Sustainability Report 2020 - OUR JOURNEY TO NET POSITIVE - ResponsibilityReports.com
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Sustainability Report 2020 OUR JOURNEY TO NET POSITIVE
SUSTAINABILITY REPORT 2020: INTRODUCTION
Contents
Hammerson
1. INTRODUCTION P. 2
Our approach to sustainability, key ESG figures for 2020,
process for managing risk, and our response to the TCFD.
2. OUR PERFORMANCE P.18
An overview of our journey to Net Positive, including headline
performance against targets and progress in each of our four Net
Positive areas. We also share our 2021-2022 targets, long-term targets
and highlights from our Transition Pathway to Net Positive.
2.1 2.2 2.3 2.4
Carbon Water Resource Socio-
Use economic
impacts
P.28 P.34 P.36 P.38
3. OUR DATA P. 4 6
Comprehensive disclosures of the environmental and
social impacts of our business activities, our basis of
reporting, methodology, boundaries and GRI index.
COVER IMAGE:
Pulse, part of the Festival of Light at
event at Westquay, Southampton.
SUSTAINABILITY REPORT 2020: INTRODUCTION 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
2
Welcome from our 3
Chief Executive
Hammerson
“Hammerson’s forward-thinking approach to sustainability
has positioned the business well in responding to the
rising ESG expectations of the investor community and
our wider stakeholders. Our long-term vision is to ensure
we continue to optimise our assets to thrive in a low
carbon, city-based, 21st century economy. Our Positive
Places sustainability strategy underpins this vision.
Rita-Rose Gagné, CEO
£8m
Hammerson’s sustainability PERFORMANCE TO DATE A DIFFICULT YEAR FOR MAINTAINING A CLEAR POWERED BY RENEWABLES
strategy has long been a key AND THE IMPACT OF OUR COMMUNITIES FOCUS ON MATERIAL
strength of the business. Taking COVID-19 ISSUES Our strategy recognises the critical
over as Chief Executive, I made The strong relationships we have role renewable power has to play in
it clear that this is a position that Unsurprisingly during 2020 with our communities has been My immediate focus moving the transition to a net zero carbon
we outperformed our annual important during the pandemic. forward remains on minimising economy. Almost 3% of our landlord of ESG focused investment
will not change and that I expect
environmental targets. The trend We were immediately conscious our negative environmental electricity demand was supplied by planned 2021 - 2023
sustainability to become even more
central to our strategic thinking. has been sharply downwards of the intense pressures placed on impacts through our ongoing our on-site renewable assets in 2020
but the impact of closures due to local third sector organisations energy, water and resource use and additional capacity is planned
COVID-19 makes 2020 a poor year with reduced funding and increased efficiency programmes, whilst for 2021. 92% of our electricity
-39%
for comparisons. The trend over demand for services. A series extending our positive social demand in the UK and Ireland is
the previous four years is more of projects was put in place to impacts. Work to reduce key currently sourced from REGO-
useful and has been very strong. support local organisations help environmental impacts through backed clean electricity contracts.
Carbon emissions intensity of our the most vulnerable within our optimising asset resource However, we plan to source at least
portfolio fell by 39% over the 4 years communities. Our investment in efficiency and investing in clean 50% of electricity for our UK assets
carbon emissions intensity
to the end of 2019, and absolute positive socio-economic projects technology will continue over from additional renewable power
for managed retail portfolio
emissions by 30% even though will obviously continue and we are the short and medium term. We from the end of 2021. This will bring
over 4 years to end 2019 unsubsidised new capacity to the
our portfolio has increased in size. particularly alert to the challenges have almost £8m of ESG focused
Water intensity for landlord services facing local communities in 2021. investment included in asset grid and set a new standard in terms
fell by 28% over this period. We are already working with local business plans to 2023, which we of power purchasing for our market.
service providers and community expect to deliver financial as well as It will also support the transition of
We have yet to achieve our target of foundations to target specific areas environmental and social returns. individual assets to net zero carbon
becoming Net Positive for landlord of need, such as employment and over the coming years, helping us
carbon, water and resource use, skills and financial exclusion. achieve our Net Positive targets for
however setting this ambitious target the business as a whole.
has driven the business to deliver
truly exceptional medium term
performance in these areas. Three of
our flagship assets were Net Positive
for landlord water demand in 2020.
SUSTAINABILITY REPORT 2020: INTRODUCTION 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
92%
4 The successful businesses 5
of the future will have
sustainability at their
core and be designed
Hammerson
to thrive in a net zero of electricity for our UK
carbon economy. and Ireland portfolio from
REGO-backed contracts.
City Quarters at Martineau Galleries, Birmingham
< Continued from previous page
THE POWER OF Sustainability and the risks of climate carbon, climate risk, resource use, Looking at climate risk specifically, THE NEXT 12 MONTHS
We remain focused on our Net
COLLABORATION change are a shared business agenda water and our social impacts is right our portfolios have relatively low AND BEYOND
Positive targets over the next
and the power of collaboration is for the business and supports our exposure to physical risks. Where
Our Net Positive targets include the One of the few certainties for the 12 months and beyond. They
already clear; it will continue to be wider business strategy. these do present, our planned
impacts from the tenanted space next 12 months and beyond is the represent a clear call to action
a central element of our approach. programmes of maintenance and
within our assets. These represent As signatories to the Better Buildings growing threat of climate change for colleagues and are driving
Our customer base is set to change upgrade will build in resilience in
over 70% of total carbon emissions Partnership Climate Commitment and the urgent need to act. Whilst excellent outcomes. The successful
and with it, the expectations and a cost effective, well managed way.
