2015 SUSTAINABILITY

REPORT 04 A leading London real estate business 06 Chairman and Chief Executive Officer’s statement 08 Placemaking MAKING GREAT PLACES Viewpoint: Creating a sense of place 14 Shaping the future 16 Meeting the transport needs of today 20 Arts and culture 22 Viewpoint: Bringing homes to the Estate 24 PIONEERING INNOVATION 32 Canary Wharf: A story of innovation 34 Viewpoint: Building the digital economy 36 Spotlight: Cognicity – a future city, today PROMOTING INCLUSIVE GROWTH Helping small and local businesses 42 Creating jobs for local people 45 Playing an active role in our communities 48 OPTIMISING OUR PERFORMANCE 56 Managing our footprint 58 Responding to climate change 60 Raw materials and waste 62 Water 63 Biodiversity 64 Supporting our people 65 Safety, health and well-being MANAGING AND REPORTING WHAT MATTERS Responsible business practices, ethics and compliance 70 Materiality 71 Progress against targets 72 Stakeholder engagement 74 About this report 75 APPENDIX 80 CWG corporate responsibility targets and performance 89 Environmental data Left: Global reporting initiative index 2015 Westferry Circus, 93 Canary Wharf, London 112 Independent assurance statement Since its beginnings, Canary Wharf Group has been about innovation and regeneration. That holds as true “ Canary Wharf Group is entering an exciting new era as a diversified developer. Now that we have regenerated the today as ever. Estate into one of the world’s leading business districts, the path ahead will take us into residential markets, create Our approach is always to look major new London retail and leisure hubs, embrace smart city technologies, and provide space for office tenants from forward, to anticipate the needs of a broadening range of sectors. We are not just a developer; we are in the business of creating sustainable London our stakeholders, and to meet those communities with our unique integrated offering. ” needs in innovative, responsible ways. Sir George Iacobescu, Chairman and CEO, Canary Wharf Group This ensures that we remain a beacon of excellence in everything we do.

02 03 11 million sq ft A L E A D I N G Total mixed-use development in the pipeline LONDON £6.87 billion R E A L E S T A T E Value of total portfolio BUSINESS £2.87 million We design, build, lease and manage a unique set of assets Total investments in community projects and activities to serve international businesses, renowned retailers and some of the UK’s most exciting technology start-ups. Since our foundation in 1993, we have regenerated 97 acres of London’s disused Docklands, the largest urban regeneration project ever undertaken in Europe. We have transformed derelict wharves into around 16 million square feet of premium commercial space – valued at almost £7 billion – creating one of the world’s 7,772 m2 1,203 premier business and shopping districts. Area covered by green and brown roofs Total number of planned across new developments Group employees

THE YEAR IN NUMBERS 43% Southbank Place New District 20 Fenchurch Street Canary Wharf Crossrail Station Group spend on Newfoundland Tower 25/30 Level39 local companies Churchill Place 300+ Shops, cafés, bars, restaurants and other amenities on the Estate 115,000 5,280 Daily population on the Estate Homes planned for development 16 million sq ft Office space created serving companies from across industries including financial services and banking, media and advertising, technology and public sectors

Our activities are managed through three separate companies:

CANARY WHARF CANARY WHARF CANARY WHARF CONTRACTORS LIMITED (CWCL) LIMITED (CWL) MANAGEMENT LIMITED (CWML) Through CWCL, we design, develop and CWL manages the Group’s central business CWML is responsible for managing the construct buildings and infrastructure, both and administrative functions. Estate’s portfolio of office buildings, retail on and off the Estate. outlets, leisure amenities and external space.

04 05 Our Vision is to inspire positive impact by has seen clubs established in dozens of local developing and sustaining places where primary schools to open doors for the next CHAIRMAN high-quality architecture and community generation of tech whizz-kids. We have completed placemaking principles combine with excellent an international competition called Cognicity to A N D C H I E F customer service, safety and security, for the find the best new ideas for smart cities, and are benefit of all our stakeholders. hosting and trialling some of these innovations on To make this vision a reality, we apply best the Wharf. E X E C U T I V E practice principles, and seek efficient, low-impact We have upgraded the lighting in our shopping solutions in the design, construction and malls and car park areas to a brilliant and management of our properties. Our approach is to energy‑efficient new LED system. In doing so we OFFICER’S enhance our positive impact on communities and saved over 3.7 million kWh and 1,800 tonnes of the environment local to our Estate through carbon emissions per year, reducing costs but economic opportunity, community programmes enhancing the shopping experience, great for STATEMENT and corporate leadership. By promoting shoppers and business alike. biodiversity, protecting the environment, We are helping our employees to contribute scrutinising our use of resources and directly to local communities through understanding the environmental, social and volunteering, with a commitment that every technological impacts of our operations we are member of staff can take two days per year to “ able to identify and implement technological, volunteer, and a programme of events and environmental and social improvements which activities so that this can be done together in Our Purpose is to create inspiring, resilient add value. places that have a positive impact. teams. We are also increasing the number of work We work hard to create the right culture and experience, internship and training opportunities systems throughout the Group, ensuring the right so that more young people can take advantage of We want the spaces we create to be home people are informed and engaged, listening and the opportunities at Canary Wharf Group. to vibrant, diverse and thriving mixed-use communicating with others to share best practice, We have set ourselves demanding new targets for communities, places in which to live and relax raise awareness and ensure effective supply next year, particularly on our environmental as well as work. We aim to create landmarks that chain management. sustainability as we seek to harness the best express the values upon which our business is All of these factors combine in what we call technology from around the world. I was delighted built, hoping to be recognised as leaders in the PLACEMAKING and with this approach, I am when in 2016 our designs for the new 1 and 5 Bank community and in our industry. proud of what the Company has achieved this year. Street building, the new headquarters of Société We are developing the Canary Wharf Estate into Générale, were awarded BREEAM’s ‘Outstanding’ accreditation. This is the largest building of its ” a great place to live, as well as to work. We have opened the award winning Crossrail Place with a type ever to gain this recognition. beautiful roof garden which includes community All these examples show that ‘Making facilities featuring an open air amphitheatre, Sustainability Real’ is at the very heart of a space for local groups to plant their own small everything we do, as we create a new generation of garden, and educational boards which tell people places where people will want to work, live and visit. the story of the docks. I am particularly proud that some of these ideas came directly from local consultation with community groups like SPLASH. We continue to nurture innovation around our tech hub at Level39, which has now established SIR GEORGE IACOBESCU CBE itself as the leading FinTech accelerator in Europe. CHAIRMAN AND CHIEF EXECUTIVE Our partnership with coding charity Code Club OFFICER, CANARY WHARF GROUP

06 07 PLACEMAKING

OUR PURPOSE OUR VISION CREATE PLACES THAT ATTRACT INSPIRE POSITIVE IMPACT

WHAT WE DO

DESIGN CONSTRUCT MANAGE CREATE DRIVE buildings and places that thrive to deliver positive impacts for people, the Estate to optimise economic, communities through close working partnerships innovation and technology to make the and promote human creativity communities and environment social and environmental performance with our neighbours and stakeholders Canary Wharf Estate a destination of choice

HOW WE’RE ADDING VALUE WHERE WE’RE GOING

Making Great Places Pioneering Innovation Promoting Inclusive Growth Optimising Our Performance Aiming High For The Long Term – Phenomenal talent pool of – Home to Europe’s largest tech – Positive impact on local – CWG achieve GRESB Five Green Star rating – Promoting better health and well-being 115,000 diverse people and accelerator for finance, retail, communities – 8.5% reduction in emissions over last three years – Promoting cleaner air companies cyber-security and future cities – £2.87 million in local community – CWML zero waste to landfill for last six years – Greener surroundings and biodiversity – 100-acre Estate which includes – 200 businesses employing more engagement and activities in 2015 – 100% of our electricity from renewable sources – Employment and prosperity 30 acres of landscaped space than 700 people – Thousands of jobs created – Improving our supply chain – Connected DLR , Jubilee line – £1.2 billion local spend since 1997 Crossrail (Elizabeth line 2018) PAGE 29 PAGE 53 – Advising our customers

– 16m sq ft office and 1m retail PAGE 39 – Delivering greater efficiencies 11m sq ft of new residential and mixed-use developments planned – Enabling companies of the future

PAGE 1 1

Above: Canary Wharf Estate, London

08 09 MAKING GREAT PLACES

New District Construction Phase

10 11 IN THIS SECTION

How we’re transforming Canary Wharf into a mixed-use location with shops, leisure and sporting facilities, cafés and restaurants, and open spaces PAGE 14 How our new residential developments will bind a new integrated community and provide much-needed housing in our capital PAGE 16 How Canary Wharf’s new Crossrail station will be the next link in a fast, efficient transport system serving the Estate PAGE 20 Why we engage with people near and far through events and activities that entertain, inform and inspire PAGE 22 How we're bringing homes to the Estate This is the essence of our business. PAGE 24 Buildings alone do not make a place – that comes from meeting the many and varied needs of the people who live, work and visit there, nurturing the community that breathes life into the area. As our first residential properties take Canary Wharf into a new era,

we’re starting to see a vibrant new “ Placemaking has been central to the Group’s activities since dynamic for the future. its very beginnings, when a bank moved its entire operation to Canary Wharf and created a new way of working, and a new place. Since then, we have become custodians of a special location that has become a destination in its own right. ” Howard Dawber, Managing Director, Strategy, Canary Wharf Group

1.5 million Expected growth in London’s population by 2030

5,280 New homes to be created by Canary Wharf Group in the next decade

12 13 V A NEW TYPE into a community – shops, leisure and sporting facilities, cafés and restaurants, I CREATING OF COMMUNITY E places for fun, to meet and to relax. This is the mixed community we are creating W A SENSE Canary Wharf is set to be transformed. at Canary Wharf, and it’s supported by P New developments and, crucially, new smart city technology, designed to O residents will bring enormous change. improve the daily lives of all who spend I OF PLACE There will be a distinct change in the time here for work or pleasure. N environment: it will become more diverse, with additional facilities and “ T amenities, and the space will be used HOWARD DAWBER in different and unexpected ways. What Canary Wharf will be a MANAGING DIRECTOR, STRATEGY was once a financial district is evolving community like nowhere else into a melting pot of unique spaces, each Ten years ago, the Estate was quite different from how in the UK – a city of the future, it is today and in a decade’s time, it will have evolved with their own identity. managed by the people who yet further. Howard Dawber explains how our focus on Below: Placemaking isn’t just about the Canary Wharf built it. placemaking is set to transform the Estate into a unique Underground Station, built environment – it’s about how people environment for workers, residents and visitors. Jubilee Park Entrance use the essentials that turn a location ”

A MODEL FOR MODERN LIVING

From being primarily a business and retail location, Canary Wharf is going to become like a city in its own right. Thousands of people will live here, which will make it a better place to work. There’ll be more retail and food outlets, more nightlife and more weekend activities – it will be a 24-hour place, and no other part of London will be managed in the same way: by the people who developed it. As well as a destination of choice, Canary Wharf is becoming a model for 21st century living. Leading-edge smart city technology is being developed here, at locations like Level39, our very own incubator and accelerator for innovative start-ups and technology companies. We’re aiming to see some of those innovations used on the Estate, helping residents to make the most of living here and giving them more control over their environment.

“ Change is fast here, giving Canary Wharf a real sense of mission and direction. There’s an awareness that it’s evolving and growing, and becoming more exciting. ”

15 ENHANCING WORK – LIFE BALANCE

Surveys show people in London want to live nearer their workplace, and see shorter travel times as a bigger benefit than lower commuting costs. For example, an opinion poll conducted on our behalf by Opinion Matters in April 2015 found that among 751 respondents living and working in and around London, 77% said they would be happier if they lived closer to their work. Our residential property, supported by the Estate’s wealth of facilities and cultural life, will make that a reality for people – a major benefit that will enhance work – life balance and improve well-being. 77% The new developments will offer a range of properties for purchase and Proportion of rent. Around half the new properties Londoners saying will be rental, and at least 25% of the they would be happier living new district development will comprise closer to their affordable housing. By engaging with place of work our existing tenants, local authorities and local community groups, we’re ensuring we understand their needs and concerns and creating a place that benefits all. Find out more about inclusive growth on page 39.

“ BUILDING HOMES If we are going to serve the extra one million SHAPING people London is expected to grow by over In 2015, the sales launch of 10 Park the next 15 years, we are going to have to see THE FUTURE Drive made Canary Wharf Residential high-quality rental offers in the market. a reality. When Newfoundland Tower Left: and the new district are complete, there Constructing ” Thousands of people will soon call Canary Wharf home, will be more than 4,000 homes on the Canary Wharf Howard Dawber, as well as work. In addition to providing much-needed Below: Managing Director, Strategy, Canary Wharf Group Estate, a significant contribution to Canary Wharf New housing for London, our residential developments are addressing London’s acute housing District Residential CGI bringing unique opportunities for improved work–life shortage. For the first time, people balance and a new integrated community that will shape the Estate. will truly be able to call Canary Wharf their home. Integrating residential property into the Estate’s existing infrastructure will change its dynamic, making it as thriving and bustling at night and at weekends as it already is by day. Normally, houses come first and the surrounding infrastructure follows; at Canary Wharf, residents will benefit from our existing wealth of shopping, entertainment and cultural amenities from the moment they arrive.

3,530 New waterside homes being created as part of the new district development Computer generated images, indicative only

16 17 SPOTLIGHT SOUTHBANK P L A C E , E N R I C H I N G LONDON’S RIVERSIDE

A prestigious new development at the heart of London’s cultural quarter on the South Bank, and centred on the famous Shell Centre, Southbank Place will make a major contribution to the cultural, social and economic life of one of the capital’s most sought-after destinations.

ADDING VALUE TO AN ICONIC LOCATION

Located on the site of the Festival of spaces will provide places to meet, Britain, Southbank Place is a major walk and relax, while arts and events mixed-use development that will will add to the South Bank’s already complement and enhance the vibrancy rich cultural offering. The development of the area. Centred on the existing will create added value for the area Shell Centre, Southbank Place will though the offices, restaurants and feature seven new buildings, providing retail outlets based there, as well as a mix of housing, shops, cafés, the 2,800 estimated construction and restaurants, leisure facilities and public associated jobs created during the spaces. construction phase. The first stage, One York Square, The Southbank Place was launched in 2015. When the project development will incorporate a highly is completed in 2019, Southbank Place efficient energy centre to reduce the will provide 868 new homes in an site’s carbon footprint. This will be incomparable location, including designed to connect with a possible affordable homes and care homes for district heating network, currently the elderly and disabled. Outdoor public being considered for the South Bank.

“ We are focused on bringing this vision to life and giving back to the South Bank community through the creation of affordable housing and generation of local employmentin the construction phase and beyond. ” Sir George Iacobescu, Chairman and CEO, Canary Wharf Group

868 2,800 new homes in central London estimated construction and Left: Southbank Place created by South Bank Place associated jobs created Computer generated images, indicative only development CGI, London

18 19 MEETING THE T R A N S P O R T NEEDS OF TODAY

Our aim to double the Estate’s population to more than 200,000 requires mass transport systems that are fast and efficient – exactly what we’ve been helping to create. The opening of the new Crossrail Station will put the next link in place.

“ The opening of Crossrail Place is a defining moment for Canary Wharf, but this is only the beginning of an extraordinary development. With the arrival of Crossrail and the recent launch of Canary Wharf Residential, we will be able to offer our local residents on the Estate and nearby a vibrant, social, cultural and sustainable community in which people aspire to live, work and relax. ” Sir George Iacobescu, Chairman and CEO, Canary Wharf Group Computer generated images, indicative only

boosting our connection to the rest of the Jubilee Line and Docklands Light AN INTEGRATED P R O U D H E R I TAG E , the world. It is the enabler behind our Railway (DLR), and contributed TRANSPORT HUB EXCITING FUTURE ambition to double Canary Wharf’s £150 million to the building of Crossrail population and our move into Place. We’ve also encouraged new bus, Crossrail Place brings together fast new residential property. Canary Wharf has been built on river and cycle routes. transport connections with retail and Crossrail Place has been built transport, from the great sea-going As well as the efficiencies to leisure space, a performing arts venue using responsibly sourced timber and clippers that inspired the design of businesses based at Canary Wharf, we and green infrastructure in the shape highly insulating materials, including Crossrail Place to the mass are also bringing social and of a 300-metre enclosed garden. a membrane roof that enables light, air transportation needs of today. environmental advantages for the As well as adding capacity to the and water to reach the plants in the Excellent transport links are crucial people who use them and the wider local existing transport system that already building’s roof garden. Located in the to our commitment to placemaking communities. These benefits include serves Canary Wharf, Crossrail will waters of the north dock, the station Above: and our investments benefit not only quicker, easier access to business, trade Canary Wharf Crossrail reduce travel times to central London connects the commercial district with Station, Retail and Canary Wharf, but London as a whole. and job markets. and beyond to Heathrow Airport, neighbouring Poplar. Roof Garden We’ve made significant investments in

20 21 YEAR-ROUND CALENDAR

The Group’s year-round calendar of artistic, sporting and cultural activities is one of the UK’s largest regular programmes of public art and culture. Offering more than 100 events annually, from opera to film screenings, and featuring world-renowned artists and performers to local schools and community groups, our arts programme is a major contributor to the cultural life of East London. In 2015 we added a new performing arts venue to our Estate, with the opening of an amphitheatre in the Canary Wharf Crossrail station roof garden.

W I N D O W F O R THE COMMUNITY

A regular exhibition programme in the lobby of One Canada Square and Jubilee Park further adds to the Estate’s comprehensive cultural and creative offering, including one of the largest permanent collections of public art in the country. In addition, the Community Window Gallery is a permanent showcase for art, design, poetry and crafts created by local community groups and schools in Canada Square Mall. In 2015, six Community Window displays were arranged.

