Helical Bar - Environmental Management System

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Helical Bar
-
Environmental Management
System



June 2012




Contents

1
 
Introduction
................................
................................
................................
................................
..............
1
 
1.1
 
Overview
................................
................................
................................
................................
....................
1
 
2
 
Environmental aspects and impacts register
................................
................................
.......................
2
 
2.1
 
Definitions
................................
................................
................................
................................
..................
2
 
2.2
 
Register of environmental impacts a
nd aspects
................................
................................
........................
2
 
3
 
Environmental policy and objectives
................................
................................
................................
....
4
 
3.1
 
Definitions
................................
................................
................................
................................
..................
4
 
3.2
 
Environmental Policy and objectives
................................
................................
................................
.........
4
 
3.3
 
Corporate Responsibility Policy
................................
................................
................................
.................
5
 
4
 
Environmental targets
................................
................................
................................
.............................
7
 
4.1
 
Definitions
................................
................................
................................
................................
..................
7
 
4.2
 
Environmental targets
................................
................................
................................
................................
7
 
4.3
 
Environmental target monitoring procedure
................................
................................
.............................
10
 
4.4
 
Corporate Responsibility targets
................................
................................
................................
..............
10
 
5
 
Implementation and operation
................................
................................
................................
.............
11
 
5.1
 
Management responsibilities
................................
................................
................................
...................
11
 
5.2
 
Operational control
................................
................................
................................
................................
..
11
 
5.3
 
Training
................................
................................
................................
................................
....................
11
 
5.4
 
Internal communications
................................
................................
................................
..........................
11
 
6
 
Environmental monitoring and measurement
................................
................................
....................
12
 
6.1
 
Definitions
................................
................................
................................
................................
................
12
 
6.2
 
Monitoring and measurement
................................
................................
................................
..................
12
 
6.3
 
Monitoring and measurement procedure
................................
................................
................................
.
15
 
6.4
 
Management Review
................................
................................
................................
...............................
16
 
6.5
 
Internal Audit
................................
................................
................................
................................
............
16
 
A1.

Sustainability Project Management Checklist
................................
................................
....................
18
 
A2.
 
Environmental checklist included as part of due diligence procedures
................................
..........
21
 
6.6
 
Responsibility
................................
................................
................................
................................
...........
21
 
6.7
 
Timing
................................
................................
................................
................................
......................
21
 
6.8
 
Procedure
................................
................................
................................
................................
................
21
 
6.9
 
Checklist
................................
................................
................................
................................
..................
21
 
A3.
 
Management Review process
................................
................................
................................
...............
23
 
A4.

Performance measurement procedure for managed portfolio
................................
..........................
25
 
6.10
 
Responsibility
................................
................................
................................
................................
...........
25
 
6.11
 
Timing
................................
................................
................................
................................
......................
25
 
6.12
 
Procedure
................................
................................
................................
................................
................
25
 
6.13
 
Performance Measurement tool
................................
................................
................................
..............
25
 
A5.

Legal Compliance Checklist
................................
................................
................................
.................
26
 
6.14
 
Responsibility
................................
................................
................................
................................
...........
26
 
6.15
 
Timing
................................
................................
................................
................................
......................
26
 
6.16
 
Procedure
................................
................................
................................
................................
................
26
 
6.17
 
Compliance Checklist
................................
................................
................................
..............................
26
 
A6.

Contractors Checklist
................................
................................
................................
...........................
28
 
6.18
 
Responsibility
................................
................................
................................
................................
...........
28
 
6.19
 
Timing
................................
................................
................................
................................
......................
28
 
6.20
 
Procedure
................................
................................
................................
................................
................
28
 
6.21
 
Checklist
................................
................................
................................
................................
..................
28
 

1


1

Introduction

1.1

Overview

This document has been prepared to provide the framework for key components of an Environmental
Management System (EMS). It covers 10
0% of head office operations, 100% of UK managed assets
where we have direct control (i.e. multi
-
let properties) and 100% of development projects.
EMS
coverage excludes Joint Ventures
.


The EMS is
structured under the following headings, which are intended
to
reflect the key components
of a good practice
EMS:



Environmental aspects and impacts register



Environmental policy
and
objectives



Environmental targets



Environmental
monitoring and measuring



Environmental legal compliance



Implementation and operation



Management
responsibilities



Management review and internal audit

These key components enable Helical Bar to demonstrate to socially responsible investors and other
interested stakeholders how
we are
addressing the environmental risks associated with
our
bu
siness
activities. The suggested approach places a particularly strong focus on environmental performance
improvement through the ongoing use of both targets and
Key Performance I
ndicators.

The diagram
below
illustrates how the different elements listed above (and further developed within later sections of
this
document
) fit together to form an effective EMS.

Figure
1
Overview of an effective EMS


2


2

Environmental aspects and impacts reg
ister

2.1

Definitions

ISO 14001 describes environmental aspects as:


Elements of an organisation’s activities, products or services that can interact with the environment.


ISO 14001 describes environmental impacts as:


Any change to the environment,
whether adverse or beneficial, wholly or partially resulting from an
organisation’s activities, products or services.


2.2

Register of environmental impacts and aspects

Based upon a detailed analysis of Helical Bar’s portfolio of developments, investments,
and trading
properties, a register of environmental aspects and impacts based upon the company’s core business
activities
has been developed
.
Helical Bar has prioritised those environmental impacts considered to be
of highest significance to the company. T
his was undertaken on the basis of the following criteria:



Helical Bar’s ability to directly control the particular environmental impact (it was agreed that Helical
Bar has control over all impacts except those that arise directly as a consequence of
tenan
ts/contractors own activities, where it can only seek to influence their actions).



The likelihood/frequency of a particular impact occurring as a result of a particular activity.



The severity of the consequences of a particular impact occurring.

