Sustainability Report 2020
OUR JOURNEY TO NET POSITIVE SUSTAINABILITY REPORT 2020: INTRODUCTION
Contents Hammerson
1. INTRODUCTION P.2
Our approach to sustainability, key ESG figures for 2020, process for managing risk, and our response to the TCFD.
2. OUR PERFORMANCE P.18
An overview of our journey to Net Positive, including headline performance against targets and progress in each of our four Net Positive areas. We also share our 2021-2022 targets, long-term targets and highlights from our Transition Pathway to Net Positive.
2.1 2.2 2.3 2.4 Carbon Water Resource Socio- Use economic impacts
P.28 P.34 P.36 P.38
3. OUR DATA P.46
Comprehensive disclosures of the environmental and social impacts of our business activities, our basis of reporting, methodology, boundaries and GRI index.
COVER IMAGE: Pulse, part of the Festival of Light at event at Westquay, Southampton. 2 Hammerson over 4years end2019 to portfolio managedretail for carbon emissionsintensity -39% Executive Chief Welcome our from central toourstrategic thinking. sustainability tobecomeeven more will not andthatIexpect change it clearthatthisisaposition over asChiefExecutive, Imade strength ofthebusiness. Taking strategy haslongbeenakey Hammerson’s sustainability vision. this underpins strategy Places sustainability 21stcarbon, city-based, economy. century OurPositive inalow thrive to ourassets we optimise continueto ensure visionisto our widerstakeholders. Ourlong-term investor ESGexpectations ofthe communityand rising businesswell inresponding the has positionedthe to to sustainability approach “Hammerson’s forward-thinking REPORT 2020:INTRODUCTION SUSTAINABILITY for landlordwater demand in2020. our flagshipassets were Net Positive performance intheseareas. Threeof truly exceptional mediumterm has driven thebusinesstodeliver however setting thisambitioustarget carbon, water andresourceuse, becoming Net Positive forlandlord We have yet toachieve ourtargetof fell by 28%over thisperiod. Water intensityforlandlordservices our portfoliohasincreasedinsize. emissions by 30%even though to theendof2019, andabsolute portfolio fellby 39%over the4years Carbon emissionsintensityofour useful andhasbeenvery strong. the previousfouryearsismore for comparisons. Thetrendover makes 2020apooryear COVID-19 but theimpactofclosuresdueto has beensharplydownwards environmental targets. Thetrend we outperformedourannual Unsurprisingly during2020 COVID-19 AND THEIMPACT OF TO DATEPERFORMANCE skills andfinancialexclusion. of need,suchasemployment and foundations totargetspecificareas service providers andcommunity We arealreadyworkingwithlocal facing localcommunitiesin2021. particularly alerttothechallenges will obviously continueandweare positive socio-economicprojects communities. Ourinvestment in the most vulnerablewithinour support localorganisations help of projectswas putinplaceto demand forservices. Aseries with reducedfundingandincreased local thirdsectororganisations of theintensepressuresplacedon We wereimmediatelyconscious important duringthepandemic. with ourcommunitieshasbeen The strong relationshipswehave OUR COMMUNITIES A DIFFICULT YEARFOR environmental andsocialreturns. expect todeliver financialaswell business plansto2023, whichwe investment includedinasset have focused almost £8mofESG the shortandmediumterm.We technology willcontinueover and efficiency investing inclean optimising asset resource environmental impactsthrough impacts. Work toreducekey extending ourpositive social programmes,efficiency whilst energy, water andresourceuse impacts throughourongoing our negative environmental forward remainsonminimising My immediatefocusmoving ISSUES FOCUS ONMATERIAL MAINTAINING ACLEAR Rita-Rose Gagné, CEO Gagné, Rita-Rose 1.0 INTRODUCTION the businessasawhole. achieve ourNet Positive targetsfor over thecomingyears, helpingus individual assets tonet zerocarbon It willalsosupportthetransitionof of power purchasingforourmarket. grid andset anewstandard interms unsubsidised newcapacitytothe from theendof2021.Thiswillbring from additionalrenewable power 50% ofelectricityforourUKassets However, weplantosourceatleast backed cleanelectricitycontracts. currently sourcedfromREGO- demand intheUKandIrelandis for 2021.92% ofourelectricity and additionalcapacityisplanned our on-siterenewable assets in2020 electricity demandwas suppliedby economy. Almost 3%ofourlandlord the transitiontoanet zerocarbon role renewable power hastoplay in Our strategy recognisesthecritical POWERED BY RENEWABLES 2.0 OURPERFORMANCE £8m planned 2021 -2023 investmentof ESGfocused 3.0 OURDATA 3 4 Hammerson carbon in2021and2022. 2019 andarelookingtoexpand itto We started thisworkforwater in and resourceusesavings elsewhere. boundaries tosupportcarbon,water stakeholders beyondourcorporate years. We arealsoworkingwith retailer operatingcosts over multiple reducing carbonemissionsand of carbonsavings withinstores, standards hasdelivered 900tonnes improvedto encourage fit-out with ourbrands. Ourworksofar and requirespositive collaboration Reducing theseemissionsisessential this dataisset outinthereport. these areas(Scope3emissions)and calculate thecarbonemissionsfrom our leases, wearealreadyableto and datasharingagreementswithin environmental foot-printing model latest data.Thankstoourextensive for thebusinessaccordingtoour over 70%oftotal carbonemissions within ourassets. Theserepresent impacts fromthetenantedspace Our Net Positive targetsincludethe COLLABORATION THE POWER OF Birmingham Galleries, < Martineau at Quarters City REPORT 2020:INTRODUCTION SUSTAINABILITY Continued from previous page previous from Continued long-term focusonenergyand position. Iamconfidentthat our are aheadofthecurve ina positive responsibility, placebusinessesthat public expectationsofcorporate and relatedrisksstronger in focusonclimatechange sustainability. Thesharpincrease taking aleadershipapproachto business andothers like oursof clearer thanever thevalueforour experienced through2020made andchanges The challenges ECONOMY CARBON TRANSITION TO NETZERO MANAGING THE and ouractive industry engagement. fully supportthroughourown work boundaries withinthesectorthatwe performance-in-use, arepushingnew This, alongwithaclearerfocuson opportunities wemust respondto. and withit,theexpectations Our customer baseisset tochange a centralelementofourapproach. already clear;itwillcontinuetobe and thepower ofcollaborationis areasharedbusinessagenda change Sustainability andtherisksofclimate economy willpresent. andanetclimate change zero carbon have tobereadyforthechallenges of ourbusinessforyearstocome and thatwilldrive theperformance The buildingsthatwecreatenow steer isdelivering exciting results. Passivhaus standards, andthisstrong achieving net zerocarbonand for ourdesignteams, including We have set thehighest standards look todevelop ourCityQuarters. This isparticularlyimportantaswe Positive Placesstrategic approach. our widerNet Positive targetsand directly alignswithandsupports and Scope3carbonemissions. This encompasses operational,embodied assetsour directlymanaged and detailed pathway thatincludesall enabledustopublisha 5 yearsago 2020. Setting outNet Positive targets Transition pathway inDecember we publishedourNet ZeroCarbon Partnership ClimateCommitment As signatoriestotheBetter Buildings wider businessstrategy. for thebusinessandsupportsour water andoursocialimpactsisright carbon, climaterisk,resourceuse, prepared forthenext phase. risk andwillensurewearewell minimise exposureto2023MEES hasenabledusto the leasingcycle, the most effective opportunity within upgrade unitstohigherstandards at ensure opportunitiesaretaken to established processesinplaceto planning for2030MEESrisk.Having portfolio. For examplewearenow France acrossthe arewellmanaged standards intheUK,Irelandand increasing regulatoryandlegislative Transitional riskspresentedthrough a cost effective,way. wellmanaged upgrade willbuildinresilience programmes ofmaintenanceand these dopresent,ourplanned exposure tophysical risks. Where our portfolioshave relatively low Looking atclimateriskspecifically, carbon economy. zero inanet thrive to core andbedesigned attheir sustainability future willhave of the The successful businesses 1.0 INTRODUCTION business thinkingandstrategy. from them,toinformourwider potential opportunitiesthatflow understand theserisksandthe scenario analysisthisyeartobetter carrying outdetailed climate teamwith senior management For thisreasonIhave tasked my our customers, face. our other stakeholders, particularly indirectly exposedtotherisksthat risks andtransitionalrisks, weare remain resilienttodirectphysical we canandwillensureourassets needtoact.Whilstand theurgent growing threatofclimatechange next 12monthsandbeyondisthe One ofthefewcertaintiesfor AND BEYOND THE NEXT12 MONTHS REGO-backed contracts. REGO-backed and Irelandfrom portfolio ourUK for of electricity 92% 2.0 OURPERFORMANCE
Rita-Rose Gagné Rita-Rose in thedecadestocome. business andourshareholders deserve andthatwillserve the local infrastructure theyneedand our citiesandlooktoprovide the reach outtocommunitieswithin important opportunityforusaswe zero carboneconomy. Thisisan be designedtothrive inanet sustainability attheircoreand businesses ofthefuturewillhave excellent outcomes. Thesuccessful for colleaguesandaredriving represent aclearcalltoaction 12 monthsandbeyond.They Positive targetsover thenext We remainfocusedonourNet 3.0 OURDATA 5 6 Hammerson Headline performance and portfolio figures from 2020. andportfolio Headline performance Figures in 2020 REPORT 2020:INTRODUCTION SUSTAINABILITY and Ireland assets UK for electricity REGO-BACKED 92% INVESTMENT £2m initiatives in environmental
v 2015 -55% portfolio PositiveNet CO 2 ENERGY SAVINGS £2.2m produced on-site RENEWABLE ELECTRICITY MWh 2,214 EPRA LfL Year-on-year -29% CO 2 BENCHMARK SCORES BENCHMARK -29% EPRA LfL intensity Year-on-year 1.0 INTRODUCTION score: Sustainability LOW RISK assessment: ESG Risk Rating 72 4 STAR/78 Score: AA CO 2
economic projects engaged in our socio- PEOPLE LOCAL 57,258 ENERGY DEMAND EPRA LfL Year-on-year -18% £6,338m PORTFOLIO VALUES Premium outlets: Value Retail £1,924m30% Developments & UK Other UK retail parks Flagships Ireland Flagships France Flagships UK 2.0 OURPERFORMANCE
TOTAL £1,147m 18% £1,511m 24% £757m 12% £384m 6% £615m 10%
local organisations FUNDING COVID SUPPORT £180K WATER DEMAND FOR LANDLORD POSITIVE NET 3.0 OURDATA
(avg.) COVID closures Reduced dueto 253 OPERATION DAYS OF for for assets flagship 3
7 8 Hammerson Means Us to What Sustainability SUSTAINABILITY REPORT 2020:INTRODUCTION SUSTAINABILITY CONTRIBUTING TO THEGLOBAL GOALSCONTRIBUTING SUSTAINABILITY ONMATERIALFOCUSING ISSUES Our businessactivitiessupportthefollowing 10UNSustainable Development Goals: the transitiontosustainable communities. to supportinvestment ininfrastructure and Places sustainability strategy to the citylevel, Our CityQuartersstrategy extends ourPositive projects tosupportourcommunities. local organisations todeliver locallyrelevant Young People, and Enterprise.We workwith and Wellbeing, SkillsandEmployment, Our socio-economicworkfocusesonHealth 6 5 4 3 2 1 Sustainable product Waste /Resource use engagement Community change Climate pricing and security Energy reporting and Governance Our topsixmaterialissuesare: sustainable outcomesforourbusiness. need tofocusonachieve themost 2018 identifiedaclearlist ofareaswe The materialityreviewconductedin achievement oftheUNSDGs. industry organisations promote the with businesspartnersand Our crossindustry collaborations procurement toreducecarbonemissions. innovationand encourage indesign partners toreduceresourceconsumption, We invest inrenewable energy, workwith and willbereviewedin2022. review iscompleted every fouryears, the graphicopposite.OurMateriality and Net Positive targets asset outin through ourPositive Placesstrategy addressed directlyinavariety ofways sustainability strategy. Eachoftheseis These materialissuesdrive our our Materiality Reviewour Materiality 2018 of moreour website details for pagesof Sustainability See the FOR MORE FOR
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Becoming Net Positive for our Becoming Net Positive means: 10 environmental impacts is the most 11 – Measuring and publishing FOR MORE significant contribution we can make Explaining the Net our environmental and Our footprints are as a business to the battle against socio-economic footprints available online climate change. Launched in 2016 as – Setting ambitious targets including - True Value of a 15 year commitment, it is extremely all emissions sources and our Retail: our socio- Positive Approach ambitious but inspirational for Scope 3 upstream emissions economic footprint colleagues. The earlier reductions - Our Environmental Hammerson in environmental impacts are made – Focusing on minimising our own Footprint Becoming Net Positive by the end of 2030 means reducing and the deeper they are, the better, impacts ahead of the use of offsets
particularly for carbon emissions. – Reviewing and updating business 2 our carbon emissions, water demand and resource use to less Our Net Positive programme is processes to ensure decision- than zero, and delivering Net Positive socio-economic impacts. designed to encourage us to move making is aligned with our strategy Net Positive for CO quicker and think bigger. – Measuring and reporting annually on our progress
Key Features of our Net Positive 2016 - 2020 2021 - 2025 2026 - 2030 commitment: Phase One Phase Two Phase Three Net Positive for Water Transparent
We published material on our approach, definitions and We have completed the first 5 years of We aim to be operating with negative Scope 1 Phase Three includes Scope 3 environmental footprint at the our 15 year Net Positive targets. This and 2 absolute carbon emissions, water demand emissions. We aim to be operating launch of the targets. Progress has report sets out what we have achieved. and resource use across our operational and on a Net Positive basis including
been published each year since development activities from 1 January 2026. these emissions from 1 January 2031. for Net Positive Use Resource launch, in our sustainability report. + Ambitious
Our targets include Scope 1,2 and 3 so include the environmental
impacts of the tenanted areas of for Net Positive Socio-economic impact our assets and include embodied carbon. They go well beyond what By the end 95,000 tonnes 350,000 cubic 131,000 tonnes Net Positive
would be required to align with the WHAT of embodied and metres of water of resources for our Paris Accord, and exceed Net Zero. of Phase Two: operational CO2 to be reduced to be reduced socio-economic to be reduced and offset and offset impacts + and offset Reduction focused
We prioritise reduction activities, only exploring offsets for those A constant + Investment + Working with + Working with our + Offsetting We plan to focus on good in efficiency local community stakeholders to any remaining emissions we cannot remove. Where Full data we do use offsets we will endeavour achieve this management initiatives and organisations to reduce impacts emissions to tables technologies address specific outside our direct bring us to less to deliver these through localised HOW projects, an area which we hope through: areas of local need control but within our than zero by to build and share learning on. value chain - insetting the end of 2030 12 Hammerson Management Proactiveand Risk GovernanceStrong over the1–5 and5–10 yearstime frames. how weexpectthesekey riskstochange measures. Italsoshows ourassessmentof risks, andmitigation reflectingmanagement potential impactofkey currentsustainability The chartoppositeshows theprobabilityand assessed over 1,1–5 and5–10 yearperiods. 100–101framework (seepages ). Risksare which hasoversight oftheSustainability Risk Risk GroupandtheExecutive Committee Working Group andreportedtotheCorporate Sustainability Team, reviewedby thePPCorporate Key sustainability risksaremonitoredby the 1: Identify risk. managing sustainability doso. Weand continueto process have a four-step for risks, related sustainability andother climate to approach We ofaprecautionary principle the have always adopted SUSTAINABILITY REPORT 2020:INTRODUCTION SUSTAINABILITY their transition risk” their exploring how minimise to are reduction targets, specificcarbon using asset and, ofourassets each for have developed pathways CRREM “Using tool, wethe Louise Ellison, Group Head of Sustainability of Head Group Ellison, Louise
IMPACT
4 3 2 1 LOW MEDIUM HIGH 2021-2022 EU Environmental regulation and legislation and French UK,Irish, with Non-compliance standards and achieve corporate ourdevelopmentwithin programme Failure address to sustainability Physical risk climate Transitional risk climate 1.0 INTRODUCTION 8 LOW 8 8 3 4 3 3 4 5 2 -5years 3 8 5 5 2.0 OURPERFORMANCE PROBABILITY 4 2 MEDIUM 2 4 2 5 8 7 6 5 5 -10 years on sustainability matters matters on sustainability ofengagement of stakeholder Lack utilities for Rising commoditycharges for utilities charges Rising regulatory/fiscal chain supply the business andwithin governance the within standards good with Non-compliance 2 1 3.0 OURDATA 6 1 1 7 HIGH 6 6 1 >10 years Risk Matrix CHART 1.1:CHART 7 6 7 7
13 14 Hammerson our Sustainability Report. Corporate Working Groupand sharedannuallyin 100-101(page ) is monitoredby thePositive Places Our Sustainability Framework RiskManagement regular updatesby theGroupHead ofSustainability. Group Executive Committee andPlcBoardthrough climate-related risksarecommunicatedtothe of Our exposuretoand management 4: Communicate asset level throughthebusinessplanningprocess. an asset areagreedatan toclimatechange. Projects example throughupgradingphysical resilienceof exposure toenergypricing,ormanagingtherisk,for mitigation oftherisk,forexamplethroughreducing business andasset teams. Responses focusoneither by theSustainability team working withtherelevant Responses tokey sustainability risksaredeveloped 2: Respond REPORT 2020:INTRODUCTION SUSTAINABILITY each workinggroupidentifiedontheorganogram. Members oftheCorporateSustainability Team attend projects anddatacollectionatalocalregionallevel. assets, manage theEEMSand supportdelivery of Coordinators within theUKandIrelandflagship against specificobjectives. Environment andCommunity Operational andDevelopment Teams indelivering across theGroup, supportingtheAsset Management, our Corporate Sustainability Team drives strategy the business. Asinternalsubjectmatter experts, sustainability riskstothebusinessandimpactsof targets, andallows ustoidentifyandmanage delivery against oursustainability strategy and to theright)facilitatesconsistent monitoringof Our Sustainability Governance structure (shown 3: Manage and chairs the GEC. the and chairs risks, response to the sustainability, including responsibility for has board level Chief Executive SUSTAINABILITY GOVERNANCESUSTAINABILITY STRUCTURE POSITIVE PLACES DEVELOPMENTPOSITIVE PLACES Overseeing delivery of PP strategy inFrance ofPPstrategy Overseeing delivery CHAIRED BYCHAIRED GROUP HEADOF CHAIRED BYCHAIRED MDHAMMERSONFRANCE sustainability indevelopmentsustainability SUSTAINABILITY (GHOS)SUSTAINABILITY HAMMERSON FRANCE CRBOARDHAMMERSON FRANCE 1.0 INTRODUCTION Manage and report on Manage andreport WORKING GROUP GROUP (GEC) EXECUTIVECOMMITTEE Each business stream and jurisdiction businessstream andjurisdiction Each POSITIVE PLACES OPERATIONALPOSITIVE PLACES CHAIRED BY EXECUTIVE CHAIRED CHIEF 2.0 OURPERFORMANCE sustainability inoperations sustainability is represented on the GEC is represented onthe Manage and report on Manage andreport Reports to PLC to Reports Board UK, Ireland, France CHAIRED BYCHAIRED GHOS WORKING GROUP CHAIRED BYCHAIRED MDHAMMERSONUKANDI UK & IRELAND MANAGEMENT BOARDUK &IRELAND Overseeing delivery of PP strategy ofPPstrategy Overseeing delivery in UK&Ireland operations POSITIVE PLACES CORPORATEPOSITIVE PLACES Manage and report corporate corporate Manage andreport identification of keyrisks sustainability including sustainability CHAIRED BYCHAIRED GHOS WORKING GROUP 3.0 OURDATA focused onsustainability.focused timequarterly dedicated represented onGECwith Sustainability how risks aswell asoverseeingtargets, and priorities strategic The GECreviews andsets are being managed. Sustainability Organogram CHART 1.2:CHART Governance
15 16 Hammerson progress over thelast 12months. and have updatedittoreflect the TCFDasastandalone document, 2020 wepublishedourresponseto extending thisin2019 and2020. In in our2018 Sustainability Report, response totherecommendations in 2022.We includedourinitial to becomearegulatoryrequirement We expecttheserecommendations risks. climate-related in reporting businesses recommendations support designedto Disclosures (TCFD) ofreporting publishedaset In 2017 Task the Financial Force Climate-related for Responding TCFD the to REPORT 2020:INTRODUCTION SUSTAINABILITY Hammerson.com TCFD at canbefound Our response the to FOR MORE FOR MANAGEMENT GOVERNANCE METRICS & STRATEGY TARGETS RISK related risksand opportunities. and targetsusedtoassessclimate andthemetricsrisk management strategy andobjectives, approachto covers ourGovernance approach, be foundatHammerson.com.This Annual ReportandAccounts, can our 2020Sustainability Reportand references tofurtherdetail within This latest TCFDresponse,providing
environment.” changing in this business thrives our ensuring to Team are committed Senior Management andour change bypresented climate and opportunities risks the response to overseeingfor our takes responsibility Hammerson Board stakeholders. The ourbusinessand for has this implications we the understand it isessentialthat carbon economy zero anet to “As we transition Hammerson General Council, Alice Darwell
Standards Risk Standards Efficiency Energy Managing Minimum portfolio 2020 portfolio EPC ratings UK FIGURE existing 2023. leasesfrom 1April to for new willapply lettings certificate performance energy ofanErated minimumstandard The current MEES whereweanticipateanincreasefromEto these. We arenow planningforthenext iterationof planinplacetoimproveand thereisamanagement portfolio. Lessthan7%ofunitsarenow ForGrated energy performancecertificatesoutoftheUKretail and theretail FandGrated delivery processtomanage We have worked withourretailers throughleaseevents 1.0 INTRODUCTION 1.1: E: 8% D/D+: 27% F: 1% 2.0 OURPERFORMANCE G: 5% currently very limitedascanbeseeninthechartbelow. of ourmaintenanceandupgradeworks. OurMEESriskis thisworkeffectively aspart This willenableustomanage these standards throughtheassetprocess. management identifying opportunitiestoimprove unitstoachieve will continuetoimplementourexisting strategy of a BastheminimumforEPCratingsfrom2030. We EPC Rating EPC A: 1% 3.0 OURDATA C: 39% B: 18% 17 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
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2 2.0 THE JOURNEY P.20 TO NET POSITIVE About Net Positive PERFORMANCE AGAINST ANNUAL P.22 TARGETS
FINANCIAL BENEFITS OF P.24 SUSTAINABILITY
OUR KEY ESG TARGETS P.26 OUR 2021 - 2022
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2 . 1 2 CARBON
PERFORMANCE Net Positive for CO
2.2 P.34 WATER Net Positive Net Positive for Water
2.3 P.36 RESOURCE USE Net Positive Net Positive for Resource Use
2.4 P.38 SOCIO-ECONOMIC IMPACT Net Positive Net Positive for Socio- economic impact
2.5 STAKEHOLDER P.42 ENGAGEMENT
2.6 OUR LONG TERM P.44 TARGETS Other SUSTAINABILITY REPORT 2020: OUR PERFORMANCE 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA 2020 2026 20 21 2.0 The Journey Phase Three Net Positive targets to launch bringing tenant water and to Net Positive Five years on from setting energy use into Net Positive targets we have:
Hammerson scope Hammerson’s sustainability journey started back in 2006 when Reduced absolute we set our first sustainability targets. Our work since has gone carbon emissions by from strength to strength and that early foresight has reaped 66% v 2015 baseline PHASE THREE benefits for all of our stakeholders. This section of our report Reduced landlord water demand by shares the latest on our performance, and our next steps. 77% v 2015 baseline
Three assets achieved 2016 Net Positive for water Phase Two 2018 Net Positive targets bring Paris Climate Accord signed PHASE TWO by 197 countries development impacts into Minimum Energy scope Phase 1 of Hammerson’s Efficiency standards Net Positive commitment come into force begins and includes: We plan to: continue working Hammerson with tenants to reduce commissions Published Net Zero embodied carbon in CARBON portfolio-wide Carbon transition pathway retail fit out climate risk study in accordance with the RESOURCE BBP Climate Commitment work with design and USE construction partners to Generated 2,214mWH minimise resource use on major refurbishments WATER renewable energy from target net zero carbon or onsite PV arrays, 3% of new developments SOCIO-ECONOMIC PHASE ONE our electricity demand IMPACT for landlord services collaborate with industry Reshaping Retail Report with partners to establish a Bioregional published. Invested £180k in local route map to certified community organisations Net Zero embodied through Giving Back carbon emissions. Hammerson Elliott’s Field Rugby Hammerson signs BBP Climate project to provide support Phase Two opens as Commitment along with 22 during COVID19 pandemic Target to the world’s first BREEAM 2025 other major prop cos and Outstanding retail park, become asset managers. Work with our design carbon neutral for regulated energy Net Positive UK Government sets teams at Dublin Central is Hammerson purchases three Net Zero Carbon target by 2050. establishing how our City new assets in Ireland and 1.94MW PV installed across Quarters developments opens office in Dublin Hammerson assets will achieve Net Positive.