2015 HIGHLIGHTS

– Canary Wharf Jazz Festival – Winter Lights illuminations – Fashion Weekend – Canary Wharf Ice Rink – Exhibition by Turner Prize artists ARTS AND – Photography exhibitions – Mexican sculpture exhibition CULTURE – Concerts and open-air theatre

Our events, activities and support reach out not just to those who work at Canary Wharf, Above: Amanda Parer, but the wider local population. It’s a key part Fantastic Planet of our community engagement programme. Top right: 65 Aether & Hemera, On The Wings Of Freedom Number of artworks available Bottom Right: to view throughout the Estate Kieth Rand, Original Form

22 23 VIEWPOINT SEEING THE COMMUNITY AS A WHOLE

Newfoundland Tower, and then the new district development, will attract both BRINGING investor and possibly corporate landlords, but we will also be aiming at the local community. H O M E S T O We will retain stewardship over the entire 128-acre Estate. Having one landlord for such a large area is rare but THE ESTATE it brings great benefits. It enables us to take a holistic view, seeing the community as a whole – something that wouldn’t be possible with numerous JOANNE WATSON, HEAD OF RESIDENTIAL ESTATES individual developers working on BRIAN DE’ATH, HEAD OF RESIDENTIAL SALES different aspects. By managing the Canary Wharf Group’s move into residential property will create a Estate, the Group can take a long-term new atmosphere on our Estate, as well as bringing new challenges interest in how it develops. Of course, for us as responsible landlords. But with the same attention to there will be challenges too. We will detail and forward thinking we bring to our commercial properties, have a variety of tenants and customers, the introduction of hundreds of homes will see a transformation of all requiring different services, which Canary Wharf. will bring complexities that we’ll have to address.

“ Canary Wharf is a landlord CHANGING PERCEPTIONS the local community can rely on to do the right thing. London has a severe housing shortage, ” and people increasingly want to live nearer their workplace. More than The impact of these sites will be 115,000 people currently work here and, considerable. To begin with, they will with an outstanding infrastructure create thousands of construction jobs. already in place, now is the right time But beyond that, they will enable the for us to move into residential. daily population of the Estate to grow This will breathe new life into to around 200,000. Many workers Canary Wharf, changing perceptions will have their commute reduced, of the area. We will evolve from being a giving them more time and a better purely financial and business district to work–life balance, and they’ll make become a 24/7 place. We’ll develop an carbon savings. environment that will enable the people For those travelling to and from who live, work and socialise here to here, Crossrail will really open up create the type of area they want it to Canary Wharf to the rest of London, be – more relaxed and community-led. improve access to transport hubs in the UK and, through the fast connection to Heathrow, the world beyond.

“ We’ll develop an environment that will enable the people who live, work and socialise here to create the type of area they want it to be.

Left: ” Canary Wharf New District CGI Right: Canary Wharf New Computer generated images, indicative only Computer generated images, indicative only District Residential CGI

24 25 SPOTLIGHT lighting throughout means the A NEW LANDMARK Newfoundland’s energy usage is more efficient than traditional systems. It will With more than 550 apartments, stand, not just as an eye-catching new NEWFOUNDLAND Newfoundland Residences will be a landmark, but also as a model for more significant addition to our residential efficient building. portfolio. Designed from the start with Creating homes for people who RESIDENCES a focus on minimising its work at Canary Wharf and for the wider environmental footprint, the building local community, and embracing smart will include a sophisticated energy city innovations, these new 17,000 One of the landmark developments transforming Canary Wharf is Newfoundland management system ensuring that no developments will help provide the new jobs will be created by construction Residences, which opens its doors to its first residents in 2018 and will usher in the energy is wasted and heat gets recycled, solution to London’s needs and make a of the New Phase residential development next phase in Canary Wharf’s transformation into a truly full-time community. while the use of low-voltage LED major contribution to the local economy.

26 27 PIONEERING INNOVATION

28 29 IN THIS SECTION

How we’re building on our proud history and looking ahead to an exciting future PAGE 32 How we’ve created a global reputation for digital and smart city innovation in just three years PAGE 34 How we’re supporting entrepreneurs to develop tomorrow’s technology PAGE 35 Spotlight: Cognicity PAGE 36

Innovation has been central to Canary Wharf’s development for over 200 years. Canary Wharf Group maintains that commitment to this “ day, through Level39 – a technology Our plan to become home to London’s growth sectors is really starting to accelerator and magnet for tech come of age. After three years, Level39 isn’t just London’s leading FinTech companies – and our investment in ecosystem, it’s an example of how to create a living and breathing centre smart city technologies. for business innovation. ” Sir George Iacobescu CBE, Chairman and CEO, Canary Wharf Group

£92 billion Forecast growth of UK’s digital economy if firms fully develop their digital potential No. 1 Level39 is Europe’s largest technology accelerator for finance, retail, cyber-security and future cities technology companies

30 31 CANARY WHARF: “ A STORY OF From designing and creating future-proof buildings to being home to the financial technology sector, we aim to keep Canary Wharf ahead of the curve in technology innovation. All our INNOVATION buildings are designed to be upgraded over time to incorporate the latest technology and infrastructure as they arrive, while Since the creation of London’s Docklands in the 19th century, Canary Wharf has been at the heart of the city’s – and the Level39 is cited around the world as an example of how to world’s – trade and commerce. Our success has been built on create a living and breathing centre for business innovation. technology, innovation and a pioneering approach to changing the way things are done. ”

1802–1980 1986–1988 1991 1993 2003 2013

The first docks open and become The financial Big Bang sees One Canada Square becomes Canary Wharf Group 10 Upper Bank Street Level39 launches, quickly the busiest in the world, until the birth of a new financial the first tower at Canary Wharf, is formed becomes the first million becoming Europe’s largest decline sets in after WWII and district at Canary Wharf and Britain’s tallest building sq ft building to achieve technology accelerator for finance, the docks close in 1980 BREEAM ‘Excellent’ rating retail, cyber-security and future cities technology companies

2014 2015 2016 2019 2023

20 Fenchurch Street, featuring Southbank Place becomes Crossrail Place, housing the first 1 and 5 Bank Street designs First stage of residential New residential-led, mixed- the UK’s largest green wall, the first-ever construction completed Crossrail station, achieved BREEAM ‘Outstanding’ development at Canary Wharf use waterside community achieves our highest BREEAM project to receive Ultra Site opens, complete with roof accreditation, the largest set to be completed, enabling due for completion rating yet with an ‘Excellent’ status, the highest level of garden and performance space building of its type ever to people to live on the Estate for score of 80.2% considerate construction gain recognition the first time across the entire supply chain

32 33 VIEWPOINT DRIVING FINANCIAL here, enabling it to be at the forefront TECHNOLOGY of developments and helping us build a partnership with one of the world’s INNOVATION leading consultancy firms. The majority of businesses based BUILDING Level39 is unique – nowhere in London here, though, are small companies offers all of what we do under one roof. developing FinTech software – the As well as being Europe’s largest application of technology for the THE DIGITAL accelerator space for the finance, retail, finance industry. A further 20 or so cyber-security and future cities are focused on smart city technology, technology sectors, we provide developing both hardware and ECONOMY networking opportunities with software. We have enabled some of market-leading businesses, mentors, these products to be piloted on the investors and potential partners. Estate, and our Cognicity initiative Level39 fuses London’s finance is really helping drive BEN BRABYN and technology sectors, enhancing innovation forwards. HEAD OF LEVEL39 London’s position as Europe’s digital Founded just three years ago, Level39 is one of Canary capital and helping the positive Wharf’s great success stories. Partnering with some of the transformation of the finance sector. world’s largest and most famous companies, this unique Major corporate partners and tenants “ service for tech start-ups has rapidly established a global include IBM, Intel, UBS and Accenture, Having begun with six companies on one floor at reputation for digital and smart city innovation. which has based its Innovation Lab One Canada Square, we now have a cluster of over 200 businesses employing more than 700 people. ”

A SCHOOL FOR the UK economy by £92 billion if firms fully develop their digital potential, and ENTREPRENEURS cites Level39 as an example of a space where innovation is fostered. We give smaller, tech-driven firms an Education runs through opportunity to leverage the knowledge everything we do – Level39 delivers here at Canary Wharf. We’ve grown seven hours of education content every from just six companies to more than week, with the likes of IBM, Google, 200 as of January 2016, building a Amazon and Microsoft also delivering global reputation – people come from sessions, and PayPal, Facebook and around the world to learn from Level39. Wikipedia hosting special events. A major report by Oxford Economics The Code First: Girls programme has and Virgin Media Business in 2015 trained more than 240 women in coding predicted the digital sector could grow over the past three years.

Left: 7 Columbus Courtyard, Canary Wharf, London Right: Cognicity Hub Launch Event

34 35 SPOTLIGHT A LAUNCHPAD FOR THE FUTURE

As a result of the Challenge’s success, C O G N I C I T Y – we partnered with Intel to create the Cognicity Hub, a dedicated smart city ecosystem. Based at Level39, A FUTURE CITY, 10 Founding Member small and medium-size enterprises (SMEs) are developing systems, tools and applications that will enhance and TODAY Below: Neon Head Level39, enrich users’ daily lives and activities, Canary Wharf, London from windows that generate their own The pioneering Cognicity initiative builds on Canary Wharf’s legacy of Right: Strawberry Smart Bench, electricity to connecting a range of innovation. It brings together entrepreneurs, innovators and corporates Cabot Square, Canary services for residential tenants. to identify smart city solutions and accelerate their development. Wharf, London A demo-zone will act as a showcase for new technologies and participants will benefit from access to mentors, advisers and a specialised curriculum of learning opportunities. We worked with 36 companies over 12-week periods to identify ideas and technologies that could be tested across the Canary Wharf Estate. Fourteen projects were subsequently piloted, such as the Strawberry Smart INTEGRATED Benches, in a great example of TRANSPORTATION collaboration between large corporates Seamlessly and efficiently connecting multiple modes and high-potential start-ups. of transport The Challenge was built around six elements likely to become the key SUSTAINABLE components of a connected future city: BUILDINGS Using resources efficiently and responsibly

INTEGRATED RESOURCE MANAGEMENT Co-ordinating the long- term use of resources to “ maximise benefits London is perfectly positioned to become the AUTOMATED BUILDING flagship for smart cities everywhere. Initiatives like MANAGEMENT Cognicity are laying the foundations for London Controlling structural environments efficiently to unlock its potential and now we can clearly see CONNECTED HOMES solutions taking shape that are going to enrich the Using multiple devices for lives of citizens in all sorts of ways. ease of access and remote control

” VIRTUAL DESIGN AND Ian Jones, Smart Cities Director, Intel UK CONSTRUCTION Managing integrated, multi-disciplinary projects

C R E AT I N G Launched initially through the Challenge offered innovators a unique CONNECTIVITY Cognicity Challenge, the project has opportunity to develop smart city evolved into the Cognicity Hub – an technology. It was also an important 1,027 6 126 60+ optimised workspace to bring new step in our aim to create a thriving tech technology to the built environment cluster at Canary Wharf, showcasing visitors winners applicants mentors COGNICITY CHALLENGE and respond to the needs of residents cutting-edge technology and and workers. promoting Canary Wharf’s own growth Developed and run in partnership as a connected smart city. 14 36 2 12 with innovation delivery specialists pilots innovators commercial deals countries represented ENTIQ in 2015, the Cognicity

36 37 PROMOTING INCLUSIVE GROWTH

38 39 IN THIS SECTION

How our focus on local procurement is building a stronger supply chain and fostering social regeneration PAGE 42 How we offer local people employment and opportunities to gain valuable skills and experience PAGE 45 The value our cultural activities bring to community groups within and beyond the Estate PAGE 48

We’re not a short-term developer that completes one project and then moves on to the next. We continue to manage our developments, living the values and principles

of being a good neighbour. “ When we embark on a project, By understanding and responding we take a long-term perspective to both the economic and community to the needs of our stakeholders, development associated with it. Our success should also benefit those we make sure our developments who live and work where we operate, offering them – our neighbours – bring the widest possible economic economic opportunity, social cohesion and cultural well-being. opportunities to the people in our ” Emma Warden, local communities. CSR Manager, Canary Wharf Group

43% Total Group spend in 2015 with companies located near our operations 10,000 Tower Hamlets residents helped back into work by Skillsmatch initiatives supported by Canary Wharf Group

40 41 Below left: to Canary Wharf Contractors Ltd to Collaboration CONNECTING SUPPLIERS HELPING SMALL Workshop Level39 AND BUYERS IN join the supply chain/tender for the SOUTH LONDON Southbank Place and Lollard Street developments, a figure that is likely to AND LOCAL rise significantly as work progresses. South London Procurement Network SLPN has also held 18 business (SLPN) was established by Canary workshops and seminars, meet the BUSINESSES Wharf Group and Qatari Diar when the buyer sessions and consultancy development of Southbank Place began, appointments to support SMMEs. and we continue to work closely with By using our influence positively, we aim to promote local businesses, them. SLPN offers a free sourcing and helping them to grow, and fostering social regeneration. A strong local matching service for suppliers and supply chain ensures that value stays within the local economy, so we buyers throughout South London, focus our own procurement activities on local suppliers, and encourage other companies to do the same. helping SMMEs and maximising business benefits. £4.3 million So far, local SMMEs have secured Value of contracts won in 2015 by over £4.3 million in local contracts. To companies registered with SLPN As far back as 1997, we created the Local date, 32 SMMEs have been put forward Business Liaison Office to help local suppliers secure business in our developments. This provided the model for the creation of the East London MEETING DEMAND Business Place and the South London Procurement Network. Since these initiatives were launched, over Ready to Supply the City (RTSTC) is a £1.2 billion worth of contracts have programme jointly delivered by ELBP been placed in local communities, and and SLPN that helps SMMEs to we are now replicating this programme compete for contracts with City-based in our Southbank Place development. businesses and their supply chains. It has engaged with 190 SMMEs from the City’s ‘fringe’ boroughs and is on track to deliver its primary targets of £1 million of contract wins and 105 fully supported SMMEs by the end of the “ current contract in March 2016. DEVELOPING SMALL, Getting key buyers, decision makers and One such firm is T-Sticks of MEDIUM AND London, which has developed a tastier MICRO ENTERPRISES influencers to listen, see and try our products alternative to traditional tea bags. is our key objective and once they do this, we East London Business Place (ELBP) is a are on a roll. As a result of working with the public–private local enterprise led by RTSTC programme, we can gain real access to Over Canary Wharf Group. Based in One large corporates, their supply chains and, of Canada Square, ELBP offers free business coaching and mentoring course, other local SMME businesses who can support to a substantial local talent The Fit for Legacy programme: take us and our product offering seriously. £1.2 billion – 570 SMMEs supported SUPPLIER DEVELOPMENT pool of high-quality small, medium and Value of contracts through our own micro enterprises (SMMEs) across East – £17 million of local contract wins We select partners, contractors and ” spend and partnerships/projects won London and the Thames Gateway. – Around 300 jobs safeguarded suppliers who share our values and Ricky Kothari, by businesses local to the Group’s ELBP also engages larger buying – 130 new jobs created are willing to work in responsible Co-founder, T-Sticks of London operations since 1997 and innovative ways. In CWCL our organisations in the construction, current prequalified supply chain corporate and public sectors to affect The Business Lab – a small-business consists of over 360 CWCL approved realistic buying opportunities and drop-in centre partnership between trade contractors, with a combined annual turnover of over £2 billion facilitate contract brokerage with local ELBP and NCFE: which serves over 70 possible trade SMMEs and social enterprises. – More than 300 SMMEs received package requirements. Depending on business mentoring and coaching the material or product they supply, WORKING IN PARTNERSHIP support different risk-weighted questions are asked of each new supplier at the as a London Living Wage employer in Underlining our appreciation of our – SMMEs had direct access to pre-qualification stage. We also set September 2014. Everyone working for employees and the communities around our ELBP continued to develop partnerships apprenticeships and accredited sustainability clauses into contracts the Group – permanent employees and developments, the Group is now pursuing and deliver projects with a range of training provided by NCFE to raise standards among our supplier contractors – receives a minimum hourly an ambition for Canary Wharf to become a base, encourage local procurement, and wage, which rose in October 2015 from London Living Wage Zone. This would need organisations in 2015, including the drive employment and training. This £9.15 to £9.40. In London, this voluntary 75% of employers in the area to guarantee East London Business Alliance, the Funding was secured from the LLDC ensures that for all of the infrastructure, BECOMING A LONDON figure is set annually by the Greater London the London Living Wage to their staff, London Legacy Development to deliver a buyer engagement and commercial, retail and residential LIVING WAGE ZONE Authority and is significantly higher than potentially having a significant effect on the Corporation (LLDC), the City of enterprise support programme for projects our supply chain is robust, the new National Living Wage (£7.20ph) local economy. To date, 61% have given such meets and exceeds our high standards Canary Wharf Group was proud to for people aged 25 and over introduced a guarantee. London Corporation and Newham construction-related SMMEs from and can service all of our needs going become the first major UK property and in 2016, and the National Minimum Wage College of Further Education (NCFE). the four ‘growth’ boroughs around the forward in 2016 and beyond. construction company to be accredited (£6.70ph) for those under 25. Projects included: Queen Elizabeth Olympic Park.

42 43 C R E A T I N G JOBS FOR LOCAL PEOPLE

Tower Hamlets has one of the highest unemployment rates in London, and youth unemployment is particularly high. Canary Wharf Group actively supports a range of projects and initiatives designed to help local people find employment, and to provide opportunities for them to gain the employability skills and experience they need.

