Sustainability Action Plan 2019
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Sustainability Action Plan 2019
Sustainability Action Plan 2019
Contents
1.0 Strategic goal: Engage with our stakeholders 3
Policy goal A: Engage with advisors, suppliers, tenants and stakeholders to ensure we
are aware and respond to their expectations 3
Policy goal B: Engage with advisors, suppliers, tenants and stakeholders to disseminate
the Group’s corporate responsibility policies and requirements 4
2.0 Strategic goal: Invest in our community 5
Policy goal C: Shaftesbury is committed to investing in its local community 5
3.0 Strategic goal: Fair and ethical framework for employees
including supply chain 6
Policy goal D: Shaftesbury will conduct its business with integrity and in an open and ethical
manner and require the same standards throughout its supply chain 6
Policy goal E: Shaftesbury recognises the importance of the welfare of its employees 7
Policy goal F: Shaftesbury is committed to supporting the Universal Declaration of Human Rights
and respects the human rights of its employees through providing equal opportunity for all its
employees and potential employees and expects its principal advisors and suppliers to do the same 8
4.0 Strategic goal: environmentally sustainable reuse and
management of buildings 9
Policy goal G: Comply with legal requirements 9
Policy goal H: Before purchase, environmental audits are conducted where appropriate 9
Policy goal I: Work with other stakeholders to investigate and promote solutions to reduce
air pollution in the West End 9
Policy goal J: Shaftesbury requires its consultants and contractors to adopt best environmental
practice in the design and refurbishment of the Group’s property portfolio 10
Policy goal K: Shaftesbury requires its managing agents to comply with its sustainability policies 12
Note: The timeframe of 2018–2019 for implementation of the objectives and targets is consistent
with the financial year, which is 1st October 2018 to 30th September 2019.
2Sustainability Action Plan 2019
1.0 Strategic goal: Engage with our stakeholders
olicy goal A: Engage with advisors, suppliers, tenants and
P
stakeholders to ensure we are aware and respond to their
expectations
Management Actions Key Performance
Number Objectives 2019 Indicator Responsibility
A1 Disseminate the Policy • Ensure Policy continues to be Managing agents
to all the Company’s issued to all new commercial
staff, managing agents, tenants as part of tenants pack.
contractors, and tenants • Ensure Contractors’ Leaflet Shaftesbury/
and ensure that it is is issued as part of all Project Managers
available to the public refurbishment contracts
A2 Provide appropriate • Promote online Building Shaftesbury/
awareness raising and Guide for commercial tenants Managing agents
engagement with tenants including information on
within the portfolio sustainability.
• Include sustainability principles Shaftesbury/
and requirements in letting Managing agents
documentation
Targets • Include SRA fit out guide within • Number of new Shaftesbury
tenants letting pack. restaurant tenants using
the guide
• Include requirement for • Number of tenants Shaftesbury/
data collection of energy collating data Managing agents
consumption as part of ’green
lease’ for new commercial
tenants.
A3 Provide appropriate • Undertake update awareness RPS/Shaftesbury
training and awareness training for all personnel and key
to staff and principal suppliers by November 2019.
suppliers • Continue to issue the following RPS/Shaftesbury
checklists to the Principal
Suppliers:
• Contractors Checklist
• Specification Checklist
• Legal Compliance Checklist
Target • Require all contractors working % of subcontractors Project Managers
on Shaftesbury refurbishment with CSCS cards
schemes to record the
number of employees
and subcontractors with
Construction Skills Certification
Scheme (CSCS) Cards
A4 For projects of capital • Require all principal contractors • Shaftesbury/
value over £150,000, and that work on Shaftesbury Project Managers/RPS
in excess of three months schemes to register as a • RPS to audit
duration, Contractors will company to CCS.
sign up to Considerate • Ensure all eligible schemes are
Constructors Scheme. signed up for 2018-2019.
(NB. Schemes that only
involve external repair
and decoration will not
be included)
Target • Achieve a minimum score % of schemes above • Project Managers/RPS
of 30/50 (above satisfactory 30/50 • RPS to audit
performance)
on 100% of schemes audited.
3Sustainability Action Plan 2019 1.0 Strategic goal: Engage with our stakeholders
Policy goal B: Engage with advisors, suppliers, tenants and
stakeholders to disseminate the Group’s corporate
responsibility policies and requirements
Management Actions
Number Management Objective 2019 Responsibility
B1 The Policy will be reviewed • Review Policy in August 2019 for RPS/Shaftesbury
on an annual basis and approval at the Board meeting
objectives and targets will in September 2018.
be set. • Monitor use of Supplier
Code of Conduct.