2017 2019 2030 SUSTAINABILITY REPORT 2020: OUR PERFORMANCE 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA 22 Performance Against 23 TARGET RESULT TARGET RESULT
Annual Targets 70% 57% <0 1,265
Hammerson operational tonnes net The strength of our approach to sustainability enabled us waste recycled operational to respond quickly during the pandemic whilst maintaining resource use our long-term commitment to addressing climate change.
EPRA LfL portfolio1 Net Positive portfolio2 TARGET RESULT Carbon emissions Carbon emissions Complete at least 26/33 TARGET RESULT TARGET RESULT one locally relevant community project at assets held at least one event in 2020 -12% -29% -14% -29% each managed asset
Energy demand for Energy demand for landlord services landlord services “Our business activities were Ahead of the first lock down we Reviewing performance against severely impacted by the pandemic installed two significant new PV annual targets is not particularly in 2020. Amongst the many arrays bringing our renewable informative this year and our 2021 TARGET RESULT TARGET RESULT challenges it presented, the partial capacity to 2.9MWp across the targets are set against 2019 data. or full closure of our flagship assets portfolio. Water audits were carried However, in-spite of the challenges for significant periods of time: out at 2 additional assets in the UK our teams remain focused on -4% -18% -8% -17% and 3 assets achieved a net positive delivering great projects and the — reduced utility demand position for landlord water demand. business continues to reap the — increased the proportion rewards of a long-term, robust, fully We continued to deliver our social of organic waste embedded sustainability strategy.” impact work. By switching to online — delayed cap ex and socially distanced delivery investment projects modes, school engagement and EPRA LfL portfolio Net Positive portfolio — changed the level and focus of enterprise projects were delivered. need from our local communities We also redirected £180k of investment into local community Water intensity for Net Positive for water However, our robust systems and organisations across our UK assets landlord services for landlord services committed staff meant we were via local Community Foundations. able to adapt and respond quickly, This benefited 88 small organisations particularly our investment in tackling real local need. TARGET RESULT TARGET RESULT smart metering that enabled on site teams to monitor and minimise utility demand. -5% +29% 2 3 Louise Ellison, assets assets Group Head of Sustainability
1: EPRA LFL Portfolio - Operational control basis 100% share 2: Net Positive Portfolio - Directly asset managed portfolio on a proportionate ownership basis 24 Hammerson of Sustainability Financial Benefits financial returns, driving down driving operational costs in2020. financial returns, and investment inrenewables provide continuedto positive on efficiency Our focus businessandourpartners. the for Our Positive Places strategy delivers good financial outcomes REPORT 2020:OURPERFORMANCE SUSTAINABILITY
WASTE WATER RESOURCES ENERGY (Mega watt peak) Cost of water for landlord services landlord for water of Cost 2019 (MWp)Renewable capacity m 4 £11. 2019 £8.9m 2020 energy of Cost Income from sale of waste of sale from Income £2.2m 2019 £1.6m 2020 1.94 £166k 2019 £73k 2020 2.9 2020 (Mega watt hours) £2.3m 2019 £1.5m 2020 £2.7m 2019 £1.4m 2020 avoidance landfill Waste from savings £191k 2019 £20k 2020 management water in Investment 1149 2019 2214 2020 (MWh)Renewable generated energy Energy efficiency investment efficiency Energy 470 2018 £0.9M Cost of waste management waste of Cost Water savings renewables from Income Energy savings £50K £78K £4M 2019 2019 2019 2019 1.0 INTRODUCTION £642K £2.7M £2.2M £98K 2020 2020 2020 2020 2.0 OURPERFORMANCE associated environmentalassociated and financialcosts. usinmanaging the hassupported onsite digestion facilities organic waste andinvestment Bio-Whale anaerobic inthe onmanaging focus Ourlong-term periods. lock-down through atake-away service offer F&Bcontinuingto dueto proportion mixedof dry, recyclable waste. Organicwaste increased asa Total waste centre declinedin2020dueto closures, particularly Waste Management almost45,000M units, saving 2020. Over 120 leakswere identifiedandfixed tenant in Water inFebruary at3assets auditswere completed Water as we expand lookto renewable ouronsite capacity. 2020. We increase to in2021 expect this andbeyond in represents over landlord services for 3%ofelectricity and produced 2,214MWh ofpower in2020.This business.Wethe now have 11 across 6assets arrays Our investment insolarPVdelivers incometo consistent Renewables notice. cost,atshort reduce demandandtherefore Our flexible energyprocurementto plansalsoenabledis consumption. unnecessary identifyandeliminate basisto daily residual loadsona monitor enabledusto systems Our metering ofclosure.were periods reduced in2020during significantly business. Energy costs and the charge service reductions both to onenergyefficiencyhasdriven Our focus year-on-year cost Efficiency Energy Positive for water for landlord services in2020. Positive landlord water services for for 3centres Net havepools. Thesesavings madethese wasted fill –enoughto needlessly swimming 18 Olympic 3 ofwater from being 3.0 OURDATA 25 26
Hammerson 2: Net Positive Portfolio - Directly asset managed portfolio on a proportionate ownership basis ownership aproportionate on portfolio managed asset -Directly Portfolio Positive 2: Net share 100% basis control -Operational Portfolio LFL 1: EPRA 2021 -2022 KeyOur ESG Targets REPORT 2020:OURPERFORMANCE SUSTAINABILITY targets due targets to 2020 being an extraordinary year. business.2019the 2021 isourbaselinefor year we 12Each set for targets and24 month landlord water intensity Year onyear reduction in 2021 EPRA LfL portfolio LfL EPRA -15% 2021 landlord services for in carbonintensity Year onyear reduction -17% 2021 and 2CO Scope1 in absolute Year on year reduction portfolio LfL EPRA -5% 2 e emissions 2022 2022 2022 -11% -11% -7% water demand landlord in absolute Year onyear reduction landlord energy operational in absolute Year onyear reduction Net Positive portfolio Net Positive portfolio Net 2021 2021 2021 and 2CO Scope1 in absolute Year on year reduction -8% -17% -7% 2 e emissions 2022 2022 2022 -5% -11% -7% The targetsset forourlike-for-like savingsmanagement frommetering energy efficiency investments and targets. Targets reflectanticipated to supportourNet Positive Our short-termtargetsaredesigned operate aswellwhatweachieve. on continuallyimproving how we targets areset reflectingourfocus Both quantitative andqualitative EPRA LfL portfolio LfL EPRA Young People andHealth wellbeing -75% 2021 2021 2021 locally that tackle our four key ourfour areas tackle that locally To deliver agiven numberofprojects assets managed retail Recycling the for rate 22 15 1.0 INTRODUCTION -75% 2022 2022 2022 22 15 based on2019 figures. our shorttermtargetsare Due toclosuresin2020 for thesame groupofassets. to seeyearonperformance like targetsenableourstakeholders different groupofassets. Thelike-for- differ astheyreflectplansfora (LfL) andNet Positive portfolios 2.0 OURPERFORMANCE Net Positive portfolio Net 2021 2021 2021 managed retail assets managed retail Recycling the for rate Enterprise skills and Employment -75% 12 16 on pages44–45 Targets are shared 33. OurLong-term are shown onpage Pathway targets Our 2021 Transition MORE FOR 3.0 OURDATA 2022 2022 2022 -75% 12 16 .
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Hammerson Net Positive targets. Ourforecast fortheseisshown inchart2.1.1. From 2021carbonemissionsfromourdevelopment activitesareincludinginour business. colleaguesacrossexpectations the for over last5years, driven by and clear the ambitious targets We have achieved significant reductions incarbonemissions – – – – – – Over thelast 5yearswehave: 2.1 Positive Net for REPORT 2020:OURPERFORMANCE SUSTAINABILITY
LOOKING AHEAD PROGRESS generated. exceed emissions emissions avoided Carbon means Net Positive for stations acrossourassets Installed 50+electricvehicle charging lowrecycled, carboncontent Replaced 2500tonnesofcementwith of fitoutsfor100sretail units Improved energyefficiencystandards Implemented smartmeters across11 assets Relamped with15,000 LEDlights Invested £9mandrenewables in energyefficiency – – – we looktotransitionourassets tonet zerocarbon. Ourplansinclude: We willcontinueourreduction andoffset work over thenext decadeas
maintenance andreplacement programmes equipment acrossourassets throughplanned Continuing toupgradeandimprove renewable power onto thegrid a renewable facilitybringing additional Procuring cleanelectricitydirectlyfrom and renewable energyover thenext 3years Investing afurther£8minenergyefficiency Carbon Emissions Carbon 20,000 25,000 30,000 35,000 10,000 15,000 mtonnes 5,000 CO 2 e 2015 30,559 2016 25,404 2017 27,543 in developing localoffset projects. remaining carbonemissionsbuttoinvest We electednot topurchaseoffsets forour – – – – many other smallerprojectshave: and These, alongwithvigilantmanagement
2018 – – –
business andourpartners Delivered savings andrevenue toour Reduced costs forourretailers Reduced ournegative environmental impacts Made ourassets moreefficient savings intheretail units Working withtenantstodrive furtheroperational operational carbon net zerocarbonstandards forboth embodied and Ensuring newbuildingsaredesignedtoachieve additional carbonemissions reductions. beyond ourvaluechaintodeliver further, Working withstakeholders both withinand 17,873 2019 11, 67 7 2020 8,539 Carbon 2021 5,819 baseline. 2015 v. emissions carbon in REDUCTION 72% CHART 2.1.1CHART including working towards Passivhaus standards. the designteams workingonourDublinscheme, embodied carbonandresource usetargetsfor We have alreadyset best practiceoperational and resilient, biodiverse, inclusive Positive Places. is thereforetocreateNet ZeroCarbon,climate Quarters developments into scope.Ourambition carbon andresourceuse,bringingourCity to development impactsincludingembodied Phase 2ofNet Positive extends thetargets strategy Quarters City our and Carbon Embodied KEY AREASFOR PHASE2 2 additionalarrays in2020. than 500homes. We completed demand andenoughtopower more in 2020, over 3%oftotal landlord over 2000MWHofcleanelectricity Our renewable facilitiesgenerated 2.9MWp to increased capacity renewable Onsite 22,000 in 2020v. 2015 EMISSIONS TONNES CARBON 1.0 INTRODUCTION avoided approximately 700kWhpermonth. was corrected,andsavings are After inspection,aproblem on previousyearsconsumption. (AHU) was foundtobe41%up used annually. Anairhandlingunit we expectan8%reductioningas drop ingasconsumption of15%, of theboilerssaw animmediate being programmed.Correction systemsbuilding management constantly overnight despite identified twoboilersrunning our Smartmetering system excess demand.At UnionSquare, identifying andthenaddressing on adailybasisduringlock-downs monitor utilitydemandremotely during 2020asweareableto This investment proved invaluable metering smart in Investment 2.0 OURPERFORMANCE -29% EMISSIONS IN CARBON REDUCTION YEAR ON impressive progresstowards these targets. materials andsolutions, making appraised theimpactsofalternative of embodiedcarbonforeach plot and have developed earlybaseline estimates developments. The projectteamonDublin to set emissionstargetsforour Transition Initiative (LETI) research We have usedtheLondon Energy proof-of-concept project. successful wewillscaleupthis to-treat homesinCroydon. If energy performanceofhard- and upgradestoimprove the support investment ininsulation with aHousing Associationto We have established apartnership projects offset local Exploring CO in reduction 44% estimated Thassalia to deliver with Partnership carbon emissionsby over 40%. in Q12021,reducinglandlord cooling system inMarseille Thassalia marineheatingand connected toMarseille’s Terrasses duPort willbe -60% INTENSITY IN CARBON REDUCTION 3.0 OURDATA 2 Full data 29 tables Net Positive for Net Positive for Net Positive Net Positive
Socio-economic impact Resource Use for Water for CO2 30
Hammerson *The latest scope 3 footprint has been updated with data from 2019 as 2020 data is not comparable. not is 2019 data 2020 from as data with updated been has 3footprint scope latest *The model this, andwewillbeextending ourexisting programmeofworkwithourtenantstoachieve this. scope 3emissionsarepartofthesepathways, weuseourexisting datafromthetenantedareasofourassets to targets areexploringhow tominimisetheirtransitionrisksandmove themtoaNet Zeroposition.Asour CRREM tool,wehave developed pathways foreachofourassets and,usingasset specific carbonreduction assets andsystems areemergingtoenable owners tobetter understandtheserisks. andmanage Usingthe economy by 2050. Thepoliciesandactionsrequiredtoachieve thispresentsignificanttransitionrisksforreal Successfully minimisingglobalwarming towithin2°CrequiresarapidtransitionNet Zerocarbonglobal (CRREM) Monitor Real Risk Estate Carbon those we ourbusiness. considermostusefulfor those initiatives outhere ourresponse someof andset these to peerson Wesystems. industry with closely collaborate andmonitoring arange ofbenchmarks responding with is sector the across portfolios, risk transitional climate andreduce exposure understand to physical to and As real investors assets concerned becomeincreasingly Carbon Challenge the and Risk Climate ResponseIndustry to France ShoppingCentres France ShoppingCentres Ireland Parks UK Retail 2020 for Emissions 3 Carbon Scope asset basis. UsingthismodelourScope3carbon emissionshave beencalculatedandareset outinChart2.1.2below. are thenappliedtotheportfolioprovide anestimate ofourScope3emissionsonaregional,portfolioandasset by We usethisdatatoset regionally specificbenchmarksforaset ofretail usesacrosstheportfolio. Thesebenchmarks from 83tenantscovering 24% ofourportfolio. collected fromtenantsacrossoursites. wecurrentlyhave Asaresultoflong-termtenantengagement energydata Our Net Positive carbonfootprint includestheScope3emissionsofourassets. We updatethisannuallyusingdata Emissions 3Carbon Scope REPORT 2020:OURPERFORMANCE SUSTAINABILITY UK ShoppingCentres 7,909 21,094 23,549 35,277 TABLE 2.1.1
Tonnes CO2e BBP Real Estate Environmental Benchmakmark Environmental RealBBP Estate Monitoring Operational Performance in use in Performance Operational Monitoring - Benchmark Environmental Real Estate not participateinREEBtoconsiderdoingsoandcontacttheBBPformoreinformation. The benchmarksareavailable ontheBBPwebsite.We commercialpropertyowners wouldencourage whodo such asGrandCentralandUnionSquarewhichaccommodaterailway stations. Assets thatperformlesswellarethosesubjecttoextensive renovation plansorthosewithcomplexoperations investment initiatives. inenergyefficiency benchmark group. Bullringhasalsoshown significantimprovement over thelast 2yearsasaresultofcontinued 2020. HighcrossinLeicester andOracleinReadingcontinuetoperformexceptionally wellwithinthe Overall ourassets’ performancecontinuedtoimprove against theREEBbenchmarkinyearto31March assess relative performanceandfocusattention onkey areasforimprovement. Monitoring asset by asset carbonintensityperformanceagainst thiscomprehensive benchmarkenablesusto This isusedtoprovide sectorspecific Typical andGoodPracticebenchmarksofenergycarbonperformance. almost 1000assets includingover 500officebuildingsand290shopping centresand retail parksacrosstheUK. REEB isanimportantinitiative andisinformingGovernment thinkingonenergypolicy. Itcontainsdatafrom critical todrivingrealcross-sectorreductionsincarbonemissionsbutasyet isnot commonlyavailable. currently available benchmarkingofin-useperformanceis forcommercialpropertyassets intheUK.Accurate The BBP’s RealEstate Environmental Benchmark(REEB)istheonlycomprehensive energy-in-use benchmark 100 120 20 40 60 80
0
Shopping Centre Shopping
1.0 INTRODUCTION Grand Central Central Grand
2018-2019 CO REEB Benchmark TypicalREEB Benchmark practice
Shopping Centre Shopping
Centrale Centrale
Shopping Centre Shopping Brent Cross Cross Brent
2
e/m Whitgift
2
CPA
Centre Bullring Shopping Shopping Bullring
2.0 OURPERFORMANCE
WestQuay
Shopping Centre Shopping Cabot Circus Circus Cabot
REEB Benchmark Goodpractice REEB Benchmark Centre Shopping 2019-2020 CO
Union Square Square Union Victoria Gate Victoria
2 Victoria Quarter Victoria e/m
2
CPA Shopping Centre Shopping Silverburn Silverburn
3.0 OURDATA
Centre
Oracle Shopping Shopping Oracle 2.1.2CHART
Shopping Centre Shopping Highcross Highcross Full data 31 tables Net Positive for Net Positive for Net Positive Net Positive
Socio-economic impact Resource Use for Water for CO2 32
Hammerson Our Net Zero Carbon Transition Zero Pathway Net Carbon Our Our TransitionOur Pathway REPORT 2020:OURPERFORMANCE SUSTAINABILITY by theendof2020andhave committed topublishingperformanceagainst those pathways onanannualbasis. today. Whilst atdifferentoftheirnetstages zero carbonjourney, 20BBPmembershadpublished theirpathways Support fortheBBPClimateCommitment isindicative oftheheightenedexpectationsbusinesses acrosstheindustry individual asset. We willbeinviting ourtenants, particularlythoseusinggas, toworkwithusachieve this. ambitious targetbutwillallow ustofocusattention facedwithintheecosystem onspecificchallenges ofan indirect equityholding.Full details ofthepathway andtargetsareavailable onHammerson.com.Thisavery pathway includesoperational,embodiedandScope 3tenantemissionsforassets inwhichwehave adirector Transition Pathway in2020andarereportinghereonourprogressagainst first yeartargets. Ourtransition As signatoriestotheBetter BuildingsPartnership ClimateCommitment,wepublishedourNet ZeroCarbon Tonnes CO2e 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 10,000 0
2020 Scope 3Emissions Scope 1+2Emissions
2021
2022
2023
2024
2025
2026
2027
2028
2029 Hammerson CO Embodied Carbon (Proportionate OwnershipBasis) (Proportionate 2030
2031
2032
2033 2 e Emissions 2034
2035
2036
2037
2038 2.1.3CHART
2039
2040 — — — — 2021Transition for Pathway targets andwaste onmaterials performance contractor monitor Continue to fit outprocess through standards materials Set designbriefs within benchmarks bestinclassindustry Incorporate portfolio energy capacityacross the Achieve renewable 3MWpinstalled of1additionalPVarray Installation 4% reduction inenergydemand in carbonemissions 14% year onyear reduction 2020 TARGET Progress againstTransition Pathway 2020targets
Zero embodiedcarbonstatus new developments tocertifiedNet Establish routemaptotranistion electricitycontracts throgh REGO-backed Continue topurchaseremainingelectricity waste assets acrossmanaged orreuse75%ofoperational Recycle carbon emissionsv2019 26% reductioninabsolute 1.0 INTRODUCTION 2020 RESULT Contractor performance reported at least monthly onactive sites atleastmonthly reported performance Contractor process delivery retail guides andmonitored through fitout tenant standard includedwithin standards Materials inIreland new for standards schemes Design Teams LETIandPassivhaus working to portfolio across2.9MWp capacityinstalled the Circus Cabot andTerrasses installed: 2 PVarrays duPort -18% -36% 2.0 OURPERFORMANCE — — —
embodied carbonandresourceuseinfitout Continue workingwithintenantstoreduce renewables acrossflagshipassets Review oppotunities forfurtheron-site Shopping Centreportfoliodemand renewable energyforupto50%ofUK Agree PPA todeliver additional pages 44–45 on can befound targets Our longterm on pages26–27 can befound targets Our full2021/2022 FOR MORE FOR 3.0 OURDATA TABLE 2.1.2 . .