MATCHING SKILLS AMARDEEP RAYET After impressing the team there, Amardeep TO JOBS was offered a full-time job with Munnelly as After joining the Prince’s Trust Get into a handyman. It was not long before he was Construction course, Amardeep Rayet promoted to supervisor, and began to work Canary Wharf Group helped to create participated in a two-week training closely with the Canary Wharf Contractors Skillsmatch, a job brokerage service for programme at the 20 Fenchurch Street team. When a role arose with Canary Wharf development project. This enabled him to Management for a maintenance operative, Tower Hamlets that the Group obtain his Construction Skills Certification Amardeep applied and was successful. promotes to companies based on the Scheme card, which allowed him on a He has now been working for CWML for Estate. This and other initiatives have construction site. He was then placed with 14 months, during which time he has helped nearly 10,000 Tower Hamlets Munnelly Logistics, through CWCL Supply gained a City & Guilds level 1 qualification Chain, where he carried out a further in electrical installation and level 1 residents get into work. two-week work placement. in plumbing. Opportunities for employment are also identified in the supply chain at tender stage and, to ensure delivery, are included in suppliers’ contracts. This model was trialled at the 20 Fenchurch PROVIDING annual grants of up to £20,000 for Street project, a joint venture with Land non-profit organisations supporting A LASTING LEGACY Securities, where apprentices were people in Hackney, Newham, Tower employed directly by Canary Wharf Hamlets and the City of London to Group or through the development’s When the completion of 20 Fenchurch return to work. Canary Wharf Group supply chain. Street in 2015 brought an end to and EECF have each contributed opportunities for onsite training and £25,000 to the seed fund and, working employment, we wanted to create a with Land Securities, we hope to raise lasting legacy. So, in partnership with more funds via service partners, Left: Reuters Plaza, Canary Wharf, London the East End Community Foundation companies based at 20 Fenchurch Above right: (EECF) and Land Securities, we Street and voluntary donations from Celebrating £1 billion CWG spend with Local SME Community East launched the 20 Fenchurch Street visitors to the building’s Sky Garden. Wintergarden, Canary Wharf, London Legacy Fund. The Fund will provide

44 45 BUILDING THE FUTURE WORKFORCE WITH C O D E C L U B

The many tech-based opportunities on the Estate offer great opportunities for young people from the local communities in and around Canary Wharf. To support them, we have partnered with Code Club, part of the global Raspberry Pi Foundation, which aims to teach coding to primary school children aged 9–11. Code Club operates in nearly 3,500 schools, libraries and community centres nationally, including here in Canary Wharf. Volunteer IT professionals pass on their skills to teachers in weekly sessions, enabling them to teach the basics of coding and programming to their children. In addition, Code First: Girls offers free “ tuition to female students, helping to address gender inequality and access There is a huge demand for talent in this issues within IT. Helped by our sector, and through initiatives like Code First: donation of £50,000, 46% of schools Girls we hope to help many more students in Tower Hamlets have signed up to gain the critical skills needed to help fill the Code Club, the highest take-up rate in London. talent gap in London. Providing these kind of opportunities to young people is ” essential if London is to have a future Charlotte Fereday, workforce with the right skills and Community Programmes Manager, Code First: Girls knowledge to stay at the forefront of technology.

DEVELOPING The construction industry is facing a Giving students the opportunity to develop CONSTRUCTION SKILLS skills shortage. At the same time, funding their skills and knowledge through valuable shortfalls are threatening apprenticeships. construction experience helps to support To address these issues, and help build our industry, and can often help us meet a pipeline of future talent, Canary Wharf our own employment needs. Our Built Group has donated £20,000 to the Environment Club, held twice a year, enables #loveLIVES campaign. This initiative – a students on construction-related courses to partnership between Construction News, visit our developments, and we offer a range construction industry charity the Lighthouse of internships and work placements for Club, and KPMG – has been set up to save undergraduates and school students. social enterprise Building Lives and the apprenticeships of nearly 200 young people.

P R E PA R I N G T H E economy contributed 10% of the UK’s preparing now for the growing demands entire GDP. However, skills are not of the digital sector, and investing in the “ WORKFORCE OF keeping pace with demand – digital job future workforce. We want to make Giving young people from socially deprived backgrounds a chance to acquire THE FUTURE growth is nearly three times as fast as in sure students living and studying close a trade and, more importantly, self-respect is a huge benefit to society and to other sectors, and 40% of digital to our developments are able to take the industry – all the more so when it is at a time of acute skills shortages The UK’s tech sector is growing rapidly. entrepreneurs say they face challenges advantage of new job opportunities, and According to the Tech Nation 2016 finding workers with the right skills. that our future tenants have a strong ” report by Tech City and Nesta, the With office space on the new pool of suitably qualified potential Cormac Mac Crann, digital sector in the UK has grown 32% district creating nearly 17,000 end-use employees. Managing Director, Canary Wharf Contractors faster than the rest of the economy jobs within the proposed commercial since 2010 and, in 2015, the internet workspace when complete, we are

46 47 COMMUNITY OUTREACH community partners, is now in its PLAYING AN second decade and attracted more than 3,400 participants in 15 different Our financial support to community sports in 2015. A C T I V E R O L E projects, London-wide initiatives and However, engagement goes events in 2015 rose to £2.87 million, beyond financial support. We realise providing valuable assistance to more the importance of collaboration and I N O U R than 150 local organisations. Our bring together many of the groups we flagship Summer Sports Programme, work with at events such as our which provides a range of coaching and Community Summer BBQ to facilitate COMMUNITIES activities for young people through networking opportunities.

As part of the wider local community, we ensure that the economic growth and benefits created by activities on our Estate also bring Above: value to the surrounding economy and communities. From supporting Students from Pollyanna Training Theatre in the Hound of the a wide range of cultural and sporting activities to senior citizens’ and invested by the Group in community Baskervilles, part of the Early Bloom young people’s clubs, we are proud of the positive impact we bring to Festival 2015, Crossrail Performance £2.87 million projects and activities in 2015 community groups both within and beyond the Estate. Space Canary Wharf, London

48 49 EMPLOYEE the key barriers that prevents people local isolated elders and a major from carrying out volunteering work. refurbishment of the 17th century VOLUNTEERING The scheme enables our employees to St Matthias Community Centre, one work with local projects and develop of the oldest buildings in the area and We also support community groups their own skills, confidence and an invaluable resource for local people. through our own employee volunteer leadership. Projects supported included These involved 67 members of staff programme. All group staff are awarded cooking for a local homeless shelter, in 2015. two volunteering days each year, well facilitating a community fun day, above the UK average, addressing one of delivering Christmas packages to

1,156 14 £2 million Hours of free labour donated on Beneficiaries of Canary Wharf Contractors Value of donations to good causes by the pro bono projects in the community Fund sports donations in 2015 Canary Wharf Contractors Fund since 2001

“ As we embark on our residential development pipeline here at Canary Wharf, it is more important than ever to celebrate the residents in our existing local communities who contribute so much to those around them. Our Community Champions ceremony provides the opportunity to highlight and acknowledge the contribution of these individuals and show our appreciation. ” Zakir Khan, Head of Community Affairs, Canary Wharf Group

“ FOSTERING LOCAL TALENT Canary Wharf Group's community social events have been a fantastic opportunity for us to meet other groups, swap ideas Our annual Canary Wharf The winners have all shown extraordinary Sports Personality of and information, and get a much better understanding of dedication to building better communities the Year awards brought what is available and who can help us. For example, at the first EAST LONDON over many years: helping sick and together more than 300 COMMUNITY disabled children, offering training and local sports people at our Canary Wharf Group community event we attended, we made CHAMPIONS AWARDS employability skills to local people, East Wintergarden venue raising funds for good causes, and to recognise the great contact with George Green's School, who were subsequently Our second annual East London working with people affected by drugs sporting talent among our able to help us by giving us access to their astro pitches for Left: Community Champions awards were and alcohol misuse. communities. The overall Bethnal Green Sharks Swimming presented in October 2015 at Level39, 2015 winner, Tin Ho, won our first girls-only football summer camp. Club Gala 2015, Sponsored by our financial technology start-up Recognising their passion and Canary Wharf Group three golds and a silver incubator. Nine recipients were honoured commitment, each recipient received a at the 2015 Table Tennis Above: by a presentation showcasing their framed certificate and £250 to donate to National Championships. ” Weavers Community Forum, achievements at a special dinner. a community organisation of their choice. Summer Programme, Sponsored Sarah Lang, Limehouse Laces Girls' Football Team by Canary Wharf Group

50 51 OPTIMISING OUR PERFORMANCE

16-19 Canada Square, Canary Wharf, London

52 53 IN THIS SECTION

Our total project approach to creating resilient, future-proof buildings and places PAGE 56 How we have made progress in managing and mitigating the impacts of our operations PAGE 58 How we support not just our own employees, but strive to keep all workers, tenants and visitors to the Estate safe and healthy PAGE 64

Efficient and responsible operations require more than simply protecting the environment. We must go far beyond managing impacts, by using smart technology and design to create a city that is truly integrated, “ efficient and fit for the future. We are constantly looking to improve the way we manage our construction projects so that we set new standards of care for our workforce and of engagement with and consideration for our neighbours. We are adamant that our dedication and perseverance in this respect makes our sites safer and healthier places to work, improves buy-in from local communities and enhances our protection of the environment. ” Cormac MacCrann, Managing Director, Canary Wharf Contractors

1st-ever Considerate Constructors Scheme’s Ultra Site status awarded to Southbank Place 1

54 55 COLLABORATING TO M A N A G I N G DRIVE BEST PRACTICE KEY ENVIRONMENTAL ACHIEVEMENTS IN 2015

Our total project approach is reflected Major LED lighting upgrade O U R in our position as a co-founder and 1 completed in shopping malls active Gold Leaf member of the UK 2 25/30 Churchill Place 80.22% FOOTPRINT Green Building Council (UK-GBC). BREEAM certification This membership demonstrates and Southbank Place became underpins our commitment to integrate 3 the first development to be environmentally responsible practices awarded the Considerate As a major developer, we have a responsibility to minimise Constructors Scheme’s Ultra any negative impact we may have on the environment. into our business operations and share Site status But we aim to go further, creating resilient, future-proof best practice. In 2015, Tom Disley, 25/30 Churchill Place, buildings that enhance their space, and meet the needs Left: Project Manager, completed the 4 Canary Wharf Crossrail of business and communities now and for the future. 20 Fenchurch Street UK-GBC Future Leaders programme station, 20 Fenchurch Street in 2015, and we will participate again and Jubilee Place were all in 2016. awarded Full Project FSC® certification and FSC® We also use independent certified wood specified for organisations such as the Considerate Southbank Place Constructors Scheme to verify that we O U R T O TA L 20 Fenchurch Street won are doing what is within our immediate 5 PROJECT APPROACH a Considerate Constructors control and influence to deliver Scheme Gold Award and projects that represent best value for Most Considerate Site runner-up; Crossrail won We aspire to maintain a position of our workforce, the community and a Bronze Award environmental leadership within our the environment. Accreditation to ISO50001 sector, and we remain committed to 6 energy management ensuring the impact of our operations, standard achieved people and developments on the world around us is as positive as possible. As we oversee all stages of a project, we have a unique opportunity “ to make every development efficient We commit to actively support the UK-GBC’s vision and and adaptable. Using our ‘total project approach’, we collaborate closely at integrate solutions into our business operations that every stage with clients, consultants, have a positive impact on the planet; create responsible, contractors and local stakeholders. ethical and fair solutions for people; and be a leader and This approach – informed by the advocate for change. We will publicly communicate Group’s Corporate Responsibility CANARY WHARF GROUP AND UK-GBC how we are actively delivering sustainability in an open, Policy and our ISO14001:2004-certified Canary Wharf Group was Environmental Management System a founding member of honest and transparent way. – ensures that our impacts and the UK-GBC and has held contributions are considered in the Gold Leaf Membership for over 10 years. Our Member ” project strategy from the start and Commitment was signed Tony Jordan, assessed at every point. All projects in September 2014. Managing Director – Development, Canary Wharf Group include a bespoke Sustainability Management Plan designed to deliver exemplary performance and long‑term value. HOW WE DELIVER A total project approach means considering our impacts and contributions 2015 was a year of internal review across our whole project lifecycle, from design to construction and operations. and strategic development for the future. There will be key challenges that are likely to have an impact on customer expectations and therefore Through design, In construction, Via our operations, business performance. Our integrated we strive to be recognised as leaders in our we continue to push those in our sector we are developing long-term plans for approach to design, construction, sector, driving innovation and promoting towards assessing the lifecycle impact investing in energy efficiency and carbon quality of life. Our ambition is to create of their products, and move towards management on the Estate, and are estate management, community resilient, diverse, safe and connected places low-carbon processes with reduced water introducing smart metering and monitoring and innovation reflects our ambition that promote human creativity. We seek to consumption. To optimise the construction of water and waste. We are developing to embrace those challenges as promote healthy ecosystems that preserve phase, our developments are built in a Sustainability Management Plans for opportunities. natural resources and beauty, and ensure virtual environment before coming to life all our managed buildings, and have a our long-term investments are based on on location, and we conduct research with Sustainability Code of Practice for our CWG achieve GRESB stable, well-governed social, environmental industry experts and higher education suppliers. For all buildings commissioned and economic systems. facilities to gain valuable insight. We employ on or after 1 January 2014, we have a Post- local people with the skills we need, train Occupancy Evaluation strategy set out. others who share our values, and reward Five Green Star them fairly for the contributions. We also partner with local business in our supply rating PLEASE SEE chain to share our procurement needs. pages 52-63 for more information

56 57 ENERGY Place and Cabot Place malls. Together with a similar installation in the CONSUMPTION R E S P O N D I N G Canada Place mall in 2014, this replacement programme is expected T O C L I M A T E In 2015, Group-level energy use rose by to save over 3.7 million kWh per year, 18% to 97.4m kWh, as Crossrail and 25 a 65% reduction in energy use that is Churchill Place were added to the equivalent to the average lighting CHANGE portfolio. However, consumption per requirements of 5,140 UK homes. occupant/ visitor across comparable In addition, our developments office and retail buildings fell 6% and incorporate energy-efficient systems Energy use, and its associated greenhouse gas (GHG) emissions, represent our biggest environmental impacts. We constantly 9% respectively, testimony to the and photovoltaic arrays, such as at the monitor our impact and look for ways to maximise our buildings’ numerous actions that were taken to installation at 25/30 Churchill Place. energy performance and reduce energy use through design, mitigate increases in energy use. We This system produced 15,589 kWh in technology and working with tenants. carried out a major upgrade to lighting, the final four months of the year, installing LED lights in the Jubilee helping us create renewable energy.

CLIMATE CHANGE ADAPTATION ELECTRICITY USE ELECTRICITY USE Landlord and Tenant (kWh) Landlord influenced (kWh) 100% 160m Climate change represents a serious Electricity used that came risk to the future of the built 140m from renewable sources environment and to business 120m continuity. In the future, we are expected to face warmer, wetter 100m winters, hotter, drier summers, rising 80m sea levels and an increase in extreme ISO weather events. 60m In 2015, we set up a protocol that 40m will help us to understand the resilience 50001 of our projects to climate change 20m Group-wide certification for energy impacts. We have started to work with 0m management achieved in October 2015 our design teams to evaluate the 2012 2013 2014 2015 2012 2013 2014 2015 potential risks and effects of climate change on future developments by creating climate change adaptation risk assessments. We have also formed strategies to reduce these effects by implementing viable design solutions for climate change mitigation over the GREENHOUSE with the arrival of Crossrail Place. For CWCL, our CO2 emissions rose in 2015, lifetime of our developments. GAS EMISSIONS By identifying the impacts, risk, from 1.62 tonnes per £100,000 to 2.94 adaptation and mitigation measures tonnes, meaning that our target of 2.0 that will be implemented to kerb the We constantly monitor all our impacts, tonnes was not achieved. This was due effects of climate change on our including the transportation of materials to the majority of our projects at heavy projects, we are demonstrating how to and from site, and the GHG emissions civil stage resulting in increased fuel our buildings are to be future proof. of our developments. We keep records consumption. Our current projects of our environmental impacts using the are achieving around a 25–30% online system developed by BRE. improvement on the 2013 Part L Through our own energy-saving Target Emission Rate. initiatives across the Estate, and by The installation of LED lighting helping our employees and tenants to in three of our shopping malls and their be more efficient, office and retail GHG associated car parking areas (see above) emissions dropped 7% each; and resulted in an estimated reduction of infrastructure and car parks fell by 1,860 tonnes of CO2 emissions a year, 32% in 2015. equivalent to 5.7 million miles of Emissions from office buildings car journeys. fell by 7% to 1.14 tCO2e per occupant, while emissions from infrastructure and car parks fell to 0.02 tCO2e, a drop Left: PLEASE SEE Morgan Stanley of 33%. Retail emissions intensity has Bio-diverse Roof, progress against our 2015 targets 20 Bank Street, only seen a 7% increase despite an 2 PAGE 72 Canary Wharf, London additional 100,000 ft of retail space

58 59

R AW cwml waste recycled % 2012 2013 2014 2015 Office buildings 69 68 68 81 Retail buildings 39 43 51 82 MATERIALS Infrastructure 9 22 43 64

AND WASTE cwcl waste diverted from landfill % 2012 2013 2014 2015 Construction 96 98 97 92 Left: Demolition 98 99 99 94 As a major developer, we have a responsibility to CWML recycling in action minimise our use of natural resources and, guided by our Below: Excavation 100 100 100 99.5 five-year Group Waste Strategy for 2012–2017, to reduce, Resources from waste recycle or reuse as much waste as possible.