The figure below lists
only
those environmental impacts that were considered to be of HIGH
significance. A more complete spreadsheet listing
all
the environmental impacts according to low,
medium and high significance has been prepared and is also retained
by Helical Bar. Impacts and
aspects relating to single
-
let assets (where Helical Bar retains no management control e.g. in the case
of FRI leases) have been excluded from the figure below given that we can have little to no impact on
the environmental per
formance of such buildings once occupied. The significant environmental impacts
identified in this way formed the basis for reviewing Helical Bar’s environmental policy and objectives,
and in particular for suggesting the environmental targets.

3


Figure
2
Impacts and Aspects Register



4


3

Environmental policy and objectives

3.1

Definitions

ISO 14001 describes the environmental policy as:


A statement by the organisation of its intentions and principles in relation to its overall
environmental
performance which provides a framework for action and for the setting of its environmental objectives
and targets.


ISO14001 defines an environmental objective as:


An overall environmental goal, arising from the environmental policy,
that an organisation sets itself to
achieve, and which is quantified where practicable.


3.2

Environmental Policy and objectives

Helical Bar’s environmental policy
and objectives statement was
first adopted in 20
01. The policy and
objectives relate specific
ally to the most significant environmental impacts arising from the company’s
core activities, as represented by those that are within Helical Bar’s direct control, their frequency of
occurrence and the severity of the ensuing consequences.
It is listed in
full below
:

Helical Bar plc is a property development and investment company. Our activities comprise the development of
commercial, industrial, residential and mixed use property and the ownership and management of a portfolio of
offices, industrial and
retail properties in the UK.

We recognise our responsibility to reduce any adverse environmental impacts arising from our business activities
and we work within existing regulatory frameworks to comply with all relevant environmental legislation as a
mini
mum through our operations.

Our response to environmental issues is practical and pragmatic and reflects our desire to be a responsive,
flexible and collaborative partner and landlord.

The following environmental objectives apply to our UK operations. The
y provide a framework for performance
targets which we commit to monitor and report on to ensure compliance, and to meet evolving client and investor
expectations in moving towards being a sustainable business:



We will integrate environmental consideration
s through passive design in new and refurbished buildings,
seeking wherever possible to achieve good practice standards.



We will limit our consumption of natural resources, including energy and water in an attempt to maximise
efficiency and reduce our carb
on footprint.

5




We will implement appropriate waste management practices, seeking to reduce, re
-
use and recycle before
disposal to landfill.



We will protect and enhance the landscape and biodiversity wherever practical.



We will endeavour to source timber
from sustainable sources and where possible, from well managed sources
certified by third
-
party certification bodies accredited by the Forest Stewardship Council
.



We will prohibit the use of materials and substances that have potentially hazardous effects
on the
environment, human health and wellbeing.



We will investigate pollution and other environmental liabilities as part of our due diligence procedures when
acquiring new assets.



We will minimise the risks of pollution from emissions to air and/or water
or land contamination, particularly
during construction or demolition.



We will minimise carbon emissions associated with transport to our managed assets and construction sites
wherever possible.



We will reduce exposure to extreme weather risks such as flo
oding and subsidence through appropriate
design and asset appraisal.



We will ensure that project teams managed by Helical Bar refer to our Sustainability Project Management
Checklist to ensure a consistent standard of environmental management is applied to
our projects.



We will encourage the sharing of good environmental practices across our operations.



We will work closely with our tenants in order to improve their own environmental performance.



We will seek to reduce the adverse environmental impacts ass
ociated with our own office management
practices and procurement policies.

We will monitor and review our performance against our environmental objectives on a regular basis in order to
demonstrate that we are achieving the standards that we set ourselves
and ensure their ongoing relevance.

The Policy is reviewed annually by the main board and is implemented by management representatives working
with our project teams and managing agents.

Signed:

Michael Slade

Chief Executive

Last updated: June 2012


3.3

Corporate Responsibility Policy

Our corporate responsibility objectives, developed in 2009, also overlap with a number of significant
environmental impact areas. These are listed below in full:



We will take necessary action to ensure that we minimise our
impact on the environment, by adhering to the
commitments outlined in our Environmental Policy.



We will implement considerate construction practices on all developments and refurbishments, including
consulting with local communities and stakeholders on la
rge schemes.



We will apply appropriate sustainable procurement standards for our development and asset management
activities, focusing on labour standards and environmental compliance.

6




We will work collaboratively with our Joint Venture partners and proje
ct teams to understand their needs,
delivering pragmatic and practical solutions to their sustainability challenges.



We will ensure that all of our developments sites and assets implement appropriate health and safety
practices in line with regulatory requ
irements, to protect our contractors, sub contractors, tenants and
employees.



We will respect the principles of equality and diversity in our employment practices.



We will work with our tenants to ensure that we manage our assets in line with their occupa
tion requirements.



We will seek to understand and respond to our investors’ evolving concern for sustainability in the context of
real estate development and management.


7


4

Environmental targets

4.1

Definitions

ISO 14001 defines environmental targets as:


Detailed performance requirements, quantified wherever practicable, applicable to the organisation or
parts thereof, that arise from the environmental objectives and that need to be set and met in order to
achieve those objectives.


4.2

Environmental
targets

Helical Bar has been setting targets since 2004. These targets have historically, and continue to form
the basis of an Environmental Management Program (EMP), ensuring that we are implementing the
environmental policy and objectives in line with a
commitment to continuous improvement.

Figure 3 below shows that Helical Bar is committed to
at least one target
(internal and external)
against
each objective, thereby demonstrating how these objectives are being implemented. In view of the fact
that Heli
cal Bar’s objectives are broad enough to cover different areas of activity (e.g. energy
conservation is relevant to both development and investment), there are in a number of cases several
targets against one objective.

Figure
3
En
vironmental targets

OBJECTIVE: We will integrate environmental considerations through passive design in new
and refurbished buildings, seeking wherever possible to achieve good practice standards.

