Targets and innovation projects

Thank you to our suppliers and partners for working with us towards our challenging 2020 targets. Selected key performance data is assured by PwC.

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Progress on 2020 targets

In the first year of our five-year sustainability strategy, we made positive progress on our 2020 targets.

2020 targets 2016 progress
Targets to be set from 2016. We piloted wellbeing surveys in our own offices and introduced a question in CACI surveys at our shopping destinations. We are now working with leading thinkers to develop a meaningful target linked to the impacts that we, as a landlord, can have on wellbeing and productivity in our occupiers’ space.
Target for community trust and enjoyment to be set from 2016. We have undertaken surveys across our retail portfolio to try to measure trust. We are exploring how community trust affects placemaking. We will set our target this year.
100% of major managed assets have implemented community engagement plans. We expanded this target to ‘100% of major managed assets to implement Sustainability Action Plans’. These plans cover all four sustainability focus areas, including community. 100% of our major managed assets with full-time resource on site have annual Sustainability Action Plans that they are implementing.
90% employee volunteering. 84% British Land employee volunteering (2015: 83%), making positive progress towards our 2020 target.
20% employee skills-based volunteering. 16% British Land employee skills-based volunteering (2015: 10%), making positive progress towards our 2020 target.
Future proofing
55% landlord energy intensity total portfolio reduction, based on index score of 45 against 2009 score of 100. 38% reduction in energy intensity across our portfolio compared to 2009 (index score of 62/100), on track for our 2020 target.
55% Scope 1 and 2 carbon intensity reduction, based on index score of 45 against 2009 score of 100. 40% reduction in Scope 1 and 2 carbon intensity across our portfolio compared to 2009 (index score 60/100), making positive progress towards our 2020 target.
15% reduction in landlord embodied carbon intensity for projects over £50m against 2015 per m². All development projects over £50m which commenced this year are measuring embodied carbon and working on reduction strategies, making positive progress towards our 2020 target. For a case study on 100 Liverpool Street, see our 2016 Annual Report and Accounts.
Zero waste to landfill. 98% of waste diverted from landfill at our properties and developments (2015: 95%), making positive progress towards our 2020 target.
Skills and opportunity
All tier 1 suppliers at major properties and developments to have local procurement and SME plans. Tier 1 suppliers on 71% of relevant major developments and 66% of major managed properties have local procurement and SME plans. The remaining major managed properties, which are now all managed by Broadgate Estates, are set to have plans in place in the coming year. All new development projects are also developing local procurement and SME plans.
3% of tier 1 and 2 supplier workforce to be apprentices (for prioritised suppliers). We prioritised spend areas where we have the greatest opportunity to drive key suppliers to report and increase the proportion of apprentices they employ. We delivered training on apprenticeships and brought in specialist external support for our supply chain. 120 apprentices were supported at our properties and developments by us and our suppliers. We are focusing on accurate reporting of apprenticeships across our supply chain, towards our 2020 target.
100% of tier 1 contracts with tier 2 to be Supply Chain Charter compliant (for prioritised contracts over £20,000). On our developments, we updated our Employers Requirements to cover our Supply Chain Charter requirements. 45% of 206 new development supplier contracts were Supply Chain Charter compliant (2015: 68% of 34). Due to the length of the development lifecycle, it will take around three years for all major projects to be compliant. At our managed properties, we worked with Broadgate Estates, which has long provided property management services across our office assets and now covers our retail assets as well. This will enable a consistent approach that we expect to drive a significant increase in compliance during 2017. We also introduced quarterly reporting on new contracts and compliance across our developments and managed properties.

Progress on 2016 innovation projects

As we work towards our 2020 sustainability targets, we set annual innovation projects to drive performance. Here, we are pleased to report progress on our 2016 innovation projects.