for the business according to our we published our Net Zero Carbon we can and will ensure our assets businesses of the future will have
opportunities we must respond to. Transitional risks presented through
latest data. Thanks to our extensive Transition pathway in December remain resilient to direct physical sustainability at their core and
This, along with a clearer focus on increasing regulatory and legislative
environmental foot-printing model 2020. Setting out Net Positive targets risks and transitional risks, we are be designed to thrive in a net
performance-in-use, are pushing new standards in the UK, Ireland and
and data sharing agreements within 5 years ago enabled us to publish a indirectly exposed to the risks that zero carbon economy. This is an
boundaries within the sector that we France are well managed across the
our leases, we are already able to detailed pathway that includes all our other stakeholders, particularly important opportunity for us as we
fully support through our own work portfolio. For example we are now
calculate the carbon emissions from our directly managed assets and our customers, face. reach out to communities within
and our active industry engagement. planning for 2030 MEES risk. Having
these areas (Scope 3 emissions) and encompasses operational, embodied our cities and look to provide the
established processes in place to For this reason I have tasked my
this data is set out in the report. MANAGING THE and Scope 3 carbon emissions. This local infrastructure they need and
ensure opportunities are taken to senior management team with
TRANSITION TO NET ZERO directly aligns with and supports deserve and that will serve the
Reducing these emissions is essential upgrade units to higher standards at carrying out detailed climate
CARBON ECONOMY our wider Net Positive targets and business and our shareholders
and requires positive collaboration the most effective opportunity within scenario analysis this year to better
Positive Places strategic approach. in the decades to come.
with our brands. Our work so far The challenges and changes the leasing cycle, has enabled us to understand these risks and the
to encourage improved fit-out experienced through 2020 made This is particularly important as we minimise exposure to 2023 MEES potential opportunities that flow
standards has delivered 900 tonnes clearer than ever the value for our look to develop our City Quarters. risk and will ensure we are well from them, to inform our wider
of carbon savings within stores, business and others like ours of We have set the highest standards prepared for the next phase. business thinking and strategy.
reducing carbon emissions and taking a leadership approach to for our design teams, including
retailer operating costs over multiple sustainability. The sharp increase achieving net zero carbon and
years. We are also working with in focus on climate change Passivhaus standards, and this strong
stakeholders beyond our corporate and related risks and stronger steer is delivering exciting results.
boundaries to support carbon, water public expectations of corporate The buildings that we create now
and resource use savings elsewhere. responsibility, place businesses that and that will drive the performance
We started this work for water in are ahead of the curve in a positive of our business for years to come
2019 and are looking to expand it to position. I am confident that our have to be ready for the challenges
carbon in 2021 and 2022. long-term focus on energy and climate change and a net zero carbon
economy will present.
Rita-Rose Gagné
SUSTAINABILITY REPORT 2020: INTRODUCTION 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
6
2020 in Figures 7
Headline performance and portfolio figures from 2020.
Hammerson
Net Positive
portfolio CO2
EPRA LfL CO2 EPRA LfL CO2
intensity
EPRA LfL TOTAL
ENERGY DEMAND
3
flagship
-55% -29% -29% -18% assets
NET POSITIVE
v 2015 Year-on-year Year-on-year Year-on-year FOR LANDLORD
WATER DEMAND
57,258 £180K
2,214 LOCAL PEOPLE COVID SUPPORT
£2m MWh
engaged in our socio- FUNDING for
economic projects local organisations
INVESTMENT RENEWABLE ELECTRICITY
in environmental produced on-site
initiatives
BENCHMARK SCORES PORTFOLIO VALUES DAYS OF
OPERATION
253
Rating
92%
AA
Reduced due to
COVID closures
REGO-BACKED ESG Risk
£6,338m
assessment: (avg.)
electricity for UK LOW RISK
and Ireland assets
Flagships UK £1,511m 24%
£2.2m
Flagships France £1,147m 18%
Flagships Ireland £757m 12%
UK retail parks £384m 6%
Score:
Developments & UK Other £615m 10%
4 STAR/78 Premium outlets: Value Retail £1,924m 30%
ENERGY SAVINGS
Sustainability
score:
72
SUSTAINABILITY REPORT 2020: INTRODUCTION 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
8
What Sustainability 9
Means to Us
Hammerson
FOR MORE
Our approach
to Net Positive is
explained overleaf
FOCUSING ON MATERIAL ISSUES CREATING POSITIVE PLACES
The materiality review conducted in These material issues drive our
2018 identified a clear list of areas we sustainability strategy. Each of these is
need to focus on to achieve the most addressed directly in a variety of ways
sustainable outcomes for our business. through our Positive Places strategy
Our top six material issues are: and Net Positive targets as set out in
20
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the graphic opposite. Our Materiality R
FO 30
1 Governance and reporting
SO
review is completed every four years, E :
V N
and will be reviewed in 2022. TI ET
2 Energy security and pricing S
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Climate change B
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S
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FOR MORE
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CONTRIBUTING TO THE GLOBAL SUSTAINABILITY GOALS
at
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Proactive
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Our business activities support the following 10 UN Sustainable Development Goals:
management
of climate
t
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risks
m
W
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and Wellbeing, Skills and Employment, partners to reduce resource consumption,
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Young People, and Enterprise. We work with and encourage innovation in design and
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local organisations to deliver locally relevant procurement to reduce carbon emissions.
ie
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Our City Quarters strategy extends our Positive Our cross industry collaborations
E ET
O
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Places sustainability strategy to the city level, with business partners and R E
FO
30
:
N
N
to support investment in infrastructure and industry organisations promote the R 20
C O
the transition to sustainable communities. achievement of the UN SDGs.
- E
O
SO CI
SUSTAINABILITY REPORT 2020: INTRODUCTION 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
10
Explaining the Net 11
Becoming Net Positive for our
Becoming Net Positive means:
environmental impacts is the most FOR MORE
– Measuring and publishing
significant contribution we can make
our environmental and Our footprints are
Positive Approach
as a business to the battle against
socio-economic footprints available online
climate change. Launched in 2016 as
– Setting ambitious targets including - True Value of
Hammerson
a 15 year commitment, it is extremely
all emissions sources and our Retail: our socio-
ambitious but inspirational for
Scope 3 upstream emissions economic footprint
colleagues. The earlier reductions
– Focusing on minimising our own - Our Environmental
in environmental impacts are made
Footprint
Becoming Net Positive by the end of 2030 means reducing and the deeper they are, the better, impacts ahead of the use of offsets
Net Positive
particularly for carbon emissions. – Reviewing and updating business
our carbon emissions, water demand and resource use to less
for CO2
Our Net Positive programme is processes to ensure decision-
than zero, and delivering Net Positive socio-economic impacts. designed to encourage us to move
quicker and think bigger.
making is aligned with our strategy
– Measuring and reporting
annually on our progress
Key Features of
Net Positive
2016 - 2020 2021 - 2025 2026 - 2030
for Water
our Net Positive
Phase One Phase Two Phase Three
commitment:
Transparent
We published material on
Net Positive for
our approach, definitions and
Resource Use
We have completed the first 5 years of We aim to be operating with negative Scope 1 Phase Three includes Scope 3
environmental footprint at the our 15 year Net Positive targets. This and 2 absolute carbon emissions, water demand emissions. We aim to be operating
launch of the targets. Progress has report sets out what we have achieved. and resource use across our operational and on a Net Positive basis including
been published each year since development activities from 1 January 2026. these emissions from 1 January 2031.
launch, in our sustainability report.