Responsible

External target: Exceed Part L Building Regula
tions (2010) for target emissions rate in all new and
refurbished buildings through passive design and energy efficiency

Nikki Gibbard




OBJECTIVE: We will limit our consumption of natural resources, including energy and water
in an attempt to maximise
efficiency and reduce our carbon footprint.

Responsible

External target: Reduce landlord purchased energy consumption by 5% at
each of
our managed
assets from 20
10
baseline

Thomas Anderson

External target: Measure performance indicator for energy consumption
at
each of
our managed
multilet office
assets
against lettable area and achieve a 5% reduction from 2010 baseline.

Thomas Anderson

External target: Reduce landlord purchased water cons
umption by 5% at our managed assets from
20
10
baseline

Thomas Anderson

External target: Measure performance indicator for water consumption at
each of our managed
multi
let office
assets
against occupancy. Maintain less than 0.50 m3 per m2 average water consumption
for offices.

Thomas Anderson

External target: Measure and report our carbon emissions associated with energy use for our
managed assets.

Thomas Anderson

8


External target:
Moni
tor energy consumption on each construction site and set appropriate reduction
targets

Nikki Gibbard

External target:
Monitor water consumption on each construction site and set appropriate reduction
targets

Nikki Gibbard






OBJECTIVE: We will
implement appropriate waste management practices, seeking to reduce,
re
-
use and recycle before disposal to landfill.

Responsible

External target: Divert at least 50% of construction and demolition waste from landfill for all new
developments and major
refurbishments

Nikki Gibbard

External target: Achieve a recycling rate of 35% at managed properties where robust waste data is
available

Thomas
Anderson




OBJECTIVE: We will protect and enhance biodiversity and ecology wherever practical.


Responsible

External target: Conduct ecological assessments on all new developments sites prior to construction
and take appropriate mitigating and enhancement actions

Nikki Gibbard

External target: Develop site specific Biodiversity Action Plans as appropriate on
individual sites.

Nikki Gibbard

External target: Require project teams to source timber, if used, from sustainable sources and aim
for a minimum of 50% chain of custody certified timber.

Nikki Gibbard




OBJECTIVE: We will prohibit the use of materials
and substances that have potentially
hazardous effects on the environment, human health and wellbeing.

Responsible

Internal target: Review the standard list of prohibited materials that are used for both refurbishment
and construction works and ensure thi
s is incorporated within standard design specifications.

Nikki Gibbard




OBJECTIVE: We will investigate pollution and other environmental liabilities as part of our
due diligence procedures when acquiring new assets.
1

Responsible

Internal target:
Review the standard due diligence checklist to ensure that all sites being considered
for acquisition are audited to identify the presence of possible contaminants or hazardous
substances.

Nikki Gibbard




OBJECTIVE: We will minimise the risks of
pollution or contamination, particularly during
construction or demolition.

Responsible




1

See appendix A2 for the environmental checklist used during the due diligence process.

9


External target: Zero pollution incidents and enforcement notices

Nikki Gibbard




OBJECTIVE: We will work closely with our tenants in order to improve their own
environmental performance.

Responsible

External target: Provide appropriate information and support to building occupiers and managing
agents to ensure optimum operation and efficiency of buildings

Thomas Anderson




OBJECTIVE: We will minimise carbon
emissions associated with transport to our managed
assets and construction sites wherever possible.

Responsible

Internal target: Provide information to tenants on local cycle routes where secure cycle storage has
been provided and public transport options
where available.

Thomas Anderson



OBJECTIVE: We will reduce exposure to extreme weather risks such as flooding and
subsidence through appropriate design and asset appraisal.

Responsible

External target: Ensure flood risk is assessed for all land
purchased and acquisitions

Nikki Gibbard




OBJECTIVE: We will ensure that project teams managed by Helical Bar refer to our
Sustainability Project Management Checklist to ensure a consistent standard of
environmental management is applied to our
projects.

Responsible

External target: All projects to utilise the Sustainability Project Management Checklist from site
acquisition to post practical completion
2



Nikki Gibbard

External target:
Ensure Principal Contractor completes and updates the
Contractors

Checklist
throughout the life of the project


Nikki Gibbard




OBJECTIVE: We will encourage the sharing of good environmental practices across our
operations.

Responsible

Internal target:
Provide
a ‘good environmental practice’
poster
to all managed assets to encourage
knowledge sharing
and update annually.

Thomas Anderson




OBJECTIVE: We will work closely with our tenants in order to improve their own
environmental performance.

Responsible

External target: Provide appropriate
information and support to building occupiers and managing
agents to ensure optimum operation and efficiency of buildings
.

Thomas Anderson




OBJECTIVE:

We will seek to reduce the adverse environmental impacts associated with our
Responsible




2
A complete copy of the Sustainability Project Management Checklist can be found in the appendix
A1
. It provides an overview of
the processes, responsibilities and procedures relating to the consideration of sustainability issues throughout the design proc
ess.

10


own office management
practices and procurement policies.

External target:
Maintain energy consumption at current levels given significant exceedance of year
on year targets in 2011
-
12.

Nikki Gibbard

External target:
Maintain water consumption at current levels
given significant exceedance of year
on year targets in 2011
-
12.

Nikki Gibbard




4.3

Environmental target monitoring procedure

Targets owners meet with external environmental consultants, RPS, on a quarterly basis to discuss
progress against the targets outlined above. The meetings serve as a forum to discuss challenges
related to target delivery. They also serve an external audit
function, ensuring that appropriate systems
and processes for data collection are in place at both site and corporate level.

4.4

Corporate Responsibility targets

Helical Bar defined its Corporate Responsibility Policy in 2009 with clear objectives addressing
social
issues such as health and safety and equality. In support of these objectives, measurable targets have
been defined where appropriate and listed in Figure 4 below.

Figure 4 Corporate responsibility targets

OBJECTIVE:
We will implement considerate
construction practices on all developments and
refurbishments, including consulting with local communities and stakeholders on large
schemes
.