Full data 33 tables Net Positive for Net Positive for Net Positive Net Positive
Socio-economic impact Resource Use for Water for CO2 34 Hammerson – – – – To achieve thiswehave: Net Positive2.2 Water for REPORT 2020:OURPERFORMANCE SUSTAINABILITY by 260,000M water use.Overall we have water reduced demand absolute down keeps ondriving ourfocus ambitious targets Setting
LOOKING AHEAD PROGRESS mains supply. consumed from exceeds water external projects replenished by Water meanswater Net Positive for consumption i.e.newcleaningschedules Created actionplansforthoseassets toreduce across threeassets, findingandfixingleaksofc.90M waterCarried outwater use auditsonlandlordmanaged for water across9assets Installed smartmeters andsubmeters Invested £500kinwater efficientequipment – – – – for 2021isset outinchart2.2.1above. To worktowards ourNet Positive water targetsourplansinclude: to Phase2ofNet Positive water demand fromourdevelopmetn activitiescomesintoscope. Ourcurrentforecast identifying projectsbeyondourcorporateboundariestoachieve additionalwater savings. However aswemove Over thecomingyearswewillcontinuetofocusonreducingdemandforwater forlandlordservicesand
engagement activities engagement within retail unitsthroughbehaviour change/ Supporting tenantstoreduce water demand partnerships andfit-outguide areas, andintenant fitoutviaour water saving equipment andwaterless urinals both inlandlord Continuing theinstallation ofwater efficient Increasing rainwater harvesting facilities opportunities toreducewater demand Working withcleaningservices toidentify Water Demand 200,000 250,000 300,000 350,000 100,000 150,000 50,000 M 3 3 over fivethe endof2020. the to years 2015 335,593 2016 314,576 3 /day 2017 281,695 – – – – – – –
water saving behaviours athome employeesContinuing toengage in use ofpotable water in construction Working withcontractorstominimisethe harvesting systems inourdevelopments Including greywater andrainwater beyond ourcorporateboundaries to supportwater reductionprojects Working withregionalwater companies 2018 306M Fixed 124 water leakssaving anestimated over 170tenantsacrossthreeassets Partnered withThamesWater toaudit estimated 1000M Fixed leaksinalocalschool,saving an 259,797 3 ofwater/day fortenants 2019 236,000 2020 3 ofwater 75,679 2021 123,000 2018. SINCE TENANTS FIXING FOR LEAK THROUGH SAVED WATER 52,333M CHART 2.2.1CHART 3
we estimate afurther261M where 81tenantswereauditedand work toCentraleandBrentCross In 2020weextended thepartnership Water Efficient Development and Reducing and Development Reducing Tenant Water Use Water Efficient 108M controls, weestimated savings of installation ofdevicessuchasurinal up. 69%ofthemhadleakfixes and successful, with98%oftenantssigning The Oracle.partnershipproved and leakcorrectiontoourtenantsat audits, water saving technologies with ThamesWater toprovide water In 2019 weestablished apartnership WaterThames with Partnership ‘typical’ levels insimilardevelopments. a 65%reductioninwater consumption over targets forourdesignerstomeet including rainwater harvesting. We have set ambitious identifying opportunitiesforgrey-water and of ourCityQuartersdevelopments, weare demand inthefuture.For thein-usephases we designnow areabletominimisewater construction processandensuringthebuildings at how toreducewater demandwithinthe to ourdevelopment activitieswearelooking As thefocusofourNet Positive targetsmoves with theseinitiatives in2021. the pandemic,butwewillcontinue assets toparticipatewerecurtailedby Plans forbusinesseslocaltoour areas.was madeinlandlordmanaged savings. Afurthersaving ofc.19M KEY AREASFOR PHASE2 Net PositiveNet portfolio SERVICESLANDLORD WATER DEMANDFOR -68% 3 /day -that’s 108,000 litres. 1.0 INTRODUCTION 3 /Day of /Day of 3 /day /day expected tobelessthanoneyear. savings. Thepay backperiodis water is expectedtodeliver good out ofnewhousekeeping practices cleaning technology, andthesetting use water thankstoinbuiltwater mobile binwasher whichcanre- H&S standards. Investment ina all requirecleaningtomaintain The Oraclehasover 200bins, which Oracle The at cleaning plans bin mobile saving water Innovative Net PositiveNet portfolio WATER INTENSITY LANDLORD -11% 2.0 OURPERFORMANCE with ThamesWater, toother water regions. look toexpand thepartnershipmodelcreated will beextended toIreland in2021.We willalso our submetering programme intheUK,which control. We arealreadyworkingonthisthrough space atourassets aswell asthoseareaswe demand tobeminimisedwithin thetenanted our 2030Net Positive targets requireswater landscaping andgreenblueroofs. Achieving Sustainable techniquessuchas UrbanDrainage throughtheuseof for 2080climatechange impact onsitefloodriskincludinganallowance We alsoaimtomake alongtermpositive POSITIVE NET demand in2020 Landlord waterfor ASSETS 3 FLAGSHIP against 2019 water demand. have achieved Net Positive two ofthethreeassets would demand was low in2020but services in2020. Water demand forlandlord Net Positive forwater participating assets were to fixleaks, thethree withretailersengagement with ThamesWater and As aresultofourwork 2020 in water Positive for Net 3 assets 3.0 OURDATA Full data 35 tables Net Positive for Net Positive for Net Positive Net Positive
Socio-economic impact Resource Use for Water for CO2 36
Hammerson reuse, andthatany construction procurement done into thehighest valuewaste stream possible,i.e streams fromourassets areminimisedanddiverted We have aclearresponsibilitytoensurewaste – – – To achieve thesethingswehave: for Resource Use Net Positive2.3 REPORT 2020:OURPERFORMANCE SUSTAINABILITY
PROGRESS LOOKING AHEAD or senttolandfill. renewable recycled, that areneither materials used or re-usedexceeds avoided, recycled means waste Resource Use Net Positive for of organicwaste toanaerobicdigestion going Installed twoBio-whales toincreasethequantity improve separationofwaste streams Implemented onsitesortingtablesto improve separationofwaste atsource Worked consistently withretailers to – – through ourprocurementprocess andthroughencouraginginnovation. Ourplansinclude: ofoperationalwasterecycling andensuringwedrive uptake ofsustainably sourcedmaterials To addressthis, over thecomingyearswewillcontinuetofocusonmaximising thereuseand our development activitiesisbroughtintoscope. As wemove intophase2ofourNet Positive targets, resourceusefrom
separation and optimise recycling waste contractorstoimprove waste Working withouron-siteteamsand materials withinourdevelopments Continuing tospecifylow impactand recycled Resource Target 20,000 10,000 2,000 4,000 6,000 8,000 Tonnes
8,539 2015 2016 7,764 2017 resource userfootprint by 2,100tonnesin2020. responsible sourcing.We have reducedourNet Positive reusable productsandthehighest standards in content, on ourbehalfdrives demandforrecycled – – –
7,7 76 – –
and divert waste fromlandfilland waste toenergy content theuseofmaterialswithrecycled encourage Set clearstandards withinourfitoutguidesto to re-usefitoutarecaptured during leasing Updated ourinternalprocessestoensureopportunities un-wanted foodandhard-wear fromthewaste stream Developed relationshipswithre-useorganisations todivert and development workstreams. economy thinkinginto ourasset management development partnerstobring circular Working withouroperationsand re-use platformstomaximise re-useofresources Extending ourrelationships withspecialist 2018 4,734 2019 3,415 2020 1,265 2,744 waste to AD to waste organic of TONNES CHART 2.3.1CHART
whilst total waste fellby 50%. increased 30%yearonin2020, and reuserates. Food disposal waste streams andlower recycling high ratesofcontaminationother proportion oforganicwaste leadingto anunusuallyhigh This generated main activitywithinthecentres. outletsfood andbeverage werethe 57% in2020. Duringlockdown 74% over the4yearsto2019, and ratewas Our averagerecycling high quantitiesofreuseandrecycling. practiceandrelatively drive good Our waste processes management for ourdevelopment work, butopportunities inthequantityofmaterials required challenges into ourdevelopments. Thispresentssignificant teams tobringprincipalsofcircular economy will have theopportunitytoworkwithourdesign As ourdevelopment programmeprogresseswe developments our Resource in use KEY AREASFOR PHASE2 demand fornaturalresources. content, significantlyreducing for 2559tonnesofrecycled on site.Thishasdriven demand concrete andsteel beingused contentwithin regarding recycled maintained ourexpectations to lockdown. However, wehave assets was limitedin2020due Construction workatourFrench construction in steel and concrete for specified content recycled 2559 of tonnes specified in construction since2018specified inconstruction RECYCLED MATERIALS TONNES OF 2559 1.0 INTRODUCTION
divert itemsfrombecomingwaste. them inthreeUKcitiestohelp in 2021.We willbeworkingwith aims toincreasetheseoutcomes Our partnershipwithGlobechain targets ofreducingwaste too. helping usachieve ourNet Positive end oflifeandsimultaneously items thereforeextending their who wouldbeabletore-usethe charities, foodbanksandartists, them tolocalpartnerssuchas many itemsaspossibleandoffered The teamrecovered as andlogged lost propertyfrombeingwasted. resources fromvacatedunitsand to prevent nearly3tonnesof the Highcrossteammanaged In spiteoflockdown, during2020, Materials of Reuse Supporting 2.0 OURPERFORMANCE considerations ofthepracticality ofdismantling. when thebuildingisatendof life,including considerations ofre-usability ofkey materials contentwillbesupportedbywith recycled too. materialsand Specifyingrecycled 99.9% across the group in2020 across the FROM LANDFILL WASTE DIVERTED gas demandin2020. gas -2.5timesCabot Circus 700kWhof which generated 287 tonnesoffoodwaste 2020 ourBiowhale processed the grid.At cabot Circusin much neededgreengasfor of foodwaste, producing emissions fromtransportation at 2assets reducingthe digestion systems inplace (OWL) wehave anaerobic with OrganicWaste Logistics Thanks toourpartnership over times 2.5 centre run to digestion anaerobic through gas green enough produce Circus Cabot 3.0 OURDATA Full data 37 tables Net Positive for Net Positive for Net Positive Net Positive
Socio-economic impact Resource Use for Water for CO2 38
Hammerson 1 Socio-economic themed project outcomes by theme outcomes project themed Socio-economic Impacts Socio-economic Net Positive2.4 for Our Net Positive commitmentsharpenedourfocus greatest impact,suchasSkillsandEmployment. Our workfocusesonareaswherewecandeliver the – – – – To achieve theseoutcomeswehave: and thiswas even moreimportantduringthe been acriticalelementofourPositive Placesstrategy withourlocalcommunitieshasalwaysEngagement REPORT 2020:OURPERFORMANCE SUSTAINABILITY
Our definition of engagement refers to individuals supported through a project or interacting in an activity, such as an event, workshop or performance. or workshop event, an as such activity, an in interacting or project a through supported individuals to refers engagement of definition Our PROGRESS LOOKING AHEAD wellbeing & Health Socio-economic theme Young people & skills Employment Enterprise Supported ourpartnersinmoving tovirtualdelivery Set cross-projectevaluationmetrics totrackoutcomes as highlightedby ourdashboard which respondtokey socio-economicchallenges Identified aseriesofprojectsandpartnerships key dataaboutacityandthecommunitieswithinit Developed asocio-economicdashboard,whichpullsin – of focusin2021and2022.Our socio-economicworkwillcontinueandourcurrentplans include: local peoplearefacingduetoCovid-19. We have identifiedfinancial inclusionandskillsastwo keyareas of ourbusiness. Our existing networks make uswellplacedtosupport localresponsestothechallenges Thriving localcommunitiesandstrong localstakeholder relationshipsareessentialforthelong-termstrength
respond tokey dashboardmetrics Delivery of100+community projectsthat 2019 9 delivered ofprojectsNo. 22 9 5 people intoemployment £4650 raised 1344 peopleengaged Outputs £10k invested 4,268 youngpeopleengaged 1,090 peopleengaged 18 localbusinessengaged 780 peopleengaged 1 440 extensive programmeofworkinourfourkey areas. were disrupted by thepandemicwestill delivered an of2020.challenges Whilst anumberofourprojects – –
to ensurewearerespondinglocalneed. further, shapingprogrammingandevaluation –
engagement workwithBraveheartengagement Schools. with Pop-Up BusinessSchool,andour schools success, suchasourEmployment andSkillswork Extended partnershipswherewehave seen partnerships tosupportthosefacingdomestic violence. from theearliest stageofthelockdown, anddeveloping such asmakingourcarparksavailable forNHSstaff Responded toadditionalandevolving needsin2020, project outcomes acrossthegroup Positive metrics toaidevaluationof Application ofcross-projectNet 2020 4 5 delivered ofprojectsNo. 12 5 77 peopleintoemployment 121 peopleengaged 1185 peopleengaged Outputs 731 peopleengaged 201 peopleengaged TABLE 2.4.1 our businessas demonstrated inourTrue Value important. This hasalways beenastrength of our development workbecomeseven more and ensuringpositive socialimpactswithin targets, ourapproachtocommunity engagement As wemove intoPhase2ofourNet Positive KEY AREASFOR PHASE2 to respondlocalneedduringthistime. project inDundrumweredesigned food package staff, andanumberoflocalprojects, including our across ourUKshoppingcentrestosupportNHS 38,700 people. We also provided free carparking Giving BackProjectgrantsfunding,benefitting over In total, 88thirdsectororganisations secured — — — — the cost ofprojectssupportingfourkey areas: invited organisations toapplyforagranttowards and grantsorganisation CommunityBarnet, we groups. Working withlocalCommunityFoundations fund tosupportlocalcharities, organisations and Giving BackProjectacrosstheUK,a£180,000 grants put oncommunityorganisations, welaunchedThe Recognising theadditionalpressureCovid-19 has Covid-19 during Providing support
,04 3,30 Hammerson employees volunteered by HOURS enterprise orskillsdevelopment. Providing employment opportunities, homeless orroughsleeping Supporting thosewhoare affected by domestic violenceandabuse Providing supportservicestopeople Tackling foodpoverty 1.0 INTRODUCTION to the community the to of direct contributions TOTAL VALUE 1 6 £1. 2.0 OURPERFORMANCE they seektoserve, both now and inthefuture. by beingdeveloped with andforthecommunities deliver longtermvaluefor allourstakeholders valuable foundationtoensure ourCityQuarters of Retail research.Ourexperienceprovides a m in thishighimpactprogramme. pupils werestill abletoparticipate comply withsocialdistancing, ensuring adapt theBraveHeart to Challenge During 2020, wewereabletosuccessfully identifying potential projectsponsors. business plans, financialproposals and and guidance,assisting pupilswiththeir staff and others provide expertadvice Hammerson bring aboutapositive change. deliverable socialactionprojectthatwill their localcommunityanddeveloping a affecting differentcitizengroupswithin teams andaretasked withidentifyingissues Over thecourseofaday, pupilsworkin strong relationshipswithlocalschools. responsible citizens, since2015, building nurture pupilsasfutureleadersand citizenship programmedesignedto Braveheart, abusiness, enterpriseand Hammerson hascollaboratedwith young in people skills Developing enterprise ENGAGED PEOPLELOCAL 57,258 3.0 OURDATA Full data 39 tables Net Positive for Net Positive for Net Positive Net Positive
Socio-economic impact Resource Use for Water for CO2 40
Hammerson around local need projects Shaping Here we share justafew examples ofourwork. We 57,258 engagedwith 2020. localpeople during programmesdeliver that against local and support need. design to We nationalandlocalpartners both work with REPORT 2020:OURPERFORMANCE SUSTAINABILITY opportunities on-line. searching foremployment knowledge andawareness of techniques alongsideincreasing gained interviewskillsand live webinarsessions, participants unemployed. Throughaseriesof to Covid-19 orwerecurrently due were facingredundancy at least 7localresidentswho with theretailTRUST, supported At Silverburn, acollaboration vocational andfinancialsupport. through emotional, physical, employees andtheirfamilies improve thewellbeingofretail partner. Thecharityseeksto Hammerson corporatecharity industry’s charityanda The retailTRUST is theretail retail workers Supporting
Methodist Churchfoodbank. Centre donated€500toDundrum DundrumTownAdditionally to localhospitalsandcarehomes. Dundrum Gardastation topasson and readymealswerealsogiven to Easter Eggstohospitals. Flowers donated cupcakes, thermalsand fruit andveg. MarksandSpencer whilst TheJuice Bardonated for staff inSt.Vincent’s Hospital, Italian cooked over 500meals need duringthepandemic.Jamie’s donated foodandgiftstothosein During 2020anumberoftenants 2020 during gifts and food with people local Supporting people andtrynewcuisines. diverse communitiestomeet new overpeople aged 50fromBristol’s that provides anopportunityfor Avon ChineseWomen’s Group project delivered by Bristol and Bristol Meets theWorld isa Wellbeing over for 50s and Health Promoting
with foodpackages. people andlow incomefamilies donations tosupporthomeless The Dundrumteamprovided musical andculturalperformances. sampling differentcuisinesand visitorsthrough advice andengaged whilst providing informationand focused ontacklingsocialisolation 750 localpeopleover 50and The event atCabot Circusengaged end ofthetwo-week sessions. starting theirown business by the with 72peoplesuccessfully overengaged 180participants, Bristol, andBrentCross London School workshopsinCabot CIrcus streaming. PopUp Business by limitingnumbersandlive In 2020, delivery was modified have beensupportedtodate. UK andIreland.1886localpeople budding entrepreneursacrossthe deliver two-week workshopsto with PopUp BusinessSchoolto Hammerson hascollaborated and BusinessImprovement Districts, local authorities, housingproviders Department forWork andPensions, Since 2016, inpartnershipwiththe Bristol and London in businesses Building small 1.0 INTRODUCTION catering, tradeandservicesectors. and potential employers inthe jobseekers, employment agencies The projecthassuccessfullyconnected — — — — Our supporthasincluded: vacancies, helpinglocalpeopletosecureaplacewithkey employers. The dedicatedskillsandemployment system streamlines accessto opportunity. To capture thisweset up‘Employment Fontaines’. Extending Les3Fontaines presentsanimportantlocalemployment Cergy jobseekers in Supporting
2.0 OURPERFORMANCE External communicationactivity job descriptions, etc.) brochures, presentations, materials andtools(website, Development ofsupporting Provision ofspecially assigned staff all thenecessary tools fitted outandequippedwith Creation ofadedicatedplace,
for theregionalfinals. and shortlisting teams Croydon, London, reviewing people inLeeds, and100in skills trainingto51young to providing mentoringand mentoring andskillstraining scheme in2020, providing supported theYoung Enterprise Centrale ShoppingCentres Both ourVictoriaLeedsand our strategies andfinancialtargets. plans, includingmarketing build businessandproject Working inteams, students and createaproductforsale. the skillsneededtodesign 15to19anddevelops aged studentsEnterprise engages and influencers, Young students, teachers, volunteers Working directlywith London and Leeds in Enterprise Young Supporting 3.0 OURDATA Full data 41 tables Net Positive for Net Positive for Net Positive Net Positive
Socio-economic impact Resource Use for Water for CO2 42
Hammerson services to our development programme and business and consultancy servicesforourcorporatefunctions.services toourdevelopment programmeandbusinessconsultancy Our TierOnesupplychainincludesbusinessesproviding servicestoouroperationalasset, designandbuild and haveofpoliciesprocessesinplacetosupportmonitorthesekey businesspartners. arange through totheprovision ofChristmas decorations. We take avery active approachtoengagingwithsuppliers We relyextensively on our supplychainforservicesrangingfromthedesignandconstruction ofnewassets up thefocusonESG. driven byfor greatertransparency both theTCFDframework andtheBBPClimateAgreement,have continuedtodrive presentstoglobal realassetAwareness oftherisksthatclimatechange portfolioscontinuedtogrow in2020, andacall Strong sustainability strategy andperformanceisanimportantelementofourcorporatepropositiontoinvestors. Engagement Stakeholder2.5 REPORT 2020:OURPERFORMANCE SUSTAINABILITY local to our assets, andourcolleagues. ourassets, local to includecommunities stakeholder groups, these of ourPositive Placesstrategy. We five target Engaging stakeholders iskey delivery the to – – Key activitieshave included: – – – Key activitieshave included: INVESTORS SUPPLIERS