Across Canary Wharf Group (CWG), waste management companies has RESPONSIBLE MATERIALS we generated 258,060.34 tonnes of meant that only 8.29% of construction AS STANDARD CWML – ABSOLUTE actual waste in 2015, a significant rise that waste, 0.48% of excavation waste and target GHG EMISSIONS (tCO2e) All our major materials come from can largely be attributed to the 6.11% of demolition waste was sent to verifiable, traceable sources, and all increase in construction projects with landfill in 2015. 0% 100% others are procured from companies 90,000 with an Environmental Management New District, Newfoundland and We also support our tenants, System (EMS). 7 Westferry Circus being undertaken occupiers, staff and contractors in 80,000 this year. The amount of material reducing their resource use and For example, 100% of our timber at a 70,000 Non-hazardous waste sent to landfill CWML waste recycled, reused or treated project-wide level comes from sources recycled increased by 15% to 97.68%. improve waste recycling with an by CWML digestion and composting by anaerobic digestion and composting certified by the Forest Stewardship Almost all the remaining 1.36% was individual Building Sustainability 60,000 Council® (FSC®), while our reference composted, sent for anaerobic digestion Management Plan for each of our 50,000 point for concrete and structural or incinerated with energy generation, buildings. We have also installed food steel is BES 6001. These require a 40,000 comprehensive certification process and only 0.97% ended up in landfill. waste segregation facilities in tenants’ involving independent assessments of CWG’s Waste Strategy sets out restaurants and catering areas in One 30,000 our suppliers and their extended supply ambitious goals and a number of Canada Square. 88% 92.1% chains. Through direct engagement, we 20,000 have helped a number of suppliers meet stretching targets for the reduction of the most stringent responsible sourcing waste generation and the use of 10,000 standards, enabling us to deliver responsible disposal methods. In PLEASE SEE projects that are certified as being progress against our 2015 targets 0 Waste from Crossrail Place Construction waste from Canary Wharf CWCL the segregation of waste and 2012 2013 2014 2015 responsibly sourced. PAGE 72 recycled, reused or treated New District diverted from landfill and improved reporting by contractors and by anaerobic digestion either reused, recycled or recovered

60 61 Left: Essential Mechanical Infrastructure BIODIVERSITY Below: Essential Green Infrastructure – Jubilee Park, Canary Wharf, London As part of the Thames Estuary, our Estate is home to a wide variety of animals and plants. Our urban design has, over time, created a suitable living environment for native and threatened species that have established themselves alongside our flourishing commercial activities.

Six acres of gardens and landscaped identification and implementation of public spaces form an integrated options for protecting and enhancing network of green spaces, while reed beds the ecology and for mitigating and and water terraces improve water offsetting threats. The Plan includes quality and habitats. Seasonal planting the creation of new green spaces, and a helps to attract birds and insects, and we network of green and brown roofs hope the new Crossrail station roof covering over 4,000m2, while the garden will also attract further wildlife. creation of aquatic habitats and It is our goal to ensure we create sanctuaries will provide a valuable safe and healthy ecosystems within the contribution to the regeneration of the Estate. In 2015, our Biodiversity Action Thames Estuary. We launched the Canary Plan was updated and now provides a Also in 2015, we worked with BRE Wharf Wildlife Photography framework for promoting biodiversity (Building Research Establishment) to Award in November 2015, across Canary Wharf from 2015 to 2020. help design its new Strategic Ecology with photos on display for three weeks in the Crossrail The Plan will facilitate the Framework, which will define the Skybridge. collation and assessment of information future of how ecology is approached about the ecology of the Estate, and the within the BREEAM framework.

To help meet this commitment, we have been installing greywater recycling W A T E R systems, as well as water-efficient fittings in our new buildings. At 25/30 We have a long-term commitment to Churchill Place, for example, this will reduce the amount of water we use result in a 40% reduction in water throughout the Estate and our operations. consumption compared with a typical office building. During the year, total water use in CWG was 426,733m3. Water use in offices and retail locations fell, while in construction, major water-consuming activities in 2015 included damping down, wheel washes and site offices.

62 63 S U P P O R T I N G S A F E T Y, OUR PEOPLE HEALTH AND Our people – our employees, but also the partners and W E L L - B E I N G contractors on whom we depend – are the foundation of our success. Their talent, skill, hard work and dedication are essential to everything we do. We oversee the safety, security and well-being of over 115,000 people who work on the Estate every day, including partners, contractors and visitors, a responsibility we take extremely seriously.

In return, we aim to be a good employer, REDUCING ACCIDENTS We believe that all accidents and On our construction sites we providing a safe and supportive AND INCIDENTS incidents are preventable and our aim to have zero work-related workplace, career development and Health and Safety Policy, part of the accidents and incidents. This focus training opportunities, and fair Group’s integrated management system requires close collaboration with our rewards for their contributions. (see group.canarywharf.com), outlines contractors and has seen CWCL We also support local people to gain our procedures and practices. awarded gold medals at the 2015 new skills and experience, and we aim We are committed to continued RoSPA Awards for both Crossrail and to nurture the talent of the future improvement in providing a safer 20 Fenchurch Street. In 2015 we had through our work with local school, working environment through the a total of four lost time accidents, a fall college and university students (see management of our Estate, and we work of 43% from the previous year despite more about local employment and with our tenants as well as organisations over 1.6 million project hours worked. training on page 41). such as the London Fire Brigade, London During 2015, 900 employees Ambulance service and Health & Safety completed various development and Laboratory, to achieve this goal. Such a training programmes, including on framework has seen the CWML 15% issues such as our anti-corruption Accident Incident rate fall by 15% in 2015 Reduction in CWML Lost Time and bribery policies, health and safety and the Lost Time Accident Frequency Accident Frequency Rate to and diversity. rate has seen the same reduction to 0.22 0.22 per 100,000 hours worked Our Employee Assistance per 100,000 hours. programme provides free information on topics ranging from cancer and other health matters to bereavement to legal matters, and we offer training on personal safety and security. We also pride ourselves on the diversity of our workforce, reflecting the wider population of our locality. Our employee turnover was 9.47% in EMPLOYEE WELL-BEING 2015, a fall from 2014 and reflecting our belief that we are a company people A happy, healthy workforce is more choose to work for. SECURITY AND RESILIENCE productive, so supporting our employees’ well-being is the right thing Ensuring the safety, well-being and comfort of the 115,000 people who to do, and helps us to deliver results. work every day at Canary Wharf is a We offer a wide-ranging package of key priority for us. As we move into the benefits to support this, including residential market, safety and security private healthcare, access to expert will become even more important. Along with the existing 300 security staff we medical advice and subsidised gym employ on the Estate, our developments memberships. We even have our own will include features such as video entry chaplaincy to offer spiritual support phone systems and security fob access, as well as round-the-clock on-site to those of all faiths and none. security teams We are also accredited to the London Ambulance Service’s Defibrillator Accreditation Scheme, giving employees, tenants and visitors PLEASE SEE a greater chance of surviving a heart progress against our 2015 targets attack before the paramedics arrive. PAGE 72

64 65 M A NAGI NG AND REPORTING WHAT MATTERS

66 67 IN THIS SECTION

Our governance processes for managing our corporate responsibility PAGE 70 How we determine what’s material to our business and what’s important to our stakeholders PAGE 71 The scope and boundaries of this report, and the independent assurance of its contents PAGE 75

Informed by an ongoing stakeholder engagement programme and a materiality assessment, we seek to address our most important impacts, opportunities and risks. These priorities drive what we do as a business and form the basis of our

annual reporting. “ Our approach to Placemaking is designed to bring out the best in our people and projects, enabling us to engage, deliver and sustain attractive built assets which help communities, businesses and people to thrive.

By keeping the important issues front and centre of our thinking, we are able to raise standards and track our performance as we remain resolutely focused on our long-term goals. ” Martin Gettings, Group Sustainability Manager, Canary Wharf Group

68 69 R E S P O N S I B L E MATERIALITY

We consider our most material issues to represent our key BUSINESS Below: impacts, opportunities and risks. These priorities drive our Canary Wharf Estate P R A C T I C E S , activities and form the basis of our reporting. local context E T H I C S A N D In late 2015 and early 2016, we conducted a materiality assessment. KEY • What we do • How we work • Our footprint This involved desk-based research into COMPLIANCE the key issues raised by industry peers VERY IMPORTANT MORE IMPORTANT and key stakeholder groups, as well as a - Customer privacy - Developing the Estate materiality workshop involving our Our Corporate Responsibility Group (CRG) is chaired - Transport - Residential development cross-functional governing body, the by the Group Company Secretary and comprises senior - Culture - Tenant and consumer demand and supply Corporate Responsibility Group (CRG), management from the Group’s three operating companies. - Local communities - Design and construction impacts and key external stakeholders. This - Corporate governance process incorporated considerations of - Quality of built environment our corporate risks, participants’ - GHG emissions understanding of stakeholder expectations, and the trends and issues IMPORTANT VERY IMPORTANT most relevant to our sector. The CRG, which meets six times a year, - Safety and health - Technology The assessment identified 20 is responsible for setting relevant - Energy and water - Physical and cybersecurity issues that are deemed to be material to strategy and targets throughout the - Biodiversity - Supply chain management both our business and key stakeholders, organisation, and sharing lessons - Raw materials and waste CHAIRMAN - Workforce which we have categorised across three learned. Its role also includes the AND CEO key boundaries of our business: what we quarterly monitoring of performance do, how we work and our footprint. against these targets. CANARY Please see the diagram left. The Group also appointed a new W H A R F INFLUENCE ON DECISIONS AND ASSESSMENT STAKEHOLDER Our most material issues are Group Sustainability Manager in 2015, LIMITED SIGNIFICANCE TO CWG: closely linked with the risks in our who will be responsible for creating and ECONOMIC, ENVIRONMENTAL AND SOCIAL IMPACTS corporate risk register, which is where leading a long-term sustainability we define our mitigation and strategy for the Group. GROUP CANARY management actions. COMPANY WHARF SECRETARY CONTRACTORS LIMITED Chairman, Corporate Responsibility Group IMPLEMENTATION CANARY W H A R F MANAGEMENT LIMITED

KEY POLICIES The Group is guided by an ambitions, pushing the boundaries of overarching Code of Business Practices best practice and retaining a leadership AND PROCESSES and Ethics, supported by a number of position in our sector. policies, including our Corporate Although this governance To draw on a broader base of experience Responsibility Policy and Anti-Bribery structure has served us well, we are and knowledge, the CRG regularly calls and Corruption Policy. Collectively, determined to adapt to the needs of on other experts from throughout the adherence to these codes and policies a changing world and to evolving Group. They provide additional focus drives every aspect of our reporting best practice. We are on the community and local economy, business activities. therefore in the process of exploring energy and water, waste, transport, However, ultimately ways to improve our management and human resources, health and safety, responsibility rests with all our communications framework. procurement and communications, as employees. By implementing Group well as our ISO14001:2004 certified programmes and achieving targets, Environmental Management System. our people are the key to achieving our

70 71 2015 CORPORATE RESPONSIBILITY CRG AREA STATUS: 2016 TARGET PROGRESS TARGETS 2015 91%

BIODIVERSITY Produce an updated Biodiversity Action 100% Engage suitable Ecological Consultant, A G A I N S T Plan to cover 2015 to 2019 develop stakeholder network and

implement plan Hold an event to highlight biodiversity on 100% Increase awareness and participation in TARGETS the Estate annual Wildlife Photography Award

In 2015, we achieved many of the objectives we set PROCUREMENT Set minimum HSEQ standards for 100% 75% of CWML suppliers to gain out in last year’s report, and made good progress CWML/L suppliers and contractors accreditation with the Safe against all of our stated ambitions. We achieved 91% Contractors Scheme of what we said we would do. SOCIAL AND Develop our Local Procurement Networks 75% Strengthen working relationships of SLPN ECONOMIC SLPN and ELBP and ELBP internally and externally DEVELOPMENT Monitor and consolidate CWG’s spend 96% 45% of CWG and operating companies with local businesses spend to be with local businesses

2015 Develop our relations with local groups Undertake review of CWG’s CORPORATE RESPONSIBILITY COMMUNITY 100% CRG AREA STATUS: 2016 TARGET through activities and awards employment support activities to TARGETS 2015 91% enhance support offered Communicate our community outreach 100% Review reporting of CWG’s outreach CONSTRUCTION Meet or exceed required EAM ratings on 100% Publish Sustainable Design Strategy programmes activities and create internal repository all applicable projects of information Finalise and present CWCL’s 100% Publish Sustainable Construction Strategy Continue activities that link our tenants 85% Host visits, target of at least 1,000 guests; Sustainability Strategy with local communities review CSR Lunch format; design and host Continue to develop the CWCL EMS 100% Increase environmental rep involvement new forum and improve system training for trade Further develop our employee 100% Expand volunteering to encourage wider contractors volunteering activities participation across the business Further develop the resources tracking 100% Develop online KPI tracking to support system within CWCL required performance level HUMAN Gauge employee engagement on a 100% Remodel and deliver CWG Sustainability Enter selected CWCL projects for 100% Review and target appropriate awards RESOURCES variety of issues Awareness training appropriate awards AND TRAINING 50% of security staff to have received 100% Implement a CWML Staff Engagement diversity training by end of year Survey and introduce a staff helpline ENERGY Achieve ISO50001 certification for 100% Publish Sustainable Estate Carry out Anti-Bribery & Corruption MANAGEMENT the Group Management Strategy Refresher and Modern Slavery training Replace car park lighting with more 100% Replace truck tunnel lighting with more energy-efficient systems energy-efficient systems HEALTH Review CWG H&S Policy and issue to 100% Update CWG website to better AND SAFETY all staff communicate commitment to safety for WATER Investigate the feasibility of installing 100% Define proposals for Automated Meter visitors and employees MANAGEMENT smart metering for water systems Reading on all CWML controlled mains Ensure fire log in every CWML Building 100% Develop and launch on-line Incident water supplies and staff trained Management System to improve visibility of actions taken WASTE Recycle, reuse or recover 85% of 94% Recycle, reuse or recover CWML waste as MANAGEMENT CWML waste follows: TECHNOLOGY Assist tech companies in achieving Recycle, reuse or recover 80% of 100% Managed offices 82%, Retail 85%, high growth CWML Crossrail Retail waste Infrastructure 70% Determine feasibility for participation Produce engagement strategy for 50% Expand waste management engagement in external Smart City programs Crossrail Retail strategy to managed offices Support Code First: Girls programme

TRANSPORT Liaise with Transport for London to install 100% Work with Transport for London to install RESIDENTIAL Develop management strategies for the next phase of the Cycle Hire Scheme Cycle Hire Scheme docking station at residential buildings, health clubs, Carry out the employee survey in relation 100% Westferry Circus swimming pools, concierge to transport issues Enrol in and achieve Bronze status in Scope out and instigate development the Fleet Operator Recognition Scheme of Residents' Web Portal and (FORS) Community Application

COMMUNICATION Prepare and submit CWG data to the 100% Review Associations and benchmarking SECURITY Improve staff performance and customer GRESB scheme options and determine best value service to tenants and visitors to the Estate. Produce Annual Sustainability Report 100% Produce Annual Sustainability Report for 95% pass rate for staff attending Security for 2014 GRI G4 standards 2015 to meet GRI G4 Core standards Industry Authority Door Supervisor Licence Publish CWG Sustainability Policy 50% Publish CWG Sustainability Policy, training and Strategy Strategy and update Sustainability pages Deliver enhanced first aid training to one on CWG website third of operational security staff Produce Sustainability Management Plan 100% Review feasibility of VA (KPIs) with CWG for 25 Churchill Place Tenants / Arrange PO Evaluation for 25 Churchill Place

For detailed information, please see page 80 of this report.

72 73 STAKEHOLDER A B O U T ENGAGEMENT THIS REPORT

Canary Wharf has a wide range of stakeholders, ranging from Further information, including all Group documents and tenants and local residents to employees, investors, and local policies referred to in this report, can be found online at and central government bodies. We maintain open dialogue group.canarywharf.com with all those who have a stake or interest in what we do. This report is one aspect of that communication process.

Informally, routine meetings (both consultations linked to proposed new engagement with stakeholders is fed within the Group and externally) developments, tenant and CSR forums, back and used to directly influence the REPORTING STANDARDS AND provide useful opportunities to share and professional surveys. way we design, build and manage our AWARDS concerns and ideas for improvement. But however formal or regular the properties in the future. BOUNDARIES VERIFICATION More structured sessions include process, what we learn from our REPORTING PERIOD GLOBAL REPORTING INITIATIVE The information in this report, This report has been prepared in STAKEHOLDER GROUP TYPE OF ENGAGEMENT published in September 2016, covers accordance with the GRI G4 Communities Community Forums to exchange views with individuals and the period from 1 January 2015 to Sustainability Reporting Guidelines. Southbank 20 Fenchurch 31 December 2015 unless Our full GRI index can be found in Place Street Through extensive consultation and interaction with the local groups people who live and work in the area, we get to know Corporate Social Responsibility Forums to help local otherwise stated. our Appendix online: their concerns, such as the impacts of our construction charities and community support groups connect with group.canarywharf.com operations, and their hopes, such as the need for local Canary Wharf tenants and occupiers and with each other REPORTING SCOPE jobs, training and business opportunities. Their ideas help Transport Forums This report covers the properties and It is also aligned with the European shape today’s projects and tomorrow’s plans. activities that we directly managed Public Real Estate Association’s Security and Business Community Forums 20 Fenchurch 25/30 and controlled in 2015, namely: (EPRA) Best Practices Street Churchill Place Recreational, social and cultural activities – Canary Wharf Estate Recommendations on Sustainability Employees and contractors Staff Consultative Committee meetings (infrastructure areas) Reporting. At the end of 2015, Canary Wharf Group employed 1,203 Employee environmental awareness training – One Canada Square – 40 and 50 Bank Street INDEPENDENT ASSURANCE permanent staff, who form the bedrock of our success. Health and Safety Forums We also rely on the services of our contractors. Regular – 5 and 25 Churchill Place In line with corporate best practice, engagement and sharing of best practice with both Performance reviews – 7 Westferry Circus Bureau Veritas – an independent expert 20 Fenchurch Crossrail groups helps to ensure the safety, diversity and efficiency – Canary Wharf retail portfolio. in environmental and social Street Place of our operations. responsibility – has independently Investors Annual reporting The construction projects that assured all the data contained in this are covered are: report, which relates to the most It is important that we provide our investors with the Responses to individual queries social, environmental and ethical information necessary – Canary Wharf Crossrail station relevant and material issues (see to make informed decisions about our performance and retail development Materiality on page 65) for our business Crossrail Jubilee Place and prospects. – Newfoundland and our stakeholders. Place Expansion – Canary Wharf New District Local government Planning Forums (formerly Wood Wharf) Three local authorities provide the planning frameworks Planning process – One and Five Bank Street SUMMARY ASSURANCE STATEMENT FROM BUREAU VERITAS UK LTD that define our operations: Tower Hamlets, the City of Advice and response to technical queries – 10 Bank Street Bureau Veritas UK Ltd (Bureau Veritas) London and Lambeth. We work closely with each to – Southbank Place understand their concerns and ensure that our operations has provided limited independent CWCL CWCL are consistent with their objectives. – Southbank Place – Lollard Street assurance over the quantitative data CWML – 307 Burdett Road and performance against targets National government Working Groups contained within the ‘Canary Wharf – Bank Street Road Works Group Sustainability Report 2015’. The environment, employment, the economy and taxation Consultation – DS7 Fit Out UCL The information and data reviewed all have a bearing on the Group’s activities. Consequently, Communication programs – DS7 Fit Out EBA in this assurance process covered the UK Government is an important stakeholder. – 7 Westferry Circus. the period 01 January 2015 to 31 December 2015. Tenants, occupiers and retailers Sustainability Forums on environmental management CWML CWML The full assurance statement including issues This report excludes properties We regularly talk to our commercial and retail tenants occupied by third parties on fully the scope of work, limitations and and occupiers to gain a better understanding of their Regular meetings on a building-by-building basis exclusions, Bureau Veritas’ assurance ASSOCIATIONS repairing and insuring leases, but does opinion and methodology, and current and future requirements. This is particularly useful Retail Tenant Forums when designing and refurbishing properties as well as in extend to those areas in which we have a statement of independence and attracting prospective tenants. Canary Wharf PR and Communications Forums significant influence. Among these are impartiality can be found on the Canary Wharf Group website: outsourced procurement Suppliers Meet the Buyer events group.canarywharf.com/ arrangements, energy consumed and corporate-responsibility Whenever possible, the Group looks to buy goods and Business Mentoring and Coaching purchased directly by tenants in services locally – and we encourage the supply chain Local Procurement Partnerships properties covered by operating leases that serves us to do the same. This has a positive effect and agreements with joint venture Bureau Veritas UK Ltd throughout our communities in terms of employment August 2016 and prosperity. partners and co-owners.