Responsible

External target:
Ensure all principal contractors are registered with the Considerate Constructors
S
cheme and achieve at least a pass score.

Nikki Gibbard




OBJECTIVE:
We will ensure that all our development sites and assets implement appropriate
health and safety practices in line with regulatory requirements, to protect our contractors,
sub
contractors, tenants and employees

Responsible

External target:
Achieve zero reportable accident/incidents throughout 100% of the managed assets.

John Inwood







11


5

Implementation and operation

5.1

Management responsibilities

The environmental policy has
been approved by the Helical Bar Board of Directors and is endorsed by
the Chief Executive
Michael Slade.
Day to day responsibility for the
EMS
has been allocated to named
individuals within the Investment and Development teams:



Tom Anderson
(
Asset
Management Executive)



Nikki Gibbard (Development Surveyor)

Operational implementation of the EMS rests with Helical Bar’s internal staff, managing agents and
external consultants including Tanya Lloyd
-
Jones, a consultant at RPS who should be contacted for
any
specific queries with regards to the EMS (jonesT@rpsgroup.com).

5.2

Operational control

The
re are a range of procedures in place to ensure systematic implementation of the EMS by external
consultants and internal staff alike.

For example, in the context
of design and construction, Helical Bar utilises a Sustainability Project
Management Checklist (see appendix A1) which is systematically applied on all projects from site
acquisition through to post practical completion. Its purpose is to provide design te
ams with a reference
to ensure the consideration of sustainability at key phases of design. The checklist is also used as a
means to gather appropriate KPI data related to development impacts (through specification of
contractual requirements to provide su
stainability data) thereby enabling reporting of progress against
environmental targets. RPS fulfils an audit role in regards to compliance against the checklist, ensuring
the checklist is properly utilised at appropriate stages of a project.

At the site
acquisition stage, we have an environmental checklist which is included as part of the due
diligence process (see Appendix A2). F
or all property (or company) purchases, the environmental risks
included in this checklist
are
assessed and reported on to the
Helical Bar Board.

See also
section
6.3 for details of monitoring and measurement procedure
s
at managed
assets
and on
development
sites.

5.3

Training

Appropriate training is provided to all staff involved in the implementation of the EMS. This includes
annu
al one on one sessions with individuals responsible for target delivery to ensure that monitoring
and measurement procedures are accurate and robust for reporting of progress against targets.

5.4

Internal communications

The EMS and operational procedures are
stored on the company’s server and can be accessed by all
staff. A copy of this document has also been circulated to all members of staff.

12


6

Environmental monitoring and measurement

6.1

Definitions

ISO 14001 defines environmental performance evaluation as:


A
process to facilitate management decisions regarding an organisation’s environmental performance
by selecting indicators, collecting and analysing data, assessing information against environmental
performance criteria, reporting and communicating, and per
iodically reviewing and improving this
process.

An environmental performance indicator is a specific expression that provides information about an
organisation’s environmental performance


6.2

Monitoring and measurement

Helical Bar uses Key Performance Indi
cators (KPIs) to monitor performance in meeting its objectives
and targets. The
purpose of
these
indicators is to establish a baseline of performance against which
quantifiable improvement targets
can
be set and objectively assessed.
This section identifie
s the
indicators against which Helical
Bar measures
its sign
ificant environmental impacts. They have recently
been revised to reflect the reporting requirements of the latest set of environmental targets.

Figure
4
Environmental Key Performance Indicators

Environmental  
aspects
 
Environment
al  impacts
 
Environmental  performance  
indicators
 
Units
 
Industry  benchmarks
 
Acquisition
 
Site  selection
 
Land  use,  
biodiversity
 
Proportion  of  sites  acquired  for  
development  that  are  
previously  
developed  land
 
%  (by  area)
 
No  industry  benchmarks  
available  but  national  statistics  
and  targets  to  compare  with.
 
Property  Management
 
Offices  (multi

let)
 
Energy  use
 
Emissions  to  
air  (climate  
change)
 
Total  energy  use  in  managed  
investment  portfolio  
 
(Landlord  controlled  electricity  
(kWh)  and  gas  (kWh)  
consumption)
 
kWh  
 
CIBSE  TM46:  Energy  
Benchmarks
 
Energy  use
 
Emissions  to  
air  (climate  
change)
 
Energy  efficiency  in  managed  
investment  portfolio
 
(Landlord
 controlled  electricity  
(kWh)  and  gas  (kWh)  
consumption)
 
kWh/m
2
(net  
lettable  
area)/year
 
CIBSE  TM46:  Energy  
Benchmarks
 
Energy  use
 
Emissions  to  
air  (climate  
change)
 
Total  carbon  emissions  from  
managed  investment  portfolio  
 
(Landlord  controlled  electricity  
(kWh)  and  gas  (kWh)  
consumption)
 
kgCO
2
 
CIBSE  TM46:  Energy  
Benchmarks
 
Energy  use
 
Emissions  to  
Carbon  intensity  from  managed  
kgCO
2
/m
2  
(net  
CIBSE  TM46:  Energy  
1
3


air  (climate  
change)
 
investment  portfolio  
 
(Landlord  controlled  electricity  
(kWh)  and  gas  (kWh)  
consumption)
 
lettable  
area)/year
 
Benchmarks
 
Water  use
 
Resource  
depletion
 
Total  water  use  in  managed  
investment  portfolio  
 
(Landlord  controlled  water  
consumption)
 
m
3
 
CIRIA  C657  Water  key  
performance  indicators  and  
benchmarks  for  offices  and  
hotels
 
Water  use
 
Resource  
depletion
 
Water  efficiency  in  managed  
investment  portfolio  
 
(Landlord  controlled  water  
consumption)
 
m
3
/
m2  
(net  
lettable  
area)/year
 
CIRIA  C657  Water  key  
performance  indicators  and  
benchmarks  for  offices  and  
hotels
 
Waste  management
 
Resource  
depleti
on
 
Waste  recycling  rate  managed  
investment  portfolio  
 
(Volume  (m3)  or  weight  (tonnes)  
of  following  waste  streams:  
cardboard,  white  paper,  colour  
paper,  plastics,  metal,  wood,  glass,  
hazardous,  organic,  misc,  other  )
 
m
3
 
None  available.
 
