOffsite2005eventatBREprovidedanopportunitytoinvitelocalresidentsonaprivatetouroftheexhibitionandmeetwiththeCEOandCOOforadiscussionaboutBREandourplansforthefuture.Localresidentswerealsoinvitedtootherevents,includingResource05;thedemonstrationandexhibitionofrenewableenergytechnologiesforbuildings.

Working with local businesses and organisations.BREworksextensivelywithlocalbusinessesspecialisinginconstructionandhousing,providingconsultancy,testingandresearchservices.Wealsoprovidesupporttolocalauthoritiesandregionaldevelopmentagenciestohelpdevelopstrategiesforimprovedinfrastructureandcommunities,particularlyintheareasofsustainabilityandregeneration.

•

•

•


12

4 EnViRonmEntal sustainaBility

Section4.1exploresourenvironmentalKeyPerformanceIndicators(eKPIs)fortheperiodApril2005–March2006.Section4.2followsonwithcommentaryoneacheKPIandincludesgraphsillustratingtrendsinourperformance.

4.1 EnViRonmEntal kEy pERfoRmanCE indiCatoRs (Ekpi)

ThefigurespresentedinTable2arefortheBREGarstonsiteandinclude22othertenantorganisationsalsolocatedatGarston.ThesetenantsleaseofficeandlaboratoryspacefromBREandcontributetowater,gasandelectricityusageonsite,whichwecannotseparateoutfromthefigurespresentedbelow.

notEs to taBlE 2

Basedontotaltreatedfloorareaof43,083m2

BREFTequivalentemployees=542(569employeesofwhich72PT)plus267tenantsatGarstonsite=809persons.

12monthestimatebasedonelectricityusagebetween01/08/05to31/03/06of5,376,220kWh.

ThisfigurerelatestotheperiodOct01-Oct02.

SitewideconsumptionforperiodApr05-Mar06,lessfurnaceusageforperiod06/05/05–12/05/06.

M2ofwatercontributes0.4KgofCO2totheatmosphere(source:AdvancedDemandSideManagement-http://www.adsm.com/watermark.htm).

Annualwaterusagefigurerelatestotheperiod17/03/05to15/03/06fortheFarmGateMeterandtheperiod13/01/05to05/01/06forNorthGateMeter.

OfficewastefigureisanestimatebaseduponthenumberandsizeofbinslocatedontheGarstonsiteandthenumberofliftscarriedoutovertheyear.

Figuresarebasedonanestimated25%recoveryrateviaF&RCawleyMRFfacility.

ThisisthemeandistancetravelledbyBREstafftoworkperyearbaseduponupperandlowerlimits.

1�

2�

3�

4�

5�

6�

7�

8�

9�

10�


13

Table2:BREenvironmentalKeyPerformanceIndicators(source:FacilitiesGroup,BREPurchasingandstafftransportsurvey)

eKPI TotalkWh/m2

(Note 1)

Tonnes CO2

emissions

Impact per person (Note 2)

Data period FY04/05 % change

1 Annualelectricityuse 8,064,330kWh(Note3)

187 3,468 4.3t/CO2 Apr05-Mar065,931,072kWh

(Note4) 26.5%

2 Annualnaturalgasuse(includingFurnaceBuilding)

13,008,424kWh

– 2,472 3.1t/CO2 Apr05-Mar06 12,731,088kWh 2.1%

2a AnnualnaturalgasuseofFurnaceBuilding

697,000kWh – – –06/05/05–12/05/06

737,325kWh 5.5%

2b Annualnaturalgasuse(excludingFurnacebuilding)

12,311,424kWh 286 – – (Note5) 11,993,763kWh 2.6%

3 Annualwateruse43,912m2 –

17.6(Note6)

54,279litres (Note7) 75,267m2 41.7%

4 Waste & recycling (Allfiguresintonnes)Total waste generatedLand filled: Officewaste(Note8)

Constructionwaste Industrialwaste Other Total % of total wasteRecycled: Constructionwaste(Note9)

Paper Newspapers/magazines Cans Plastics Wood Cardboard Scrapmetal Inert Total % of total waste