B2 The Company will monitor • Report performance on RPS/Shaftesbury
and report publicly on its Company website,
performance • Include summary of
performance
in Annual Report 2018
• Prepare report in accord
with EPRA Sustainability
Best Practice
Recommendations
B3 The Company will maintain • Engage with key investors and Shaftesbury/RPS
its ongoing engagement other benchmarking agencies.
with institutional investors • Continue membership of Better
and benchmarking indices Building Partnership (BBP).
• Remain as signatory to
UN Global Compact
Targets • Remain in FTSE4Good Index Score in index Shaftesbury/RPS
for 2018-2019.
• Participate in GRESB Score in index
survey
• Participate in Carbon Disclosure Score in index
Project and improve score
4Sustainability Action Plan 2019
2.0 Strategic goal: Invest in our community
Policy goal C: Shaftesbury is committed to investing in its local
community
Management Actions Key Performance
Number Objectives 2019 Indicator Responsibility
C1 Continue membership of Ongoing financial support to key Value of support Shaftesbury
the London Benchmarking charities and community support as per LBG
for 2018-2019.
C2 Support local community Promote activities of Community Shaftesbury
groups and be proactive Investment Committee.
in identifying and working Continue to work with charity Shaftesbury
with charitable and other partners in 2019.
organisations
Continue to work with statutory Shaftesbury
bodies through financial support
to improve the local environment
and public realm e.g. lighting
projects, pavement maintenance
etc.
5Sustainability Action Plan 2019
3.0 Strategic goal: Fair and ethical framework for
employees including supply chain
olicy goal D: Shaftesbury will conduct its business with
P
integrity and in an open and ethical manner and require the
same standards throughout its supply chain
Management Actions Key Performance
Number Objectives 2019 Indicator Responsibility
D1 Provide the standards of • Continue to maintain existing Shaftesbury surveyors/
accommodation and regular liaison between tenants, Managing agents
services that have been managing agents & Shaftesbury.
agreed
Target • Undertake small bespoke tenant % satisfaction rate CBRE
surveys at targeted areas
D2 Comply with the Prompt • Monitor payment times Shaftesbury
Payment Code
Target • Suppliers to be paid within % of suppliers paid Shaftesbury
30 days within time frame
D3 Promote principles of the • Monitor implementation of Shaftesbury/
UN Global Compact down Supplier Code for first tier Managing agents/
the supply chain suppliers to promote UNGC Project managers
principles
D4 Work against corruption • Monitor implementation of Shaftesbury
in all its forms in accord Bribery and Anti- Corruption
with the anti corruption Policy and engage with supply
principle of the UN Global chain in its implementation
Compact and ensure
compliance with anti
bribery and corruption
policy.
6Sustainability Action Plan 2019 3.0 Strategic goal: Fair and ethical framework for employees including supply chain
Policy goal E: Shaftesbury recognises the importance of the
welfare of its employees
Management Actions Key Performance
Number Objectives 2019 Indicator Responsibility
E1 Fully comply with all the • Review Health and Safety Policy • Shaftesbury
requirements of the Health for Head Office and portfolio.
& Safety at Work Act • Ensure health & safety induction • Project Managers
1974 etc. for employees training is being undertaken by
and those that may be • RPS to audit
contractors for 100% site staff
affected by its activities including use of contractor
and minimise risk of induction leaflets.
reportable health and
safety accidents/incidents
throughout the portfolio
Targets • Achieve zero reportable Number of prohibition/ Project managers
accident/incidents on enforcement notices
refurbishment sites throughout received
100% of the portfolio.
• Achieve zero reportable Number of prohibition/ Managing agents
accident/incidents throughout enforcement notices
100% of the managed portfolio. received
• Record absenteeism within Number of days absent/ Shaftesbury
Shaftesbury Head Office. employee
• Continue to improve % score at next review Shaftesbury
performance for next
assessment against
Fairplace Award in 2020.