suppliers throughouttheyear toensurecontractual Asset teamsmeet regularly withkey opertional 2020 theaveragescorewas 73%. 300+ suppliershave completed thesurvey todate.In to sustainability andcorporate responsibilityrisk. score ofatleast 70%,thisindicatesarobust approach Sustainability Survey. We expectsupplierstoachieve a design teamsuppliersassessedthroughourSupplier Tier Oneandkey operational,assetand management performance against benchmarksisshown7 onpage andGRESB.including DJSI/CSA, MSCI Our Particpation inAnnualindustry benchmarks Publishing TransitionPathway toNet Zero shareholders, 27%oftheregister Investor roadshow inQ1meeting with5major . – – –
that theseevolve accordingtoannualtargets. sustainability requirementsarebeingdelivered, and standards onnewbuildings. designers toachieve Net Zerocarbon andPassivhaus innovative solutions. In2020wehave worked with teams toset targets andcollaboratewiththemtofind Development teamworkscloselywithexternal design meetings withJVinvestor partners performancedataprovided forquarterly ESG sustainability strategy andreporting. and reporting.We arerespondingthroughour Key concernsraisedincludedclimaterisk ESG initiatives wereset up to supportpeopleandmaintainconnections. Engaging withcolleagueshasbeenharderthisyearasweall workremotely, buteven moreimportant.Anumber of Great PlacetoWork Survey in2020, scoring90forengagement. continued tobedemonstrated in2020. Positive Placesmaintainedsupportfromacrossthebusinesswithinannual Our Net Positive indelivering oursustainability targetsrequireallourcolleaguestobeengaged programmeandthishas We extensively engage with industry organisations andourpeersonsustainability andother issues. Cross industry by engagement market progressofoursector. leadingbusinessesisessentialtothegood waste throughour management, on specificprojectsincluding We continuetoworkwiththem significant servicecharge savings. quickly duringlockdown, delivering enabled ustoreduceenergydemand management technology andgood investment inenergyefficiency our customers. Ourlong-term 2020 hasbeenadifficultyearfor industry organisations andby publiclysharingourexperiences, workanddata. We continuetoplay aleadershiproleboth by collaboratingwithourpeersthrough – which involve quarterly: following industry positions We currentlyholdthe – – – – — These included: — INDUSTRY COLLEAGUES CUSTOMERS
Buildings Partnership Chairmanship oftheBetter Sustainability Committee Chairmanship oftheEPRA Sustainability Committee Chairmanship oftheBPF GCB SteeringGroup Construction Boardand Membership oftheGreen ESG WorkingESG Group Investment PropertyForum Membership ofthe social bondsbetween employees. and abest pet contest, allhelpingtomaintain Virtual water coolermeet-ups, on-lineyoga Outward Bound Trust (£5,600 raised)and St miles toraisefunds forcharitypartnersThe andevenwalk, kayak cycle acollective 4,129 and Irelandjoinforcesvirtually tohike, run, Fortnight’ saw colleaguesfromacrosstheUK a virtualgettogether over twoweeks. ‘Community Our annualcommunityday was transformedinto 1.0 INTRODUCTION the year. out standards continuedthroughout times. Ourworkwithtenantsonfit of lockdown butcontinuedatother This was not possibleduringperiods year wthtenantsonsustainability. are normallyheldthroughoutthe Adhocmeetings Guide. Efficiency our retail delivery teamandEnergy through and onenergyefficiency relationship withToo GoodtoGo – – – – Through thesepositionsover thecourseof2020wehave contributedto:
Standards Database Best PracticeReporting access totheEPRASustainability Ensuring wideningindustry Environment Benchmarks BBP RealEstate Performance RatingSystem Nabers UKOperational Establishment ofthe Carbon Pathway Framework Commitment andNet Zero Development oftheBBPClimate 2.0 OURPERFORMANCE —
impressive 24,000 actions werestill recorded. withTheButterflyengagement Bank. However, an of activity. 2020 saw continued,albeitrestricted employees with quarterlyandannualrecognition inspire andreward sustainable activityamongst CorianderCows to agency behaviour change Since 2015 wehave usedanonline platformfrom and St.Francis Hospice (€1,562raised). Micheals House, InnerCityHelping Homeless – standardised datarequests. onsite teamsand through our responding data. We are provision of and the management onsite waste raised include Key concerns
strategy andreporting. Streamlining sustainability Reporting andUKGovernment Consultation Paper onSustainable Finance Taxonomy andIFRS including theEUSustainable key sustainability policies Consultation responseson 3.0 OURDATA 43 44
Hammerson Long-term Targets Long-term 2.6 Our SUSTAINABILITY REPORT 2020:OURPERFORMANCE SUSTAINABILITY
2023 — — — — — — Verification and and Certification Verification Carbon Embodied Renewables emissions Carbon Operational
be includedwithinISO14001 100% ofFrench flagshipassets to outside Hammersonvaluechain Verification oflocaloffset project in carbonemissionsv2019 Tenant fit-outtodeliver 40%improvement temporary andshorttermlets by value via PPA oron-siterenewables for10% Provide additionalrenewable power corporate emissions, remaindertobeoffset 10% year-on-year reductioninHammerson assets tocertifiedNet ZeroCarbon status Establish routemaptotransitionflagship
2025 — — — — — — — Net Positive Net and Certification Verification Carbon Embodied Renewables emissions Carbon Operational
certified Net ZeroCarbon status Transition oneflagshipasset to the operationalportfolioby 30%v2019 Reduce scope3carbonemissionsfrom management anddevelopment activities.management and resourceusefromcorporate, asset 2 carbonemissions, mainswater demand Reach Net Positive positionforScope1and included withinISO50001 100% French flagshipassets tobe Deliver first Net ZeroCarbonnewbuild emissions usingreductionandoffset NetAchieve Positive embodiedcarbon capacity acrosstheportfolioby 3.5MWp Increase reneableenergygeneration
2030 — — — — — — Net Positive Net Carbon Embodied Renewables emissions Carbon Operational
and development activities. from corporate,asset management water demandandresourceuse 1, 2,and3carbonemissions, mains Reach Net Positive positionforScope embodied andoperationalcarbonstatus 2030 toachieve certifiedNet Zero New buildingsindesignfrom1January additional renewable oron-sitegeneration 100% oflandlordpurchasedenergytobe Zero fossilfuelgasforlandlordservices assetCarbon managed Deliver first certified Net Zero certified Net ZeroCarbon status Transition 50%ofFlagshipassets to 1.0 INTRODUCTION 2.0 OURPERFORMANCE
2040 — — — Embodied Carbon Embodied Renewables emissions Carbon Operational
and operationalcarbonstatus assets toachieve Net Zeroembodied and retrofit projectsfor standing Major refurbishments, extension renewable oron-sitegeneration Hammerson assets tobeadditional 100% ofenergyusedacross be certifiedNet ZeroCarbon (owned foratleast 36months)to 100% ofHammersonassets targets shared on targets shown onpage26–27 Headline 2021- 2022 targets Pathway shown onpage32 94–95 MORE FOR . OurTransition 3.0 OURDATA pages . Full
. 45 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
3 3.0 DATA MANAGEMENT AND TARGETS Data Management and Targets
3 . 1 CARBON AND ENERGY Carbon and Energy Data
3.2 WATER Water Data
3.3 RESOURCE USE AND WASTE Resource Use Resource and Waste Data
3.4 OUR SOCIO-ECONOMIC IMPACTS Socio- economic Data
3.5 OUR 2021-2022 ESG TARGETS
3.6 STANDARDS AND CERTIFICATIONS
3.7 DATA RISK MANAGEMENT 3.8 MANAGING CORPORATE ENVIRONMENTAL IMPACTS
3.9 GHG EMISSIONS FACTORS
3 . 1 0 GHG EMISSIONS FACTORS
3 . 11 GRI INDEX
3 . 1 2 GHG EMISSIONS FACTORS
3 . 1 3
GLOSSARY Other 48
Hammerson A guide to this section this A guideto Contents SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY -CONTENTS — — — — — — — — — — — — — 3.13 Glossary 3.12 GHGEmissionsFactors 3.11 GRIIndex 3.10 Coverage Data 3.9 Managing andSafety Health 3.8 Managing Environmental Impacts Corporate 3.7 RiskMangement andCertifications 3.6 Standards 3.5 Our2021-2022 ESGTargets 3.4 Socio-EconomicImpacts 3.3 Resource UseandWaste 3.2 Water 3.1 CarbonandEnergy 3.0 DATA MANAGEMENT ANDTARGETS
GRI & EPRA Basis of Reporting, Data &Boundaries Data GRI &EPRABasisofReporting, PositiveNet Reporting BestPractice andTransparencyEnsuring inOurReporting General Standards Data General Standards 2019 for sets data includedinthe Assets Employee development andsatisfaction LevelAsset Project Data PositiveOur Net Resource UseData Taking water to management aresponsible approach PositiveOur Net Water Data GRI &EPRACarbonandEnergyData PositiveOur Net CarbonEmissionsData CollectionandVerificationData for our Reporting 83 78 78 58 56 56 54 53 51 50 50 119 118 114 114 112 112 108 104 102 100 96 94 90 90 84 84 PAGE 1.0 INTRODUCTION 2.0 OURPERFORMANCE 3.0 OURDATA 49 Socio- Resource Use Carbon Data Water Other economic and Waste and Energy Management Data Data Data Data and Targets 50
Hammerson GRI & EPRA Reporting GRI &EPRA reference andtheGRIsymbol. labelled withtheappropriate tables throughoutthereport as suchyouwillseeany relevant GRI andEPRAguidelines, and We continuetoreportinlinewith reporting hasbeenenhancedfurther. Positive ouralreadybest practice Since theannouncementofNet Transparency inOurReporting and Practice Best Ensuring 3.0 REPORT 2020:OURDATASUSTAINABILITY -DATA MANAGEMENT ANDTARGETS and Targets Management — — Our key issues: material THIS REPORTING? WHAT ISCOVERED IN — — — REPORTING THE BASIS OF — — — —
energy demand like portfolio EPRA like-for- whole portfolio group governance our product of sustainability waste andresource use community engagement carbon emissions scope 1 and 2 and 1 scope
Data Data
ownership basis. calculated onaproportionate performance against them,are Our Net Positive targetsand 114be foundseepage onwards where relevantinformationcan whole portfolioonan EPRA like-for-like portfolioand This includesreportingforthe control basis. control reporting year reporting –311 January December TIMEFRAME REPORTING — — — DATAINTENSITY 2019 EPRA like-for-like portfolio: 2015Whole portfolio: BASELINE
visitor numbers visitor spaces car park areas common parts For thefullindexof
operational operational . our NetPositive reporting. and reporting forGRI&EPRA, Below wesummarisethebasisof 53 the basisofreportingseepage subsection. For moredetails on table atthebeginningofeachdata You willfindaNet Positive data with sustainability performance. reporting, linkingbusinessperformance This alignsthemwithourfinancial — — ASSURANCE STANDARDS AND
third party assured party third standards Practice Reporting Best Sustainability andEPRA Core option GRIStandards: with prepared inaccordance hasbeen report this Net Positive Reporting Net 2 share of equity Hammerson’s Phase One2016 –2020 IN THISREPORTING? WHAT ISCOVERED — — — emissionsfrom:
1.0 INTRODUCTION emissions Corporate Hammerson energy consumption vacant unit waste &refrigerants energy, water, landlord procured Scope 1 and and 1 Scope
— — — REPORTING THE BASIS OF 1 January - 311 January December 2020 TIMEFRAME REPORTING — — — DATAINTENSITY 2015 BASELINE
2.0 OURPERFORMANCE in other entities in other investmentsthrough indirect ownership excludes under assets managedassets directly all Hammersonowned, group level including ownership basis proportionate visitor numbers visitor spaces car park areas common parts see pages54–55 Positive Net reporting andour GRI &EPRA, on details For further — — — ASSURANCE STANDARDS AND
independently reviewedindependently projects, hasbeen useofbalancing the including targets, Positiveour Net against performance calculating our our processes for reviewedindependently havedata been Positiveour Net collating andcalculating our processes for assured independently Positive is reporting ourNet to contributing environmental data the FOR MORE FOR 3.0 OURDATA .
Socio- Resource Use Carbon Data 51 Water Other economic and Waste and Energy Management Data Data Data Data and Targets 52
Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY -DATA MANAGEMENT ANDTARGETS environmental andsocialimpacts. benefits, linkingbusinessoutputand which Hammersonaccruesfinancial we areaddressingtothosefrom It alsoreducestheoverall impacts investment ofthoseJVpartners. impact reductionsflowing fromthe restricts usfrombenefiting Taking anequityshareapproach partners. our jointventure (JV) decisions aremadejointlywith of thoseassetskey wemanage, Whilst wehave operationalcontrol — — — — Exclusions: and fortheportfolioasawhole. equity sharebasisforeachasset completion. Dataisreportedonan up untilthedateoftransaction sold duringthereportingperiod, the dateofpurchaseandforassets reporting periodisincludedfrom for assets acquiredduringthe during thereportingperiod.Data We reportdataforallassets held targets andreporting. approach toourNet Positive We take anequityshare
areas ofourassets impacts fromthetenanted activities atourdevelopments impacts fromconstruction indirect investment interests assets fromthedateofdisposal — — — — the Net Positive portfolio: made thefollowingto changes Since the2015 baselinewehave POSITIVE PORTFOLIO TO THENETKEY CHANGES — — — — — emissions fromcorporateactivities: assets,managed Scope1,2and3 Scope 1and2emissionsfromdirectly in thereport: Environmental dataincluded period ofourNet Positive targets; This reportcovers thePhase1
Two UKassets developed: Two French assets Three Irishassets One UKasset purchased: One French asset One UKasset reduced ourequityholdingsin: - VIAOutlets (11assets) The PremiumOutlets Portfolio Nine UKRetail Parks Four French assets sold: the reportarelist 118 onpage emissions factorsusedwithin consumables corporate travel and vacant unitenergyconsumption sub-metered totenants water andwaste landlord procuredenergy, water, waste &refrigerants landlord procuredenergy, the reportisnot fairlystated. to believe thattheinformationin Principles. JLLfoundnoreason Positive Offset ProjectSelection by JLLagainst Hammerson’s Net has beenindependentlychecked Hammerson’s Net Positive reporting NET POSITIVEREPORTING offsetting forthispurpose. projects areconsideredlegitimate been established todefinewhat process andset ofprincipleshave of eachfive yeartargetphase.A to avoid, calculatedattheend remaining impactsweareunable be identifiedthatwillequatetothe Net Positive targets. Projectswill as partofthedevelopment ofour mechanism hasbeenestablished environmental impacts, anoffsetting property company tooperatewithout Given thatitisnot possiblefora OFFSETTING spaces andvisitornumbers. common partsareas, carpark adjusted profitbeforetax, Intensity dataisbasedon DATAINTENSITY has commercialinterests. jurisdictions inwhichthebusiness Our Net Positive targetsincludeall 2015 isourNet Positive baselineyear. BASELINE
Not includedinthereport: Tenant usage data isexcluded. only theseareasofourassets. our assets. Our reportingincludes of houseandserviceyardareas of thecommonparts, carparks, back As alandlordwehave directcontrol — — portfolio definitions: We reportagainst two — — — portfolio. Dataisprovided asfollows: We segmentourreportingby regional 1 January 2020to31December2020. This reportcovers theperiodof Data &Boundaries Data GRI &EPRABasisofReporting,
— — — — affected performance. that wouldhave significantly development activity undergone over whichtimetheasset hasnot a minimumperiodoftwoyears which includesassets heldfor EPRA like-for-like portfolio utility suppliestothesite. portfolio) whereweprovide purposes only(strategic assets heldfordevelopment contacted thirdparty(including directly orthrougha control,either management period andover whichwehave owned withinthereporting all propertiesthatwehave whole portfoliowhichincludes Strategic Portfolio for development, the for ourassets held by Regionalportfolio: corporate offices. assets. Thisexcludes our at Grouplevel forallmanaged
Ireland ShoppingCentres France ShoppingCentres UK Retail Parks UK ShoppingCentres 1.0 INTRODUCTION The environmental performance — for thefollowing asset: In 2020weassumedmanagement — — — In 2020wesoldthefollowing assets: EPRA PORTFOLIOS THE GROUP AND TOKEY CHANGES — — — — — — our materialissuesare: For GRIreportingpurposes Practice Reportingstandards. of EPRA’s Sustainability Best standards andtheGoldlevel the GlobalReportingInitiative meet thecorerequirementsof Our reportingisdesignedto GRI &EPRADATA — — — —
Shopping Centre AFUL GrandEran Portfolio -VIAOutlets Hammerson PremiumOutlets SQY Ouest ShoppingCentre Abbey Retail Park sustainable Product community Engagement waste andresourceuse riskandpolicy climate change energy securityanddemand governance andreporting development works are affected by significant to newdevelopments that properties partoforadjacent activities atourdevelopments impacts fromconstruction other financialinstruments in whichweholdonlydebt or indirect investment interests during thereportingperiod assets fromthedateofdisposal 2.0 OURPERFORMANCE — — Data collectionandcalculations: — — — — — Corporate travel dataincludes: annual andsustainability reporting. December inlinewithallother reporting runs01 January to31 The dataperiodforcorporatetravel DATATRANSPORT our ownership for2020. the propertiesremainedunder Group dataforthemonthsthat whole portfolio, regionaland analysis butincludedinour from ourlike-for-like portfolio of theseassets isexcluded
— on thebelow basis: centres arecalculated visitor travel toourshopping emissions associatedwith calculators using onlinemileage iscalculated rail andairmileage reporting fortheGroup car travel resultinginmileage journeys fortheGroup taxis andpublictransport train journeysfortheGroup domestic andinternational air travel fortheGroup fleet transportfortheGroup
Sector totheEconomy’. ‘Contribution oftheRetail 2008report the BCSC per roundtrip, basedon an averageof11.91miles 2.4 headspervehicle and for carjourneysweassumed 3.0 OURDATA 53 Socio- Resource Use Carbon Data Water Other economic and Waste and Energy Management Data Data Data Data and Targets 54 Hammerson Verificationfor our Reporting and Collection Data data aNet Positive tracker is For Net Positive balancingproject Net Positive reportingportfolios. portfolio, EPRAlike-for-like and This dataset isusedforour whole and external auditprocedures. data tobesubjectregularinternal requires environmental andenergy SystemManagement (EEMS), compliant Environment andEnergy 50001Our ISO14001 andISO MANAGEMENT SYSTEM & ENERGY ENVIRONMENTAL data gatheringprocess. for errorandstreamlining our portfolio, reducingtheopportunity into Credit360fortheRetail Parks automatically uploadedonceamonth the Retail Parks portfolio. Thisisnow hourly energyconsumption datafor In 2016, weautomatedinputofhalf- Group Head ofSustainability. for ourFrench assets andthe orSustainabilityManager Manager Analyst, EnergyandEnvironmental organisation: Sustainability Data verified atthreelevels withinthe basis whereitisassessedand reporting platformonamonthly is uploadedtoourCredit360data by ourenergybureauservice.Data meters, invoices anddataprovided manual meter reads, automated projects. Dataiscollectedfrom the contractorforourdevelopment company forourretail parksandby centres, by athirdpartymanagement by thesiteteamatourshopping utility andwaste dataiscollected Operational anddevelopment SystemManagement (EEMS).. Environmental andEnergy ISO14001 certified andISO50001 portfolios supportedby our systems inplaceacrossour environmental datacollection We have comprehensive, robust REPORT 2020:OURDATASUSTAINABILITY -DATA MANAGEMENT ANDTARGETS
INDEPENDENT 28 our approachseepage achieved. For moredetails on and torecorddetailed savings decision-making processisapplied used toensureourNet Positive MONITORING DATAMONITORING — — — Credit 360system: maintained outsideofthe Some dataiscollectedand asfollows: This ismanaged to annualexternal assurance. with Credit360butissubject Corporate dataisnot held CORPORATE DATA electricity purchasingin2020. This constituted 58%ofourtotal backed cleanelectricitycontracts. is purchasedthroughREGO 92% ofourUKandIrelandelectricity CLEAN ENERGY and thedataassuredin2020. scope ofourindependentassurance year. Thetablesbelow set outthe data improvements forthefollowing of theindependentassuranceshapes Hammerson.com. Theoutputreport Assurance Statementisavailable on assurance eachyear, the2020Data thirdparty processes undergo Our datacollectionandverification ASSURANCE
external propertymanagers consumption provided by our data forofficeutilitiesand waste companies andservicerecords collected fromtheleasing company fleet emissionsare corporate travel bookingsystem Corporate Traveller, our via employee expensesand and emissionsiscollected corporate travel journeydata
.