764.6

167.3396.2

00.9

564.5 73.8%

132.118.75.40.31.311.311.910.58.8

200.226.2%

1.4tonnesperBRE

employee

Apr05–Mar06

895.5

224.9332.5

62140.3759.784.8%

110.815.7

000

9.3000

135.815.2%

14.6%

25.7%

32.2%

5 TransportStaffmileagetoworkbycar

2,802,152(Note10)

– 948 1.7t/CO2

perBREemployee

Transportsurvey

May2005

Nocomparativedataavailable

–


14

4.2 CommEntaRy on Ekpis

eKPI 1 –ElectricityuseatGarstonhasincreasedby26%since2002*.Ourimpactpersquaremetreofusedspacehasthereforerisenfrom138kWh/m2to187kWh/m2Benchmark.Withacurrentlackofsub-meteringonsite,weareunfortunatelyunabletoseparateouthighenergyfacilitiessuchastheBurnHallandwindtunnels,aswellasthosebuildingsoccupiedbytenants.Withtenantnumbersgrowinginrecentyears,thisiscertainlyonereasonforthisincrease.Investmentinsub-meteringonkeyfacilitiesisplannedin2006/07.TargetsforreductionaredetailedinSection6.

eKPI 2–NaturalgasuseatGarstonhasrisenby2.1%asillustratedinFigure7.Gasuseassociatedwithoperationofthefurnacebuildinghasfallenby5.5%overthesameperiod.Therefore,gasuseexcludingthefurnacebuildinghasrisenby2.6%,whichequatesto286kWh/m2in2005/06comparedwith278kWh/m2in2004/05Benchmark.Aswithelectricityusage,theincreaseingasconsumptioncanbepartlyattributedtotheriseintenantsonsite,howeverthisincreaseisstillsomewhatunexpectedasworkswerecarriedoutin2005toimprovebuildingheatingcontrolsatGarston.Theseworksarecontinuingwithfurtherimprovementsplannedin2006/07.SeeSection6forreductiontargets.

eKPI 3–Withsignificantinvestmentandmajorrepairworkundertakenin2005,wateruseatGarstonhasreducedby41.7%to43,912m3asillustratedinFigure8.Thisequatesto54,279litresofwaterperpersonperyearBenchmark.ThisfigureisconsiderablyhigherthantheEnvironmentAgency’sbenchmarkof18,250litresperemployeeandBRE’sownbestpracticetargetof9,000litres**.Bothbenchmarks,however,aremeantforofficesonlyandcannottakeintoaccountthediversenatureofactivitiesundertakenatGarston.

TheGarstonsiteismoreakintoauniversityforwhichtheExecutiveAgencyoftheOfficeofGovernmentCommercepublishedarecommendedbenchmarkof0.62m3/m2floorarea/annum***.Adoptingthisasourbenchmark,ourcurrentusage

* TheelectricitymeterontheGarstonsitewasremovedbythesupplierinOctober2002andanewmeterinstalledinJuly2005.Forthisreason,wearenotinapositiontocomparecurrentelectricityusagefortheperiodbetween2002-2005asthisdataisnotavailable.

** BREEAMGoodPracticebenchmarkof<9m2peremployeeperyear*** OGCbuying.solutions:FinalWatermarkProjectReportMay2003.Availableathttp://www.adsm.com/

watermarkbenchmarks.htm

Figure7:TotalannualnaturalgasuseontheGarstonsite2003/04–2005/06(source:BREPurchasing)

Figure8:AnnualwateruseontheGarstonsite2002/03–2005/06(source:BREPurchasing)


15

atGarstonequatesto1.02m3/m2floorarea/annumBenchmark.So,whilstwehavemadesignificantprogressin2005/06,wedorecognisethatusageisstillhighandfurtherinvestigationwillbecarriedoutin2006/07asamatterofprioritytoidentifythekeycauses.

eKPI 4–Overthesummerof2005,BREwentouttotenderwithanewwastecontractwhichhaspavedthewayforanewapproachtodealingwithwasteatsource.Asaresult,BREisworkingcloselywithitswastecontractortodevelopinnovativewastesolutionswhichwilldeliverfargreaterwastesegregationandrecoveryonandoffsite.Thelaunchoftheaptlynamed‘brecycle’has,inthefirstsixmonthsofoperation,divertedanextra45tonnes(11%)ofourwasteawayfromlandfillbytargetingkeywastestreams.