• Ensure all contractors on
refurbishment projects hold
% of site staff with
Construction Skills Certification
CSCS cards
Scheme (CSCS) Card
7Sustainability Action Plan 2019 3.0 Strategic goal: Fair and ethical framework for employees including supply chain
Policy goal F: Shaftesbury is committed to supporting the
Universal Declaration of Human Rights and respects the
human rights of its employees through providing equal
opportunity for all its employees and potential employees and
expects its principal advisors and suppliers to do the same
Management Actions Key Performance
Number Objective 2019 Indicator Responsibility
F1 Comply with employment • Ensure approach to internal
legislation and best staff management & recruitment
practice including diversity to ensure compliance with
equal opportunities policy
and diversity complies with
Principles of the RICS Quality
Mark and Real Estate Balance.
Targets • Monitor staff turnover. % of leavers as part of Shaftesbury
total staff number per year
• Monitor average length of Number of years of Shaftesbury
service service per employee
• Monitor relevant diversity % of women in board/ Shaftesbury
metrics including % of women senior/ management
in key positions positions
• Record number of staff with % of staff Shaftesbury
flexible working/part time
arrangements.
F2 Invest in training and • Ensure approach to internal
development of our staff management & recruitment
employees. to ensure compliance with
equal opportunities policy
and diversity complies with
Principles of the
RICS Quality Mark and Real
Estate Balance.
• Undertake Personal Days training Shaftesbury
Development Reviews for all
personnel and
record training.
F3 Ensure London Living Wage • Work with managing agents and Shaftesbury/
is paid through the supply project managers to monitor Managing agents/
chain where within our scale of remuneration for all full Project managers
control. time personnel working within
the portfolio
• Work with managing agents and
project managers to monitor
scale of remuneration for
contractors working on the
portfolio.
Target • All new contracts agreed within % of contracts Shaftesbury/
the managed portfolio to pay Managing agents
London Living wage
• Maintain accreditation from Shaftesbury
London Living Wage Foundation
F4 Principal suppliers to • Continue to work with Shaftesbury/
ensure compliance with the tier 1 suppliers in ensuring All Tier 1 suppliers
Modern Slavery Act within compliance with the Modern
the supply chain Slavery Act.
Target • Increase awareness of site Shaftesbury
management teams through use
of leaflets and posters at sites
e.g. Stronger2gether
8Sustainability Action Plan 2019
4.0 Strategic goal: environmentally sustainable
reuse and management of buildings
Policy goal G: Comply with legal requirements
Management Actions Key Performance
Number Objectives 2019 Indicator Responsibility
G1 Comply with all legal and • Review legislation checklists RPS to liaise with:
regulatory requirements to ensure are current. • Shaftesbury
• Monitor environmental
• Project Managers
compliance on refurbishment
and construction projects for • Managing agents
2018-2019 using checklist
Target • Achieve zero environmental No. of non-compliances All above
non- compliance for 2018-19
Policy goal H: Before purchase, environmental audits are
conducted where appropriate
Management Actions Key Performance
Number Objectives 2019 Indicator Responsibility
H1 Undertake environmental/ • Ensure environmental/building Shaftesbury/RPS
building health surveys health surveys are used to
of properties prior to screen properties before
purchase if appropriate and purchase of all properties,
continue to invest only in including risks from climate
‘brownfield’ sites change, rising water tables and
localised flooding.
• Review acquisition checklist
in line with GRESB and BBP as
appropriate to portfolio.
Target • Continue to achieve 100% use % of brownfield Shaftesbury
and regeneration of ‘brownfield’
land during expansion and
refurbishment
of portfolio.
Policy goal I: Work with other stakeholders to investigate and
promote solutions to reduce air pollution in the West End
Management Actions Key Performance
Number Objectives 2019 Indicator Responsibility
I1 Work with other local • Implement Air Quality Strategy Shaftesbury/
land owners, occupiers, • Continue to work with tenants in Managing agents
local authorities and the Carnaby to coordinate deliveries
Mayor’s office to investigate to the managed portfolio
and promote solutions to through partnership with
reducing air pollution in suppliers and expand initiative
central London to Soho and Seven Dials.
9Sustainability Action Plan 2019 4.0 Strategic goal: environmentally sustainable reuse and management of buildings
Policy goal J: Shaftesbury requires its consultants and
contractors to adopt best environmental practice in the
design and refurbishment of the Group’s property portfolio
Management Actions Key Performance
Number Objectives 2019 Indicator Responsibility
J1 To operate in an • Continue to refurbish existing Shaftesbury
environmentally sustainable buildings and promote the re-
manner throughout its use of materials to reduce the
activities and minimise the need to introduce additional
impact on climate change ‘embodied’ carbon.
through use of BREEAM • Continue to assess on project Shaftesbury/
and increasing the EPC by project basis whether Project Managers
rating of properties being renewable energy technologies
refurbished can be economically
incorporated into future
projects, including heat
recovery technology.