74 75 APPENDIX: PERFORMANCE IN DETAIL

76 77 IN THIS SECTION

Our performance against our 2015 targets, and the new targets we have now set ourselves PAGE 80 See the environmental data for our three Group companies in detail PAGE 89 Our reporting against the Global Reporting Initiative’s (GRI) G4 Sustainability Reporting Guidelines PAGE 93

To provide those wishing to examine our performance in greater detail, this appendix offers readers a summary of our progress against our 2015 targets, detailed environmental data and a GRI index.

78 79 OVERALL STATUS AT END OF OBJECTIVE No 2015 TARGET 91% 2016 TARGET CWG CORPORATE 2015 COMPLETE

CONSTRUCTION 2 Finalise CWCL Sustainability Complete as follows: 100% Publish Sustainable RESPONSIBILITY Strategy and Present Construction Strategy Completed May 2015 completed strategy to all All teams briefed on Participate in external project teams CWCL Sustainability engagement activity: TARGETS AND Maintain CWCL sustainability Strategy – Participate in 2016 UK-GBC engagement programme Tom Disley (Project Future Leaders programme CWCL to participate in: Manager) Completed – Attend launch of CIRIA fit- PERFORMANCE: – UK-GBC Future Leaders UKGBC Future out best practice event programme and other UK- Leaders Program 2015 – Participate in BRE Strategic GBC events Ecology Framework CWCL contribution F I N A L S T A T U S – CIRIA Environmental Good – Participate in CIBSE Resilient Practice updates to CIRIA Fit Out Guide completed Cities Working Group Nov 2015 – Participate in CCS Strategic 2 0 1 5 A N D Working Groups CONSTRUCTION 3 Continue to develop the Complete as follows: 100% Develop the CWCL EMS: PLAN FOR 2016 CWCL EMS as required to CWCL EMS updated – Increase Environmental support required level of to reflect changes Rep involvement in performance in reporting communicating KPI In 2015, we achieved many of the objectives we set – Update all CWCL EMS requirements performance v target out in last year’s report, and made good progress documents in accordance including the – Update all PP19 documents against all of our stated ambitions. with Sustainability Strategy development in accordance with We achieved 91% of what we said we would do. – Maintain improvements in of guidance Sustainability Strategy documentation. We outline in detail our performance against these all sustainability KPIs in line Improvement plan – Maintain improvements in our targets and our plan for 2016 below: with published CWCL long- all Sustainability KPI’s in line term target areas formally in place for all PP-19 documents with published CWCL Target in EMS Areas (PP19.05) – Establish online KPI CWCL KPIs tracking system performing in line with long term targets OVERALL STATUS AT END OF Online reporting OBJECTIVE No 2015 TARGET 91% 2016 TARGET 2015 platform (BRE COMPLETE SmartWaste) procured and being CONSTRUCTION 1 Meet or exceed the required All projects currently 100% Publish Sustainable utilised on all live environmental assessment achieving or Design Strategy: CWCL projects method ratings exceeding required – Meet or exceed the required (e.g. BREEAM, LEED, CfSH) Part L BREEAM & environmental assessment CONSTRUCTION 4 Further develop the All Live Site Waste 100% Develop CWCL online KPI on all applicable projects: CfSH targets method ratings sustainable resources Management Plans tracking system: – All projects aim to exceed (e.g. BREEAM, LEED, CfSH) tracking system for all major (SWMP) now held on – Finalise procedure for requirements of Part L on all applicable projects materials and waste within platform managing FSC Project CWCL: – 20 FS BREEAM 2011 – Achieve first BREEAM Waste and FSC both Certification audits using Excellent PC Stage Outstanding rating DC – Develop the current waste tracked through online reporting system management system to BRE SmartWaste – 25/30 Churchill Place in 2016 – Improve training given to track KPI performance (REALise) platform BREEAM 2011 Excellent – Develop a gap analysis Trade Contractors on the PC Stage to study the feasibility of – Develop the current FSC Materials tracking use of the online reporting tracking system to online system developed system – 1 Bank Street BREEAM 2014 implementing the Well platform and being applied Excellent Design Stage Standard for Shell and Core – Review options for projects in 2016 – Establish major materials on all EAM rated Environmental Inspection to – Newfoundland CfSH Level 4 tracking system as per Projects be based online Design Stage – Develop a gap analysis to study the feasibility requirements of BREEAM – Southbank Place BREEAM of implementing a new 2014 for all BREEAM rated 2011 Excellent/CfSH Level 4 residential standard across projects Design Stage all buildings in 2016– Home – Wood Wharf BREEAM 2011/ Quality Mark, Well Standard CfSH pre assessments for residential – Assess the embodied carbon of at least 3 commercial buildings in the pipeline in 2016 – Target first A rated EPC Commercial Building for Canary Wharf – Achieve first Masterplan Level certification – Set up quantitative targets for the long term Sustainable Design strategy in 2016

80 81 OVERALL OVERALL STATUS AT END OF STATUS AT END OF OBJECTIVE No 2015 TARGET 91% 2016 TARGET OBJECTIVE No 2015 TARGET 91% 2016 TARGET 2015 2015 COMPLETE COMPLETE

CONSTRUCTION 5 Consider and enter Complete: 100% Review and Target appropriate TRANSPORT 12 Liaise with TfL to install the Installation of next 100% Work with TfL, install a new selected CWCL projects for CCS sustainability awards: next phase of the Cycle phase in negotiation Cycle Hire Scheme docking appropriate sustainability Hire Scheme with TfL Business station at Westferry Circus 20 FS Most – Submit application to the and environmental awards Sustainable City Awards Development team Considerate Site and CW Legal – Enter all projects for runner up and – Target the highest possible National and Local Dept – lease for Gold Award BREEAM score to be future development Considerate Constructor shortlisted for BREEAM Awards Crossrail Bronze issues to be agreed. award awards Installation of WFC – Review and target other FSC – Enter all projects for National docking station appropriate awards and Local Considerate expected to take Southbank Place Constructor Awards place in 2016 awarded FSC – Submit an entry to the CCS Applicant Status TRANSPORT 13 Carry out the employee Survey Carried Out 100% Enrol in and successfully Best Practice Hub for each survey in relation to achieve Bronze membership 20 FSC Crossrail Project 25 / 30 Churchill transport issues status in the Fleet Operator Place Jubilee Place Recognition Scheme awarded Full Project (FORS), for all company FSC Certification vehicles and drivers. FORS is an accreditation scheme ENERGY 6 Achieve ISO50001 CWG achieved 100% Publish Sustainable Estate encompassing safety, fuel MANAGEMENT certification for the Group successful ISO 50001 Management Strategy efficiency, vehicle emissions Certification in and improved operations October 2015 COMMUNICATION 14 Prepare and submit CWG 2015 Data Submitted 100% Review Associations and ENERGY 7 Replace car park lighting Extensive and 100% Replace truck tunnel lighting environmental data to benchmarking options and MANAGEMENT with more energy successful LED with more energy efficient the Global Real Estate determine best value efficient systems replacement systems Sustainability Benchmark Programme (GRESB) scheme completed COMMUNICATION 15 Produce the Annual Report Published 100% Produce the Annual WATER 8 Investigate the feasibility of Feasibility 100% Define proposals for Sustainability Report for Sustainability Report for 2015 MANAGEMENT installing smart metering for investigation Automated Meter Reading on 2014 to meet GRI G4 Core to meet GRI G4 Core standard domestic water systems carried out all CWML controlled mains standard water supplies COMMUNICATION 16 Publish the CWG Strategy drafted 50% Publish CWG Sustainability WASTE 9 Recycle, Reuse or treat by The following waste 94% – Managed offices – 82% Sustainability Policy and presented but Policy, Strategy and update MANAGEMENT anaerobic digestion and management targets – Retail – 85% and Strategy not published at Sustainability pages on composting 85% of CWML were achieved for end 2015 CWG website waste by year end 2015: – Infrastructure – 70% COMMUNICATION 17 Produce a Sustainability Sustainability 100% Implement Post-Occupancy – Managed Buildings Management Plan for 25 Management Plan Evaluation for 25 Churchill –80.82% Churchill Place and hold produced. Initial Place following 12 months of – Retail Malls – 82.11% regular meetings with meetings held with full occupancy

– Infrastructure – tenants to implement actions EMA Review feasibility for a 63.62% Voluntary Agreement initiative Achieved 88% (KPIs) with CWG tenants as for 2015 part of CWG Sustainability 10 Recycle, Reuse or treat by 100% Forum anaerobic digestion 80% of waste produced in Crossrail BIODIVERSITY 18 Produce a revised Plan completed 100% Engage suitable Ecological Retail by year end Biodiversity Action Plan to Consultant , develop cover 2015 to 2019 stakeholder network and WASTE 11 Produce engagement Veris workstream 50% Expand waste management implement Biodiversity Action MANAGEMENT strategy for Crossrail Retail has begun with engagement strategy to Plan to cover 2015 to 2019 preliminary include managed offices interviews with BIODIVERSITY 19 Hold an event to highlight Canary Wharf 100% Increase awareness and retail tenants. The biodiversity on the Estate Wildlife Photography participation in Annual Wildlife outcome from this Award launched Photography Award stage will be an on 9th November. initial report and Photos on display in roadmap, of which December for three engagement will weeks in the Cross be included Rail Skybridge

82 83 OVERALL OVERALL STATUS AT END OF STATUS AT END OF OBJECTIVE No 2015 TARGET 91% 2016 TARGET OBJECTIVE No 2015 TARGET 91% 2016 TARGET 2015 2015 COMPLETE COMPLETE

PROCUREMENT 20 Set minimum environmental, CWML selected 100% 75% of CWML Supplies to gain SOCIAL & 21 East London Business Place ELBP 75% East London Business Place health and safety and quality and engaged with accreditation with the Safe ECONOMIC B (ELBP) The ELBP team 1. Undertake a major review of management standards the Safe Contractor Contractors Scheme DEVELOPMENT Continue to develop the continued to the B.O.R.I.S. database: for CWML/L suppliers and scheme; this scheme ELBP service continuing to develop sustainable A. Validate and rationalise contractors sets out minimum deliver the Ready to Supply partnerships and environmental, (as appropriate) existing the City programme in City projects, including SMME membership safety and quality Fringe boroughs. Focus on working with East standards that partnership arrangements London Business B. Consider potential must be met to gain and sustainability of the Alliance (ELBA), alternative CRM system accreditation with service following the Newham College of to reflect current/future the Scheme successfully completed Fit Further Education ELBP needs for Legacy programme. (NCFE), London 2. Rationalise and further SOCIAL & 21 Consolidate our support SLPN 75% South London Procurement Work with CWCL on new Legacy Development develop the ELBP ECONOMIC A towards economic growth in Network – 453 of 1094 east London developments Corporation (LLDC), Construction SMME database DEVELOPMENT the communities local to our suppliers now have Continue to strengthen including Newfoundland, the City of London - 100 SMMEs to be developments: 4 core policies in working relationships with 1 Bank Street, and Wood Corporation and considered by CWCL and South London Procurement place CWCL on its developments. Wharf Local Authorities. its trade contractors for Network (SLPN) Raise SLPN’s profile with trade – 31 SMEs put Targets: The current phase of developments north of the Continue to develop our forward to CWCL contractors through: the Ready to Supply - in partnership with Newham River Thames, of which SLPN service, focusing on to join the supply – Supporting the the City (RTSC) FE College, set up and run - 50 SMMEs (min) to be helping the SMEs in Lambeth chain/ tender on Neighbourhood Co- programme is a drop in business centre in promoted to developers/ and neighbouring South Southbank Place & ordination on Southbank progressing well Stratford, Jan to Jul 15; contractors on the LLDC- London boroughs to achieve Lollard Street Place by providing the - The Business Lab, - consolidate the SME funded BEES programme ‘fit to supply’ status and – Local SME’s secretariat role and hosting a drop in centre construction/built on the Queen Elizabeth Park to satisfy CWCL/Braeburn secured £4,354,137 bi-monthly meetings for local SMEs environment database – developments PQQ standards. Continue in local contracts – Hold a meet the buyer event was successfully 100 SMEs to submit PQQs 3. Continue to bid for ERDF to deliver the Ready to and Braeburn for CWCL and its trade delivered in to join funding in partnership Supply the City programme Estates has spent contractors Stratford from with LLDC, NCFE and in Lambeth, Southwark and £4,331,540.85 CWCL’s approved January to July – Ensure 75% of SMEs East London boroughs to Westminster locally supplier list; registered on the database to - ELBP has secured develop a second Fit for Targets: – Braeburn Estates have 4 core policies in place - SMEs to secure £10 million funding from the Legacy (‘Building Legacies’) of business through ELBP London Legacy - 300 SMEs out of the current made total – 100 SMEs to be considered programme 1000 database to have 4 donations of interventions Development by CWCL and trade - in parallel/as a contingency, core policies in place; £7,500 to local - continue to seek Corporation contractors (LLDC) to deliver a work towards developing an - 100 construction/built community groups partnerships and funding – Local SMEs to secure £6m Buyer Engagement in-house CWG ELBP team environment SMEs to – 18 workshops/ opportunities including a of local business with the and Enterprise and explore, in conjunction submit PQQs to join the seminars held on bid for ERDF funding assistance of SLPN Support (BEES) with SLPN, the feasibility CWCL/Braeburn approved various business programme for of developing a social supplier list; topics for our – Continue to build construction- enterprise or community SME’s, 4 Meet the partnerships within the - help local SMEs to secure related SMEs and interest company Buyers with local community, including fringe £2 million of business, main contractors, 4. Continue to bid for City of developers and boroughs, exposing local bringing the total via SLPN developers, tenants London funding for Phase 8 consultant 1-1 SMEs, through 5 events interventions to £6 million; and operators 4 of the Ready to Supply appointments, for hosted in partnership with in the 4 ‘Growth the City programme, and - continue to seek direct support with groups and developments Boroughs’ fringing further develop the buyer partnerships and funding SMEs such as the Northern opportunities to improve Line extension, Nine Elms the Queen and supplier relationships sustainability of the SLPN – Built relationships Development (Battersea), Elizabeth to effect more material initiative with Notting Hill Aylesbury Estate Olympic Park penetration of SMME onto Housing Trust, Regeneration (Notting Hill 75 SMEs have been City and corporate Buyers Bouygues, other Housing Trust) and Local recruited onto approved supplier lists developers Chambers of Commerce a database for and Housing capacity-building Associations for Deliver 18 seminars and support (via the future working on increase the number of 1-1’s LLDC-funded ‘BEES’ developments in delivered to 20 providing more initiative) Southwark focused support to SMEs

84 85 OVERALL OVERALL STATUS AT END OF STATUS AT END OF OBJECTIVE No 2015 TARGET 91% 2016 TARGET OBJECTIVE No 2015 TARGET 91% 2016 TARGET 2015 2015 COMPLETE COMPLETE