Waste  management
 
Resource  
depletion
 
Waste  segregated  on  site  and  
recycled
 
%  (by  tonnes)
 
None  available.
 
Transport
 
Emissions  to  
air  (climate  
change)
 
Number  of  cycle  locking  points  
per  100  occupants
 
Number  per  100  
occupants
 
None  available
 
Retail  and  Industrial  (multi

let)  
3
 
Energy  use
 
Emissions  to  
air  (climate  
change)
 
Total  energy  use  in  managed  
investment  portfolio
 
(Landlord  controlled  electricity  
(kWh)  and  gas  (kWh)  
consumption)
 
kWh  
 
CIBSE  TM46:  Energy  
Benchmarks
 
Energy  use
 
Emissions  to  
air  (climate  
change)
 
Energy  efficiency  in  managed  
investment  portfolio  
 
(Landlord  controlled  electricity  
(kWh)  and  gas  (kWh)  
consumption)
 
kWh/m
2
(comm
on  parts  
areas)/year
 
CIBSE  TM46:  Energy  
Benchmarks
 
Energy  use
 
Emissions  to  
air  (climate  
change)
 
Total  carbon  emissions  from  
man
aged  investment  portfolio  
 
(Landlord  controlled  electricity  
(kWh)  and  gas  (kWh)  
consumption)
 
kgCO
2
 
CIBSE  TM46:  Energy  
Benchmarks
 
Energy  use
 
Emissions  to  
air  (climate  
change)
 
Carbon  intensity  from  managed  
investment  portfolio  
 
(Landlord  controlled  
electricity  
(kWh)  and  gas  (kWh)  
consumption)
 
kgCO
2
/m
2  
(common  parts  
areas)/year
 
CIBSE  TM46:  Energy  
Benchmarks
 
Water  use
 
Resource  
depletion
 
Total  water  use  in  managed  
investment  portfolio  
 
(Landlord  controlled  water  
consumption)
 
m
3
 
None  available.
 
Water  
use
 
Resource  
depletion
 
Water  efficiency  in  managed  
investment  portfolio  
 
(Landlord  controlled  water  
consumption)
 
m
3
/m
2  
(common  parts  
areas)/year
 
None  available.
 



3
Retail includes multi
-
let shopping centres and retail parks

14


Waste  management
 
Resource  
depletion
 
Waste  recycling  rate  managed  
investment  portfolio  
 
(Volume
 (m3)  or  weight  (tonnes)  
of  following  waste  streams:  
cardboard,  white  paper,  colour  
paper,  plastics,  metal,  wood,  glass,  
hazardous,  organic,  misc,  other  )
 
m
3
 
None  available.
 
Waste  management
 
Resource  
depletion
 
Waste  segregated  on  site  and  
recycled
 
%  (by  
tonnes)
 
None  available.
 
Transport
 
Emissions  to  
air  (climate  
change)
 
Number  of  cycle  locking  points  
per  100,000  visitors
 
Number  per  
100,000  visitors
 
None  available
 
Development  (design  and  construction)
 
Design
 
All
 
BREEAM  for  Offices
 
BREEAM  for  Industrial
 
BREEAM  for  Retail
 
BREEAM  Rating
 
BREEAM  is  a  benchmark  in  
itself.  
 
Energy  use
 
Emissions  to  
air  (climate  
change)
 
Total  energy  use  on  site
 
(site  purchased  electricity  (kWh)  
and  gas  (kWh)  consumption)
 
kWh  
 
None  available.
 
Energy  use
 
Emissions  to  
air  (climate
 
change)
 
Energy  efficiency  on  site  
 
(site  purchased  electricity  (kWh)  
and  gas  (kWh)  consumption)
 
kWh/
£100k  
construction  
cost
 
/year
 
None  available.
 
Water  use
 
Resource  
depletion
 
Total  water  use  on  site
 
(site  purchased  water  
consumption)
 
m
3
 
None  available.
 
Water  use
 
Resource  
depletion
 
Water  efficiency  on  site
 
(site  purchased  water  
consumption)
 
m
3
/£100k  
construction  
cost
 
/year
 
None  available.
 
Waste  management
 
Resource  
depletion
 
Construction  waste  diverted  
from  landfill  
 
(Total  construction  and  demolition  
waste  and  construction  and  
demolition  waste  diverted  from  
landfill)
 
%  
(by  tonnes)
 
BRE  Waste  Benchmark  data  
(new  build)
 
Waste  management
 
Resource  
depletion
 
Materials  from  recycled  sources  
incorporated  into  new  build  
 
(Total  value  (£  or  Euro)  of  
construction  materials  and  %  from  
recycled  sources)
 
%  
(by  tonnes)
 
None  available.
 
Construction  
(including  
refurbishment)
 
Neighbourline
ss
 
Proportion  of  construction  sites  
certified  by  the  Considerate  
Constructors  Scheme
 
%  by  area
 
None  available  although  th
ere  
may  be  national  statistics.
 
Construction  
(including  
refurbishment)
 
Nuisance
 
Number  of  complaints  received  
on  construction  sites
 
Number
 
None  available.
 
Spillage/contaminati
on
 
Emissions  to  
water,  
emissions  to  
land
 
Number  of  pollution  incidents
 
Number
 
None  available.
 