Figure9illustratesthesedifferentstreamsandthetonnagesrecycled.Fortheyearasawhole,BREdiverted26.2%ofitswastefromlandfillBenchmark.Furthermore,atyearend,BREwasdivertingaround35%ofitswastefromlandfill–afigurewhichweintendtoincreaseto50%byyearend(seeSection6forfurtherdetails).

Itisalsoencouragingthattotalwastegeneratedonsitehasreducedby14.6%comparedwith2004/05asillustratedinFigure10.

Figure9:RecycledwastestreamsontheGarstonsite(figuresintonnes)(source:FacilitiesGroup)

Figure10:WastetolandfillanddivertedstreamsontheGarstonsite2003-2006(source:FacilitiesGroup)


16

eKPI 5–Astafftransportsurveywasnotconductedthisyear,hencethefigurespresentedinTable2arefromthestafftransportsurveyundertakeninMay2005.Thishighlightedthat86%ofBREstafftraveltoworkbycar(includingcarsharing)Benchmark.Thisisconsiderablyhigherthanthenationalaverageof71%*.

Figure11illustratesthesplitinmodesoftransportbystaff.Useofpublictransportisnoticeablylowwithjust0.3%and0.6%ofstafftravellingbybusandtrainrespectively.Thenationalaverageis8%(bus)and4%(train).Cyclingisapopularalterativewith5.5%ofstaffchoosingtocycletowork,whichisconsiderablyhigherthanthenationalaverageof3%.Only3.9%ofstaffwalktoworkcomparedtothenationalaverageof11%.

Figure12illustratesthetimetakenbystafftotraveltowork.Comparedwithnationalstatistics,thecorrelationisremarkablysimilar.Forexample,63%ofstafftakelessthan30minutestotraveltowork–nationallythisis61.5%,whilst87%ofstafftakelessthanonehourtotraveltowork,whichnationallyis89%.

* RegionalTransportStatistics:2005-Usualmethodoftraveltoworkbyregionofresidence:Autumn2004.

Figure11:StaffmodesoftraveltotheGarstonSite(source:BREstafftransportsurvey2005)

Figure13:DistanceBREstafftraveltoworkintheircar(source:StaffTransportSurvey–May2005)

Figure12:TimespenttravellingtoworkbyBREstaff(source:StaffTransportSurvey–May2005)


17

Itisclearfromthestatisticsthatwecompareunfavourablywithnationalfiguresforuseofpublictransportandweareusingthecarinsteadtomakethesejourneys.ThechallengeforBREistoreversethetrendandincreaseuseofpublictransporttogettoworkwhichseemstohavethebackingofBREstaff.

ApollundertakeninFebruary2006askedstaffiftheywouldbewillingtoswapthecarforanimprovedlocalbusserviceprovidingbetterlinkstothesitefromsurroundingtowns.Tenpercentofstaffindicatedthattheywouldusesuchaserviceifitwasavailable.Asaresult,discussionswithalocalbuscompanyhavebeeninitiatedtolookintoimprovinglinkstotheGarstonsite.Thesediscussionsareexpectedtocontinuein2006/07untilalongtermsolutionisachieved.

Average impact per person at Garston

Figure14:Impactperperson(basedonnormalisednumberoffulltimeequivalentemployeesplustenantsonsite)

Impacts per person (including tenants)

=4.3t/CO2resultingfromelectricityuse

=3.1t/CO2resultingfromgasuse

=54,279litresofwater

Impacts per BRE employee (excluding tenants)

=1tonneofwastetolandfill

=0.4tonnesofwasterecycled

=1.7t/CO2resultingfrom5,170carmilestoandfromwork


1�

Table3belowprovidesacommentaryontheprogressmadeinmeetingoursustainabilitytargetsin2004/05.

Table3:Commentaryonlastyear’sachievements

Objective (2004/05) Achieved Commentary

AchieveISO14001certificationwithinBRE’sConstructionDivisionbytheendoffinancialyear2005/2006.

No AbusinessdecisionwastakeninNovember2005todelayimplementationandcertificationoftheConstructiondivisiontoISO14001until2006/07.