• Encourage tenants to use the Shaftesbury/RPS
Better Building Partnership best
practice fit out guide.
Targets • Achieve BREEAM Very Good BREEAM Score Shaftesbury/SPPM
for all new commercial
developments.
• Achieve BREEAM Very Good BREEAM Score Shaftesbury/
for domestic and non domestic Project Managers
refurbishment schemes of a
capital value above £1 million
• Aim for an EPC Grade B EPC EPC rating Shaftesbury/SPPM
rating on new build
• In all structural refurbishments EPC rating of C for Shaftesbury/
of non listed buildings over structural refurbishments Project Managers
£150,000 (excluding retail shell)
that the existing EPC rating is
improved to
a C rating.
J2 Efficient use of energy • Project managers to use revised • RPS/Project Managers
and water Specification and Contractor’s
checklists for all projects over
£150,000 and in excess of 3
months duration.
J3 Source timber from well • Continue to maximise • Project managers
managed sources, certified proportion of timber that is • RPS to audit
by third party certification reused within projects and
schemes monitor for reporting purposes.
• Contractors to retain all timber • Project Managers to
supply invoices and ensure that ensure contractors retain
full chain of custody details are invoices
recorded.
• RPS to collate information to • RPS to collate
identify proportion sourced
from certified timber
Targets • Ensure that 100% of hardwood % of hardwood timber • Shaftesbury /
timber is sourced from a from a certified sustainable Project Managers
certified sustainable source. source • RPS to audit
• Ensure that preferred suppliers % of other timber sourced • Shaftesbury /
demonstrate sourcing of a from a certified sustainable Project Managers
minimum of 90% of other types source • RPS to audit
of timber from a certified
sustainable source.
• Aim for suppliers to source a % of FSC timber sourced Project managers
minimum of 70% timber from RPS to audit
an FSC certified source.
10Sustainability Action Plan 2019 4.0 Strategic goal: environmentally sustainable reuse and management of buildings
Policy goal J continued
Management Actions Key Performance
Number Objectives 2019 Indicator Responsibility
J4 Management and disposal • Continue to monitor • Project managers
of construction waste construction waste generated • RPS to audit
data for all projects above
£150,000 and in excess of 3
months duration.
• Project managers to ensure
waste transfer notes retained as
part of contract documentation.
Target • Aim to reuse or recycle 90% of % of reused or recycled Project managers
non-hazardous demolition and waste for projects
construction waste by weight
J5 Improve biodiversity • Continue membership of • Shaftesbury
appropriate to the Group’s Wild West End • Managing agents/Project
urban location • Implement five year Biodiversity managers to implement
Strategy.
• Continue to research
opportunities of supporting
bees in the capital with
appropriate use of planters and
window boxes.
Target • Increase area of biodiversity Area of biodiversity • Shaftesbury
features features • Managing agents/Project
by 10% throughout portfolio. managers to implement
• Implement green roof
installation
at a minimum of two locations
• Investigate opportunity for
parklet
J6 During construction the • Continue to provide all Project managers
Company through its contractors with a copy of the
Project Managers will Company Policy & Specification
endeavour to minimise questionnaires etc. in tender
adverse impacts on the documentation
environment • Continue to issue Induction Project managers
Leaflet to all contractors
working on portfolio.
• Continue to ensure that there Project managers
are minimal emissions to air
and water given small scale and
location of schemes in central
London
• Monitor energy and water use Project managers
on site throughout the life of the
project.
Targets • Achieve zero reportable % schemes with zero Project managers
environmental incidents incidents
• Ensure that a minimum of 80% % of water based Project managers
water based paints are used to paints specified
minimise pollution.
11Sustainability Action Plan 2019 4.0 Strategic goal: environmentally sustainable reuse and management of buildings
Policy goal K: Shaftesbury requires its managing agents to
comply with its sustainability policies
Management Actions Key Performance
Number Objectives 2018-2019 Indicator Responsibility
K1 Maximise use of landlord • Continue to monitor energy Managing agents to collect
procured renewable consumption in Shaftesbury data
energy and reduce energy Head Office and common parts
RPS to collate for reporting
consumption in common of portfolio
baseline
parts • Increase proportion of
definitive floor areas that are
being assessed against energy
consumption.