SOCIAL & 22 Continue to monitor and At the end of 2015 96% Continue to monitor and COMMUNITY 25 Link corporate tenants 3 x CSR Forums held 85% Engaging local community ECONOMIC consolidate CWG’s internal achievements progress CWG’s internal and contacts with local in 2015 groups and continuing to DEVELOPMENT spend with local businesses against targets are spend with businesses local communities, by: Community Window break down barriers with a Targets: as follows: to its operations, achieving – hosting six CSR forums displays 2015 series of visits to our offices – CWG: 46% - Whole Group: 43% percentages of local spend as with a target of at least 1000 follows: – holding at least six displays – Jan/Feb, Arnhem guests in 2016 – CWL: 46% -CWL: 45% at the Community Window School - Whole Group: 45% Review the current CSR Lunch – CWML: 45% - CWML: 43% Gallery – Mar/Apr, St Mathais - CWL: 45% format and with input from – CWCL: 45% - CWCL: 43% * – hosting at least eight – May/June, William tenant companies design and - CWML: 45% Insight visits, in partnership * CWCL incl all Everett school host a new forum - CWCL: 45% with colleagues, ELBA and projects = 70% community groups – Jul/Aug, Bow Arts NB: Through CWG’s – Sep/Oct, George own spend and Green School its partnerships – Nov/Dec, Island and projects, History Trust businesses local to its operations have 8 Insight visits held secured £1.2 bn of 26 Further develop the Group’s 8 x employee business since 1997 COMMUNITY 100% Expand on the existing own employee volunteering volunteering volunteering offering, COMMUNITY 23 Develop and consolidate For over 10 years 100% Undertake a review of CWG’s activities, and facilitate eight opportunities opening up more flexible our relations with local Canary Wharf Group employment support activities group activities achieved opportunities to encourage community and sports has supported a with the aim of enhancing Introducing ‘micro- 12 staff took part wider participation across the groups through a summer range of sports our contribution to improving volunteering’ opportunities in the St Matthias business, increase numbers activities programme providers to offer opportunities for people for employees who might not Homeless Project and address local need Host and deliver a Sports activities to local in our communities to gain be able or willing to commit cooking on an Awards event in our East young people during sustainable employment more time evening Wintergarden, to identify the summer holidays; considering: 27 Investigate the feasibility Complete. Staff To implement a CWML Staff and celebrate local sporting this is known as – existing and possible new HUMAN 100% of a staff survey to gauge survey has been Engagement Survey talent, raise the aspirations of the Canary Wharf partnerships RESOURCES AND employee engagement on a agreed by Board young people and recognise Summer Sports TRAINING To introduce a staff helpline – the needs of the Group variety of issues and will take place volunteers’ commitment Programme. The summer break can and its existing and future Q1 2016 feel like a long time tenants when young people HUMAN 28 50% of security staff to have 97% (291/301) of 100% Remodel and deliver CWG have nothing to RESOURCES AND received diversity training by our Security staff Sustainability Awareness do so this funding TRAINING end of year have attended the training allows them to take Diversity training To ensure at least 80% of part in safe and staff complete Anti-Bribery & healthy activities Corruption Refresher training with friends, learn To ensure at least 80% of staff valuable skills to take complete Modern Slavery back to school and training by end of year maybe even try a new sport To ensure at least 10 work experience students are Sports supported in placed from Lambeth Borough 2015 are: Athletics, HEALTH AND 29 Complete the review of staff Complete– 100% Safety portions of the Badminton, Bowls, SAFETY H&S Policy handbook and Handbook was CanaryWharf.com website Boxing, Canoeing, reissue to all staff reviewed updated will be redesigned to better Cricket, Cycling, and released as an communicate CWML Dance, Football, A3 poster, which has commitment to safety for Karate, Kayaking, been re-issued to all visitors and employees Rugby, Sailing, staff via Infobase. Swimming, Volleyball Also printed Sports event was and displayed in held on 5th communal areas February 2015 within our offices

COMMUNITY 24 Produce a community Community 100% Review and streamline the HEALTH AND 30 Ensure every CWML 100% Complete 100% Develop and launch an on-line outreach booklet to Outreach Booklet reporting of CWG’s community SAFETY managed building has a Incident Management System inform local people and Published outreach activities to create an completed fire log and to improve visibility of actions organisations of our internal centralised repository all building management taking following accidents/ community outreach of information including staff are trained to ensure hazards/incidents programmes and share case studies all relevant information is contact details recorded

86 87 OVERALL STATUS AT END OF OBJECTIVE No 2015 TARGET 91% 2016 TARGET 2015 ENVIRONMENTAL COMPLETE

RESIDENTIAL 31 Assist tech companies in achieving high growth D A T A Determine feasibility for participation in external Smart City programs We are committed to improving and expanding the reporting of our environmental data. As the figures below demonstrate, Support Code First Girls we continue to make consistent improvements across our Program major impact areas. TECHNOLOGY 32 Develop management strategies to residential buildings, health clubs, swimming pools, concierge Scope out and instigate CANARY WHARF GROUP development of a Residents Web Portal and Community Application

SECURITY 33 Improve staff performance and customer service to the Energy and Greenhouse Gas Emissions tenants and visitors to the TOTAL TOTAL Estate DIRECT INDIRECT ENERGY ELECTRICITY GAS GAS OIL/LPG TRANSPORT FUEL Commence roll-out of Security GHG GHG Industry Authority Door EMISSIONS EMISSIONS Supervisor Licence training YEAR (kWh) (tCO2e) (kWh) (tCO2e) (kWh) (tCO2e) (kWh) (tCO2e) (kWh) (tCO2e) (tCO2e) (tCO2e) and achieve a 95% pass rate 2015 97,433,063 42,698 74,818,359 37,435 9,956,874 1,837 12,033,590 3,261 624,240 165 5,263 37,435 for staff attending 2014 82,497,573 38,716 73,595,527 36,824 6,150,073 1,134 2,167,657 587 584,316 171 1,893 36,824 Deliver enhanced first aid training to one third of 2013 89,727,047 41,703 79,160,903 39,608 8,799,934 1,623 1,117,648 301 648,562 170 2,094 39,608 operational security staff 2012 99,183,101 46,689 89,470,092 44,766 8,113,536 1,497 837,475 227 761,998 199 1,922 44,766

Water

WATER WATER WATER WATER MAINS (IN) WATER DOCK (IN) (DISCHARGE BY (DISCHARGE TO (DISCHARGE EVAPORATION) FOUL SEWER) TO DOCK) YEAR (m3) (m3) (m3) (m3) (m3) ASSESSMENT OF % NUMBER OF TARGETS EACH TARGET % ACHIEVED AGAINST 2015 426,733 4,728,770 52,536 540,737 4,562,230 ACHIEVEMENT AGAINST ACHIEVING WORTH 3.125 EACH TARGET EACH TARGET 2014 428,881 420,000 61,163 367,718 420,000 2013 275,684 250,000 35,956 208,994 250,000 24 75 100% 75% 2012 403,320 259,000 0 403,320 250,000 1 3.125 94% 3%

1 3.125 96% 3% Waste ENERGY ANAEROBIC NON HAZARDOUS HAZARDOUS TOTAL 2 6.25 75% 5% RECYCLED COMPOSTED FROM WASTE LANDFILL DIGESTION WASTE WASTE WASTE (COMBUSTION) 2 6.25 50% 3% (Tonnes) (%) (Tonnes) (%) (Tonnes) (%) (Tonnes) (%) (Tonnes) (%) (Tonnes) (%) (Tonnes) (%) (Tonnes)

1 3.125 85% 3% CWG 253,798.88 98.35 1,691.88 0.66 39.76 0.02 1,760.52 0.68 2,500.94 0.97 257,819.60 99.90 249.56 0.10 258,069.16 TOTAL % CWCL 247,075.98 98.95 0 0 0 0 109.09 0.04 2,500.94 1 249,458.28 99.91 227.73 0.09 249,686.01 91% PERFORMANCE CWML 6,722.90 80.20 1,691.88 20.18 39.76 0.47 1,651.43 19.70 0 0 8,361.32 99.74 21.83 0.26 8,383.15

88 89 CANARY WHARF MANAGEMENT LTD Normalised Energy, Carbon and Water by Business Area BUILDINGS AND INFRASTRUCTURE OFFICE BUILDINGS 2015 2014 2013 2012

(kWh) 35,186,231 36,094,435 39,520,721 41,236,091 ENERGY (kWh per occupant) 2,413 2,566 2,865 3,029 Energy and GHG Emissions (tonnes) 16,596 17,207 17,925 20,147 ELECTRICITY ELECTRICITY GAS GHG EMISSIONS GAS LANDLORD & GAS LANDLORD CWML ABSOLUTE LANDLORD & LANDLORD LANDLORD GAS OIL (tonnes per occupant) 1.14 1.22 1.3 1.48 TENANT INFLUENCED TENANT INFLUENCED INFLUENCED (kWh) 31,901,673 33,263,381 35,227,759 39,559,416 YEAR (kWh) (tCO2e) (kWh) (tCO2e) (kWh) (tCO2e) (kWh) (tCO2e) (kWh) (tCO2e) (tCO2e) (tCO2e) ELECTRICITY (kWh per occupant) 2,188 2,365 2,554 2,906 2015 138,684,122 65,144 125,024,686 62,556 73,091,711 36,571 12,863,536 2,373 9,956,874 1,837 795,900 216 (kWh) 2,960,513 2,350,584 3,812,492 1,170,927 2014 132,554,268 60,671 121,536,975 60,811 70,192,604 35,121 9,921,389 1,830 6,150,073 1,134 1,095,904 297 GAS (kWh per occupant) 203 167 276 86 2013 159,493,299 75,000 144,087,157 72,094 76,741,913 38,398 14,661,143 2,704 8,799,934 1,623 744,999 202 (kWh) 324,045 480,470 480,470 505,748 2012 174,204,124 83,460 162,283,494 81,199 85,302,305 42,681 11,028,774 2,034 8,113,536 1,496 837,475 227 FUEL OIL (kWh per occupant) 22.22 34.16 34.83 37.15 (mains m3) 231,080 266,582 147,924 220,339 Direct and Indirect GHG Emissions (mains m3 per occupant) 16 19 11 16 GAS GHG GAS OIL GHG TRANSPORT FUEL TOTAL DIRECT GHG ELECTRICITY GHG TOTAL INDIRECT WATER (discharge to sewer m3) 179,106 206,278 118,355 220,339 EMISSIONS EMISSIONS GHG EMISSIONS EMISSIONS EMISSIONS GHG EMISSIONS YEAR (Tonnes) (Tonnes) (Tonnes) (Tonnes) (Tonnes) (Tonnes) 51,974 60,304 29,569 0 2015 2,372.68 215.70 165.15 2,753.53 62,556.10 62,556.10 RETAIL 2015 2014 2013 2012 2014 1,830 297 171.02 2,298.03 60,811.03 60,811.03 2013 2,704.25 201.90 170.49 3,076.64 72,094.01 72,094.01 (kWh) 26,526,885 21,998,829 23,874,927 21,226,914 ENERGY 2012 2,034.26 226.96 198.83 2,460.05 81,198.55 81,198.55 (kWh per 1000 visitors) 319 306 249 307 (tonnes) 12,513 9,858 10,381 9,314 GHG EMISSIONS Water (tonnes per 1000 visitors) 0.15 0.14 0.11 0.13

WATER (MAINS) WATER WATER (kWh) 24,090,960 18,328,486 18,888,672 17,066,793 WATER (MAINS) IN ELECTRICITY LANDLORD INFLUENCED (DISCHARGE BY EVAPORATION) (DISCHARGE TO FOUL SEWER) (kWh per 1000 visitors) 289.36 255.27 197.09 247.07 YEAR (m3) (m3) (m3) (m3) (kWh) 2,327,910 3,546,176 4,862,088 4,078,549 2015 418,783 418,783 52,536.36 366,246.64 GAS (kWh per 1000 visitors) 0 49.39 0 0 2014 434,363 403,137 61,163 341,974 (kWh) 108,015 124,167 124,167 81,572 2013 317,033 244,950 33,821 283,212 FUEL OIL (kWh per 1000 visitors) 0 0 1.3 0 2012 450,116 387,361 - 450,116 (mains m3) 116,052 92,941 39,948 51,973 (mains m3 per 1000 visitors) 1.39 1.29 0.42 0.75 Waste WATER (discharge to sewer m3) 115,490 92,868 399,322 51,973 OFFICE BUILDINGS RETAIL BUILDINGS INFRASTRUCTURE (discharge to evaporation m3) 561.99 73.26 626 0 2015 2014 2013 2012 2015 2014 2013 2012 2015 2014 2013 2012 INFRASTRUCTURE AND CAR PARTS 2015 2014 2013 2012 TOTAL (Tonnes) 1,890.61 1,440.40 1,035.07 1,491 5,757.07 5,716.65 5,546.71 5,361 735.47 698.49 559.10 622 WASTE (kWh) 10,252,040 12,079,773 15,625,831 17,745,758 ENERGY DISPOSAL (kWh per occupant) 36.72 43.27 55.97 63.57 METHODS (tonnes) 5,046 7,544 7,799 8,879 (Tonnes) 1,527.95 977.88 708.62 1027 4,727.05 2,887.82 2,398.62 2,102 467.90 299.26 121.80 53 GHG EMISSIONS RECYCLED (tonnes per occupant) 0.02 0.03 0.03 0.03 (%) 80.82 67.89 68 69 82.11 50.52 43 39 63.62 42.84 22 9 (kWh) 9,888,200 11,642,491 15,539,454 17,745,758 (Tonnes) 362.66 503.01 310.01 412 1,030.02 1,560.66 2,343.57 2,979 258.75 293.41 341.90 492 ELECTRICITY COMBUSTION (kWh per occupant) 35.42 41.7 55.66 63.57 (%) 19.18 33.11 30 28 17.89 27.30 42 56 35.18 42.01 61 79 (kWh) 0 0 0 0 ANAEROBIC (Tonnes) 102.64 38.34 16.44 51 1,562.57 1,268.17 804.52 274 26.67 29.66 23.34 0 GAS DIGESTION (%) 5.43 2.52 2 3 27.14 22.18 15 5 3.63 4.25 4 0 (kWh per occupant) 0 0 0 0 (Tonnes) 0 0 0 0 0 0 0 0 39.76 76.16 72.68 83 (kWh) 363,840 437,282 86,377 0 COMPOST FUEL OIL (%) 0 0 0 0 0 0 0 0 5.41 10.90 13 13 (kWh per occupant) 1.3 1.57 0.31 0 (Tonnes) 0 0 0 0 0 0 0 0 0 0 0 0 (mains m3) 23,559 2,292 31,327 65,473 LANDFILL (%) 0 0 0 0 0 0 0 0 0 0 0 0 (mains m3 per occupant) 0.08 0.01 0.11 0.23 WATER (discharge to sewer m3) 23,559 2,292 31,327 65,473 0 0 0 0

Transport

2015 2014 2013 2012 FUEL (kWh) 624,240 584,316 648,562 761,998 GHG EMISSIONS (tonnes) 165.15 171.02 170.49 198.83

90 91 CANARY WHARF CONTRACTORS LTD CONSTRUCTION, DEMOLITION AND EXCAVATION G L O B A L

Energy and GHG Emissions R E P O R T I N G ABSOLUTE ENERGY FIGURES ELECTRICITY GAS OIL LPG YEAR (kWh) (tCO2e) (kWh) (tCO2e) (kWh) (tCO2e) (kWh) (tCO2e) INITIATIVE 2015 12,964,337.59 3,909.45 1,726,647.50 863.93 11,237,690.09 3,045.53 - - 2014 4,474,676 1,993.11 3,402,923 1,702.65 1,071,753 290.46 - - 2013 2,791,639 1,309.18 2,418,990 1,210.34 356,136 96.52 16,513 2.32 I N D E X 2 0 1 5 2012 4,167,787 2,085.35 4,167,787 2,085.35 - - - - This report is in accordance with the Global Reporting Initiative’s (GRI’s) G4 Sustainability Reporting Guidelines Energy and GHG Emissions Continued at the Core level. For a detailed explanation of the ENERGY AND GHG indicators, visit the GRI website g4.globalreporting.org ELECTRICITY GAS OIL LPG EMISSIONS TOTAL PER £100K SPEND PER £100K SPEND PER £100K SPEND SPEND PER £100K SPEND YEAR (KWH) (TCO2E) (KWH) (TCO2E) (KWH) (TCO2E) (KWH) (TCO2E) GENERAL STANDARD DISCLOSURES 2015 £133m 9,739.92 2.94 1,297.21 0.65 8,442.71 2.29 - - 2014 £112m 4,015.60 1.62 3,038.32 1.35 977.28 0.27 0 0 GENERAL 2013 £233m 1,198.13 0.51 1,198.13 0.51 152.85 0.04 7.09 0.01 STANDARD DESCRIPTION LOCATION AND NOTES DISCLOSURES 2012 £189.2m 2,202.85 1.15 2,202.85 1.19 0 0 0 0 STRATEGY AND ANALYSIS

Water G4-1 CEO statement Chairman and Chief Executive Officer’s statement (see page 06) WATER WATER (DEWATERING - WATER WATER (MAINS INCOMING) INCOMING FROM AQUIFER) (DISCHARGE TO FOUL SEWER) (DISCHARGE TO DOCK) ORGANIZATIONAL PROFILE YEAR (m3) (m3) (m3) (m3) 2015 7,950 4,728,770 174,490 4,562,230 G4-3 Name of the organization Canary Wharf Group 2014 25,744 3,888,000 25,744 3,888,000 G4-4 Primary brands, products, and/or services A leading London real estate business (see page 04) 2013 30,734 2,334,000 30,734 2,334,000 G4-5 Location of organization’s headquarters Back cover 2012 15,959 2,334,000 15,959 2,334,000 G4-6 Number of countries where the organization A leading London real estate business (see page 04) operates, and countries with major operations or Water Continued relevant to sustainability issues WATER WATER WATER WATER WATER (DEWATERING - INCOMING (DISCHARGE TO (DISCHARGE TO DOCK) G4-7 Nature of ownership and legal form group.canarywharf.com/investors/ (MAINS INCOMING) (DISCHARGE TO DOCK) FROM AQUIFER) FOUL SEWER) PER £100K SPEND G4-8 Markets served A leading London real estate business (see page 04) YEAR (m3) (m3) (m3) (m3) group.canarywharf.com/about-us/ 2015 £133m 5.97 3,552.66 131.09 3,427.54 2014 £112m 22.99 375 22.99 375 G4-9 Scale of the reporting organization A leading London real estate business (see page 04) 2013 £233m 13.19 107.3 13.19 107.30 About this report (see page 75) 2012 £189.2m 8.43 136.89 8.43 136.89 2015 Group turnover £400.0m Waste Operating profit £236.1m