Carbon Energy Waste Water Carbon target emissions GHG Waste Water Energy Assured data Independently basedon indicators EPRA Performance assurance for 2020 assurance for Scope ofindependent DH&C-LfL Fuels-LfL Elec-LfL Energy-int DH&C-abs Fuels-abs Elec-abs Waste-LfL Waste-abs Water-LfL Water-abs GHG-int GHG-LfL GHG-indir-abs GHG-dir-abs gas emissions(tCO Total Scope1greenhouse EPRA like-for-like portfolio -12% carbonemissions wasteRecycled (tonnes) including shop-fit(tonnes) Total Waste Quantity Water forlandlord services consumption (MWh) Total naturalgas consumption (MWh) Total electricity (MWh) Total energyconsumption based) (location profit beforetax,£m) adjusted intensity (by house gasemissionsper Scopes 1,2and3green- gas emissions(tCO Total Scope3greenhouse gas emissions(tCO Total Scope2greenhouse 2 2 2 e) e) e) 1. are calculatedinoneoftwoways: estimations arenecessary. These there areinevitablyinstances where our reportingisbasedonactualdata Whilst wemake every efforttoensure ESTIMATED DATA opportunities.efficiency and theidentificationof ofutilityconsumptionmanagement This alsoenablesproactive 15-minute intervaldata. andvisibility,accuracy providing ship assets hasimproved data across ourUKandIrelandflag Investment insmartmetering resource intensive andpronetoerror. whilst normalacrossthesector, is Manual reportingofutilitydata, METERING AUTOMATED UTILITY the internalapproval process. evidence arereviewedthrough data marriedwithcommentsand month inthepreviousyear. This than 10%comparedtothesame where therearevarianceslarger require evidencetobeprovided readings orsupplierinvoicing. We taken frommonthlymanualmeter anomalies. Themajorityofdatais monitor performancetoidentify to thesystem andareableto allhaveproperty managers access Centre teamsandthirdparty thatdataareclear.team tomanage of individualswithinthecentre that therolesandresponsibilities level dataisrobust andsecure Our EEMSisdesignedtoensureasset AT ANASSETLEVEL based onactualdatafor 1.0 INTRODUCTION COUNTRY UK Unit France France Ireland Ireland following denominators: data. Thesearebasedonthe for energy, carbonandwater Intensity metrics areprovided DENOMINATORS PORTFOLIO of final waste destinations. this tobeamoreaccuratereflection statisticsrecycling butweconsider incinerating. Thishasreducedour waste toMRFs going issentto We now assumethatallgeneral (MRFs) inourwaste statistics. of mechanicalrecovery facilities statisticsusing averagerecycling In 2019 wemoved away from IMPROVING DATA QUALITY within thisyear’s reporting. relevant. Thequantityisnot material footnotes toeachtablewhere Estimated dataisindicatedin 2. Portfolio denominators 2020 denominators Portfolio Retail ParksRetail Shopping Centre EPRA LfL EPRA LfL EPRA LfL Shopping Centre EPRA LfL Shopping Centre utility providers based oninvoices from previous period the previousmost relevant 2.0 OURPERFORMANCE PART AREAS COMMON COMMON 224,055 248,201 138,275 70,439 53,211 53,211 — — — — — — references disclosures: Standards: Coreoption, and in accordancewiththeGRI This reporthasbeenprepared STANDARDSREPORTING
n/a n/a m 2 and Safety 2016 416: Customer Health 416-1 and416-2fromGRI Opportunity 2016; and 405: Diversity andEqual 405-2 (a&bi)fromGRI & Education2016 from GRI404:Training 404-1 (a)and404-3 Employment 2016; fromGRI401:401-1 (b) Impacts 2016 203. IndirectEconomic 203-2 (a)fromGRI Health; Safety 2018 GRI 403:Occupational 403-9 (a,bi-iiid)from 403-1, 403-5, 403-6and CAR PARKCAR 3.0 OURDATA Number SPACE 25,090 19,803 24,633 13,125 10,566 6,373 6,373 8,779 NUMBERS 90,346,678 44,254,438 90,346,678 90,346,678 30,631,299 29,114,589 29,114,589 VISITOR Number n/a 55 Socio- Resource Use Carbon Data Water Other economic and Waste and Energy Management Data Data Data Data and Targets 56
Hammerson 1 and2carbonemissions. This Positive outcomeforourscope that willultimatelyresultinaNet approach todeveloping projects our 2019 reporting,weset outour and beyondourvaluechainin will requireoffsetting, both within achieving ourNet Positive targets We have always beenclearthat portfolio hasincreasedinsize. have beenachieved whilst the These significantreductions five yearstotheendof2020. emissions by 66%over the This hasenabledustoreduce on ourenvironmental impacts. re-focused thebusiness’attention Setting theseambitioustargets 15-year Net Positive targets. We arenow five yearsintoour Our Net Positive CarbonEmissionsData Our Net Energy and 3.1 Carbon SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY ANDENERGY -CARBON DATA key emissionsreductionsprojects. we werealsounabletoimplement during2020,COVID-19 however, by reductionsindemanddueto This hasbeenassisted in2020 72% against our2015 baseline. falls to8,539 tonnes, areduction our Net Positive CarbonFootprint from theseprojectsarefactoredin, emissions yet, oncethereductions Positive positionforourcarbon Whilst wehave not reachedaNet Positive carbonemissions. have madetoour2020Net these balancingprojects in Table 3.1.1 whatcontribution transparency, wehave set out Hammerson.com. For report isavailable on percentage ownershippercentage ofeachasset. for thecarbonemissionsfromour share basis:wetake responsibility calculated onaproportionate Our Net Positive footprint is development emissionsfor2021. of both operationaland includes ourcurrentexpectations footprint andreporting.Chart3.1.1 included inourNet Positive development activitieswillbe From 2021theimpactsofour UK electricitydemandin2021. reductions toemissionsfromour strategy tomake significantfurther through ourenergyprocurement projects. We have plansinplace on developing furtherlocaloffset 2020 buttofocusourresources for theremainingemissionsin We electednot topurchaseoffsets which wewillbeidentifyingfurtherbalancingprojectsacrosstheyear. 2020. Thisidentifiesthecarbonemissionswecurrentlyexpecttoremainandfor The chartbelow sets outourNet Positive carbonemissionstrajectorytotheendof Hammerson Net Positive Carbonemissions Hammerson Net Balancing projects Hammerson GROUP Hammerson Net Positive CarbonFootprintHammerson Net Net PositiveNet carbonemissionsby wholeportfolio generated. exceed emissions emissions avoided Carbon means Net Positive for Corporate Consumables Corporate Offices Corporate Scope 3(Landlord transmission anddistribution) Tenant Engagementefficiencies TravelCorproate Scope 3(Landlord obtained) Other engagementsavings Other EV Chargingprovision cleanpowerOn-site generation Scope 1and2(landlord obtained) Embodied Carbonreductions 1.0 INTRODUCTION Our Net Positive carbon emissions pathway emissions Positive Net carbon Our 20,000 25,000 30,000 35,000 10,000 15,000 mtonnes 5,000 CO 2 e 2015 30,559 2.0 OURPERFORMANCE 2016 tCO tCO tCO tCO tCO tCO tCO tCO tCO tCO tCO UNIT tCO 25,404 2 2 2 2 2 2 2 2 2 2 2 2 e/yr e/yr e/yr e/yr e/yr e/yr e/yr e/yr e/yr e/yr e/yr e/yr 2017 30,599 2015
27,543 30599 1,441 1,116 924 924 398 4 2018 27,705 17,873 22,616 2017 27819 1,709 1,912 1,111 539 114 59 1.7 54 4 2019 18,463 17,873 14,581
11, 67 7 2018 1,441 1,115 924 924 398 200 562 274 130 4 2020 14,597 2019 8,539 11,096 11,671 1,686 613 716 938 657 106 150 281 271 211 4 2021 5,819 3.0 OURDATA 10,360 2020
8,539 9,185 1,821 0.12 334 149 157 346 899 483 535 76 16 page 28–29 see story: full Read the TABLE 3.1.1 % CHANGE CHART 3.1.1CHART MORE R O F V.2015 -66% -72% 57 Socio- Resource Use Carbon Data Water Other economic and Waste and Energy Management Data Data Data Data and Targets 58
Hammerson GRI & EPRA Carbon and Energy Data GRI &EPRACarbonandEnergy Tables 3.1.2- 3.1.8 carbon,energyandGHGemissionsdata outourGRIandEPRcompliant set REPORT 2020:OURDATASUSTAINABILITY ANDENERGY -CARBON DATA e) d) c) Total CO Hammerson Group A table of all carbon emissions factors isavailable on ofallcarbonemissions factors A table Total CO Total CO Total CO b) a) Total CO (CoverageHammerson UKshoppingcentres 13/13) Total CO (Coverage parks 9/9) Hammerson UKretail Carbon emissions by Porfolio and Group emissions Carbon car park Shopping Centre Carbonintensity Car Park Spaces(CPS) Scope 1 Scope 3 Car Park Spaces(CPS) Scope 1 Scope 1 Scope 1 Scope 1 Scope 1 Carbon intensity Carbon intensity Scope 3 Scope 2 Scope 2 Car Park Carbonintensity Scope 3 Scope 2 Scope 2 Car Park Carbonintensity Scope 2 Scope 3 Scope 2-CarPark Scope 2 Carbon intensity spaces(CPS) Car park Scope 3 Scope 2-CarPark Scope 3 Common parts area (CPA)Common parts Common parts area (CPA)Common parts 2015, 2018 and2019 exclude to restated CO carpark metrics. only. meaningfulintensity to generate these within Wethis portfolio to provide do not sufficient utilityservices development void heldfor includesassets area andthe energyconsumption purposes Portfolio Hammerson Strategic underourmanagement. months the areSold assets includedfor areas. useintenanted for tenants as well to asenergysubmetered Scope 3 has been restated for previous for Scope 3hasbeenrestated years includeemissionsfrom to water andwaste factors relevant Basedcalculationsreflect contractsMarket where emissions applicable. for cleanelectricity 2 2 2 2 2 2 e (Market Based) Based) e (Location e (Market Based) Based) e (Location e (Market Based) Based) e (Location b b b b a a e
excluding carpark a a a
excluding e page 118. mtCO mtCO mtCO mtCO mtCO kgCO mtCO kgCO mtCO mtCO mtCO mtCO mtCO mtCO # mtCO # mtCO mtCO mtCO mtCO mtCO mtCO mtCO kgCO mtCO mtCO kgCO mtCO mtCO mtCO kgCO Number mtCO m m UNIT 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 e/CPA e/CPS e/CPS e/CPA e/CPS e. e e e e e e e e e e e e e e e e e e e e e e e e e e GHG-Indir-Abs GHG-Indir-Abs GHG-Dir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Dir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Dir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Dir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Dir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Dir-Abs GHG-Indir-Abs GHG-Int GHG-Int GHG-Int GHG-Int EPRA CODE 408,828 231,287 2015 24,804 33,703 10,290 25,749 74,796 21,693 22,714 27,851 16,142 4,503 4,344 4,404 4,673 3,548 5,852 5,852 3,488 1,830 1,830 7,243 4,132 1,834 3,111 3,111 175 62 88 81 71 71 71 4 4 - 248,201 * 471,753 2018 25,090 15,460 12,489 71,336 18,140 10,710 21,815 27,112 2,606 4,390 4,052 4,724 4,888 4,035 3,834 5,297 5,297 2,971 2,971 5,413 1,418 894 648 897 104 651 54 1.0 INTRODUCTION 48 36 52 10 10 3 3 305-1, 305-2,305-3,305-4,305-5 453,927 248,201 2019 25,090 65,506 14,240 13,008 23,751 10,476 18,921 10,018 2,990 2,990 4,846 4,829 4,829 4,893 3,907 4,327 3,324 3,886 5,647 2,143 1,337 483 735 737 481 51 44 43 34 85 10 10 2 2 450,253 248,201 2020 25,090 61,832 GRI INDICATOR 10,566 13,079 15,261 2,645 5,302 2,089 7,540 2,130 8,577 2,374 1,964 3,120 1,550 2,183 2,183 1,038 1,038 2,451 1,051 289 289 38 80 80 62 28 28 27 0 0 8 8 % CHANGE 2.0 OURPERFORMANCE YOY -40% -40% -49% -99% -99% -34% -36% -45% -89% -89% -52% -25% -65% -65% -35% -35% -55% -55% -21% -31% -19% Continues onnext page>
TABLE 3.1.2 % CHANGE VS. 2015 -100% -100% -60% -96% -66% -84% -84% -63% -63% -68% -65% -65% -53% -55% -67% -67% -67% -70% -75% -71%
to December2020 to 1235% inthe months over last5years and the 60% by hasfallen portfolio ofourGroup intensity Carbon emissions 3.0 OURDATA 59
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 60
Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY ANDENERGY -CARBON DATA Total Retail Portfolio CO Total Portfolio Retail Total CO Total CO Total CO A table of all carbon emissions factors appliedisavailable on ofallcarbonemissions factors A table Total CO (Coverage shoppingcentres Hammerson France 9/9) (Location Based) (Location Total CO e) d) c) b) a) Hammerson Strategic Portfolio Hammerson Strategic Total CO (Coverage shopping centres Hammerson Ireland 3/3) Carbon intensity excludingCarbon intensity carpark Scope 1 Car Park Carbonintensity Car Park Spaces(CPS) Scope 3 Scope 2 Scope 3 Scope 2 Scope 1 Scope 3 Scope 2 Scope 1 Car Park Spaces(CPS) Scope 3 Scope 2 Scope 1 Scope 3 Scope 2-CarPark Scope 2 Scope 1 Common parts area (CPA)Common parts Scope 3 Scope 2-CarPark Scope 2 Scope 1 Carbon intensity excludingCarbon intensity carpark Car Park Carbonintensity Common parts area (CPA)Common parts 2015, 2018 and2019 exclude to restated CO carpark metrics. only. meaningfulintensity to generate these within Wethis portfolio to provide donot sufficientutilityservices development void heldfor includesassets area andthe energyconsumption purposes Portfolio Hammerson Strategic underourmanagement. months the areSold assets includedfor areas. useintenanted for tenants as well to asenergysubmetered previous for Scope 3hasbeenrestated years include emissionsfrom to water andwaste factors relevant Basedcalculationsreflect contractsMarket where emissions applicable. for cleanelectricity < Continues from previous page 2 2 2 2 2 2 e (Market Based) e (Market Based) Based) e (Location e (Market Based) Based) e (Location e (Location Based) e (Location b b b b b b
2 e a a a
c (Coverage 14/14) e e mtCO mtCO mtCO mtCO mtCO kgCO mtCO kgCO mtCO mtCO mtCO mtCO mtCO mtCO mtCO mtCO kgCO # mtCO mtCO mtCO mtCO mtCO # mtCO mtCO mtCO mtCO mtCO m mtCO mtCO mtCO kgCO m UNIT 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 e/CPA e/CPS e/CPA e/CPS e. e e e e e e e e e e e e e e e e e e e e e e e e e e e page 118. GHG-Dir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Dir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Dir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Dir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Dir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Indir-Abs GHG-Int GHG-Int GHG-Indir-Abs GHG-Indir-Abs GHG-Dir-Abs GHG-Int GHG-Int EPRA CODE 154,827 2015 26,333 33,703 4,328 4,328 2,737 2,737 7,065 7,065 785 785 170 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
45 6 152,201 2018 26,366 21,733 53,211 4,306 2,694 2,928 6,373 4,541 5,201 1,036 5,714 1,613 1,613 609 609 549 562 358 555 746 163 192 513 513 217 197 197 1.0 INTRODUCTION 49 29 70 88 0 0 9 305-1, 305-2,305-3,305-4,305-5 138,275 2019 22,936 19,803 53,211 4,540 5,060 4,333 4,385 3,268 6,373 3,216 1,117 1,117 200 200 904 520 520 529 729 728 278 237 614 142 351 814 551 211 30 78 14 11 11 8 2020 138,275 GRI INDICATOR 19,803 53,211 15,019 2,500 3,394 2,759 3,059 6,373 1,690 1,949 242 242 298 298 384 336 638 365 335 335 100 810 810 123 185 115 52 19 0 0 0 0 0 9 % CHANGE 2.0 OURPERFORMANCE YOY -100% -100% -40% -42% -46% -34% -36% -36% -36% -93% -28% -33% -33% -35% -47% -27% -70% -37% -37% -61% -15%
TABLE 3.1.2 % CHANGE VS. 2015 -65% -58% -55% -55% -70% -70% -61% -61%
3.0 OURDATA 61 Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 62
Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY ANDENERGY -CARBON DATA Total CO EPRA LfL(2019-2020) (Coverage Shopping Centres France 4/9) Total CO Total CO EPRA LfL(2019-2020) (Coverage UKShoppingCentres 11/13) Total CO EPRA LfL(2019-2020) (Coverage Parks UKRetail 7/9) Total CO Total CO Carbon Emissionsby EPRAlike-for-like Portfolio Common Part Area Common Part Carbon intensity excludingCarbon intensity (locationbased) car park Scope 3 Scope 2 Scope 3 Scope 2-carpark Scope 2 Scope 1 Scope 1 Scope 2 Scope 3 Carbon intensity (locationbased) Carbon intensity Carbon intensity excludingCarbon intensity (locationbased) carpark Scope 1 Scope 3 Scope 2 Scope 3 Area Common Part Scope 3 Scope 2 Scope 1 Scope 2-carpark Scope 2 Scope 1 Car Parking Spaces Scope 1 2 2 2 2 2 2 e (market based) e (location based) e (location e (market based) based) e (location e (market based) based) e (location a a a a a a mtCO # mtCO mtCO mtCO mtCO UNIT mtCO mtCO mtCO mtCO mtCO kgCO kgCO mtCO mtCO mtCO mtCO m mtCO mtCO mtCO mtCO mtCO mtCO mtCO mtCO mtCO mtCO mtCO mtCO m kgCO 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 e/m e/m 2 2 2 e/m e e e e e e e e e e e e e e e e e e e e e e e e e e 2 2 2 EPRA CODE GHG-Int-LfL GHG-Int-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Int-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL 1.0 INTRODUCTION 305-1, 305-2,305-3,305-5 224,055 70,439 2019 10,791 2,243 2,114 1,334 2,236 8,779 1,221 1,642 1,642 1,829 3,851 9,149 909 909 890 278 340 312 312 342 100 187 28 39 39 98 2 2 9 9 GRI INDICATORS 224,055
70,439 2020 1,584 2,097 6,855 8,779 1,230 7,893 1,038 1,038 1,541 1,211 905 644 823 734 282 282 185 172 761 192 171 20 80 80 32 28 0 0 8 8
2.0 OURPERFORMANCE Continues onnext page> % CHANGE YOY% CHANGE TABLE 3.1.3 - -26% -29% -45% -28% -38% - -40% -46% -99% -19% -16% -28% -25% -33% -27% -37% -37% -19% -18% -18% -18% -17% 45% 99% 2% 3.0 OURDATA 63
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 64 Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY ANDENERGY -CARBON DATA Total CO EPRA LfL(2019-2020) (Coverage ShoppingCentres Ireland 3/3) b) a) Shopping Centre Carbon intensity - Location based -Location Carbonintensity Shopping Centre -MarketTotal EPRALfLPortfolio based based -Location Total EPRALfLPortfolio Total CarbonEmissionsScope1&2 Like like for portfolio Total CO Total figures includeScope1and2only Total excludes shoppingcentre electricity carbonintensity andcarpark parks retail areas useintenanted Scope 3includesemissionsfrom for tenants water to andwaste andenergysubmetered Shopping Centre Carbonintensity Common Part Area Common Part Scope 3 Scope 2 Scope 1 Scope 3 Scope 2-carpark Scope 2 Scope 1 < Continues from previous page 2 2 e (market based) based) e (location a a b UNIT mtCO mtCO mtCO mtCO kgCO m mtCO mtCO mtCO mtCO mtCO 2 2 2 2 2 2 2 2 2 2 2 e/m e e e e e e e e e 2 EPRA CODE GHG-Int-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL GHG-Dir-LfL 1.0 INTRODUCTION 305-1, 305-2,305-3,305-5
18,438 53,211 2019 4,540 5,062 3,679 904 522 522 529 237 210 43 78 8 GRI INDICATORS
2020 13,152 53,211 2,559 3,394 3,059 344 638 335 335 123 115 30 52 8
2.0 OURPERFORMANCE % CHANGE YOY% CHANGE TABLE 3.1.3 -29% -33% -30% -29% -45% -36% -36% -33% -33% -35% 11% electricity contracts electricity clean ofour impacts excluding the portfolio like-for-like EPRA Group our from emissions carbon in reduction Year-on-year 29% 3.0 OURDATA
65
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 66
Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY ANDENERGY -CARBON DATA Landlord Services inc. onsite renewables inc.onsite Services Landlord for Total Consumption Electricity Hammerson Group Total Energy Consumption for Landlord Services Landlord for Total Consumption Energy Services Landlord for Total GasConsumption Natural renewables inc.onsite Services Landlord for Total Consumption Electricity (Coverage 13/13) Portfolio Hammerson UKShoppingCentre Service Landlord for Total Consumption Energy Services Landlord for Total GasConsumption Natural Direct and Indirect Energy Consumption byDirect andIndirect Group EnergyConsumption andPortfolio Energy intensity of landlords services excluding oflandlords carparks services Energy intensity area Common parts energyintensity Car park spaces Car park heatingandcooling District Fuel oilsconsumption Diesel consumption tenants to gassub-metered Natural Total natural landlord gas obtained Total electricity landlord obtained Total consumption electricity carpark Renewables exported Renewables generated Total electricity consumption for landlord services for Total consumption electricity Total natural landlord gas obtained Electricity sub-metered to tenants to sub-metered Electricity Total consumption electricity carpark landlord services for Total consumption electricity Renewables exported Renewables generated Total electricity landlord obtained heatingandcooling District Fuel oilsconsumption Diesel consumption tenants to gassub-metered Natural tenants to sub-metered Electricity Energy intensity of landlords services excluding oflandlords car parks services Energy intensity Common parts area Common parts energyintensity Car park spaces Car park b a a a a b s kWh/m mWh mWh mWh mWh mWh mWh mWh mWh m kWh/CPS # mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh kWh/m m kWh/CPS # mWh UNIT 2 2 2 2 CPA CPA Energy-Int Energy-Int Elec-Abs Elec-Abs Elec-Abs Elec-Abs Elec-Abs Fuels-Abs Fuels-Abs Elec-Abs Energy-Int DH&C-Abs Fuels-Abs Fuels-Abs Fuels-Abs Fuels-Abs Fuels-Abs Elec-Abs Elec-Abs Elec-Abs Elec-Abs Elec-Abs Elec-Abs Elec-Abs DH&C-Abs Fuels-Abs Fuels-Abs Fuels-Abs Elec-Abs Energy-Int CODE EPRA 408,188 100,724 100,725 231,287 125,474 2015 25,090 48,843 24,799 49,789 49,789 59,726 73,497 31,645 16,783 97,412 13,416 6,846 6,846 9,937 9,742 3,313 7,019 540 947 388 257 212 183 64 64 0 0 0 0 0 1 1.0 INTRODUCTION 248,201 476,196 117,918 2018 25,090 42,955 43,596 92,799 43,892 28,190 75,779 97,464 12,854 20,144 51,853 97,775 15,601 6,408 3,362 8,047 9,207 7,960 7,641 1,014 296 233 233 938 367 170 168 198 311 0 0 0 0 453,927 102,663 248,201 46,206 2019 25,090 65,506 86,460 38,564 24,973 85,895 39,593 16,203 39,085 89,367 12,382 14,457 8,384 8,764 3,472 7,336 7,554 1,029 1,107 7,121 334 288 565 150 261 189 521 181 ) Intensity (Building Energy 0 0 0 0 302-1, 302-3,302-4 450,253 248,201 2020 25,090 38,668 69,540 33,245 65,554 10,006 12,402 61,832 32,381 33,129 16,436 69,013 81,019 6,650 2,345 3,880 4,027 9,303 GRI INDICATORS 5,423 2,214 1,038 5,715 205 864 265 748 126 162 142 168 70 0 0 2 2.0 OURPERFORMANCE CHANGE Continues on next page > YOY -20% -22% -22% -24% -24% -34% -36% -21% -21% -21% -16% -19% -16% -16% -14% -15% %
% CHANGE VS. 2015 TABLE 3.1.4 -48% -45% -23% -32% -45% -45% -32% -33% -33% -35% -35% -35% -41% -31% -31% -11%
since 2015 since Group portfolio our of intensity energy the reduced significantly has strategy Places PositiveOur electricity contracts. electricity REGO-backed from 90% - 45% d) c) b) a) car park consumption car park nowintensity excludes energy Landlord service metrics. meaningful intensity generate to portfolio this to provide sufficientutility services only. these within We donot development andvoids purposes heldfor includes assets Portfolio Hammerson Strategic figures. energy intensity provideto more meaningful landlord services for consumption fromis separated electricity consumption electricity park are landlord managed.Car Shopping Centre CarParks landlord butconsumedby tenant. byIncludes utilitiesobtained 3.0 OURDATA
67
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 68
Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY ANDENERGY -CARBON DATA c) Renewable isconsumedby on site. parks tenants atretail generated electricity isestimated portfolio French the for heatingandcoolingdata b) 39%ofdistrict bya) Includesutilitiesobtained landlord butconsumedby tenants. Services Landlord for Total Consumption Energy Services Landlord for Total GasConsumption Natural renewables inc.onsite Services Landlord for Total Consumption Electricity (Coverage 8/8) Portfolio ShoppingCentre Hammerson France Services Landlord for Total Consumption Energy Services Landlord for Total GasConsumption Natural renewables inc.onsite Services Landlord for Total Consumption Electricity (Coverage 14/14) Portfolio Parks Hammerson UKRetail < Natural gas sub-metered to tenants to gassub-metered Natural Car park spaces Car park Total natural landlord gas obtained Renewables generated Total electricity landlord obtained spaces Car park tenants to sub-metered Electricity Renewables generated Total electricity landlord obtained Diesel consumption Common parts area Common parts Renewables exported tenants to gassub-metered Natural Total natural landlord gas obtained Car park energyintensity Car park excluding oflandlords carparks services Energy intensity Renewables exported Energy intensity of landlords services excluding of landlords car parks services Energy intensity Fuel oilsconsumption tenants to sub-metered Electricity Total consumption electricity carpark Total electricity consumption for landlord services for Total consumption electricity Diesel consumption Total electricity consumption for landlord services for Total consumption electricity District heatingandcooling District Fuel oilsconsumption District heatingandcooling District Continues from previous page
b a a a a c mWh kWh/CPS # mWh mWh mWh mWh mWh mWh mWh Number mWh mWh mWh mWh mWh mWh mWh mWh mWh m mWh mWh kWh/m mWh kWh/m mWh mWh mWh mWh mWh mWh mWh UNIT 2 2 2 CPA CPS Energy-Int Energy-Int Fuels-Abs Energy-Int DH&C-Abs Fuels-Abs Fuels-Abs Elec-Abs Elec-Abs Elec-Abs Fuels-Abs Fuels-Abs Elec-Abs Elec-Abs Elec-Abs Elec-Abs Elec-Abs Fuels-Abs Elec-Abs Fuels-Abs Elec-Abs Fuels-Abs Elec-Abs Elec-Abs Elec-Abs Fuels-Abs Fuels-Abs DH&C-Abs CODE EPRA 154,827 2015 44,657 26,333 46,974 46,974 22,074 61,816 14,841 14,841 3,960 3,932 3,673 6,479 3,912 3,961 2,317 140 361 178 21 21 0 0 0 0 0 0 0 0 0 0 1 1.0 INTRODUCTION 152,201 2018 22,583 35,088 37,432 45,814 21,733 37,447 2,305 2,289 2,289 2,289 2,358 5,394 8,368 3,647 8,767 262 399 102 168 16 16 15 0 0 0 0 0 0 0 0 0 138,275 2019 36,649 33,792 14,240 31,463 19,803 31,419 3,999 2,373 6,447 1,892 6,615 1,883 1,883 1,883 5,186 1,428 202 236 133 44 0 0 0 0 0 0 0 0 ) Intensity (Building Energy 9 9 1 302-1, 302-3,302-4 138,275 2020 22,705 28,050 23,659 24,278 10,566 19,803 4,538 3,356 4,677 4,391 1,238 1,238 1,238 1,573 GRI INDICATORS 954 397 169 841 172 147 117 68 11 0 0 0 0 0 0 0 0 2.0 OURPERFORMANCE % CHANGE Continues on next page > YOY -34% -34% -23% -28% -28% -25% -56% -27% -31% -13% -15% 12% -9%
% CHANGE VS. 2015 TABLE 3.1.4 -50% -49% -69% -69% -34% -48% -68% -52% -59% -55% -70% -79% -16%
to end 2019. end to over 4years portfolio French our of intensity energy in reduction contracts. electricity REGO-backed from 35% 35% power.nuclear from electricity grid French of 80% 100% 3.0 OURDATA
69
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 70
Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY ANDENERGY -CARBON DATA d) Landlord service energy intensity now energyintensity excludesd) Landlord consumption service car park metrics. meaningful intensity to generate Wethis portfolio to provide donot sufficientutilityservices only. development heldfor includesassets andvoids these purposes Portfolio within c) HammersonStrategic provide to figures. more meaningful energyintensity landlord services for consumption from isseparated electricity b) ShoppingCentre CarParks consumption are electricity landlord managed.Carpark bya) Includesutilitiesobtained landlord butconsumedby tenant. Services Landlord for Total Consumption Energy Services Landlord for Total GasConsumption Natural renewables inc.onsite Services Landlord for Total Consumption Electricity (Coverage 15/15) Portfoliob Hammerson Strategic Services Landlord for Total Consumption Energy Services Landlord for Total GasConsumption Natural renewables inc.onsite Services Landlord for Total Consumption Electricity (Coverage 3/3) Portfolio Shopping Centre Hammerson Ireland < Total consumption electricity carpark Landlord Services for Total Consumption Electricity Renewables exported Renewables generated Total electricity landlord obtained District heatingandcooling District Fuel oilsconsumption Diesel consumption tenants to gassub-metered Natural Total natural landlord gas obtained tenants to sub-metered Electricity Total consumption electricity carpark landlord services for Total consumption electricity Renewables exported Renewables generated Total electricity landlord obtained spaces Car park heatingandcooling District Fuel oilsconsumption Diesel consumption tenants to gassub-metered Natural Total natural landlord gas obtained Tenants to sub-metered Electricity Car park spaces Car park energyintensity Car park Energy intensity of landlords services excluding oflandlords car parks services Energy intensity Continues from previous page a a a a b b mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh # mWh mWh mWh mWh mWh mWh mWh mWh mWh m kWh/CPS kWh/m UNIT 2 2 CPA Energy-Int Elec-Abs Elec-Abs Elec-Abs Elec-Abs Elec-Abs DH&C-Abs Fuels-Abs Fuels-Abs Fuels-Abs Fuels-Abs Fuels-Abs n/a n/a n/a n/a n/a n/a n/a DH&C-Abs Fuels-Abs Fuels-Abs Fuels-Abs Fuels-Abs Fuels-Abs Elec-Abs Elec-Abs Energy-Int CODE EPRA 2015 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a 1.0 INTRODUCTION 2018 12,533 12,533 15,263 12,467 53,211 2,730 2,683 2,496 6,373 2,737 1,069 1,614 1069 1614 239 392 n/a n/a n/a n/a n/a n/a n/a n/a n/a 65 0 0 0 0 0 7 2019 12,020 14,749 53,211 11,951 11,951 2,804 2,380 2,798 2,078 6,373 1,089 3,167 2078 1089 232 373 n/a n/a n/a n/a n/a n/a n/a n/a n/a 26 69 ) Intensity (Building Energy 0 0 0 0 6 302-1, 302-3,302-4 2020 53,211 11,018 2,442 9,230 9,230 6,373 9,254 1,926 1,795 1,788 1,641 GRI INDICATORS 1641 800 800 302 n/a n/a n/a n/a n/a n/a n/a n/a n/a 171 26 24 0 0 0 0 7 2.0 OURPERFORMANCE % CHANGE YOY -26% -23% -23% -23% -23% -36% -36% -25% -27% -27% -21% -21% -19% -19%
% CHANGE VS. 2015 TABLE 3.1.4
electricity contracts. electricity REGO-backed from 100% 100% 3.0 OURDATA
71
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 72
Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY ANDENERGY -CARBON DATA Total Natural Gas Consumption for Landlord Services Landlord for Total GasConsumption Natural Services Landlord for Total Consumption Electricity EPRA LfL(2019-2020) (Coverage UKShoppingCentres 11/13) Total Energy Consumption for Landlord Services Landlord for Total Consumption Energy Services Landlord for Total Consumption Energy Total Natural Gas Consumption for Landlord Services Landlord for Total GasConsumption Natural Total Electricity Consumption for Landlord Services Landlord for Total Consumption Electricity EPRA LfL(2019-2020) (Coverage Parks UKRetail 7/9) Direct and Indirect Energy Consumption byDirect andIndirect EPRAlike-for-like EnergyConsumption portfolio Total consumption electricity carpark tenants to sub-metered Electricity Renewables generated Total renewables inc.onsite electricity landlord obtained Total natural landlord gas obtained Energy intensity of landlords services excluding oflandlords carparks services Energy intensity Thermal energy Thermal Diesel consumption tenants to gassub-metered Natural Car park energy intensity energyintensity Car park spaces Car park energy Thermal Diesel consumption tenants to gassub-metered Natural Area Common Parts Total natural landlord gas obtained Electricity sub-metered to tenants to sub-metered Electricity Renewables generated Total renewables inc.onsite electricity landlord obtained b b a a mWh mWh mWh mWh mWh kWh/m mWh mWh mWh mWh mWh mWh kWh/CPS # mWh mWh mWh mWh m mWh mWh mWh mWh UNIT 2 2 CPA Elec-LfL Elec-LfL Elec-LfL Fuels-LfL Elec-LfL Fuels-LfL Fuels-LfL DH&C-LfL Fuels-LfL Energy-Int DH&C-LfL Fuels-LfL Fuels-LfL Fuels-LfL Fuels-LfL Elec-LfL Energy-Int Elec-LfL Elec-LfL EPRA CODE 224,055 GRI INDICATOR 2019 44,730 36,208 14,457 37,170 8,779 1.0 INTRODUCTION 1,340 7,336 8,271 1,107 1,331 1,331 7,121 962 554 261 152 156 551 302-1, 302-4 0 0 0 0 9 9 224,055 2020 30,259 36,936 30,957 3,880 9,303 5,423 8,779 1,209 1,209 1,209 1,038 6,611 699 864 367 130 168 138 Continues onnext page> 0 0 0 0 0 0
% CHANGE YOY% CHANGE TABLE 3.1.5 2.0 OURPERFORMANCE -20% -99% -24% -36% -33% -10% -16% -17% -17% 56% -6% -9% -9% 3.0 OURDATA 73
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 74 Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY ANDENERGY -CARBON DATA Total Electricity Consumption for Landlord Services Landlord for Total Consumption Electricity EPRA LfL(2019-2020) (Coverage ShoppingCentres France 4/9) Total Natural Gas Consumption for Landlord Services Landlord for Total GasConsumption Natural c) Total excludes shoppingcentre electricity energyintensity andcarpark parks retail consumption tenant for metered separately andnot heatingandcoolingisconsidered landlord ofdistrict consumption form energy inthe b) Thermal bya) Includesutilitiesobtained landlord butconsumedby tenant Total Energy Consumption for Landlord Services Landlord for Total Consumption Energy Services Landlord for Total Consumption Energy Shopping Centre energy intensity - Location based -Location intensity energy Shopping Centre Total demand-LfLportfolios gas landlord Total Demand-LfLportfolios Electricity Landlord Total Demand-LfLportfolios Energy Landlord Services Landlord for Total GasConsumption Natural Services Landlord for Total Consumption Electricity EPRA LfL(2019-2020) (Coverage ShoppingCentres Ireland 3/3) Total natural landlord gas obtained Total consumption electricity carpark tenants to sub-metered Electricity Renewables generated Total renewables inc.onsite electricity landlord obtained Energy intensity of landlords services excluding oflandlords carparks services Energy intensity excluding oflandlords carparks services Energy intensity Thermal energy Thermal Diesel consumption tenants to gassub-metered Natural energy Thermal Diesel consumption tenants to gassub-metered Natural Common Parts Area Common Parts Area Common Parts Total natural landlord gas obtained Total consumption electricity carpark tenants to sub-metered Electricity Renewables generated Total renewables inc.onsite electricity landlord obtained < Continues from previous page b b a a c mWh mWh mWh mWh mWh kWh/m kWh/m mWh mWh mWh mWh mWh mWh mWh mWh mWh mWh m m mWh mWh mWh mWh mWh UNIT 2 2 2 2 CPA CPA Elec-LfL Elec-LfL Elec-LfL Elec-LfL Fuels-LfL Fuels-LfL Fuels-LfL DH&C-LfL Fuels-LfL Fuels-LfL Fuels-LfL DH&C-LfL Fuels-LfL Energy-Int Elec-LfL Elec-LfL Elec-LfL Energy-Int Fuels-LfL Elec-LfL EPRA CODE 85,073 GRI INDICATOR 2019 68,802 24,258 70,439 12,020 14,779 14,877 19,335 53,211 19,312 11,951 2,802 2,380 2,808 4,945 3,999 1.0 INTRODUCTION 5,375 199 233 288 431 302-1, 302-4 44 26 69 23 0 0 0 6 1 69,927 2020 20,796 70,439 57,505 16,807 16,837 11,045 53,211 11,190 3,356 9,230 3,978 9,254 4,126 1,926 1,795 1,788 163 954 247 147 171 30 26 24 11 0 0 0 7
% CHANGE YOY% CHANGE TABLE 3.1.5 2060% 2.0 OURPERFORMANCE -18% -20% -23% -36% -36% -25% -25% -27% -16% -16% -13% -18% -14% -14% electricity purchased in 2020. in purchased electricity 58% total ofour constituted This contracts. electricity clean backed REGO through is purchased electricity Ireland and UK our of 92% CLEAN ENERGY tenants our and business the to savings cost delivering and impacts environmental our reducing savings, energy year-on-year delivering significant is demand energy on focus continued Our -18%
3.0 OURDATA 75
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 76 Hammerson c) b) a) REPORT 2020:OURDATASUSTAINABILITY ANDENERGY -CARBON DATA emissions Total shopping centres (UKonly) journeys by our Visitor carto mileage andtaxi Business travel by air, rail, personal green-house gasemissions relevantOther indirect Refrigerant data F-GAS All of our emissions calculations are based on 2020 DEFRA carbon factors All ofouremissionscalculationsare basedon2020DEFRAcarbonfactors per vehicle, 11.91 anaverage for car. DEFRAemissionsfactor andusethe mileround trip Economy’. the to Sector Retail ofthe We “Contribution 2008BCSCReport travel andthe assume2.4people our2011 travel visitor basedonannualfootfall, are estimated with Emissions associated ofvisitor UKsurvey representative ofCO is this GHGEmissionsreporting, We ourMandatory for businestravel collected details R410A R407C R404A R143A R134A R22 kgCO kgCO kgCO kgCO kgCO kgCO kgCO UNIT a 2 e emissionsfrom flights,car, train andbusjourneys. 2 2 2 2 2 2 2 e e e e e e e b 2015 23,061 23,061 0 0 0 0 0 mt CO mt CO UNIT 2 2 e e 2018 53,348 53,348 0 0 0 0 0 268,534 238,780 2019 29,754 GRI INDICATOR 252,739 2015 0 0 0 0 412 305-6 272,489 2020 GRI INDICATOR 2018 716 0 0 0 0 0 0 0
DEFRA 2020 DEFRA 2020 DEFRA 2020 DEFRA 2020 DEFRA 2020 DEFRA 2020 EMISSION FACTOR 273,480 305-3 2019 654 TABLE 3.1.6
163,525 TABLE 2020 3.1.7 214 of products andservices Reductions inenergyrequirements 2020 2020 2020 2020 2020 2020 DATE 1.0 INTRODUCTION LEDs LEDs tech Energy efficiency tech Energy efficiency Smart metering Smart metering INITIATIVE 2.0 OURPERFORMANCE Highcross Centrale Grand Central Bullring Grand Central Bullring LOCATION GRI INDICATOR 302-5
5,769 23,077 not separatelymetered not separatelymetered not separatelymetered not separatelymetered ( 2020 SAVINGS kWh) 3.0 OURDATA TABLE 3.1.8 77
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 78
Hammerson development activitiesofthebusiness. now includeswater demandfromthe moving intophase2ofNet Positive this trajectory totheendof2021.Aswe are This sets outourNet Positive water Our Net Positive WaterOur Net Data 3.2 Water REPORT 2020:OURDATASUSTAINABILITY -WATER DATA challenging ofourtargets. We are fresh water potentially themost becoming Net Positive formains Its relatively low cost makes our Net Positive targets. which iswhy itisincludedwithin and oneofthemost threatened remains apreciousnaturalresource from significant water stress, water operate inany regionsthatsuffer Whilst Hammersondoesnot Rainwater harvesting LL Operational consumption Net water demand Net Tenant savings Whitely School leakfixing School Whitely Recycle refresh to campaign Balancing projects total 2015 baseline Net PositiveNet water footprint mains supply. consumed from exceeds water external projects replenished by Water meanswater Net Positive for Net Positive pathway Net water 200,000 250,000 300,000 350,000 100,000 150,000 50,000 M 3 m m m m m m m m UNIT 3 3 3 3 3 3 3 3 2015