• Implement step change findings
from ESOS audits
• Obtain tenants consumption
figures and collate for reporting
purposes for whole buildings for
REEB 2019.
Targets • Aim for wholly owned common Carbon per m2 not to Managing agents/
parts normalised data to not exceed target Shaftesbury
exceed 0.05tonne C02e/m2
• Aim for 3% absolute reduction % absolute reduction Managing agents/
in landlord controlled energy across portfolio Shaftesbury
consumption against 2018.
• Aim for 5% like for like reduction % like for like reduction Managing agents/
in landlord controlled energy across portfolio Shaftesbury
consumption against 2018.
• When renewing energy % new contracts placed on Managing agents/
contracts throughout the green energy tariffs Shaftesbury
portfolio purchase ‘green tariff’
electricity when costs are within
5% of brown energy.
• Increase proportion of LED % of LED bulbs within Managing agents
bulbs within common parts portfolio
of managed portfolio and
specifically for external lighting.
K2 Reduce Greenhouse Gas • Continue to monitor and report RPS/Shaftesbury
emissions within managed greenhouse gas emissions for
portfolio landlord controlled portfolio
including the Head Office.
Targets • Reduce Greenhouse Gas
emissions by a rolling target of
5% from the baseline of 2015
by 2020.
K3 Monitor and, where • Continue to investigate Managing agents
possible, minimise water opportunities for including
consumption water meters in properties
where Shaftesbury is
responsible for water purchase.
Targets • Monitor water use in Carnaby/ % of coverage CBRE to collect data
Seven dials common parts – aim RPS to collate for reporting
for 75% reporting of readings. baseline
• Increase coverage of water % of coverage Managing agents
data collection in remainder of to collect data
wholly owned portfolio
• Aim to reduce like for like water % reduction CBRE and MJ Mapp
consumption by 5% from 2018 to collect data
RPS to collate for reporting
baseline
• Aim for usage at maximum Water use does not CBRE and MJ Mapp
of 0.5m3/m2 exceed 0.5m3/m2 to collect data
RPS to collate for reporting
baseline
• Monitor water use for South Water use does not MJ Mapp
Service yard in Chinatown – exceed 2017-2018 usage
maintain constant usage
12Sustainability Action Plan 2019 4.0 Strategic goal: environmentally sustainable reuse and management of buildings
Policy goal K continued
Management Actions Key Performance
Number Objectives 2018-2019 Indicator Responsibility
K4 Monitor and reduce • Work with tenants to abolish Shaftesbury
waste from its managed single use plastics throughout
properties including the the portfolio.
Head Office • Maintain discussions with
Westminster CC to identify Shaftesbury/
residential waste management MJ Mapp
centre within Chinatown.
Targets • Divert from landfill minimum of % of tenants’ waste Shaftesbury/CBRE
90% of tenant generated waste diverted from landfill
from Carnaby and Seven Dials.
• Recycle a minimum of 50% % of waste recycled CBRE
tenants waste at Carnaby and
Seven Dials
• Aim for 20% compostable waste % of waste composted Shaftesbury/CBRE
at Carnaby and Seven Dials
• Maintain high rate of recycling % of waste recycled Shaftesbury/RPS
at above 95% in Head Office
K5 Ensure that contractors • Issue updated induction Leaflet • Shaftesbury
(including cleaners, to all contractors working on • Managing agents
maintenance personnel portfolio throughout 2018-2019.
etc) comply with the policy • Maintain documented audit • Managing agents
with respect to the use trail of contractors that have to keep records
of hazardous materials received leaflet.
and materials from non- • RPS to audit
renewable resources;
K6 Remove and dispose of • Ensure up to date asbestos • Managing agents to
hazardous materials e.g. register is held for managed maintain asbestos register
asbestos in accordance portfolio. • Managing agents to
with relevant legislation • Retain copies of waste transfer collate hazardous waste
notes and record volume of data
hazardous waste disposed to • RPS to audit
landfill
K7 Minimise emissions to • Continue rolling programme • Managing agents to keep
air through appropriate throughout the portfolio of records
management of buildings maintenance of extractor ducts.
• Progress boiler upgrades
where viable following ESOS
recommendations.
• Commission survey of
remainder of portfolio to
identify boilers that could be
updated.
K8 Minimise emissions to • Undertake discussions with • MJ Mapp
water through appropriate tenants re. findings of review of
management of buildings effectiveness of grease traps for
restaurants in Chinatown
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