CONSTRUCTION DEMOLITION EXCAVATION group.canarywharf.com/about-us/

2015 2014 2013 2012 2015 2014 2013 2012 2015 2014 2013 2012 G4-10 Employees by employment contract and gender MALE FEMALE TOTAL (Tonnes) 1,197.16 7,295.83 13,091.19 8,764 21,506.43 1,615.72 1,805.10 16,870 226,982.4 26,515.37 1,264.50 12,016 Number of indefinite or WASTE 884 271 permanent contract employees DISPOSAL Number of fixed-term or METHODS 25 23 temporary contract employees (Tonnes) 1,053.83 4,823.70 8,871.08 5,800 20,127.96 1,416.33 1,788.79 16,493 225,894.2 26,515.37 1,264.50 12,016 RECYCLED Number of full-time employees 877 245 (%) 88.03 66.12 68 66 93.59 87.33 99 98 99.52 100 100 100 Number of part-time employees 32 49 (Tonnes) 44.07 2,249.99 3,787.29 2,413 63.74 190.34 - - 1.27 - - - COMBUSTION Number of Canary Wharf 909 294 (%) 3.68 30.84 29 28 0.30 11.78 0 0 0.00 0 0 0 Group employees (Tonnes) ------Number of Canary Wharf ANAEROBIC 374 88 Group supervised workers DIGESTION (%) 0 0 0 0 0 0 0 0 0 0 0 0 (Tonnes) - - 156.42 170 ------All employees are based in London. There are COMPOST no significant or seasonal variations in (%) 0 0 1 2 0 0 0 0 0 0 0 0 employment numbers

99.26 222.14 276.41 381 1,314.73 9.05 16.31 377 1,086.95 - - - LANDFILL (Tonnes) G4-11 Percentage of employees covered by collective 0% of our workforce is covered by a collective (%) 8.29 3.04 2 4 6.11 0.56 1 2 0.48 0 0 0 bargaining agreements bargaining agreement

92 93 RELATED GRI GENERAL STANDARD DISCLOSURES MATERIAL ISSUE INTERNAL BOUNDARY EXTERNAL BOUNDARY ASPECT GENERAL Design, Tenants, Employees Local and STANDARD DESCRIPTION LOCATION AND NOTES planning Property Local Construction occupiers and national Suppliers and sourcing management communities DISCLOSURES and retailers contractors government materials G4-12 Description of supply chain Inclusive growth: Helping small and local businesses EC – (see page 42) Economic performance Inclusive growth: Creating jobs for local people DEVELOPING THE ESTATE (see page 45) EC – Indirect economic Optimising our performance (see page 56) impacts Optimising our performance: Raw materials and EC – waste > Responsible materials as standard Economic (see page 60) performance RESIDENTIAL EC – Indirect G4-13 Significant changes to size, structure, or ownership There have been no significant changes during the DEVELOPMENT economic reporting period impacts SO – Local G4-14 Whether and how the precautionary approach or Optimising our performance (see page 56) communities principle is addressed Managing and reporting what matters: Responsible EC – business practices, ethics and compliance Economic performance (see page 70) TENANT AND CONSUMER EC – Indirect Managing and reporting what matters: Materiality DEMAND AND economic (see page 71) SUPPLY impacts SO – Local G4-15 and G4-16 Externally developed economic, environmental, Pioneering innovation: Canary Wharf: A story of communities and social charters, principles, or initiatives the innovation (see page 32) EC – organization subscribes or endorses and association Inclusive growth: Helping small and local businesses Economic memberships (see page 42) performance LOCAL Optimising our performance (see page 56) EC – Indirect COMMUNITIES economic Optimising our performance: Responding to climate impacts change (see page 58) SO – Local Optimising our performance: Raw materials and communities PR – waste (see page 60) CUSTOMER Customer PRIVACY Optimising our performance: Safety, health and privacy well-being (see page 65) SO – Local CULTURE IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES communities EC – Indirect G4-17 Entities included in consolidated financial About this report (see page 75) TRANSPORT economic impacts statements and if any are not in report group.canarywharf.com/investors/ EC – Indirect G4-18 Process to define report content and aspect Managing and reporting what matters: Materiality TECHNOLOGY economic boundaries. How implemented Defining Report (see page 71) impacts Content principles EC – Procurement G4-19, 20 and 21 Material aspects and boundaries See table below SUPPLY CHAIN practices MANAGEMENT EN – Supplier environmental assessment LA – Employment WORKFORCE LA – Training and education PR – Compliance PR – QUALITY Customer OF BUILT health and ENVIRONMENT safety EN – Products and services HR – Non- discrimination SO – Anti- corruption CORPORATE SO – Anti- GOVERNANCE competitive behaviour HR – Human rights grievance mechanisms PR – PHYSICAL AND Customer CYBERSECURITY health and safety

94 95 RELATED GRI MATERIAL ISSUE INTERNAL BOUNDARY EXTERNAL BOUNDARY COMMUNITIES Through extensive consultation and interaction Types of engagement include: ASPECT with the people who live and work in the area, we – Community forums to exchange views with Design, Tenants, Employees Local and get to know their concerns, such as the impacts of individuals and local groups planning Property Local Construction occupiers and national Suppliers our construction operations, and their hopes, such and sourcing management communities and retailers contractors government as the need for local jobs, training and business – Corporate social responsibility forums to help local materials opportunities. Their ideas help shape today’s charities and community support groups connect LA – projects and tomorrow’s plans. with Canary Wharf tenants and occupiers and with SAFETY AND Occupational each other HEALTH health and safety – Transport forums – Security and business community forums EN – GHG EMISSIONS Emissions – Recreational, social and cultural activities EN – DESIGN AND Compliance INVESTORS It is important that we provide our investors with Types of engagement include: CONSTRUCTION the social, environmental and ethical information IMPACTS EN – Products – Annual reporting and services necessary to make informed decisions about our performance and prospects. – Responses to individual queries EN – Materials RAW MATERIALS AND WASTE EN – Effluents NATIONAL The environment, employment, the economy and Types of engagement include: and waste GOVERNMENT taxation all have a bearing on the Group’s activities. – Reporting allows us to provide our investors with EN – Energy Consequently, the UK Government is an important the social, environmental and ethical information ENERGY AND EN – Water stakeholder. necessary to make informed decisions about our WATER EN – Effluents performance and prospects and waste EN – SUPPLIERS Whenever possible, the Group looks to buy goods Types of engagement include: BIODIVERSITY Biodiversity and services locally – and we encourage the supply – Health and safety forums chain that serves us to do the same. This has a positive effect throughout our communities in terms of employment and prosperity. G4-22 Effect of restatements There have been no restatements of information. EMPLOYEES AND At the end of 2015, Canary Wharf Group employed Types of engagement include: G4-23 Significant changes from previous reporting period There have been no significant changes from the CONTRACTORS 1,203 permanent staff, who form the bedrock of – Staff consultative committee meetings previous reporting period. our success. We also rely on the services of our contractors. Regular engagement and sharing of – Employee environmental awareness training STAKEHOLDER ENGAGEMENT best practice with both groups helps to ensure the – Health and safety forums safety, diversity and efficiency of our operations. – Performance reviews G4-24, 25, 26 Stakeholder groups engaged by the organization, Managing and reporting what matters: Materiality and 27 how stakeholders are identified and selected, (see page 71) LOCAL Three local authorities provide the planning approaches to stakeholder engagement Canary Wharf has a wide range of stakeholders, GOVERNMENT frameworks that define our operations: Tower ranging from tenants and local residents to Hamlets, the City of London and Lambeth. We work employees, investors, and local and central closely with each to understand their concerns and government bodies. ensure that our operations are consistent with their objectives. We identify our stakeholders through analysing our business operations, relations and locations. TENANTS, We regularly talk to our commercial and Types of engagement include: We maintain open dialogue with all those who have OCCUPIERS retail tenants and occupiers to gain a better – Sustainability forums on environmental a stake or interest in what we do. This report is one AND RETAILERS understanding of their current and future management issues aspect of that communication process. requirements. This is particularly useful when – Regular meetings on a building-by-building basis Informally, routine meetings (both within the Group designing and refurbishing properties as well as in and externally) provide useful opportunities to share attracting prospective tenants. – Retail tenant forums concerns and ideas for improvement. More structured – Canary Wharf PR and communications forums sessions include consultations linked to proposed new developments, tenant and CSR lunch forums, and professional surveys. But however formal or regular the process, what we learn from our engagement with stakeholders is fed back and used to directly influence the way we design, build and manage our properties in the future In 2015, we continued a programme of hosting regular stakeholder sessions within a structure of stakeholder forums detailed in the following table.

96 97 REPORT PROFILE SPECIFIC STANDARD DISCLOSURES

G4-28 Reporting period Reporting period The information in this report DMA AND DESCRIPTION LOCATION AND NOTES OMISSIONS covers the period from 1 January 2015 to 31 INDICATORS December 2015 unless otherwise stated CATEGORY: ECONOMIC G4-29 Most recent report Our most recent sustainability report was published in July 2015 MATERIAL ASPECT: ECONOMIC PERFORMANCE

G4-30 Reporting cycle Canary Wharf Group reports on sustainability G4-DMA Disclosure on management approach A leading London real estate business performance annually (see page 04) Placemaking (see page 08) G4-31 Contact for sustainability report Back cover Making great places (see page 11) G4-32 Table with Standard Disclosure locations GRI Index Inclusive growth (see page 39)

G4-33 External assurance statement About this report: Standards and verification Managing and reporting what matters: (see page 68) Responsible business practices, ethics and compliance (see page 70) GOVERNANCE Managing and reporting what matters: Materiality (see page 71) G4-34 Governance structure Managing and reporting what matters (see page 62) Managing and reporting what matters: Responsible G4-EC1 Direct economic value generated Making great places (see page 12) business practices, ethics and compliance and distributed A leading London real estate business (see page 75) (see page 04) Governance 2015 2015 ETHICS AND INTEGRITY Direct economic Group turnover £400.0m value generated G4-56 Organization’s values, principles, standards and Managing and reporting what matters (see page 70) Staff costs £89.4m norms of behavior such as codes of conduct and Managing and reporting what matters: Responsible codes of ethics UK corporation tax £34.1m business practices, ethics and compliance Economic value (see page 70) distributed Total investment in community £2.87m Code of Business Practices and Ethics engagement projects Governance and programmes

G4-EC2 Financial implications and other risks and Optimising our performance: Responding to opportunities due to climate change climate change (see page 58) Climate change risks and opportunities are discussed and identified within the Company and some are included on our internal risk register. However, climate change is not one of the principal risks to our business.

MATERIAL ASPECT: INDIRECT ECONOMIC IMPACTS

G4-DMA Disclosure on management approach A leading London real estate business (see page 04) Inclusive growth (see page 39) Making great places (see page 12) Managing and reporting what matters: Responsible business practices, ethics and compliance (see page 70) Managing and reporting what matters: Materiality (see page 71)

G4-EC7 Development and impact of infrastructure Inclusive growth (see page 39) investments and services supported Making great places (see page 11) Pioneering innovation (see page 29)

G4-EC8 Significant indirect economic impacts, Inclusive growth (see page 39) including the extent of impacts Making great places (see page 11) Pioneering innovation (see page 29)

98 99 SPECIFIC STANDARD DISCLOSURES SPECIFIC STANDARD DISCLOSURES

DMA AND DMA AND DESCRIPTION LOCATION AND NOTES OMISSIONS DESCRIPTION LOCATION AND NOTES OMISSIONS INDICATORS INDICATORS

MATERIAL ASPECT: PROCUREMENT PRACTICES MATERIAL ASPECT: ENERGY

G4-DMA Disclosure on management approach Making great places (see page 11) G4-DMA Disclosure on management approach Optimising our performance (see page 53) Inclusive growth: Helping small and local Optimising our performance: Responding to businesses (see page 42) climate change (see page 58) Optimising our performance: Raw materials Corporate responsibility policy and waste > Responsible materials as Managing and reporting what matters: standard (see page 60) Responsible business practices, ethics and Managing and reporting what matters: compliance (see page 70) Responsible business practices, ethics and Managing and reporting what matters: compliance (see page 70) Materiality (see page 71) Managing and reporting what matters: Materiality (see page 71) G4-EN3 Energy consumption within the Optimising our performance: Responding to organizations climate change (see page 58) Social and economic development strategy Appendix: Performance in detail: Corporate responsibility policy Environmental data Should a supplier not meet particular criteria, 100% of all electricity supplied to Canary we work together to explore what they can Wharf Group comes from renewable sources. do to improve their sustainability practices in line with our standards or those of external G4-EN5 Energy intensity Optimising our performance: Responding to certification schemes. For example, we don’t climate change (see page 58) insist that all suppliers have ISO 14001 but we help them to fulfil the requirement by Appendix: Performance in detail: allowing them to adopt appropriate parts Environmental data of our certified Environmental Management System (EMS) G4-EN6 Reduction of energy consumption Optimising our performance: Responding to climate change (see page 58) G4-EC9 Proportion of spending on local suppliers at Inclusive growth: Helping small and local Appendix: Performance in detail: significant locations of operation businesses (see page 42) Environmental data Locally based suppliers are those situated adjacent and near to the Canary Wharf CRE1 Building energy intensity Optimising our performance: Responding to Estate and other areas of our operations in climate change (see page 58) London, including Tower Hamlets, Newham, Appendix: Performance in detail: Barking and Dagenham, Havering, Hackney, Environmental data Redbridge, Waltham Forest, The City of London, Lambeth, Southwark, Bexley, MATERIAL ASPECT: ENERGY Wandsworth, Lewisham and Greenwich G4-DMA Disclosure on management approach Optimising our performance (see page 53) CATEGORY: ENVIRONMENTAL Optimising our performance: Water (see page 62) MATERIAL ASPECT: MATERIALS Managing and reporting what matters: G4-DMA Disclosure on management approach Optimising our performance (see page 53) Responsible business practices, ethics and compliance (see page 70) Optimising our performance: Raw materials and waste Managing and reporting what matters: Materiality (see page 71) Managing and reporting what matters: Responsible business practices, ethics and Corporate responsibility policy compliance (see page 70) G4-EN8 Total water withdrawal by source Optimising our performance: Water We do not currently Managing and reporting what matters: (see page 62) report the volume of Materiality (see page 71) Appendix: Performance in detail: greywater withdrawn. Corporate responsibility policy Environmental data This will be an area of focus for 2016 and G4-EN1 Materials used by weight or volume Optimising our performance: Raw materials Canary Wharf Group is The majority of water used by Canary Wharf reporting thereafter and waste (see page 60) currently undertaking Group is sourced from Thames Water. a comprehensive However, there are two exceptions: the Appendix: Performance in detail: greywater recycling system from 25 Churchill Environmental data materials analysis to identify all key Place and the water extracted from a lower material types used aquifer for construction works. within the Group, as Greywater system: Canary Wharf Group well as implementing installed a greywater recycling system in the a materials and waste 25 Churchill Place building; this will result in a reporting and tracking 40% reduction in water consumption. system, which will Lower aquifer water withdrawal: Canary allow for the reporting Wharf Group has a permit from the of all material Environment Agency allowing for water quantities used within withdrawal from the lower aquifer. All water the Group activities. withdrawal quantities are controlled and This will be an area a strict periodical monitoring process to of focus for 2016 and track groundwater levels is implemented. reporting thereafter All extracted water from the lower aquifer is discharged directly and not currently utilised

100 101 SPECIFIC STANDARD DISCLOSURES SPECIFIC STANDARD DISCLOSURES

DMA AND DMA AND DESCRIPTION LOCATION AND NOTES OMISSIONS DESCRIPTION LOCATION AND NOTES OMISSIONS INDICATORS INDICATORS

G4-EN9 Water sources significantly affected by Optimising our performance: Water G4-EN15 Direct greenhouse gas (GHG) emissions Optimising our performance: Responding to withdrawal of water (see page 62) (Scope 1) climate change (see page 58) Appendix: Performance in detail: Appendix: Performance in detail: Environmental data Environmental data There are no water sources significantly Scope 1 emissions affected by withdrawal The reporting includes all natural gas, diesel and gasoline consumption from the buildings CRE2 Building water intensity Optimising our performance: Water listed below as well as the Canary Wharf (see page 62) Management Limited (CWML) transport fleet Appendix: Performance in detail: and the construction projects, also listed Environmental data below. The carbon factors used are the DECC emissions conversion factors for 2015. These MATERIAL ASPECT: BIODIVERSITY factors include CO2, CH4 and N2O emissions. The base year for reporting is 2012. G4-DMA Disclosure on management approach Optimising our performance (see page 53) The scope of reporting comprises the Optimising our performance: Biodiversity buildings that are owned or controlled by (see page 63) Canary Wharf Group. The following buildings Managing and reporting what matters: were included: Responsible business practices, ethics and – Canary Wharf Estate (infrastructure areas) compliance (see page 70) – One Canada Square Managing and reporting what matters: Materiality (see page 71) – 40 and 50 Bank Street Corporate responsibility policy – 5 and 25 Churchill Place – 7 Westferry Circus G4-EN11 Operational sites owned, leased, managed Optimising our performance: Water Canary Wharf – Canary Wharf retail portfolio. in, or adjacent to, protected areas and (see page 62) Group has in place As well as construction projects: areas of high biodiversity value outside Appendix: Performance in detail: a Biodiversity protected areas Environmental data Action Plan, which – Canary Wharf Crossrail Station and Retail is currently under Development a comprehensive – Newfoundland revision. All data regarding the – Canary Wharf New Phase (formerly Wood biodiversity value Wharf) of the Estate will be – One and Five Bank Street included within the – 10 Bank Street Canary Wharf Group new Biodiversity – Southbank Place Action Plan. This will – Southbank Place – Lollard Street be an area of focus for – 307 Burdett Road 2016 and reporting thereafter – Bank Street Road Works – DS7 Fit Out UCL G4-EN14 Total number of IUCN Red List species Optimising our performance: Water and national conservation list species with (see page 62) – DS7 Fit Out EBA habitats in areas affected by operations, by Appendix: Performance in detail: – 7 Westferry Circus level of extinction risk Environmental data G4-EN16 Energy indirect greenhouse gas (GHG) Optimising our performance: Responding to There are no IUCN Red List species or emissions (Scope 2) climate change (see page 58) national conservation species with habitats in Appendix: Performance in detail: areas affected by our operations Environmental data MATERIAL ASPECT: EMISSIONS Scope 2 emissions The reporting includes all electricity from the G4-DMA Disclosure on management approach Optimising our performance (see page 53) buildings and construction projects listed Optimising our performance: Responding to below. The carbon factors used are the DECC climate change (see page 58) emissions conversion factors for 2015. These Managing and reporting what matters: factors include CO2, CH4 and N2O emissions. Responsible business practices, ethics and Losses occurring in the grid are excluded. The compliance (see page 70) base year for reporting is 2012. Managing and reporting what matters: The scope of reporting comprises the Materiality (see page 71) buildings that are owned or controlled by Canary Wharf Group. The following buildings Corporate responsibility policy were included: – Canary Wharf Estate (infrastructure areas) – One Canada Square – 40 and 50 Bank Street – 5 and 25 Churchill Place – 7 Westferry Circus – Canary Wharf retail portfolio.