ReducenaturalgasconsumptionattheGarstonsite(excludingFurnaceBuildingandBurnHall)by10%(basedon2004/2005figures).

No Despiteworkscarriedoutin2005toimprovetheheatingcontrolsontheGarstonsite,gasusage(excludingthefurnacebuilding)roseby2.6%.Usageremainshighandfurtherworksontheheatingcontrolsareplannedin2006/07.Ashighlightedearlier,anincreaseinthetenantpopulationonsiteisacontributingfactortotheincreaseingasuse.

ReducewaterconsumptionatGarstonsiteby15%(basedon2004/2005figures).

Yes WateruseatGarstonhasreducedby41.7%in2005/06.Furtherinvestigativeworksaretobeundertakenin2006/07toidentifywhatcanbebestdescribedasunusualpatternsinuse.Ultimately,wewanttomovetowardsandbeyondthebenchmarkof0.62m3/m2floorarea/annum.

PutinplaceappropriateelectricitymonitoringattheGarstonsite.

Partlyachieved Asite-wideelectricitymeterwasinstalledinJuly2005.Furthersub-meteringofkeyfacilitiesonsiteisplannedin2006/07,whichwillallowBREtobettertargetconsumptiononsite.

Reduceelectricityconsumptionby5%(excludingFurnaceBuildingandBurnHall)forthesecondhalfoftheyear,incomparisonwiththedataobtainedfortheperiodOctober01toSeptember02.

No Electricityusehasincreasedby26%incomparisonwiththeperiodOctober2001toSeptember2002.

GainanunderstandingofcurrenttrendsinstaffcarusageandprepareareporttotheBoardwithproposedrevisionstotheGreenTravelPlanbyJanuary2006.

Yes Aninternalreportentitled“Recommendationsforinvestmentin2006/07toassistBREinmeetingitscurrentandfutureCorporateSustainabilityTargets”waspresentedtotheBoardinDecember2005.However,ratherthanfocusingoncarusagewhichwasfelttobewelldocumentedalready(asillustratedinFigures9,10and11),thereportfocusedonairtravel.

BetweenNovember2004andOctober2005,staffmadeapproximately500businessflightstodestinationsincludingTokyo,ChicagoandBeijing.Thetotalimpactoftheseflightswas591tonnes/CO2workingoutat1.18t/CO2perflight*.ThereporttotheBoardrecommendedthatBREshouldseektooff-settheCO2emissionsresultingfromstaffairtravelonallfuturebusiness.ThisinitiativewaswellreceivedbytheBoardandfromApril2006onwards,CO2emissionsfromstaffbusinessflightswillbeoff-set.

5 CommEntaRy on last yEaR’s aChiEVEmEnts


1�


NominateawastechampionandputinplaceappropriatemonitoringandtargetingforwasteacrosstheGarstonsitetoestablishabaselineforwastetolandfillandwastedivertedfromlandfill.

Yes Anewpartnershipwithourwastecontractorhaspavedthewayforanewapproachtodealingwithwasteonandoffsite.Ourwastechampion(whoresidesinBREFacilitiesGroup)isintegraltothecontinueddevelopmentofwastemanagementonsiteandisworkingwiththewastecontractortoimprovemonitoringandmeasurementofourwastestreams.Thisworkwillcontinueinto2006/07,includingtheadoptionofBRE’sownSMARTStartwastemonitoringtoolandrolloutofbrecycleschemefortenants.

EstablishandimplementaBREGreenPurchasingPolicybyMarch2006.

Yes ASustainablePurchasingPolicyhasbeenestablished–seeAnnexA.ThepolicyisconsistentwithBRE’sexistingpurchasingpracticeswhichhavebeeninplaceforanumberofyears.ThesecentrearounduseoftheBREapprovedcontractorsandsuppliersdatabase.

AgoodexampleofthenewpolicyinactionisarecentonsitetrialofenvironmentallyfriendlyEcovercleaningproducts.ThesuccessofthetrialhasmeantthatBRE,inconjunctionwithitscleaningcontractor,isreplacing80%ofexistingnon-environmentallyfriendlycleaningproductswithalternativeswhichcontainnochlorineorphosphatesandarebiodegradable,thusminimisingtheirimpactonaquaticlife.