Own  office  impacts
 
Energy  use
 
Emissions  to  
air  (climate  
change)
 
Total  energy  use  in  head  office  
(kWh)
 
(Electricity  (kWh)  and  gas  (kWh)  
consumption)
 
kWh
 
None  available
 
15


Water  use
 
Resource  
depletion
 
Total  water  use  in  Head  Office  
 
(Landlord
 controlled  water  
consumption)
 
m
3
 
None  available
 
Waste  management
 
Resource  
depletion
 
Waste  recycling  rate  Head  Office  
 
(Volume  (m3)  or  weight  (tonnes)  
of  following  waste  streams:  
cardboard,  white  paper,  colour  
paper,  plastics,  metal,  wood,  glass,  
hazardous,  organic,  misc,  other)
 
%  (by  tonnes)
 
None  available
 
Transport
 
Emissions  to  
air  (climate  
change)
 
Total  business  travel  emissions  
 
(air  miles  and  car  miles)
 
kgCO
2
 
None  available
 






6.3

Monitoring and
measurement procedure

An e
xcel spreadsheet tool
is
issued by Helical Bar to all managing agents responsible for the day to day
management of the multi
-
let offices in the portfolio. The tool specifies the relevant information to be
captured across different property types.
See appen
dix A4 for a screenshot of the tool used to collect
data at managed properties.

Agents
and site managers
enter the data specified in the spreadsheet into the appropriate cells, and
issue the completed information back to Helical Bar on specified quarterly
dates. This information
is
collated and analysed by
RPS
,
so
that it can be reported to external stakeholders and to enable the
setting of performance related targets. The same tool
is
used to capture information on the
environmental impacts arising from Helical Bar’s occupation of
11
-
15 Farm Street
.

In support of the above, a legislation compliance checklist (see appendix A5) is updated annually by
RPS and completed by the managing age
nts before March 31
st
each year. This is a self auditing
mechanism to confirm legal compliance within the managed portfolio.

In terms of development of performance measurements, contractors are required to report on the
development (design and constructi
on) indicators listed in Figure 4 above. The following process is in
place to ensure appropriate performance measurement at development sites:



Kick off meeting with
contractors
in order to formally agree the sustainability KPIs (and add any others) and
ag
ree the way in which monitoring will take place over the life of the contract.



Contractors
provided with guidance on how to meet the sustainability commitments under the contract.



Contractors performance monitored on a regular basis
.



Contractors
asked to r
eport on sustainability at all monitoring meetings/
site
visits and in all reports submitted
to the
project manager
detailing:

-

If any health, safety or environmental incidents have arisen and the action taken to correct these

-

Evaluation of performance again
st the sustainability KPIs in the contracts and where performance is
insufficient, the corrective actions that will be undertaken to improve performance

-

Any measures that have been put in place over and above the contract requirements to improve the
suppli
ers sustainability performance

-

Any sustainability innovations on the contract

.

16




Suppliers asked to report on exceptions from the contract when they arise i.e. to report on any health, safety
or environmental incidents.

Reporting information is collated by
use of the Contractors Checklist at Appendix 6

6.4

Management Review

The Management R
eview is intended to determine whether the EMS is suitable, adequate and effective
for its intended purpose.
In order to ensure continuous improvement, and to establish wheth
er the
company is meeting the objectives and targets it has set itself, Helical Bar commits to undertake a
Management Review of the EMS on an annual basis. The objectives of these reviews are amongst
other things to:



Review the content and appropriateness
of the Environmental Policy and objectives in light of
industry good practice.



Provide a critical evaluation of progress against the corporate environmental objectives and targets.



Review the data gathered against environmental performance indicators and s
eek to establish
whether this represents poor, typical or good practice. Helical Bar uses this information to decide on
future Environmental Management Programmes and targets.



Make recommendations for future targets and action.

For further details on the
Management Review process see appendix A3. The findings of the
Management Review are presented to the Board.


6.5

Internal Audit


As part of RPS’s ongoing support to the Helical Bar, quarterly meetings are held with all target owners
to evaluate progress agai
nst targets to date and to identify solutions to any potential barriers to target
implementation. A review of progress against targets also takes place on an annual basis. The results
of this review are published on Helical Bar’s website,included within t
he Annual Report and shared with
the Board.

RPS also undertakes an annual internal audit of EMS implementation at both site and corporate level,
incorporating the following EMS components:



Policy



Aspects
& Impacts



Objectives and Targets



Environmental Man
agement Programmes



Governance and Responsibility



Monitoring & Measurement



Legal compliance



Management Review



Training, Awareness and Competence

17




Communication

18


A1. Sustainability Project Management
Checklist


19


20




21


A2.

Environmental checklist included as part of due
diligence procedures

6.6

Responsibility

Acquisition Surveyor &/or Project Manager

6.7

Timing

Prior to exchanging contracts on any property (or company) acquisition.

6.8

Procedure

As part of the due diligence procedure for all property (or company) purchases, the environmental risks
included in this checklist should be assessed and reported on to the Helical Bar Board. The appropriate
use of the checklist should ensure th
at properties (and companies) that are being acquired do not
present any unreasonable and unforeseen environmental risks and liabilities, and that once acquired
they are kept in a ‘ready
-
for
-
sale’ condition. When the checklist has been completed it should
be signed
off by the project manager.

6.9

Checklist

The following environmental issues should be investigated as part of the acquisition due diligence
process:



Land contamination









A landmark survey should be undertaken to identify historical uses of t
he site and determine whether
contaminated land investigation is required. If more detailed investigations are required, approved
consultants should be appointed to undertake soil sampling and/or bore hole surveys. The final
contamination report produced s
hould be forwarded to the relevant project manager before formal
commitment is made

to acquire the property.

Note: tax relief may be available for any remedial or monitoring costs should the property be acquired.



Hazardous and deleterious materials







Building fabric and services surveys should be undertaken to identify any potentially harmful or
hazardous materials. These must ultimately be safely removed and disposed of in accordance with
regulations covering Duty of Care for Waste and the Special Was
te Regulations. Particular care should
be taken to identify:

-

Asbestos

-

Polychlorinated bi
-
phenyls (highly toxic substances found as coolants and impregnates in
transformers, capacitors and similar equipment).