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As well as construction projects: MATERIAL ASPECT: EFFLUENTS AND WASTE – Canary Wharf Crossrail Station and Retail Development G4-DMA Disclosure on management approach Optimising our performance (see page 53) – Newfoundland Optimising our performance: Raw materials and waste (see page 60) – Canary Wharf New Phase (formerly Wood Wharf) Managing and reporting what matters: Responsible business practices, ethics and – One and Five Bank Street compliance (see page 70) – 10 Bank Street Managing and reporting what matters: – Southbank Place Materiality (see page 71) – Southbank Place – Lollard Street Corporate responsibility policy – 307 Burdett Road G4-EN23 Total weight of waste by type and disposal Optimising our performance: Raw materials – Bank Street Road Works method and waste (see page 60) – DS7 Fit Out UCL Appendix: Performance in detail: – DS7 Fit Out EBA Environmental data

– 7 Westferry Circus G4-EN24 Total number and volume of significant Optimising our performance: Raw materials spills and waste (see page 60) G4-EN17 Other indirect greenhouse gas (GHG) Optimising our performance: Responding to emissions (Scope 3) climate change (see page 58) Appendix: Performance in detail: Environmental data Appendix: Performance in detail: Environmental data There was one fuel spill incident in September 2015 of approximately 1,000 litres There are no other relevant indirect of red diesel at South Dock, Churchill Place greenhouse gases (BP4) Greenhouse gas (GHG) emissions intensity Optimising our performance: Responding to G4-EN18 MATERIAL ASPECT: PRODUCT AND SERVICES climate change (see page 58) Appendix: Performance in detail: G4-DMA Disclosure on management approach Optimising our performance (see page 53) Environmental data Managing and reporting what matters: CWML Responsible business practices, ethics and KPI: Carbon emissions from office buildings compliance (see page 70) per occupant: includes Scope 1 and Scope 2 Managing and reporting what matters: emissions (electricity, gas, gas oil consumed Materiality (see page 71) within office buildings) Corporate responsibility policy KPI: Carbon emissions per 1,000 visitors: includes Scope 1 and Scope 2 emissions G4-EN27 Extent of impact mitigation of Optimising our performance (see page 53) (electricity, gas and gas oil used in retail environmental impacts of products Optimising our performance: Responding to spaces) and services climate change (see page 58) KPI: Carbon emissions per square metre for Optimising our performance: Raw materials car parks and infrastructure: includes Scope and waste (see page 60) 1 and Scope 2 emissions (electricity, gas and gas oil used in infrastructure and car parks) Optimising our performance: Water (see page 62) Canary Wharf Contractors Limited (CWCL) Optimising our performance: Biodiversity All normalised data includes Scope 1 and (see page 63) Scope 2 emissions (total fuel consumption and electricity used for the construction MATERIAL ASPECT: COMPLIANCE projects within the reporting period) G4-DMA Disclosure on management approach Optimising our performance (see page 53) G4-EN19 Reduction of greenhouse gas Optimising our performance: Responding to (GHG) emissions climate change (see page 58) Managing and reporting what matters: Responsible business practices, ethics and Appendix: Performance in detail: compliance (see page 70) Environmental data Managing and reporting what matters: See EN18 for the gases included in this Materiality (see page 71) calculation and the scope Social and economic development strategy CRE3 Greenhouse gas emissions intensity Optimising our performance: Responding to Corporate responsibility policy from buildings climate change (see page 58) Code of business practices and ethics Appendix: Performance in detail: Environmental data G4-EN29 Monetary value of significant fines and total The Group has had no monetary fines number of non-monetary sanctions for or sanctions for non-compliance with CRE4 Greenhouse gas emissions intensity Optimising our performance: Responding to non-compliance with environmental laws environmental laws and regulations in 2015 from new construction and climate change (see page 58) and regulations redevelopment activity Appendix: Performance in detail: Environmental data

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MATERIAL ASPECT: SUPPLIER ENVIRONMENTAL ASSESSMENT G4-LA1 Total number and rates of new employee Optimising our performance: Supporting our hires and employee turnover by age group, people (see page 64) G4-DMA Disclosure on management approach Optimising our performance: Raw materials gender and region and waste (see page 60) Our employee turnover was 9.47% in 2015 Optimising our performance: Raw materials NEW EMPLOYEE EMPLOYEE and waste > Responsible materials as HIRES TURNOVER standard (see page 60) Male 115 69 Inclusive growth: Helping small and local businesses > Supplier development Female 63 45 (see page 42) Managing and reporting what matters: NEW EMPLOYEE EMPLOYEE Responsible business practices, ethics and HIRES TURNOVER compliance (see page 70) 16–30 84 33 Managing and reporting what matters: years old Materiality (see page 71) 31–40 45 28 years old Social and economic development strategy 41–50 Corporate responsibility policy 34 18 years old Should a supplier not meet particular criteria, 51–60 14 16 we work together to explore what they can years old do to improve their sustainability practices in Over 60 line with our standards or those of external 1 19 years old certification schemes. For example, we don’t insist that all suppliers have ISO 14001 but we help them to fulfil the requirement by MATERIAL ASPECT: OCCUPATIONAL HEALTH AND SAFETY allowing them to adopt appropriate parts of our certified EMS G4-DMA Disclosure on management approach Optimising our performance: Supporting our people (see page 64) G4-EN32 Percentage of new suppliers that were Optimising our performance: Raw materials Managing and reporting what matters: screened using environmental criteria and waste (see page 60) Responsible business practices, ethics and Optimising our performance: Raw materials compliance (see page 70) and waste > Responsible materials as Managing and reporting what matters: standard (see page 60) Materiality (see page 71) Inclusive growth: Helping small and local Corporate responsibility policy businesses > Supplier development (see page 42) Health and safety policy At CWCL, 100% of trade contractors are G4-LA5 Percentage of total workforce represented Optimising our performance: Supporting our requested to complete prequalification in formal joint management-worker health people (see page 64) questionnaires, which include a detailed and safety committees that help monitor 100% of our workforce are represented via environmental screening of their activities and advise on occupational health and various employee and health and safety and procedures safety programs forums CATEGORY: SOCIAL MATERIAL ASPECT: TRAINING AND EDUCATION SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK G4-DMA Disclosure on management approach Optimising our performance: Supporting our people (see page 64) MATERIAL ASPECT: EMPLOYMENT Managing and reporting what matters: G4-DMA Disclosure on management approach Optimising our performance: Supporting our Responsible business practices, ethics and people (see page 64) compliance (see page 70) Managing and reporting what matters: Managing and reporting what matters: Responsible business practices, ethics and Materiality (see page 71) compliance (see page 70) Corporate responsibility policy Managing and reporting what matters: Materiality (see page 71) G4-LA9 Average hours of training per year per Optimising our performance: Supporting our employee by gender, and by employee people (see page 64) Corporate responsibility policy category At CWCL, 100% of trade contractors are AVERAGE HOURS OF TRAINING requested to complete prequalification UNDERTAKEN BY GENDER questionnaires, which include a detailed Male 23.14 screening of their activities and procedures. Should a supplier not meet particular criteria, Female 16.17 we work together to explore what they can do to improve their sustainability practices in line with our standards or those of external certification schemes

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AVERAGE HOURS OF SUB-CATEGORY: HUMAN RIGHTS TRAINING UNDERTAKEN BY EMPLOYEE CATEGORY MATERIAL ASPECT: NON-DISCRIMINATION Executive 9.79 G4-DMA Generic disclosures on Optimising our performance: Supporting our Department 9.1 management approach people (see page 64) head Inclusive growth (see page 39) Senior 29.15 management Managing and reporting what matters: Responsible business practices, ethics and Middle 31.73 compliance (see page 70) management Managing and reporting what matters: Supervisors 29.1 Materiality (see page 71) Technical CWCL 26.74 Corporate responsibility policy Technical 19.2 property G4-HR3 Total number of incidents of discrimination There were two incidents of discrimination Admin/Clerical/ and corrective actions taken reported in 2015. The incidents were 11.03 Support reviewed by the organisation

Security 15.49 MATERIAL ASPECT: HUMAN RIGHTS GRIEVANCE MECHANISMS Operators 24.4 Apprentices 14.25 G4-DMA Generic disclosures on Optimising our performance: Supporting our management approach people (see page 64) G4-LA11 Percentage of employees receiving Optimising our performance: Supporting our Inclusive growth (see page 39) regular performance and career people (see page 64) Managing and reporting what matters: development reviews, by gender and Responsible business practices, ethics and by employee category PERCENTAGE OF compliance (see page 70) EMPLOYEES RECEIVING Managing and reporting what matters: REGULAR PERFORMANCE AND CAREER DEVELOPMENT Materiality (see page 71) REVIEWS BY GENDER Corporate responsibility policy Male 81.4% G4-HR12 Number of grievances about human rights There were four incidents of human rights- Female 62.0% impacts filed, addressed, and resolved related grievances identified in 2015 through formal grievance mechanisms PERCENTAGE OF EMPLOYEES RECEIVING REGULAR SUB-CATEGORY: SOCIETY PERFORMANCE AND CAREER DEVELOPMENT REVIEWS BY MATERIAL ASPECT: LOCAL COMMUNITIES EMPLOYEE CATEGORY Executive 0.1% G4-DMA Disclosure on management approach Inclusive growth (see page 39) Department Managing and reporting what matters: 0.9% head Responsible business practices, ethics and compliance (see page 70) Senior 0.8% management Managing and reporting what matters: Materiality (see page 71) Middle 3.8% management Corporate responsibility policy Supervisors 11.7% G4-SO1 Percentage of operations with implemented Inclusive growth (see page 39) Technical CWCL 13.1% local community engagement, impact 100% of operations have community Technical assessments, and development programs 0.6% engagement, impact assessments and property development programmes Admin/Clerical/ 12.1% Support MATERIAL ASPECT: ANTI-CORRUPTION Security 17.2% G4-DMA Disclosure on management approach Managing and reporting what matters: Operators 16.7% Responsible business practices, ethics and Apprentices 0.1% compliance (see page 70) Managing and reporting what matters: Materiality (see page 71) Corporate responsibility policy Code of business practices and ethics Anti-bribery and corruption policy Governance

G4-SO5 Confirmed incidents of corruption and There were no incidents of corruption actions taken identified in 2015

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MATERIAL ASPECT: ANTI-COMPETITIVE BEHAVIOR MATERIAL ASPECT: COMPLIANCE

G4-DMA Disclosure on management approach Managing and reporting what matters: G4-DMA Disclosure on management approach Managing and reporting what matters: Responsible business practices, ethics and Responsible business practices, ethics and compliance (see page 70) compliance (see page 70) Managing and reporting what matters: Managing and reporting what matters: Materiality (see page 71) Materiality (see page 71) Corporate responsibility policy Corporate responsibility policy Code of business practices and ethics Code of Business Practices and Ethics Anti-bribery and corruption policy G4-PR9 Monetary value of significant fines for There were no fines or non-compliance Governance non-compliance with laws and regulations concerning the provision and use of products concerning the provision and use of and services with laws and regulations G4-SO7 Total number of legal actions for anti- There was no legal action for anti-competitive products and services competitive behavior, anti-trust, and behaviour, anti-trust, or monopoly practices monopoly practices and their outcomes in 2015

MATERIAL ASPECT: COMPLIANCE

G4-DMA Disclosure on management approach Managing and reporting what matters: Responsible business practices, ethics and compliance (see page 70) Managing and reporting what matters: Materiality (see page 71) Corporate responsibility policy Code of business practices and ethics Anti-bribery and corruption policy Governance

G4-SO8 Monetary value of significant fines and total There were no monetary fines or non- number of non-monetary sanctions for monetary sanctions for non-compliance with non-compliance with laws and regulations laws and regulations in 2015

SUB-CATEGORY: PRODUCT RESPONSIBILITY

MATERIAL ASPECT: CUSTOMER HEALTH AND SAFETY

G4-DMA Disclosure on management approach Optimising our performance: Supporting our people (see page 64) Making great places (see page 11) Managing and reporting what matters: Responsible business practices, ethics and compliance (see page 70) Managing and reporting what matters: Materiality (see page 71) Corporate responsibility policy Health and safety policy

G4-PR1 Percentage of significant product and We carry out health and safety assessments service categories for which health on 100% of our activities and seek and safety impacts are assessed for improvements on any areas that require it improvement

MATERIAL ASPECT: CUSTOMER PRIVACY

G4-DMA Disclosure on management approach Managing and reporting what matters: Responsible business practices, ethics and compliance (see page 70) Managing and reporting what matters: Materiality (see page 71) Corporate responsibility policy Code of business practices and ethics

G4-PR8 Total number of substantiated complaints There were no substantiated complaints regarding breaches of customer privacy regarding breaches of customer privacy and and losses of customer data losses of customer data in 2015

110 111 INDEPENDENT ASSURANCE STATEMENT To the Stakeholders of Canary Wharf Group plc.

INTRODUCTION RESPONSIBILITIES SCOPE OF WORK & OBJECTIVES

Bureau Veritas has been commissioned The preparation, presentation and The scope of this assurance included a by Canary Wharf Group plc. (CWG) to content of the Report are the sole review of CWG’s quantitative data over provide independent assurance on the responsibility of CWG. The the reporting period 1st January– 31st quantitative data and performance responsibility of Bureau Veritas is to December 2015. A limited level of against targets contained within the provide independent assurance to assurance was applied based on BV’s ‘Canary Wharf Group Sustainability stakeholders on the objectivity and internal assurance protocol, Report 2015’ (‘the Report’). The overall reliability of the assured information, commensurate with a limited level as aim of the assurance process is to and to express our overall opinion as per the principles of the ISAE3000 provide reassurance to CWG‘s per the scope of work defined in this Standard. Specifically this included the stakeholders that the quantitative data statement. CWG has provided access to provision of assurance over: and the reported performance against the documentation and data required to 1. performance progress made against targets presented within the Report are undertake the verification. targets and goals set out in CWG’s free from material error or omission. 2014 Sustainability Report; 2. quantitative data presented in the Report; and 3. 2015 Environmental Data published separately on the CWG website.

OPINION AND METHODOLOGY LIMITATIONS AND COMMENTARY EXCLUSIONS

Based on the above scope of work, it is The 2015 performance objectives and Excluded from the scope of our work are: our opinion that there is no evidence to data in the Report were verified through – the qualitative content of the Report; suggest that the information assured an independent assessment involving – activities outside the defined reporting does not: CWG employees at the Corporate Head period and scope; i. provide information considered to be Offices in Canary Wharf. Assurance – statements of commitment to, or free from material misstatement or activities included: intention to, undertake action in bias; and, – interviews with those responsible for the future; ii. adequately reflect progress achieved the data, – statements of position, opinion, belief during 2015 on performance – inspection of internal and and / or aspiration; against targets. external records, – any financial information audited by Errors or misstatements identified – document review; and an external party; and during the engagement were corrected – interrogation of in-house databases – content that presents the opinions of prior to the Report being published. and associated management and external parties For our detailed methodology which reporting systems. This independent statement should explains the work undertaken to not be relied upon to detect all errors, inform our opinion, please see omissions or misstatements that ‘Methodology’ next. may exist.

STATEMENT OF implemented a code of ethics across its verification assignment did not raise business which ensures that all our staff any conflicts of interest with other INDEPENDENCE, maintains high standards in their day to services provided by Bureau Veritas IMPARTIALITY AND day business activities. We are to CWG. COMPETENCE particularly vigilant in the prevention of conflicts of interest. Bureau Veritas Certification UK Bureau Veritas is an independent Bureau Veritas has a number of London, August 2016 professional services company that existing commercial contracts with specialises in quality, health, safety, Canary Wharf Group Plc. Our social and environmental management assurance team does not have any The Canary Wharf Group plc is a wholly owned joint venture between Brookfield Property Partners and the Qatar Investment Authority. advice and compliance with over 180 involvement in any other projects with Misrepresentation Act 2001: Canary Wharf Group plc gives notice that: The particulars are set out as general outline only; All descriptions, years history in providing independent CWG outside those of an independent dimensions and other details are given in good faith and are believed to be correct, but any prospective purchasers or tenants must not assurance services. Bureau Veritas has assurance scope. We believe our rely on them as statements of fact or representations, but must satisfy themselves by inspection or otherwise as to their accuracy; Canary Wharf Group plc will not be liable, in negligence or otherwise, for any loss arising from the use of the particulars.

112 113 We welcome comments on this Canary Wharf Group report. Written by Flag Printed by Park Communications

Canary Wharf Group plc One Canada Square Canary Wharf London E14 5AB +44 (0) 20 7418 2000 [email protected] Right: Cabot Square, canarywharf.com Canary Wharf, London @yourcanarywharf