MakeResource05a‘carbonneutral’eventbyoff-settingtheCO2associatedwithattendeetraveltoGarston.

Yes BREpartneredwithClimateCaretooff-settheCO2associatedwithattendeetraveltoGarstonforresourceO5–seecertificateinAnnexB.

EstablishaSustainableDevelopmentActionGrouptodevelopaninclusive/integratedsustainabilitystrategyforthewholeBREGroupbyJanuary2006.

Commencedandongoing

TheSustainableDevelopmentActionGroup(SDAG)wasestablished,withtwomeetingsheldin2005.Thegroupissplitintosub-groups,eachfocusingonaparticularissuethatmirrortheeKPIs.SeeAnnexCfordetailsofsub-groupsanditsmembers.Agoodstarthasbeenmadebutthechallengefor2006/2007isforthegroupstonowchampionanddrivenewinitiatives.

EstablishaprocessforbuildingrelationswiththelocalcommunityattheGarstonsiteandholdatleastonecommunityconsultationeventintheyear.

Yes AteamwasestablishedtotakeforwardcommunityrelationsandcommunicationaspartoftheSustainableDevelopmentActionGroup.

ThemajorOffsite2005eventatBREwasusedasanopportunitytoinvitelocalresidentsonaprivatetouroftheexhibitionandmeetwiththeCEOandCOOforadiscussionaboutBREandourplansforthefuture.


20


MakesignificantprogressindevelopingandimplementingBRE’ssustainabilitytoolstothebenefitofthewidercommunity.

Inparticular,launchthenewBRECertification‘GreenBook’ofproducts.

Yes

Partial

ThegrowthintheuptakeofBREEAMcontinued,withthetotalnumberofassessmentsincreasingbyafurther11%during2005(dataisreportedforcalendaryears).2005sawworkonupdatestoexistingschemesandtheintroductionofnewschemesforretailandschools.InthedomesticsectortherewasafurtherdramaticriseintheadoptionofEcoHomes,withan86%increaseinassessmentsduring2005.

Althoughthenew‘GreenBook’wasnotpublishedduringtheyear,significantprogresswasmadeparticularlyinthecontextofstakeholderengagement.Thishastakenlongerthanplannedbutitisvitallyimportantandgoodcrosssectorsupporthasbeenachieved.

SeeamarkedimprovementintidinessacrosstheBREGarstonsite,withbetterpracticesforstoringsamplesandmaterials.

Yes AnewsamplestoragefacilitywasopenedinBuilding14,HallDandthishasreducedtheexternalstorageoftestspecimens.Therehavebeenanumberofcleanupexercisesaroundthesitetoremovelongtermaccumulateditems.TheinitiativewasalsopickedupatourBREScotlandsiteinEastKilbridewheretherehasbeenamajorcleanupoflongtermstorageandhazardousmaterials.

*EmissionsdataprovidedbyClimateCarehttp://www.climatecare.org.ukbasedonflightinformationcapturedthroughbookingsusingtheBREcreditcardaccount.


21

6 sustainaBility taRgEts foR 2006/07

AchieveISO14001certificationwithinBRE’sConstructionDivision.

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

Implementelectricitysub-meteringattheGarstonsite.

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

Reducewaterconsumptionby5%(basedon2005/2006figures).

1�

2�

3�

4�

5�

Off-setBRE’sannualCO2emissionsresultingfromstaffairtravelonbusiness.

MakeResource06a‘climateneutral’eventbyoff-settingtheCO2associatedwithattendeetraveltoGarston.

ImplementBREwastestrategy,diverting50%ofwastegeneratedatBRE’sGarstonsiteawayfromlandfillbyMarch2007.

ImplementnewproceduresforthehandlinganddisposalofhazardoussubstancesandwasteontheGarstonsite.

InvolvethelocalcommunityandkeystakeholdersinfuturedevelopmentplansfortheGarstonsite.