+
Socio-economic impact
Ambitious
Net Positive for
Our targets include Scope 1,2 and
3 so include the environmental
impacts of the tenanted areas of
our assets and include embodied
By the end 95,000 tonnes 350,000 cubic 131,000 tonnes Net Positive
WHAT
carbon. They go well beyond what
of embodied and metres of water of resources for our
would be required to align with the
Paris Accord, and exceed Net Zero.
of Phase Two: operational CO2 to be reduced to be reduced socio-economic
+
Reduction focused
to be reduced
and offset
and offset and offset impacts
We prioritise reduction activities,
only exploring offsets for those We plan to A constant
focus on good
+ Investment
in efficiency
+ Working with
local community
+ Working with our
stakeholders to
+ Offsetting
any remaining
emissions we cannot remove. Where
achieve this
Full data
HOW
we do use offsets we will endeavour management initiatives and organisations to reduce impacts emissions to tables
technologies address specific outside our direct bring us to less
to deliver these through localised
projects, an area which we hope
through: areas of local need control but within our than zero by
to build and share learning on. value chain - insetting the end of 2030
SUSTAINABILITY REPORT 2020: INTRODUCTION 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
12
Strong Governance 13
CHART 1.1:
Risk Matrix
and Proactive Risk
Hammerson
HIGH
8 8 3 3 1 1 1 7
Management
We have always adopted the principle of a precautionary 8 3 8 6
approach to climate and other sustainability related risks,
and continue to do so. We have a four-step process for
managing sustainability risk.
MEDIUM
IMPACT
4 5 5 4 4 5 6 7 7 7
1: Identify
Key sustainability risks are monitored by the
Sustainability Team, reviewed by the PP Corporate
Working Group and reported to the Corporate
Risk Group and the Group Executive Committee
which has oversight of the Sustainability Risk
framework (see pages 100–101). Risks are 3 4 5 2 2 2 2 1 6 6
assessed over 1, 1–5 and 5–10 year periods.
The chart opposite shows the probability and
potential impact of key current sustainability
risks, reflecting management and mitigation “Using the CRREM tool, we
measures. It also shows our assessment of
how we expect these key risks to change
have developed pathways
for each of our assets and,
LOW
over the 1–5 and 5–10 years time frames.
using asset specific carbon
reduction targets, are
exploring how to minimise LOW MEDIUM HIGH
their transition risk” PROBABILITY
Louise Ellison, Group Head of Sustainability
2021-2022 2 - 5 years 5 - 10 years >10 years
Non-compliance with good
1 Transitional climate risk 5 governance standards within the
business and within the supply chain
2 Physical climate risk 6 Rising regulatory/fiscal charges for utilities
Failure to address sustainability
3 within our development programme 7 Rising commodity charges for utilities
and achieve corporate standards
4
Non-compliance with UK, Irish, French and 8
Lack of engagement of stakeholder
EU Environmental regulation and legislation on sustainability matters
SUSTAINABILITY REPORT 2020: INTRODUCTION 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
14 2: Respond 15
CHART 1.2:
SUSTAINABILITY GOVERNANCE STRUCTURE
Sustainability
Responses to key sustainability risks are developed Governance
by the Sustainability team working with the relevant Organogram
business and asset teams. Responses focus on either
Hammerson
mitigation of the risk, for example through reducing
Reports to PLC Board
exposure to energy pricing, or managing the risk, for
example through upgrading physical resilience of
an asset to climate change. Projects are agreed at an
asset level through the business planning process.
The GEC reviews and sets
Chief Executive GROUP EXECUTIVE COMMITTEE (GEC) strategic priorities and
has board level
targets, as well as overseeing
responsibility for
how risks are being managed.
3: Manage
sustainability, including Each business stream and jurisdiction
the response to risks,
is represented on the GEC Sustainability
and chairs the GEC.
Our Sustainability Governance structure (shown represented on GEC with
to the right) facilitates consistent monitoring of dedicated time quarterly
CHAIRED BY CHIEF EXECUTIVE focused on sustainability.
delivery against our sustainability strategy and
targets, and allows us to identify and manage
sustainability risks to the business and impacts of
the business. As internal subject matter experts,
our Corporate Sustainability Team drives strategy
across the Group, supporting the Asset Management, HAMMERSON FRANCE CR BOARD UK & IRELAND MANAGEMENT BOARD
Operational and Development Teams in delivering
against specific objectives. Environment and Community
Overseeing delivery of PP strategy
Coordinators within the UK and Ireland flagship Overseeing delivery of PP strategy in France
in UK & Ireland operations
assets, manage the EEMS and support the delivery of
projects and data collection at a local and regional level.
Members of the Corporate Sustainability Team attend CHAIRED BY MD HAMMERSON FRANCE CHAIRED BY MD HAMMERSON UK AND I
each working group identified on the organogram.
POSITIVE PLACES DEVELOPMENT POSITIVE PLACES OPERATIONAL POSITIVE PLACES CORPORATE
WORKING GROUP WORKING GROUP WORKING GROUP
Manage and report corporate
Manage and report on Manage and report on
4: Communicate sustainability in development sustainability in operations
sustainability including
identification of key risks
Our exposure to and management of
climate-related risks are communicated to the CHAIRED BY GROUP HEAD OF
CHAIRED BY GHOS CHAIRED BY GHOS
Group Executive Committee and Plc Board through SUSTAINABILITY (GHOS)
regular updates by the Group Head of Sustainability.