-

Refrigerant gases and foams (often used in air
conditioning, refrigeration and fire protection
systems)
-
e.g. CFCs and HCFCs.


22




Ecological and archaeological assessment






An assessment should be made as to whether the site might be home to any rare or endangered
species of flora or fauna. If in doubt
, consult with a Local Wildlife Group or the appropriate department in
the local planning authority. If development is likely to take place at the site, actions need to be
identified to alleviate any harm to these habitats and species. Similar precautions
should be applied to
both landscape and archaeology/natural heritage on or around the site.



Flooding risk










If the site is located in an area that is prone to potential flooding, this should identified and reported to
the Project Manager, due to the
potential increase in insurance premiums. In addition, underground
streams should be identified and located, along with the source and destination of the stream.



Good practice

Additional elements that should be investigated include:

I
nformation on the ori
ginal base specification of the building




A
full set of the original plans for the building






E
xistence of a BREEAM rating for any existing buildings on site




F
ull health and safety audit of the
building (e.g. CDM manuals, etc)



C
ompliance with the
Disabled Discrimination Act







23


A3.


Management Review process

1.

To conduct the annual EMS management review, the EMS Coordinators will compile information
related to the performance of the EMS from the current year and present it to the Board. This
info
rmation will include, but is not be limited to:

A. The processes used to determine Helical Bar’s aspects, significant aspects, legal and other
requirements, and objectives and targets;

B. The level of success towards achieving the objectives and targets;

C
. Previous discussions with members of the Board relative to the success and direction of the
EMS;

D. ‘After’ action reports from environmental incidents and any other communications from external
interested parties;

E. Changing circumstances that could a
ffect the scope of the EMS; and

F. Recommendations for improvement.

2.

During the review, the EMS Coordinators will address the following questions, and others that may
arise, to assess the suitability, adequacy, and effectiveness of the EMS and develop impro
vement
recommendations (as necessary) in the following areas:

A. Are the processes used to determine the aspects, significant aspects, legal and other
requirements, and objectives and targets sufficient relative to Helical Bar’s environmental policy and
its activities?

B. Have the Environmental Management Programs (EMPs) which underpin the targets been
properly developed, maintained, and resourced to ensure the successful completion of the
objectives and targets?

C. Is the level of internal and external c
ommunication sufficient to achieve the desired level of
environmental awareness and participation?

D. Has there been any environmental legal non
-
compliances?

3.

The EMS Coordinators will schedule the EMS Management Review session with Board in Q2 of
each ye
ar.

4.

During the EMS Management Review the Board will consider the information presented; ask any
clarifications necessary to determine the suitability, adequacy, sustainability and effectiveness of the
EMS; and make recommendations they feel are necessary t
o ensure the system achieves the
desired level of environmental performance. Completion of the EMS Management Review will be
documented in the minutes of the meeting.


24


5.

If the nature of the Board’s recommendations / action items requires that corrective and

preventative action be taken, the EMS Coordinators will provide periodic updates on the status of
the recommendations / action items to the Board until they are completed.



25


A4.
Performance measurement procedure for
managed

portfolio

6.10

Responsibility



Invest
ment Managers (internal)



Facilities Management 11
-
15 Farm Street (internal)



Managing Agents (external)

6.11

Timing

Quarterly reports to be issued by managing agents to
Thomas Anderson
.

6.12

Procedure

The Excel spreadsheet tool should be issued by Helical Bar to all
managing agents responsible for the
day to day management of the multi
-
let
properties
in the portfolio. Agents should enter the data
specified in the spreadsheet into the appropriate cells, and issue the completed information back to
Helical Bar on specif
ied quarterly dates. This information will be collated and analysed by
RPS in or
der
to ensure that it can be reported on to external stakeholders and to enable the setting of performance
related targets in future. The same tool should be used to capture in
formation on the environmental
impacts arising from Helical Bar’s occupation of
11
-
15 Farm Street.

6.13

Performance Measurement tool

The tool is an Excel spreadsheet which specifies the relevant information to be captured across different
property types. The fo
llowing image is a snapshot of tool
.



26


A5. Legal Compliance Checklist

6.14

Responsibility



Investment Managers (internal)



Facilities Management 11
-
15 Farm Street (internal)



Managing Agents (external)

6.15

Timing

Legal compliance checklist to be completed annually
by managing agents by 31
st
March each year.
Prior to this RPS will undertake an annual review of the checklist to ensure legal requirements are
current. Facilities managers to also undertake quarterly checks.

6.16

Procedure

The
Legal compliance checklist
should be issued by Helical Bar to all
facilities managers
responsible for
the day to day
m
anagement of agents responsible for the day to day management of the multi
-
let
properties
in the portfolio.
Facilities managers
should
assess legal compliance agains
t the requirements
and
issue the completed information back to Helical Bar on specified
meeting
dates. This information
will be
reviewed
by
RPS in or
der to ensure that it can be reported on to external stakeholders
.

6.17

Compliance Checklist

The following is a
sample of the checklist:


Key Area

Key
Legislation

Summary of
Compliance
Requirements

Relevance
to Helical
Bar &
associated
Managing
Agents

Relevant
Authority

& Further
Information

Compliance

Yes / No

Comments

Building







1.1.1

Chemical
Usage







1.1.2

Ecology







1.1.3

Energy







1.1.4

Environmental
Protection







1.1.5

Noise and
nuisance







1.1.6

Transport








27


1.1.7

Waste







1.1.8

Reporting and
information










28


A6. Contractors Checklist


6.18

Responsibility



Project Managers (internal)



Contractors Site Managers (external
)

6.19

Timing

Site
reports to be issued by
Contractors’ Site Managers
to
Nikki Gibbard.