6�

7�

8�

9�

10�


22

annEx a - sustainaBlE puRChasing poliCy

BREisthepre-eminentcentreforconsultancy,certification,testingandresearchinthebuiltenvironmentwithintheUnitedKingdom;BRErecognisesandiscommittedtocarryoutitsProcurementfunctiontoincorporatethevaluesofsustainablepurchasing.Purchasingdecisionscanhaveasignificantlocalandworldwidesocio-economicandenvironmentalimpactbothinthepresentandforfuturegenerationstocome.BREPurchasingendeavourstoensurethatitachievesBRE’sdiverserequirements,sympatheticallytotheenvironment,economyandsocietythrough:-

Theassessmentofenvironmentalandcorporateriskstotheorganisationwithacontinuationofsustainableperformanceimprovementtothesupplychain.

Compliancewithallrelevantenvironmentallegislation.

EncouragingsupplierstoencompassBRE’ssustainableobjectives,includingadvancingresourceefficiencyandminimisingwastebyelimination,reducing,reusingandrecycling,preventingpollutionandpreservingnaturalresources.

Workingwithkeysuppliers,wheretheopportunityarises,toinfluencechangesandincreasesustainabilityimprovementsthroughthesupplychain.Thiswillinclude:-

Avoidingproductswithparticularlyharmfulsubstances

Supportingproductswithrecycledcontentorthatarebiodegradable

Purchasingproductsusingrecognisedlabellingschemes

Encouragingsupplierstoachieveenvironmentalcredentials.

•

•

•

•

−

−

−

−

MakingstaffawareofBRE’spolicyandpromotebestpracticesforsustainablepurchasing.Andwhereappropriatetoconsiderwholelifecostsofgoodsandservices,thiswillinclude:-

Manufacture,delivery,installation

Operatingcostincludingenergy,waterconsumptionandmaintenance

Endoflifecostsincludingdecommissioninganddisposal.

TacklingbarrierstoentrysothatSME’sandlocalsuppliersareencouragedtobidforappropriatework.

Examinationofothercorporatesocialresponsibilities.

Ensuringthatsupplier’senvironmentalcredentialsare,asfarasrealisticallypossible,consideredinthesupplierappraisalprocessandawardingofcontracts.

Usingproductsandserviceswhichminimiseanyharmfulimpactontheenvironment.

Searchingforchancesforreuseandrecyclingofmaterialsasappropriate.

Givingappropriatedeliberationtothecostandbenefitsofenvironmentallypreferableproductsandservicereplacements.

Guy Hammersley BREChiefOperatingOfficerAugust2006

•

−

−

−

•

•

•

•

•

•


23

annEx B - ClimatE CaRE off-sEtting CERtifiCatE


24

Guy Hammersley(ChiefOperatingOfficer)Stuart Blofeld (EnvironmentManager)–SDAGcoordinator

EnERgy tEamAndrew Thorne(Environment)–team coordinator (currentlyonsecondment)Matt Fisher (Facilities)–actingteamcoordinatorKeith Symonds (Purchasing)

wastE tEamGary Sabini (Facilities)–team coordinatorKatherine Adams (Construction)Keith Symonds (Purchasing)Katie Livesey (Timbertechnology&Construction)

watER tEamRichard Wheatland (Facilities)–team coordinatorAndrew Thorne (Environment–currentlyonSecondment)

tRaVEl tEamSam Ramaligame (Certification)– team coordinatorKeith Symonds (Purchasing)Julian Ridal (Scotland)

CommuniCation and stakEholdERs tEamSimon Guy (MarketingandPublicRelations)–team coordinatorElizabeth Shoobert (HumanResources)Anthony Waterman (Construction)

hEalth and safEty tEamPaul Quarterman (Environment)–team coordinatorJohn Kempster (HealthandSafety)

NB:TheHealth&SafetyteamwillfeedintothegroupontheircurrentactivitiescoordinatedthroughtheWorkingSafelyCommitteeratherthanrequiringseparateactions.

annEx C - sustainaBlE dEVElopmEnt aCtion gRoup mEmBERs

BRE sustainaBility REpoRt 2005/2006 · BRE sustainaBility REpoRt 2005/2006 3 2.2 stakEholdERs BRE...

Documents

Transcript of BRE sustainaBility REpoRt 2005/2006 · BRE sustainaBility REpoRt 2005/2006 3 2.2 stakEholdERs BRE...