Our Sustainability Risk Management Framework
(page 100-101) is monitored by the Positive Places
Corporate Working Group and shared annually in
our Sustainability Report.
UK, Ireland, France
SUSTAINABILITY REPORT 2020: INTRODUCTION 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
16
Responding to the TCFD Managing Minimum 17
Energy Efficiency
Hammerson
In 2017 the Task Force for Climate-related Financial
Standards Risk
Disclosures (TCFD) published a set of reporting
recommendations designed to support businesses
in reporting climate-related risks.
The current minimum standard of an E rated energy
We expect these recommendations This latest TCFD response, providing
“As we transition
to become a regulatory requirement references to further detail within
to a net zero performance certificate for new lettings will apply to
in 2022. We included our initial our 2020 Sustainability Report and
response to the recommendations Annual Report and Accounts, can
carbon economy existing leases from 1 April 2023.
in our 2018 Sustainability Report, be found at Hammerson.com. This
extending this in 2019 and 2020. In covers our Governance approach, it is essential that
We have worked with our retailers through lease events a B as the minimum for EPC ratings from 2030. We
2020 we published our response to strategy and objectives, approach to we understand the and the retail delivery process to manage F and G rated will continue to implement our existing strategy of
the TCFD as a standalone document, risk management and the metrics
and have updated it to reflect and targets used to assess climate implications this has energy performance certificates out of the UK retail identifying opportunities to improve units to achieve
portfolio. Less than 7% of units are now F or G rated these standards through the asset management process.
progress over the last 12 months. related risks and opportunities. for our business and and there is a management plan in place to improve This will enable us to manage this work effectively as part
stakeholders. The these. We are now planning for the next iteration of of our maintenance and upgrade works. Our MEES risk is
Hammerson Board MEES where we anticipate an increase from an E to currently very limited as can be seen in the chart below.
GOVERNANCE takes responsibility
for overseeing our
response to the risks FIGURE 1.1: G: 5% A: 1%
STRATEGY EPC ratings UK
and opportunities portfolio 2020
presented by climate
RISK change and our F: 1%
MANAGEMENT Senior Management
E: 8%
Team are committed B: 18%
to ensuring our
business thrives
METRICS & in this changing
TARGETS environment.” EPC Rating
Alice Darwell
General Council,
Hammerson
C: 39%
FOR MORE
Our response to the
TCFD can be found at D/D+: 27%
Hammerson.com1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
2
19
2.0
THE JOURNEY P. 2 0
Net Positive
TO NET POSITIVE
About
PERFORMANCE
AGAINST ANNUAL P. 2 2
TARGETS
FINANCIAL
OUR
BENEFITS OF P. 2 4
SUSTAINABILIT Y
OUR KEY
ESG TARGETS P. 2 6
PERFORMANCE
2 0 21 - 2 0 2 2
P. 2 8
Net Positive
2 .1
for CO2
CARBON
P. 3 4
Net Positive
2.2
for Water
WATER
P. 3 6
for Resource
Net Positive
2.3
RESOURCE USE
Use
2.4 P. 3 8
Net Positive
for Socio-
economic
SOCIO-ECONOMIC
impact
IMPACT
2.5
STAKEHOLDER P. 4 2
ENGAGEMENT
2.6
OUR LONG TERM P. 4 4
Other
TARGETSSUSTAINABILITY REPORT 2020: OUR PERFORMANCE 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
0 6
202 202
20
2.0 The Journey Phase Three Net
Positive targets to
21
to Net Positive launch bringing
Hammerson
tenant water and
Five years on from setting
energy use into
Net Positive targets we have:
scope
Hammerson’s sustainability journey started back in 2006 when Reduced absolute
we set our first sustainability targets. Our work since has gone carbon emissions by
RE
E
66% v 2015 baseline TH
from strength to strength and that early foresight has reaped PH
A SE
benefits for all of our stakeholders. This section of our report Reduced landlord
water demand by
shares the latest on our performance, and our next steps. 77% v 2015 baseline
6 8 Three assets achieved
201 2 01 Net Positive for water
O
Phase Two
Net Positive
TW
A SE targets bring
Paris Climate Accord signed PH development
by 197 countries
impacts into
Minimum Energy
Phase 1 of Hammerson’s scope
Efficiency standards
Net Positive commitment come into force
We plan to:
begins and includes:
continue working
Hammerson
with tenants to reduce
commissions
Published Net Zero embodied carbon in
CARBON portfolio-wide
climate risk study
Carbon transition pathway retail fit out
in accordance with the
RESOURCE work with design and
BBP Climate Commitment
USE construction partners to
minimise resource use
Generated 2,214mWH
WATER on major refurbishments
E renewable energy from target net zero carbon or
ON onsite PV arrays, 3% of
A SE new developments
SOCIO-ECONOMIC PH our electricity demand
IMPACT
for landlord services collaborate with industry
Reshaping Retail Report with partners to establish a
Bioregional published. Invested £180k in local route map to certified
community organisations Net Zero embodied
Elliott’s Field Rugby
through Giving Back carbon emissions.
Hammerson
Hammerson signs BBP Climate project to provide support
2 5 Target to
20
Phase Two opens as during COVID19 pandemic
Commitment along with 22
the world’s first BREEAM
Outstanding retail park,
other major prop cos and become
asset managers. Work with our design
carbon neutral for regulated energy
UK Government sets teams at Dublin Central is Net Positive
Hammerson purchases three Net Zero Carbon target by 2050. establishing how our City
0
new assets in Ireland and 1.94MW PV installed across Quarters developments
will achieve Net Positive.
3
20
opens office in Dublin Hammerson assets
7 9
201 201SUSTAINABILITY REPORT 2020: OUR PERFORMANCE 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
22
Performance Against TARGET RESULT TARGET RESULT
23
Annual Targets
Hammerson
70% 57%SUSTAINABILITY REPORT 2020: OUR PERFORMANCE 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
24
Financial Benefits 25
of Sustainability
Hammerson
Our Positive Places strategy delivers good financial outcomes
for the business and our partners. Our focus on efficiency
and investment in renewables continued to provide positive
financial returns, driving down operational costs in 2020.