335,593 much water thattwooftheseassets, However, ourinterventions saved so 2020 thaninanormalyearoftrading. Demand was ofcoursemuchlower in was consumedforlandlordservices. interventions atthoseassets than – morewater was saved through potable water demandin2020 assets wereNet Positive forlandlord to reportthisyearthatthreeofour very pleasedtherefore,tobeable 335,593 335,593 335,593 2015 2016 314,576 2017 335,593 318,248 281,695 316,412 2016 1,836 1,836 2018 259,797 335,593 299,775 294,113 2019 2017 5,662 5,662 236,000 2020 interventions withinourvaluechain. savings wehave achieved through 2020 water demandandthe Table 3.2.1 below sets outour if demandhadmatchedthatof2019. been Net Positive forlandlordwater Oracle andCentrale,wouldhave
75,679 335,593 281,695 279,213 2018 2,482 2,482 2021 123,000 335,593 236,887 253,317 16,430 2019 6,835 7,529 1,133 933 page 34–35 see story: full Read the TABLE 3.2.1 CHART 3.2.1CHART MORE R O F 335,593 122,334 44,804 46,655 75,679 2020 1,851 0 0 1.0 INTRODUCTION 2.0 OURPERFORMANCE 3.0 OURDATA 79 Socio- Resource Use Carbon Data Water Other economic and Waste and Energy Management Data Data Data Data and Targets 80
Hammerson Tables Water outourGRIandEPRAcompliant 3.3.2-3.3.3set 2019 for Data Total water by withdrawal source Total water by withdrawal source Total water by withdrawal source We sites void to onthese unitsonly provide utilityservices development heldfor includesassets purposes. Portfolio d) HammersonStrategic and itwas water soldinQ22016. consumption c) ManorWalks material with park retail only was the footfall. visitor b) Water to soisdirectly related facilities from atcentres islargely toilet consumption a) Water Consumption for Landlord Services Services Landlord for Water Consumption (Coverage ShoppingCentre Hammerson France 9/9) Building Water services) (landlord Intensity Building Water Intensity Building Water services) (landlord Intensity Water Consumption for Landlord Services Services Landlord for Water Consumption Hammerson Group Total water by withdrawal source Total water by withdrawal source Water Consumption for Landlord Services Services Landlord for Water Consumption (Coverage 14/14) Portfoliod Hammerson Strategic Services Landlord for Water Consumption (Coverage Shopping Centre Hammerson Ireland 3/3) Services Landlord for Water Consumption (Coverage Parks Hammerson UKRetail 9/9) Services Landlord for Water Consumption (CoverageHammerson UKShoppingCentre 13/13) Building Water Intensity Building Water services) (landlord Intensity Building Water services) (landlord Intensity Total water by withdrawal source SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY -WATER DATA Group and Portfolio water demand water Portfolio Group and rainwater. Unless otherwise stated, water consumption isfrom municipalsupplies water consumption rainwater. stated, otherwise Unless Total andharvested water landlord includes any obtained tenants supplies to metered Total mainsfreshwater withdrawal Water tenants to sub-metered Total water landlord obtained Total mainsfreshwater withdrawal Water tenants to sub-metered Total water landlord obtained Total mainsfreshwater withdrawal Water tenants to sub-metered Water tenants to sub-metered Rainwater onsite harvested Rainwater onsite harvested Rainwater onsite harvested Rainwater onsite harvested Rainwater onsite harvested Total mainsfreshwater withdrawal Total water landlord obtained Total mainsfreshwater withdrawal Rainwater onsite harvested Total mainsfreshwater withdrawal Water tenants to sub-metered Water tenants to sub-metered Total water landlord obtained Total water landlord obtained Total water landlord obtained d b a a a a a b b b b m m m m m m m litres/visitor m litres/visitor m litres/visitor m m litres/visitor m litres/visitor litres/visitor m m m m m m m m m m m m m m m m m m UNIT 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Abs Water-Int Water-Int Water-Int Water-Int Water-Int CODE EPRA 1,101,045 1,101,881 2015 382,893 382,893 238,383 328,498 533,756 567,289 384,516 144,510 712,178 713,014 4,730 5,138 5,138 408 836 836 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a 2.4 1.6 0 0 2 1,105,962 1,110,277 2018 435,966 626,729 658,859 164,622 479,233 279,238 279,238 163,550 226,136 655,616 162,478 190,763 88,475 1.0 INTRODUCTION 3,243 4,315 1,072 n/a n/a n/a n/a n/a n/a n/a 3.8 1.2 1.2 0 0 0 0 0 0 0 2 1,095,858 1,089,023 2019 450,608 600,747 210,322 260,189 260,189 210,523 190,367 638,415 594,113 137,838 148,514 417,015 111,675 72,886 10,728 10,728 10,728 6,634 6,835 201 n/a n/a 1.0 1.5 3.1 1.7 0 0 0 0 0 0 0 0 GRI INDICATOR 303-3 2020 353,606 405,448 709,620 355,409 239,626 302,321 140,029 707,769 210,432 140,077 210,431 137,120 117,585 111,424 28,701 73,312 1,803 1,851 n/a n/a n/a n/a 3.8 1.3 1.8 1.7 48 0 0 0 0 0 0 0 1 % CHANGE 2.0 OURPERFORMANCE YOY -100% -100% -40% -43% -34% -36% -33% -33% -33% -38% -35% -35% -73% -73% -76% -41% -19% -19% -19% 29% 24% 23% -8% 0% % CHANGE VS. 2015 TABLE 3.2.2 -50% -50% -42% -46% -49% -29% -69% -43% -45% -45% -36% -36% -27% 121% 116% -11% 4% water intensity. intensity. water in increase an to Covid-19 led has to due footfall in reduction The 3.0 OURDATA 81
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 82
Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY -WATER DATA b Water consumption at centres is largely from toilet facilities so is directly related to visitor footfall. visitor b Water to soisdirectly related facilities from atcentres islargely toilet consumption rainwatera Total andharvested water landlord includesany obtained tenants supplesto metered Total water by withdrawal source Services Landlord for Water Consumption EPRA LfL(2019-2020) (Coverage ShoppingCentres France 4/9) Total water by withdrawal source services) for total EPRAportfolio total for services) Building Water (landlord Intensity Consumption Total Water LfLLandlord Total water by withdrawal source Services Landlord for Water Consumption EPRA LfL(2019-2020) (Coverage ShoppingCentres Ireland 3/3) Services Landlord for Water Consumption EPRA LfL(2017-2018) (Coverage UKShoppingCentres 11/13) Water Demand - EPRA like-for-like Portfolio Portfolio Water like-for-like - EPRA Demand Total mainsfreshwater withdrawal Water Tenants to sub-metered Total LandlordWater Obtained Total LandlordWater Obtained Water Tenants to sub-metered Rainwater water harvested Total mainsfreshwater withdrawal Rainwater water harvested Rainwater water harvested Total mainsfreshwater withdrawal Total LandlordWater Obtained Water Tenants to sub-metered b b b a a a m m m m m m m m m m m m m m visitor litres/ m m UNIT 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 Water-LfL Water-LfL Water-LfL Water-LfL Water-LfL Water-LfL Water-LfL Water-LfL Water-LfL Water-LfL Water-LfL Water-LfL Water-LfL Water-LfL Water-LfL Water-LfL Water-Int CODE EPRA GRI INDICATORS 303-3 592,708 599,342 188,962 154,464 154,464 139499 401760 417,015 212130 2019 211875 73,299 72886 81,165 6,634 255 1.4 0 239,626 142,044 142,044 140,029 345,812 140,077 347,615 109,791 281855 2020 111,424 60,670 28,701 81,374 1,803 1.9 48 0 % CHANGE TABLE 3.2.3 YOY -20% -30% -42% -42% -42% -43% -34% -34% -73% -61% -81% -17% 31% -8% -8% 0% be generated withinourshopping be generated processing thewaste water thatmay forsafelylines onproperdrainage 14001under ISO provides guide- environmental system management water thatwedoconsume,our reducing consumption butforthe We have set outourstrategy for waterto management Taking approach aresponsible 1.0 INTRODUCTION Resources Act 1991. Resources Act consumption accordingtotheWater systemsof drainage forourwater ensures properuseandmaintenance waters. Onsitemonitoringby staff vehicle washing anddomestic waste- uncontaminated surfacerunoff,from centres includingcontaminatedand 2.0 OURPERFORMANCE 3.0 OURDATA 83
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 84 Hammerson our development andmajorrefurbishmentactivities. to theendof2021.Thisincludes forecast resourceusefor The chartabove sets outourNet Positive resourceusetrajectory Our Net Positive ResourceOur Net UseData Wasteand Resource3.3 Use REPORT 2020:OURDATASUSTAINABILITY -RESOURCE USEANDWASTE DATA with others withinourvaluechain. indirectly throughourengagement waste atoursites, generated and of through ourmanagement driving thisdown both directly, designed tofocusattention on Positive resourceusetargetis quantity ofresources. OurNet activities utiliseasignificant of retail destinations, ourbusiness As anasset anddeveloper manager Net ResourceNet use Waste energy to bankimpacts Butterfly Water savings -plasticbottles fountains Recycled -dev projects materials Reuse Globechain Recycled waste Landlord operational waste Net PositiveNet resource use(tonnes) or senttolandfill. renewable recycled, that areneither materials used or re-usedexceeds avoided, recycled means waste Resource Use Net Positive for Resource Target 20,000 10,000 2,000 4,000 6,000 8,000 Tonnes — — — approachtoresourceusecombines: Our management
2015 against thesetargets and requiringregularreporting refurbishments anddevelopment contractors onmajor Setting targetsforour them inthisprocess fit out waste andsupporting retailers of ontherecycling Setting clearstandards forour for thewaste wemanage improving rates recycling A consistent focuson
8,539 2015 22,050 13,511 8,539 2016 7,764 2016 22,734 2017 14,970 7,7 76 7,764 2018 4,734 2017 24,380 16,605 7,776 2019 3,415 — —
14,200.5 2020 overall resourceusefootprint. have implementedtoreduceour and theadditionalprojectswe below sets outourwaste streams ownership basis. Table 3.3.1 sitesonaproportionate managed operational waste fromour resource usetarget includes Phase 1ofourNet Positive for ourdevelopments content materials withrecycled teams toensuretheyspecify Challenging ourdesign 2018 18,934 1,265 4,734 12,068.2 2019 16,091 1,885 3,414 page 36–37 see story: full Read the 607 TABLE 3.3.1 2 TABLE 3.3.1 MORE R O F 2020 3,952 2,725 5,567 9,557 1,265 0.01 0.2 1 1.0 INTRODUCTION 2.0 OURPERFORMANCE 3.0 OURDATA 85
Socio- Resource Use Carbon Data GRI Water economic and Waste and Energy Management Data Data Data Data and Targets 86
Hammerson Tables 3.2.1 waste data outourGRIandEPRAcompliant -3.2.2set REPORT 2020:OURDATASUSTAINABILITY -RESOURCE USEANDWASTE DATA shopfit waste Total including waste quantity Group Total tonnes diverted fromTotal landfill diverted tonnes Total recycled includingshopfit waste Total reused waste Food recycling Incinerated wasteIncinerated (usedasfuel) Food disposal Incinerated waste usedasfuel) Incinerated (not Recovery Facility [MRF] Materials Total waste anoffsite sentto Total hazardous waste Total landfilled waste shopfit waste Total including waste quantity UK(CoverageHammerson ShoppingCentres 13/13) waste Other Total tonnes diverted fromTotal landfill diverted tonnes Total recycled includingshopfit waste Food recycling Total reused waste Incinerated wasteIncinerated (usedasfuel) Food disposal Incinerated waste usedasfuel) Incinerated (not Total landfilled waste Recovery Facility [MRF] Materials Total waste anoffsite sentto Total hazardous waste shopfit waste Total including waste quantity UK(Coverage Parks Hammerson Retail 9/9) waste Other Total tonnes diverted fromTotal landfill diverted tonnes Total recycled includingshopfit waste Total reused waste Recovery Facility [MRF] Materials Total waste anoffsite sentto waste usedasfuel) Incinerated (not wasteIncinerated (usedasfuel) Food disposal Food recycling Other waste Other Total hazardous waste Total landfilled waste Group and Portfolio waste data (tonnes) waste data Group andPortfolio CODE EPRA Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs 34,420 25,253 23,837 2015 19,290 25,152 30,371 4,208 3,644 3,953 1,395 1,978 7,762 1,130 9,157 1,135 250 659 145 145 811 34 34 39 38 10 0 0 0 0 0 4 4 5 5 5 5 100% 100% 100% 100% 100% 69% 22% 88% 27% 58% 76% 12% 31% 14% 71% 11% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 6% 6% 1% 1% % GRI INDICATOR a proportion of total waste. oftotal a proportion increase inorganicwaste as mixed recyclables and dry reduction in year the dueto Recycling this fell rates 26,400 34,743 18,090 21,954 13,296 2018 34,811 21,921 11,116 5,659 3,259 1,486 1,671 446 443 364 272 106 146 135 46 52 0 0 0 0 0 0 0 0 0 0 0 3 3 5 3 100% 100% 100% 100% 100% 99% 82% 82% 38% 76% 16% 12% 61% 15% 51% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 4% 5% 1% % 306-2 35,592 27,637 2019 13,252 21,875 35,421 11,008 18,318 21,771 3,356 5,547 2,691 1,523 432 497 497 347 185 175 62 63 48 33 0 0 0 0 0 0 0 0 0 0 0 0 0 0 99.5% 100% 100% 100% 100% 100% 50% 84% 70% 78% 37% 87% 16% 15% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 4% TABLE 3.3.2 8% 1% 1% % 2020 10,263 10,601 17,838 17,855 10,618 4,623 6,994 5,803 2,744 1,690 228 228 352 367 367 166 231 17 17 0 0 0 0 0 0 0 0 0 0 0 2 4 2 5 1 1 99.9% 100% 100% 100% 100% 100% 44% 39% 96% 62% 55% 57% 16% 15% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 2% 1% 1% % Other waste Other Total hazardous waste Total landfilled waste Recovery Facility [MRF] Materials Total waste anoffsite sentto Incinerated waste usedasfuel) Incinerated (not Incinerated wasteIncinerated (usedasfuel) Food disposal Food recycling Total reused waste Total recycled includingshopfit waste fromTotal landfill diverted tonnes shopfit waste Total including waste quantity (Coverage France Hammerson ShoppingCentres 9/9) Other waste Other Total hazardous waste Total landfilled waste Recovery Facility [MRF] Materials Total waste anoffsite sentto waste usedasfuel) Incinerated (not wasteIncinerated (usedasfuel) Food disposal Food recycling Total reused waste Total recycled includingshopfit waste fromTotal landfill diverted tonnes shopfit waste Total including waste quantity waste Other Total hazardous waste Total landfilled waste Recovery Facility [MRF] Materials Total waste anoffsite sentto waste usedasfuel) Incinerated (not wasteIncinerated (usedasfuel) Food disposal Food recycling Total reused waste Total recycled includingshopfit waste fromTotal landfill diverted tonnes shopfit waste Total including waste quantity (Coverage Ireland Hammerson ShoppingCentres 3/3) a) Hammerson Strategic Portfolio includes assets held for development purposes and voids within these only only development heldfor includesassets andvoids these purposes Portfolio within a)HammersonStrategic Hammerson Strategic Portfolio Hammerson Strategic 1.0 INTRODUCTION a (Coverage 14/14) Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs Waste-abs CODE EPRA 2.0 OURPERFORMANCE 2015 3,943 3,702 4,018 7,961 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a 297 736 555 70 33 37 71 0 0 0 0 0 0 0 1 0 0 0 0 1 % 100% 100% 99% 52% 47% 50% 50% 47% 0% 0% 0% 0% 0% 0% 0% 1% 0% 0% 0% 0% 0% 4% 9% 7% 2018 GRI INDICATOR 4,770 4,752 3,367 4,495 1703 1,440 1,026 1,672 7,376 7,376 206 266 589 728 251 n/a 119 84 12 13 17 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 % 100% 100% 100% 100% 100% 32% 36% 95% 77% 12% 15% 71% 20% 23% 61% 14% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 5% 0% 0% 0% 0% 2% 306-2 2019 4,808 6,039 6,078 1,333 2,208 3,994 1688 6,877 6,876 1,475 265 435 238 199 717 30 39 86 27 57 10 14 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3.0 OURDATA % 100% 100% 100% 100% 90% 22% 99% 32% 28% 79% 75% 10% 12% 32% 58% 21% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 7% 1% 0% 0% 0% 0% 0% 0% 1% TABLE 3.3.2 2020 2,572 2,573 4,298 4,298 2,494 1,613 1,469 469 584 901 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a 62 0 0 0 0 0 1 0 0 0 0 0 0 3 % 100% 100% 100% 100% 63% 35% 18% 34% 58% 14% 0% 0% 0% 0% 0% 0% 2% 0% 0% 0% 0% 0% 0% 0% 87
Socio- Resource Use Carbon Data GRI Water economic and Waste and Energy Management Data Data Data Data and Targets 88
Hammerson No significantspillswererecordedduring2020. REPORT 2020:OURDATASUSTAINABILITY -RESOURCE USEANDWASTE DATA Total Hazardous Waste Hazardous Reused waste Hazardous Recycled waste Hazardous Landfilled waste (use asfuel) Hazardous waste Incinerated (not usedasfuel) (not Hazardous waste Incinerated Hazardous waste by disposalroute UNIT tonnes tonnes tonnes tonnes tonnes tonnes waste-abs waste-abs waste-abs waste-abs waste-abs waste-abs CODE EPRA GROUP 230 196 12 16 0 5 IRELAND GRI INDICATOR 140 166 16 4 5 0 FRANCE 306-2 0 3 3 0 0 0 TABLE 3.3.3 KINGDOM UNITED 62 56 5 0 0 1 EPRA LfL(2019 (Coverage ShoppingCentres -2020)Ireland 3/3) EPRA LfL(2019-2020) (Coverage Shopping Centres France 4/9) EPRA LfL(2019-20208) (Coverage Parks UKRetail 8/9) EPRA LfL(2019-2020) (Coverage UKShoppingCentres 11/13) Waste (tonnes) Data EPRA like-for-like Other waste Other Total hazardous waste Total landfilled waste Total waste sent to an offsite Materials Recovery Facility [MRF] Materials Total waste anoffsite sentto Incinerated waste usedasfuel) Incinerated (not Incinerated wasteIncinerated (usedasfuel) Food disposal Food recycling Total reused waste Total recycled includingshopfit waste Total tonnes diverted fromTotal landfill diverted tonnes Total includingshopfit waste quantity waste Other waste Other Total hazardous waste Total landfilled waste Total waste sent to an offsite Materials Recovery Facility [MRF] Materials Total waste anoffsite sentto Incinerated waste usedasfuel) Incinerated (not Incinerated wasteIncinerated (usedasfuel) Food disposal Food recycling Total reused waste Total recycled includingshopfit waste Total tonnes diverted fromTotal landfill diverted tonnes Total includingshopfit waste quantity waste Other waste Other Total hazardous Waste Total landfilled waste Total waste sent to an offsite Materials Recovery Facility [MRF] Materials Total waste anoffsite sentto Incinerated waste usedasfuel) Incinerated (not Incinerated wasteIncinerated (usedasfuel) Food disposal Food recycling Total reused waste Total recycled includingshopfit waste Total tonnes diverted fromTotal landfill diverted tonnes Total includingshopfit waste quantity waste Other waste Other Total hazardous waste Total landfilled waste Total waste sent to an offsite Materials Recovery Facility [MRF] Materials Total waste anoffsite sentto Incinerated waste usedasfuel) Incinerated (not Incinerated wasteIncinerated (usedasfuel) Food disposal Food recycling Total reused waste Total recycled includingshopfit waste Total tonnes diverted fromTotal landfill diverted tonnes Total includingshopfit waste quantity waste 1.0 INTRODUCTION 2.0 OURPERFORMANCE Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL Waste-LfL EPRA CODE GRI INDICATOR 2019 306-2 10,643 21,333 18,245 21,437 4,990 4,950 5,220 5,220 3,704 3,355 1,236 1,722 3,031 1,514 720 308 435 396 458 458 175 40 30 48 33 10 61 14 61 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 % 100% 100% 100% 100% 100% 100% 100% 99% 29% 50% 24% 35% 58% 67% 85% 87% 74% 14% 16% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 9% 0% 0% 0% 0% 1% 1% 1% 1% 3.0 OURDATA 2020 TABLE 3.3.4 10,226 10,243 2,572 2,573 3,435 3,435 5,739 1,690 2,001 1,099 4,313 1,613 469 482 227 365 365 901 166 351 62 17 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 4 1 % 100% 100% 100% 100% 100% 100% 100% 100% 63% 62% 32% 35% 96% 42% 58% 56% 18% 14% 17% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 2% 0% 0% 0% 0% 0% 0% 2% 89