6.20

Procedure

The
Contractors’ checklist
should be issued by Helical Bar to all
Site Managers
responsible for the day
to day management of
development contracts undertaken on beha
lf of Helical Bar
.
Site Managers

should enter the data specified in
the checklist
, and issue the completed information back to Helical Bar
on specified
meeting
dates. This information will be collated and analysed by
RPS in or
der to ensure
that it can be r
eported on to external stakeholders and to enable the setting of performance related
targets
.

6.21

Checklist

Helical Bar Plc is committed to reducing its effect on the environment and has implemented an Environmental
Management System. As part of this, we would
like our contractors to recognise where they may have an
environmental impact whilst working on Helical Bar developments.


Site Location / Name:


Checklist completed by:


Position and Company:


Date:


Brief description of Project:





Helical Bar’s
Key Requirements



Y
N

Data for energy consumption on site and comparison with 5% target



Y
N


Data for water consumption on site and comparison with 5% target



Y
N
N/A

Details of any non
-
compliances or reportable accidents/incidents



Y
N

Site Waste Management Plan or details of waste collections / quantities and comparison with target to divert
50% construction and demolition waste from landfill.



Y
N

Details of ecology surveys and miti
gation measures for the site



Y
N
N/A

Complaints Register



Y
N


Evidence that site is registered to Considerate Constructors’ Scheme and copies of site visit reports




29


1.1.9

Y
N

1.1.10

50% of all new timber from certified sustainable sources



1.1.11

Y
N

1.1.12

Timber invoices checked to include Chain of Custody details and passed to project manager



General



Y
N

Have measures been taken to minimise any disturbance to nearby residents / commercial properties?

If so, do these include:

-

Restricted working hours according to Local Authority guidance?


Y
N

-

Restricted
working hours based on direct consultation with neighbours?


Y
N

-

Other………………………………………………………………………



Y
N



Hazardous Substance Storage


Y
N

Are any hazardous substances (e.g. oils, fuels, solvents) stored on site?



Details / storage
arrangements:






Y
N


Are spill kits available on site and is there a spill response plan?


Y
N

Are there surface watercourses or surface drainage systems located within close proximity of any hazardous material
storage?
If
so, have any precautions been taken to protect these from any potential pollution issues? Y
N



Comments:







Waste


Y
N

Is all waste stored in skips?


If not, is this:

-

Due to space constraints?


Y
N

-

Other (please detail)……………………………..

Y
N


Y
N

Is waste segregated on site?


If not, is this:

-

Due to space constraints?


Y
N

-

Because the waste contractor sorts the waste post
-
collection

Y
N

-

Other (please detail)……………………………..

Y
N


Y
N

Are there appropriate storage areas for building materials on site? e.g. internal areas for timber to prevent damage from
weather, vandalism etc.


Y
N

Has a Site Waste Management Plan (SWMP) been compiled and provided to the project manager?


If so:

Has it been updated at least every 3 months?




Y
N

Was it kept on site during the proj
ect?





Y
N

Do all contractors know where it is kept?





Y
N

Has the completed SWMP been handed back to Shaftesbury?



Y
N


30


Will a copy of the SWMP be kept for two years?




Y
N

How much waste (percentage) has been diverted from landfill?

………..%


For all projects over £300,000
, does it include the following points?

Types of waste removed from the site






Y
N

Identity of the person who removed the waste





Y
N

Site that the waste is taken to.






Y
N

Targets for resource efficiency






Y
N

Measure put in place to divert waste from landfill





Y
N



For projects over £500,000, are the following points also included?

Waste carrier registration numbers of waste carriers




Y
N

A description of the waste







Y
N

Environmental permit or exemption for sites where waste taken


Y
N


Biodiversity



Y
N


Has an ecology report been compiled for the site?


Y
N

Are appropriate protective measures in place for sensitive features e.g. mature trees?


Comments?





Y
N

Are any steps being made to enhance ecology at the site? e.g. green roofs, native planting, bird boxes
, implementation
of a Biodiversity Action Plan.



Comments










31






Construction Site Impacts and Issues


Y
N

Are any dust / mud control techniques employed on site?


Damping down………………………….……………………..

Y
N

Other (please specify)………………………………………..

Y
N


Y
N

Is any monitoring of noise undertaken?



Comments:






Y
N

Is energy use and CO
2
production relating to site activities on the site monitored and reported?
Please provide data.


Are targets set for energy CO
2
production from the above sources?



Y
N



Comments:






Y
N

Is water use monitored and reported?
Please provide data
.


Are targets set for water consumption from site activities?



Y
N




Comments:




Y
N

Are mechanisms in place to prevent water (ground and surface) pollution occurring on site?


Y
N




Y
N

Have any complaints been received from neighbours?



Comments:





Y
N

Were there any invasive species (e.g. Japanese Knotweed, Giant Hogweed) that needed to be managed?



Comments:




1.1.13

Timber

1.1.14

Y
N

Was the sustainable sourcing of timber (e.g. FSC, PEFC) agreed in advance with the timber supplier(s) including
provision of full Chain of Custody details?



1.1.15

Arrangements e.g. contract for
70% of all supply to be FSC
-
certified.





32


1.1.16

Y
N

Do you estimate the proportion of sustainably sourced timber (i.e. FSC
-
or PEFC
-
certified timber) to be greater than
50% for the project?



1.1.17

If possible, provide approximate indication of proportion of certified timber


1.1.18


%



1.1.19

Y
N

Was any hardwood used within the development?


If so, is 100% from a certified source?


Y
N


1.1.20

Y
N

Have copies of invoices/delivery notes been provided to the project manager for all timber (including non
-
certified
timber)?


This should include confirmation that the sustainably sourced timber has full Chain of Custody details

typically this is
shown on the invoices after each item with a code such as CU
-
PEFC
-
805629 Mixed Sources Min 70% with the
supplier

s certification deta
ils also shown on the invoice.