Cost of energy Energy efficiency investment Energy savings Energy Efficiency
Our focus on energy efficiency has driven year-on-year cost
2020 2020 £2.2M
reductions to both service charge and the business. Energy costs
ENERGY
£8.9m £1.5m £0.9M
were significantly reduced in 2020 during periods of closure.
Our metering systems enabled us to monitor residual loads on a
2019 2019 daily basis to identify and eliminate unnecessary consumption.
£11.4m £2.3m Our flexible energy procurement plans also enabled is to
2019 2020 reduce demand and therefore cost, at short notice.
Renewable capacity (MWp) Renewable energy generated (MWh) Income from renewables Renewables
(Mega watt peak) (Mega watt hours)
RESOURCES
£98K Our investment in solar PV delivers consistent income to
2020 2020
£78K the business. We now have 11 arrays across 6 assets
2.9 2214 and produced 2,214MWh of power in 2020. This
represents over 3% of electricity for landlord services in
2019 2019 2018
2020. We expect this to increase in 2021 and beyond
1.94 1149 470 as we look to expand our onsite renewable capacity.
2019 2020
Cost of water for landlord services Investment in water management Water savings Water
2020 2020 £642K Water audits were completed at 3 assets in February
£1.6m £20k
WATER
2020. Over 120 leaks were identified and fixed in tenant
units, saving almost 45,000M3 of water from being
needlessly wasted – enough to fill 18 Olympic swimming
2019 2019
£50K pools. These savings have made these 3 centres Net
£2.2m £191k Positive for water for landlord services in 2020.
2019 2020
Income from sale of waste Waste savings from landfill avoidance Cost of waste management Waste Management
2020 2020 Total waste declined in 2020 due to centre closures, particularly
£4M
of dry, mixed recyclable waste. Organic waste increased as a
£73k £1.4m
WASTE
£2.7M proportion due to F&B continuing to offer a take-away service
through lock-down periods. Our long-term focus on managing
2019 2019 organic waste and investment in the Bio-Whale anaerobic
£166k £2.7m digestion facilities on site has supported us in managing the
2019 2020 associated environmental and financial costs.SUSTAINABILITY REPORT 2020: OUR PERFORMANCE 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
26
Our Key ESG Targets EPRA LfL portfolio Net Positive portfolio
27
2021 - 2022 Recycling rate for the Recycling rate for the
Hammerson
managed retail assets managed retail assets
Each year we set 12 and 24 month targets for 2021 2022 2021 2022
the business. 2019 is our baseline for 2021 -75% -75% -75% -75%
targets due to 2020 being an extraordinary year.
EPRA LfL portfolio Net Positive portfolio To deliver a given number of projects
locally that tackle our four key areas
Year on year reduction Year on year reduction
in absolute Scope 1 in absolute Scope 1
Health and wellbeing Employment and skills
and 2 CO2e emissions and 2 CO2e emissions
2021 2022 2021 2022
2021 2022 2021 2022
15 15 16 16
-17% -11% -17% -11%
Year on year reduction Year on year reduction Young People Enterprise
in carbon intensity for in absolute operational 2021 2022 2021 2022
landlord services landlord energy
22 22 12 12
2021 2022 2021 2022
-15% -11% -8% -5%
Both quantitative and qualitative (LfL) and Net Positive portfolios
EPRA LfL portfolio Net Positive portfolio targets are set reflecting our focus differ as they reflect plans for a FOR MORE
on continually improving how we different group of assets. The like-for-
operate as well as what we achieve. like targets enable our stakeholders Our 2021 Transition
Year on year reduction in Year on year reduction to see year on year performance Pathway targets
landlord water intensity in absolute landlord Our short-term targets are designed for the same group of assets. are shown on page
to support our Net Positive 33. Our Long-term
water demand targets. Targets reflect anticipated Due to closures in 2020 Targets are shared
energy efficiency investments and our short term targets are on pages 44–45.
2021 2022 2021 2022 management savings from metering based on 2019 figures.
The targets set for our like-for-like
-5% -7% -7% -7%
1: EPRA LFL Portfolio - Operational control basis 100% share
2: Net Positive Portfolio - Directly asset managed portfolio on a proportionate ownership basisSUSTAINABILITY REPORT 2020: OUR PERFORMANCE 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
28
2.1 Net Positive for Carbon 22,000 -29% -60%
29
PROGRESS TONNES CARBON YEAR ON YEAR REDUCTION
Hammerson
EMISSIONS avoided REDUCTION IN CARBON
We have achieved significant reductions in carbon emissions in 2020 v. 2015 IN CARBON INTENSITY
over the last 5 years, driven by ambitious targets and clear EMISSIONS
expectations for colleagues across the business.
Net Positive
for CO2
From 2021 carbon emissions from our development activites are including in our
Net Positive targets. Our forecast for these is shown in chart 2.1.1. Onsite renewable Investment in Partnership with
capacity increased smart metering Thassalia to deliver
Carbon Emissions CHART 2.1.1 to 2.9MWp estimated 44%
This investment proved invaluable
Our renewable facilities generated during 2020 as we are able to reduction in CO2
Net Positive for
35,000
over 2000 MWH of clean electricity monitor utility demand remotely
Terrasses du Port will be
Carbon means 30,000 in 2020, over 3% of total landlord on a daily basis during lock-downs
Net Positive
connected to Marseille’s
72%
for Water
emissions avoided demand and enough to power more identifying and then addressing
25,000 Thassalia marine heating and
exceed emissions than 500 homes. We completed excess demand. At Union Square,
20,000 cooling system in Marseille
2 additional arrays in 2020. our Smart metering system
30,559
generated. REDUCTION in Q1 2021, reducing landlord
27,543
25,404
15,000
identified two boilers running
in carbon carbon emissions by over 40%.