2016 innovation projects Progress
Explore ways to measure wellbeing in offices and retail. We piloted wellbeing surveys in our own offices, with employees scoring our offices 87% for supporting their wellbeing. We also introduced a question in CACI surveys at our shopping destinations, achieving a 4.2/5 visitor score for the shopping experience.
Thought leadership communication identifying wellbeing principles for design and/or management. We partnered with Happy City to identify wellbeing principles, which we are embedding into our placemaking framework, from increasing natural light, views out and greenery, to encouraging active living and social interaction. Our Head of Wellbeing and Futureproofing, Matt Webster, is participating in the World GBC group on healthy buildings and has blogged on wellbeing here.
Pilot wellbeing collaboration with occupiers at Paddington Central. We are exploring wellbeing collaboration opportunities with Kingfisher plc and other occupiers.
Identify best practice on wellbeing and communicate more effectively where necessary, expand best practice. We have carried out a portfolio review and are expanding best practice across our portfolio through our placemaking strategy. Read more on public realm improvements at Paddington Central here and makeovers at our regional centres here.
Explore ways to measure community trust and enjoyment. We piloted a question on local trust in CACI surveys at our shopping destinations. However, results tended to be more reflective of shopper trust than community trust. We are now expanding our work, defining and measuring community trust and enjoyment across our retail and office portfolios.
Enhance how we engage with local communities to understand local needs. Building on the success of our Community Charter, we launched our new, broader Local Charter in February 2016, setting out how we build trust and support successful local communities, and develop skills and opportunities to help local people and businesses grow. We also expanded the Local Charter to incorporate wellbeing. Download our Local Charter here:
Pilot new ways on one asset to engage the community in decisions related to our assets. At Regent’s Place, the launch of a new Community Fund is empowering our occupiers to support local projects and is strengthening community links.
Future proofing
Revisit assessments of marginal high flood risk assets from 2012 review. We appointed Peter Brett Associates to undertake flood assessments at two key sites. We are now evaluating recommendations from these surveys.
Pilot photovoltaic panels at retail assets. We installed 1,100 photovoltaic panels at St Stephen’s, Hull, now fulfilling a third of all electricity demand in common areas, generating a return on investment of 14% over 25 years and saving 3,000 tonnes of carbon. We are exploring other opportunities across our portfolio.
Complete heating and cooling network feasibility study at Broadgate. We completed a heating and cooling network feasibility study at Broadgate and continue to evaluate our options.
Pilot embodied carbon accounting in design for one project over £50m. We piloted embodied carbon accounting at 100 Liverpool Street, where planned re-use of building structure could save 7,270 tonnes of embodied carbon and design improvements a further 4,360 tonnes versus the original concepts, all at no extra cost. We are now rolling out embodied carbon accounting to other developments.
Skills and opportunity
Pilot social value reporting at an asset and partner with a local authority. We focused on total contributions reporting, see ‘Reporting’ below.
Improve measurement, reporting and local procurement in construction and professional services spend in developments. We appointed Action Sustainability to work with project teams on our major developments to enhance local and SME procurement, developing action plans. A pilot study on four developments revealed that 60% of spend went to firms within 25 miles (£63m) and 51% to SMEs (£53m). Supported by Action Sustainability, we have also improved measurement and reporting accuracy. We will continue to focus on local and SME procurement.
Embed Supply Chain Charter into Sustainability Brief for Developments and supplier contracts. We updated our Sustainability Brief for Developments to include all 12 Supply Chain Charter commitments. We also worked with main contractors on new projects to identify sustainability risks and embed Supply Chain Charter requirements into subcontractor contracts. We will continue to focus our attention on supply chain awareness.
Develop total contribution reporting methodology for annual reporting, focusing on key locations for British Land. We partnered with PwC to develop our total contributions reporting methodology and piloted this at Meadowhall, Sheffield with a 25 year review of the impact of Meadowhall on the Sheffield City Region. Download our Meadowhall Review. We have also established a working group to explore opportunities across all major assets.
Pilot ways to embed non-financial Places People Prefer factors into decision making using the Prince’s Accounting for Sustainability CAPEX guide to embedding sustainability into capital investment. We used the CAPEX guide to review the information and factors considered in stages of our development decision making. Our Sustainability Brief for Developments puts us in good stead to embed sustainability in capital investment. The review has informed our strategic focus on quality places in development decision making.

Innovation projects for 2017

As we work towards our 2020 sustainability strategy, each team across our business has picked up actions to take forward. Collaboratively, we have identified the innovation projects set out below for 2017, which support our 2020 goals.


  • Office Lab: Pilot low-cost interventions to improve wellbeing, informing future technology and design in offices.
  • Occupier Collaboration: Continue to work with occupiers to implement the World Green Building Council framework for measuring health and wellbeing, as well as developing a Fit Out Guide for occupiers and introducing a dashboard for wellbeing and productivity in our buildings.
  • WELL Certification: Start a project for a core and shell that achieves the WELL Building Standard, certifying the performance of building features that impact health and wellbeing.


  • Community Fund: Implement the Regent’s Place Community Fund with occupiers and local partners, with a view to rolling out similar funds at other properties.
  • Section 106 Review: Review our performance against Section 106 and public commitments on a development.
  • Trust: Explore the relationship between community trust and the creation of Places People Prefer. We will set our target this year.

Future proofing

  • Embodied Carbon: Operate embodied carbon accounting alongside cost accounts on all four developments at Broadgate, and review success in achieving reductions through procurement.
  • Photovoltaic Panels: Review performance of our pilot project at St Stephen’s, Hull, and develop business case for wider roll out, investing where appropriate.
  • Retail Waste Commercialisation: Carry out a feasibility study into viable technologies for waste, aligning with increased food and beverage offer and including existing waste streams.

Skills and opportunity

  • Apprentice Framework: Launch a framework for British Land and Broadgate Estates to support apprenticeships across our supply chain.
  • Broadgate Framework - Employment and Training: Establish a vision and approach for community, education, skills and training including apprentices through the framework agreement to redevelop Broadgate with Sir Robert McAlpine.
  • Pre-Employment Course: Develop a bespoke pre-employment course for our retail assets, aligned with our customer service programme and the needs of our retailers and planning activity.