5,819
17,873
10,000 constantly overnight despite
emissions
11,677
building management systems
8,539
5,000
v. 2015
baseline. being programmed. Correction Exploring local
of the boilers saw an immediate
offset projects
Net Positive for
mtonnes
Resource Use
2015 2016 2017 2018 2019 2020 2021
CO2e
drop in gas consumption of 15%,
we expect an 8% reduction in gas We have established a partnership
Over the last 5 years we have: These, along with vigilant management and
many other smaller projects have: used annually. An air handling unit with a Housing Association to
– Invested £9m in energy efficiency and renewables
– Made our assets more efficient
(AHU) was found to be 41% up support investment in insulation
– Relamped with 15,000 LED lights
on previous years consumption. and upgrades to improve the
– Implemented smart meters across 11 assets – Reduced our negative environmental impacts
After inspection, a problem energy performance of hard-
– Reduced costs for our retailers
Socio-economic impact
– Improved energy efficiency standards was corrected, and savings are to-treat homes in Croydon. If
of fit outs for 100s of retail units – Delivered savings and revenue to our
approximately 700 kWh per month. successful we will scale up this
– Replaced 2500 tonnes of cement with business and our partners
Net Positive for
proof-of-concept project.
recycled, low carbon content
– Installed 50+ electric vehicle charging
We elected not to purchase offsets for our
stations across our assets remaining carbon emissions but to invest
in developing local offset projects.
LOOKING AHEAD
KEY AREAS FOR PHASE 2
We will continue our reduction and offset work over the next decade as
we look to transition our assets to net zero carbon. Our plans include:
Embodied Carbon and our City Quarters strategy
– Investing a further £8m in energy efficiency – Working with tenants to drive further operational Phase 2 of Net Positive extends the targets We have used the London Energy
and renewable energy over the next 3 years savings in the retail units to development impacts including embodied Transition Initiative (LETI) research
– Procuring clean electricity directly from – Ensuring new buildings are designed to achieve carbon and resource use, bringing our City to set emissions targets for our
a renewable facility bringing additional net zero carbon standards for both embodied and Quarters developments into scope. Our ambition developments. The project team on Dublin Full data
renewable power onto the grid operational carbon is therefore to create Net Zero Carbon, climate have developed early baseline estimates tables
resilient, biodiverse, inclusive Positive Places. of embodied carbon for each plot and
– Continuing to upgrade and improve – Working with stakeholders both within and
We have already set best practice operational and appraised the impacts of alternative
equipment across our assets through planned beyond our value chain to deliver further,
embodied carbon and resource use targets for materials and solutions, making
maintenance and replacement programmes additional carbon emissions reductions.
the design teams working on our Dublin scheme, impressive progress towards these targets.
including working towards Passivhaus standards.SUSTAINABILITY REPORT 2020: OUR PERFORMANCE 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
30
Industry Response to Real Estate Environmental Benchmark -
Monitoring Operational Performance in use
31
Climate Risk and the
Hammerson
The BBP’s Real Estate Environmental Benchmark (REEB) is the only comprehensive energy-in-use benchmark
currently available for commercial property assets in the UK. Accurate benchmarking of in-use performance is
Carbon Challenge critical to driving real cross-sector reductions in carbon emissions but as yet is not commonly available.
REEB is an important initiative and is informing Government thinking on energy policy. It contains data from
Net Positive
almost 1000 assets including over 500 office buildings and 290 shopping centres and retail parks across the UK.
for CO2
This is used to provide sector specific Typical and Good Practice benchmarks of energy and carbon performance.
As real assets investors become increasingly concerned Monitoring asset by asset carbon intensity performance against this comprehensive benchmark enables us to
to understand and reduce exposure to physical and assess relative performance and focus attention on key areas for improvement.
transitional climate risk across portfolios, the sector is Overall our assets’ performance continued to improve against the REEB benchmark in the year to 31 March
2020. Highcross in Leicester and Oracle in Reading continue to perform exceptionally well within the
responding with a range of benchmarks and monitoring benchmark group. Bullring has also shown significant improvement over the last 2 years as a result of continued
Net Positive
investment in energy efficiency initiatives.
systems. We collaborate closely with industry peers on
for Water
Assets that perform less well are those subject to extensive renovation plans or those with complex operations
these initiatives and set out here our response to some of such as Grand Central and Union Square which accommodate railway stations.
those we consider most useful for our business. The benchmarks are available on the BBP website. We would encourage commercial property owners who do
not participate in REEB to consider doing so and to contact the BBP for more information.
Carbon Risk Real Estate Monitor (CRREM)
Net Positive for
Resource Use
Successfully minimising global warming to within 2°C requires a rapid transition to a Net Zero carbon global BBP Real Estate Environmental Benchmakmark CHART 2.1.2
economy by 2050. The policies and actions required to achieve this present significant transition risks for real
assets and systems are emerging to enable owners to better understand and manage these risks. Using the
120
CRREM tool, we have developed pathways for each of our assets and, using asset specific carbon reduction
targets are exploring how to minimise their transition risks and move them to a Net Zero position. As our
scope 3 emissions are part of these pathways, we use our existing data from the tenanted areas of our assets to 100
Socio-economic impact
model this, and we will be extending our existing programme of work with our tenants to achieve this.
Net Positive for
80
Scope 3 Carbon Emissions
Tonnes CO2e
60
Our Net Positive carbon footprint includes the Scope 3 emissions of our assets. We update this annually using data
collected from tenants across our sites. As a result of long-term tenant engagement we currently have energy data
from 83 tenants covering 24% of our portfolio. 40
We use this data to set regionally specific benchmarks for a set of retail uses across the portfolio. These benchmarks
are then applied to the portfolio to provide an estimate of our Scope 3 emissions on a regional, portfolio and asset by 20
asset basis. Using this model our Scope 3 carbon emissions have been calculated and are set out in Chart 2.1.2 below.
0
G hop
Ce op
Bu nt
Br op
Ca hop
U op s tre
Si hop art
O ent
H op
W
W
Vi
Vi
ig p pin
ni p
lv p
ra p
ra re
en p
Scope 3 Carbon Emissions for 2020
ct
ct
S
Sh
Ce
Sh
S
Sh rcu en
S
C
Sh hop
llr re
es
hi
nt pi
bo pi
TABLE 2.1.1
on in
er in
hc in
nd in
cl
or
or
in
tg
t C ing
ra ng
tQ
bu g
t C ng
e
ro g
g
ia
ia
ift
Sq g C
le C
Ce g C
ua
ro C
S
ss Ce
r n Ce
Sh
i C
G
Q
ua en
ss en
y
nt en
op
at
u
35,277
ra tre
re tre
UK Shopping Centres
e
pi
l
en
er
ng
nt
nt
g
tre
tre
re
re
UK Retail Parks 23,549
Full data
Ireland Shopping Centres 21,094 2018-2019 CO2e/m2 CPA 2019-2020 CO2e/m2 CPA tables
France Shopping Centres 7,909 REEB Benchmark Typical practice REEB Benchmark Good practice
*The latest scope 3 footprint has been updated with data from 2019 as 2020 data is not comparable.SUSTAINABILITY REPORT 2020: OUR PERFORMANCE 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
32 33
Our Net Zero Carbon Transition Pathway
Hammerson
As signatories to the Better Buildings Partnership Climate Commitment, we published our Net Zero Carbon
Progress against Transition Pathway 2020 targets TABLE 2.1.2
Transition Pathway in 2020 and are reporting here on our progress against first year targets. Our transition 2020 TARGET 2020 RESULT
pathway includes operational, embodied and Scope 3 tenant emissions for assets in which we have a direct or
Net Positive
indirect equity holding. Full details of the pathway and targets are available on Hammerson.com. This a very 14% year on year reduction
-36%
ambitious target but will allow us to focus attention on specific challenges faced within the ecosystem of an in carbon emissions
for CO2
individual asset. We will be inviting our tenants, particularly those using gas, to work with us to achieve this.
4% reduction in energy demand -18%
Installation of 1 additional PV array 2 PV arrays installed: Cabot Circus and Terrasses du Port
Our Transition Pathway CHART 2.1.3 Achieve 3MWp installed renewable
2.9MWp capacity installed across the portfolio
energy capacity across the portfolio
Net Positive
90,000 Incorporate best in class industry Design Teams working to LETI and Passivhaus
for Water
benchmarks within design briefs standards for new schemes in Ireland
80,000
Materials standards included within standard tenant fit out
Set materials standards through fit out process
guides and monitored through retail delivery process
70,000
Continue to monitor contractor
Contractor performance reported at least monthly on active sites
performance on materials and waste
60,000
Net Positive for
Resource Use
Tonnes CO2e
50,000
40,000
Transition Pathway targets for 2021
30,000
Socio-economic impact
— 26% reduction in absolute — Agree PPA to deliver additional
carbon emissions v 2019 renewable energy for up to 50% of UK
Net Positive for
20,000
— Recycle or reuse 75% of operational Shopping Centre portfolio demand
waste across managed assets — Review oppotunities for further on-site
10,000 renewables across flagship assets
— Continue to purchase remaining electricity
throgh REGO-backed electricity contracts — Continue working within tenants to reduce
0 embodied carbon and resource use in fit out
— Establish route map to tranistion
2040
2024
2034
2020
2022
2023
2025
2026
2028
2027
2029
2030
2032
2033
2035
2036
2038
2039
2037
2021
2031
new developments to certified Net
Zero embodied carbon status
Scope 1 + 2 Emissions Embodied Carbon
Hammerson CO2e Emissions
Scope 3 Emissions
(Proportionate Ownership Basis)
FOR MORE
Our full 2021/2022
Full data
targets can be found tables
Support for the BBP Climate Commitment is indicative of the heightened expectations of businesses across the industry on pages 26–27.
today. Whilst at different stages of their net zero carbon journey, 20 BBP members had published their pathways Our long term targets
by the end of 2020 and have committed to publishing performance against those pathways on an annual basis. can be found on
pages 44–45.SUSTAINABILITY REPORT 2020: OUR PERFORMANCE 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
34
2.2 Net Positive for Water WATER DEMAND FOR
LANDLORD SERVICES
LANDLORD
WATER INTENSITY
3 FLAGSHIP ASSETS
35
NET
PROGRESS
-68% -11% POSITIVE
Hammerson
Setting ambitious targets keeps our focus on driving down Net Positive portfolio Net Positive portfolio for Landlord water
water use. Overall we have reduced absolute water demand demand in 2020
by 260,000M3 over the five years to the end of 2020.
Net Positive
for CO2
Partnership with Innovative water 3 assets Net
Water Demand CHART 2.2.1 Thames Water saving mobile bin Positive for
In 2019 we established a partnership cleaning plans water in 2020
Net Positive for
350,000 with Thames Water to provide water at The Oracle As a result of our work
Water means water 300,000 52,333M3 audits, water saving technologies with Thames Water and
WATER and leak correction to our tenants at The Oracle has over 200 bins, which
replenished by 250,000 engagement with retailers
SAVED The Oracle. The partnership proved all require cleaning to maintain
Net Positive
external projects to fix leaks, the three
for Water
200,000
THROUGH successful, with 98% of tenants signing H&S standards. Investment in a
exceeds water participating assets were
75,679
150,000 LEAK up. 69% of them had leak fixes and mobile bin washer which can re-
Net Positive for water
335,593
314,576
281,695
259,797
236,000
consumed from use water thanks to inbuilt water
100,000 FIXING FOR installation of devices such as urinal demand for landlord
123,000
mains supply. TENANTS cleaning technology, and the setting
50,000 controls, we estimated savings of services in 2020. Water
SINCE 108M3/day - that’s 108,000 litres. out of new housekeeping practices
demand was low in 2020 but
2018. is expected to deliver good water
In 2020 we extended the partnership two of the three assets would
M3 2015 2016 2017 2018 2019 2020 2021
savings. The pay back period is
work to Centrale and Brent Cross have achieved Net Positive
expected to be less than one year.
Net Positive for
against 2019 water demand.
Resource Use
To achieve this we have: where 81 tenants were audited and
– Invested £500k in water efficient equipment – Partnered with Thames Water to audit
we estimate a further 261M3/Day of
over 170 tenants across three assets savings. A further saving of c. 19M3/day
– Installed smart meters and submeters
for water across 9 assets – Fixed 124 water leaks saving an estimated was made in landlord managed areas.
– Carried out water audits on landlord managed water use 306M3 of water/day for tenants
Plans for businesses local to our
across three assets, finding and fixing leaks of c. 90M3/day – Fixed leaks in a local school, saving an
assets to participate were curtailed by
Socio-economic impact
– Created action plans for those assets to reduce estimated 1000M3 of water
the pandemic, but we will continue
consumption i.e. new cleaning schedules
with these initiatives in 2021.
Net Positive for
LOOKING AHEAD
KEY AREAS FOR PHASE 2
Over the coming years we will continue to focus on reducing demand for water for landlord services and
identifying projects beyond our corporate boundaries to achieve additional water savings. However as we move
to Phase 2 of Net Positive water demand from our developmetn activities comes into scope. Our current forecast
Water Efficient Development and Reducing Tenant Water Use
for 2021 is set out in chart 2.2.1 above. To work towards our Net Positive water targets our plans include:
As the focus of our Net Positive targets moves We also aim to make a long term positive
to our development activities we are looking impact on site flood risk including an allowance
– Working with cleaning services to identify – Working with regional water companies at how to reduce water demand within the for 2080 climate change through the use of
opportunities to reduce water demand to support water reduction projects construction process and ensuring the buildings Sustainable Urban Drainage techniques such as
beyond our corporate boundaries we design now are able to minimise water landscaping and green and blue roofs. Achieving
– Increasing rainwater harvesting facilities
– Including grey water and rainwater demand in the future. For the in-use phases our 2030 Net Positive targets requires water
– Continuing the installation of water efficient
harvesting systems in our developments of our City Quarters developments, we are demand to be minimised within the tenanted Full data
equipment and waterless urinals both in landlord tables
identifying opportunities for grey-water and space at our assets as well as those areas we
areas, and in tenant fit out via our water saving – Working with contractors to minimise the
rainwater harvesting. We have set ambitious control. We are already working on this through
partnerships and fit-out guide use of potable water in construction
targets for our designers to meet including our submetering programme in the UK, which
– Supporting tenants to reduce water demand – Continuing to engage employees in a 65% reduction in water consumption over will be extended to Ireland in 2021. We will also
within retail units through behaviour change/ water saving behaviours at home ‘typical’ levels in similar developments. look to expand the partnership model created
engagement activities with Thames Water, to other water regions.SUSTAINABILITY REPORT 2020: OUR PERFORMANCE 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
36
2.3 Net Positive 2559 99.9%
37
for Resource Use
Hammerson
TONNES OF WASTE DIVERTED
RECYCLED MATERIALS FROM LANDFILL
specified in construction since 2018 across the group in 2020
PROGRESS
Our waste management processes Cabot Circus
Net Positive
We have a clear responsibility to ensure waste on our behalf drives demand for recycled content, drive good practice and relatively Supporting Reuse
for CO2
streams from our assets are minimised and diverted reusable products and the highest standards in high quantities of reuse and recycling. of Materials produce enough
into the highest value waste stream possible, i.e responsible sourcing. We have reduced our Net Positive Our average recycling rate was green gas through
In spite of lockdown, during 2020,
reuse, and that any construction procurement done resource user footprint by 2,100 tonnes in 2020. 74% over the 4 years to 2019, and
the Highcross team managed
anaerobic
57% in 2020. During lockdown
food and beverage outlets were the to prevent nearly 3 tonnes of digestion to
Resource Target CHART 2.3.1 main activity within the centres. resources from vacated units and run centre 2.5
lost property from being wasted.
This generated an unusually high times over
The team recovered and logged as
Net Positive
proportion of organic waste leading to
for Water
20,000
many items as possible and offered Thanks to our partnership
Net Positive for high rates of contamination of other
them to local partners such as with Organic Waste Logistics
Resource Use 10,000
waste streams and lower recycling
charities, food banks and artists, (OWL) we have anaerobic
means waste and reuse rates. Food disposal
2,744
8,000
who would be able to re-use the digestion systems in place
avoided, recycled increased 30% year on year in 2020,
items therefore extending their at 2 assets reducing the
or re-used exceeds 6,000
whilst total waste fell by 50%.
3,415 TONNES end of life and simultaneously emissions from transportation
8,539
materials used
7,776
7,764
4,000
of organic helping us achieve our Net Positive of food waste, producing
1,265
4,734
that are neither
waste to AD 2559 tonnes of much needed green gas for
Net Positive for
recycled, renewable 2,000 targets of reducing waste too.
Resource Use
or sent to landfill. recycled content Our partnership with Globechain the grid. At cabot Circus in
2020 our Biowhale processed
Tonnes 2015 2016 2017 2018 2019 2020 specified for aims to increase these outcomes
in 2021. We will be working with 287 tonnes of food waste
concrete and steel them in three UK cities to help which generated 700kWh of
To achieve these things we have:
in construction divert items from becoming waste. gas - 2.5 times Cabot Circus
gas demand in 2020.
– Worked consistently with retailers to – Developed relationships with re-use organisations to divert
Socio-economic impact
Construction work at our French
improve separation of waste at source un-wanted food and hard-wear from the waste stream
assets was limited in 2020 due
– Implemented on site sorting tables to – Updated our internal processes to ensure opportunities
to lockdown. However, we have
Net Positive for
improve separation of waste streams to re-use fit out are captured during leasing
maintained our expectations
– Installed two Bio-whales to increase the quantity – Set clear standards within our fit out guides to
regarding recycled content within
of organic waste going to anaerobic digestion encourage the use of materials with recycled content
and divert waste from landfill and waste to energy concrete and steel being used
on site. This has driven demand
for 2559 tonnes of recycled
content, significantly reducing
demand for natural resources.
LOOKING AHEAD
As we move into phase 2 of our Net Positive targets, resource use from KEY AREAS FOR PHASE 2
our development activities is brought into scope.
Resource use in our developments
To address this, over the coming years we will continue to focus on maximising the reuse and As our development programme progresses we too. Specifying recycled materials and materials
recycling of operational waste and ensuring we drive uptake of sustainably sourced materials will have the opportunity to work with our design with recycled content will be supported by
through our procurement process and through encouraging innovation. Our plans include: teams to bring principals of circular economy considerations of re-usability of key materials Full data
tables
– Continuing to specify low impact and recycled – Extending our relationships with specialist into our developments. This presents significant when the building is at end of life, including
materials within our developments re-use platforms to maximise re-use of resources challenges in the quantity of materials required considerations of the practicality of dismantling.
for our development work, but opportunities
– Working with our on-site teams and – Working with our operations and
waste contractors to improve waste development partners to bring circular
separation and optimise recycling economy thinking into our asset management
and development work streams.You can also read