Socio- Resource Use Carbon Data GRI Water economic and Waste and Energy Management Data Data Data Data and Targets 90
Hammerson projects delivered in2020. the asset level community Below weoutlinesomeof against locallyspecificneeds. enable ustoidentifyanddeliver Our asset level communityplans ofprojectsatassetrange level. Our fundingsupportsawide LevelAsset Data Project Impact Socio-Economic 3.4 REPORT 2020:OURDATASUSTAINABILITY -SOCIO-ECONOMIC DATA Ireland ShoppingCentres UK&Ireland France ShoppingCentres ParksUK Retail UK ShoppingCentres Community engagement %by portfolio engagement Community PROJECTS BY PORTFOLIO(EPRACOMTY-ENG) ENGAGEMENT COMMUNITY DELIVERING ASSETS 100% 100% 20% 100% Percentage TABLE 3.4.1 Union Square Square Union Union Square Square Union The Oracle The Oracle Silverburn Silverburn Victoria Leeds Victoria O'Parinor Victoria Leeds Victoria Westquay Corporate Corporate Corporate Brent Cross Brent Cross Bullring &Grand Central Bullring Bullring &Grand Central Bullring Cabot CircusCabot Cabot CircusCabot Centrale Centrale Dundrum TownDundrum Centre Dundrum TownDundrum Centre Espace SaintQuentin Highcross Highcross Italie Deux Italie Les Terrasses duPort Les 3Fontaines Nicétoile 2020 Key Corporate and Asset Community projects projects Community 2020 Key Asset and Corporate ASSET 1.0 INTRODUCTION Foundations portfoliowide) The GivingBackProject(Community University student bursaries RetailTRUST &Glasgow Caledonian Urban LandInstitute -UrbanPlan PopUp BusinessSchool Community Focus LionHeart Challenge educational visit Birmingham CityUniversity PopUp BusinessSchool Older Persons Event Bristol Meets TheWorld Young Enterprise-SouthLondonFinal Enterprise Adviser Network Enterprise Adviser from DTCretailers Donations tofrontlineworkers Work Experience SKOLA France The YSafe&Sound TwentyTwenty CareersTalk Back toSchool13 Frip’Insertion The Fountains ofEmployment The NiceCarnival Council Holocaust Memorial Day Grampian RegionalEquality BraveHeart Challenge Young EnterpriseTradeFair information session Berkshire Visionvisualimpairment RetailTRUST up-skillingwebinars BraveHeart Challenge The FineHand Child Friendly LeedsAwards the HumberRegionalFinal Young EnterpriseYorkshire & Westquay CultualMural PARTNER 2.0 OURPERFORMANCE Health &Wellbeing/Young People Employment &Skills/Enterprise/ & Skills/Enterprise Young People/Employment Young People/Employment &Skills Employment &Skills/Enterprise Health &Wellbeing Young People Young People/Employment &Skills Employment &Skills/Enterprise Health &Wellbeing Young People/Employment &Skills Young People/Employment &Skills Health &Wellbeing Employment &Skills/Enterprise Employment &Skills/Young People Health &Wellbeing Young People/Employment &Skills Enterprise Employment &Skills Employment &Skills Enterprise Health &Wellbeing Young People/Employment &Skills Young People/Employment &Skills Health &Wellbeing Employment &Skills Young People/Employment &Skills Employment &Skills Young People Young People Employment &Skills PROJECT THEME 38,754 beneficaries £180,000 grantsmadeavailable, 27 university students benefitted 70 secondary school pupils engaged 70 secondaryschoolpupilsengaged 108 people engaged 108 peopleengaged 3 localartists withadisability engaged 75 school pupils engaged 75 schoolpupilsengaged 15 retail degreestudents engaged 74 peopleengaged 750 people engaged 750 peopleengaged 100 young people engaged 100 youngpeopleengaged 94 employee hoursvolunteered retailer collaboration to frontlineworkers through delivered 400 foodpackages 2 students engaged 20 youngpeopletrained 12 womensupported 20 young people engaged 20 youngpeopleengaged 50 localassociationssupported 27 peopletrained 76 participants securedemployment 17 localartists supported 250 people engaged 250 peopleengaged 20 school pupils engaged 20 schoolpupilsengaged 40 youngentrepreneursengaged 20 people engaged 20 peopleengaged 7 people engaged 7 peopleengaged 212 school pupils engaged 212 schoolpupilsengaged 46 peopletrained 10 youngpeopleup-skilled 51 school pupils engaged 51 schoolpupilsengaged Local artist commissioned INPUT/OUTCOME 3.0 OURDATA TABLE 3.4.2
Socio- Resource Use Carbon Data 91 Water Other economic and Waste and Energy Management Data Data Data Data and Targets 92
Hammerson community investment. opportunities forsignificant UK, IrelandandFrance presents asset inmany towns acrossthe Our positionasakey community Community Investment REPORT 2020:OURDATASUSTAINABILITY -SOCIO-ECONOMIC DATA TOTAL INVESTMENT Total community value the to ofdirect contributions Cash contributions Value ofemployee time In-kind donations Total inkind-Corporate Total inkind-Developments Total value of indirect contributions to the community generated from other sources than Hammerson Total sources than fromcommunity generated other value the to of indirect contributions Funds collected through charitable fundraising activities charitable Funds through collected Park andRetail Portfolios Shopping Centre community activities Value ofHammersonoperations employees andnon Hammersonemployees' to timededicated Other leverage (e.g. other external partners, employees' contributions and service charge) employees' andservice leverage contributions partners, external Other (e.g.other Funds collected through charitable fundraising activities charitable Funds through collected Corporate Value ofHammersonemployee communityactivities to timededicated Other leverage (e.g. other external partners, employees' contributions and service charge) employees' andservice leverage contributions partners, external Other (e.g.other employees' communityactivities to timededicated Value ofHammersonoperations employees andnon Hammerson Developments Other leverage (e.g. other external partners, employees' contributions and service charge) employees' andservice leverage contributions partners, external Other (e.g.other Community investment planningagreements through InvestmentsMandatory -Developments Number of organisations that benefited from benefited Hammersondirect andindirect contributions oforganisationsthat Number Indicators Other Full timeequivalents activities ondirect sustainability Number of days volunteered ofdays byNumber Hammersonemployees Employee Volunteering Hours volunteered by Hammersonemployees Jobs supported from developmentJobs supported schemes resettled byresettled development, broken down by project orinvoluntarily displacedand/or ofpersonsvoluntarily Number %Previously unemployed over thelast threeyears. investment madeby Hammerson financial valueofcommunity Below weset outthetotal
of whichweareamember. London BenchmarkingGroup, standards established by the This iscalculatedusingindustry £2,438,660 £3,067,660 £1,332,681 £629,000 £100,000 £328,498 £309,084 £150,000 £110,000 £777,481 2016 £36,945 £20,194 £41,590 £47,096 2498 6687 23% 434 312 £0 £0 £0 18 0 £1,200,000 £3,038,255 £2,614,917 £355,940 £423,338 £863,372 £551,545 £183,383 £207,217 £177,138 £28,860 £25,700 £60,969 2017 £72,701 £99,716 £27,021 2029 2872 254 476 5% £0 20 0 £2,010,703 £1,699,179 £246,005 £536,626 £192,230 £916,548 £670,101 £311,524 £112,445 £110,475 £110,475 2018 £28,088 £13,843 £19,232 £4,207 £5,843 4604 1314 449 576 £0 19 0 £1,354,564 £1,804,102 1.0 INTRODUCTION £308,734 £225,336 £205,795 £820,494 £449,539 £579,263 £185,780 £686,911 2019 £23,903 £51,703 £50,216 £14,588 £87,019 £4,588 £4,738 3232 404 436 118 17 0 specific needs, and the social specific needs,and value we are delivering, see For more onhow we are shapingourcommunityinvestment deliver to onlocally £1,375,553 £1,577,111 £468,964 £869,454 £201,558 £517,220 £153,435 2020 £181,671 £13,420 £12,327 £17,808 £37,135 £1,326 FOR MORE FOR £609 3304 £449 203 19.5 256 413 £0 £0 0 Increase duetoGivingBackcommunitygrantsproject Increase ofindirectcontributionsfromother scaleprojectsinFrance sourcesforseveral large Reduction inon-sitefundraisingduetoCovid-19 Reduction duetoreducednumberofcommunityactivitiesCovid-19 Reduction duetoexternal leverage Reduction inon-sitecommunityactivityduetoCovid-19 Figure captures payments forTheOracle,Les3Fontaines andItalieDeux of personsinthefouryearstoreportingdate None ofourdevelopment projectshave requireddisplacement COMMENTARY ONTREND 2.0 OURPERFORMANCE GRI INDICATOR 102-43,203-2
pages 38–41 3.0 OURDATA . TABLE 3.4.3
93
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets SUSTAINABILITY REPORT 2020: OUR DATA - OUR 2021-2022 ESG TARGETS 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
94 < Continues from previous page 95 *(2021 TARGETS ARE V 2019. 2022 2021 2022 3.5 Our 2021-2022 TARGETS ARE V 2021 OUTTURN) CORPORATE TARGETS ESG Targets MEES Risk Resolution plan to be in place for any Resolution plan to be in place for any F, G and missing EPCs in UK assets. F, G and missing EPCs in UK assets. Data Management and Targets
Hammerson Each year we set 12 and 24 month is the baseline for 2021 targets. 2023 MEES risk to be identified 2023 MEES risk to be identified targets for the business; these Below we share our full set of for each asset and reflected for each asset and reflected in business plans. in business plans. are designed to support our Net ESG targets for 2021 - 2022. Positive targets. Due to 2020 being an extraordinary year 2019 Staff training 100% of directly employed staff 100% of directly employed staff
to undertake sustsainability to undertake sustainability Carbon and Energy Data training every 24 months training every 24 months TABLE 2021 & 2022 Targets 3.5.1 TCFD Report publicly on compliance Report publicly on compliance with TCFD recommendations with TCFD recommendations OPERATIONAL ENERGY INTENSITY - KWH/M2 GIA
GEC and Board papers to specify GEC and Board papers to specify Water Data *(2021 TARGETS ARE V 2019. 2022 2021 2022 relevant climate risks relevant climate risks TARGETS ARE V 2021 OUTTURN)
Absolute energy for LL services -8% -5% Supply Chain Incorporate sustainability screening (EPRA LfL portfolio) into new procurement process for Hammerson Operations Ltd
Absolute Scope 1 and 2 CO2e emissions -17% -11% Use Resource and Waste Data (EPRA LfL portfolio) DEVELOPMENT TARGETS Absolute Scope 1 and 2 CO e emissions 2 -25% -11% (Net Positive portfolio) All developments entering development control process from 1 January 2019 Energy intensity for LL services Strategic -8% -5% to achieve BREEAM Excellent / LEED (EPRA LfL portfolio) Socio- economic Data Gold / Passivhaus certification Energy intensity car parks -5% -5% (EPRA LfL portfolio) Incorporate Design for Performance/ Strategic Nabers UK on at least one project Carbon intensity for LL services -15% -11% (EPRA LfL portfolio) Achieve energy use intensity Water intensity for LL services Operational energy targets set by London Energy -5% -7% (EPRA LfL portfolio) Transition Initiative (LETI)
Absolute water demand for LL services Achieve LETI best practice 2030 7% -7% Embodied carbon (Net Positive portfolio) embodied carbon targets
Recycling rate for the managed retail 50% of materials from renewable, 85% 85% assets Resource use reused and recycled sources & 80% capable of reuse at end of life Diversion from landfill for the 100% 100% managed retail assets Construction waste (non-haz) Zero waste to landfill
SOCIAL IMPACT TARGETS - NUMBER OF INITIATIVES DELIVERED Demolition waste diversion from landfill 100%
Health and wellbeing 15 15 FSC/PEFC Timber 0%
Young People 21 22 Considerate Constructors Scheme 40 score for on site schemes
Employment and skills 16 16 65% reduction in water consumption Water v. baseline (commercial) Enterprise 12 12 100 litres/person/day potable Water Continues on next page > water (residential) Other 96
Hammerson our quarterly CRDevelopment meetings. our quarterly ismonitored via projects. Performance development refurbishment andmajor andcontractors working onour teams We ourdesign for cleartargets set Certifications and Standards 3.6 REPORT 2020:OURDATASUSTAINABILITY -STANDARDS ANDCERTIFICATIONS to ensurelong-termperformance. on ournewCityQuartersprojects and external projectteamsworking being implementedby ourinternal 2 Net Positive targets. Thebriefis how tomeet wearegoing ourphase Design Brieftogive cleardirectionon In 2020weupdatedourSustainable STANDARDS SUSTAINABLE DESIGN Building 13reconfiguration, Pembroke Square, Italie Deuxextension, Dundrum HOF reconfiguration, Dundrum Dundrum Paris Cergy Les 3Fontaines extension, ON-SITE 2020 SCHEMES 2020 DesignStandard against Hammerson Sustainable Performance
(Pre-assessment) (Pre-assessment) (Design) Not applicable Not applicable Excellent Excellent Excellent STAGE) (CERTIFICATION ACHIEVED RATING BREEAM developments tomeet Passivhaus teams workingonourresidential toour UK. Thereisalsoachallenge in usestandards suchasNabers Initiative (LETI) andperformance London EnergyTransformation carbon targetspublishedby the operational energyuseandembodied industry best practicesuchasthe The revisedbriefreferences
Not applicable Not applicable Not applicable Not applicable Not applicable SCHEMES ONLY)SCHEMES ON SITEUK (2020 AV SCORE, SCHEME CONSTRUCTORS CONSIDERATE 10.3 3.4 0.8 waste No construction 11.9 SCHEMES ONLY)SCHEMES (ON-SITE (T/100M²) WASTECON GEN
each schemeandsharelearnings. for opportunities andchallenges Group tomonitorprogress, identify Places Development Working regularly reviewedby thePositive Performance against thebriefis schemes.being ambitiousforlarger standards albeitthisisrecognisedas
100% 100% 77% No construction waste 100% SCHEMES ONLY)SCHEMES (ON-SITE LANDFILL FROMDIVERTED WASTE CONSTRUCTION
Our DesignTargets (New Developments) Operational energy intensity -kWh/m Operational energyintensity Passivhaus BREEAM/LEED Embodied carbon (A1-A5 excluding -kgCO sequestration) Embodied carbon(A1-A5 Considerate Constructors Scheme (UKonly) Scheme Constructors Considerate Water (potable) consumption Resource Use No demolitionwaste 100% 99% 99% No demolitionwaste DEMOLITION SCHEMES ONLY)SCHEMES (ON-SITE FROM LANDFILL WASTE DIVERTED Residential Offices Retail Construction anddemolitionwaste diversionConstruction from landfill Residential Commercial Residential Commercial Maximum non-hazardous construction waste per100mMaximum non-hazardous construction %FSC/PEFC timberusedonsite canbereused atendoflife that Materials usedfrom renewable,Materials reused andrecycled sources 1.0 INTRODUCTION
0.3 1.1 0.10 0.03 0.01 SCHEMES ONLY)SCHEMES (ON-SITE (TCO EMISSIONS ACTIVITY CO ACTIVITY SITE 2 /100M²) 2 GIA
2
5.3 19.8 3.2 2.0 0.5 (M WATER POTABLE SCHEMES ONLY)SCHEMES (ON-SITE 2.0 OURPERFORMANCE 3 /100M²) 2 2 GIA /m
2 GIA
100% 100% 100% No timberused No timberused TIMBER % FSC/PEFC SCHEMES ONLY)SCHEMES (ON-SITE
38% Data not available Data not available Data not available Data not available SCHEMES ONLY)SCHEMES (ON-SITE INPUT MATERIALS MATERIALS THAT ARERECYCLED GRI G4EN2PERCENTAGE OF
3.0 OURDATA TABLE 3.6.2 TABLE 3.6.1
100l/person/day Excellent/Gold 65% reduction Certification 1.9 tonnes 100% Zero 80% 50% 300 350 150 40 35 55 97 Socio- Resource Use Carbon Data Water Other economic and Waste and Energy Management Data Data Data Data and Targets 98
Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY -STANDARDS ANDCERTIFICATIONS operations intheUKandIreland. shopping centredevelopment and system (EMS),whichcovers allour our environmental management our ISO14001:2015 certificationfor corporate offices. Wemaintained UK andIrelandassets andour 50001. Thisincludesthe12 ISO was successfullycertifiedto SystemEnergy Management In 2020ourUKandIreland CERTIFICATION and 14001 systems. Akey focus system 50001 inadditiontoourISO by anenvironmental certification gross internalfloorareaarecovered in Ireland.60%ofourportfoliosby in UsecertificationasdoesDundrum Our 6assets inFrance have BREEAM the portfolioby theendof2022. butwillbeinplacefor to COVID-19 French assets hasbeendelayed due Our plantoextend thistoour managed outoftheportfolio.managed rated EPCandthesearebeing 6% ofretail unitshave anForG and opportunities. Approximately the portfoliousingleaseevents scoring F&G EPCratingsoutof consistently tenants managed risk fromtheportfolio. We have Standards(MEES) Energy Efficiency has beentheremoval ofMinimum for theassetteams management BREEAM ISO 50001 offices inc.Corporate Energy Performance Certificates Performance Energy OHAS 18001 offices inc.Corporate ISO14001 offices inc.Corporate Sustainability Certification Sustainability CERTIFICATION Area covered by EPCby GIA Area ofEPCsexpired in2020 EPCs Area requiring Area covered by EPCs Total numberofcertificates coverage by% portfolio GIA coveragePortfolio ofassets Number coverage by% portfolio GIA coveragePortfolio ofassets Number coverage by% portfolio GIA coveragePortfolio ofassets Number % portfolio covered by% portfolio GIA In use Design &Post Construction 1.0 INTRODUCTION m m % m m m # m # % m # % m # % Number ofCertificates Number ofCertificates UNIT 2 2 2 2 2 2 2 2 2.0 OURPERFORMANCE GRI INDICATOR 471-1 EPRACERT-TOT GROUP 1,400,890 1,400,890 1,238,515 1,078,602 564,420 786,873 143,446 118,868 1,379 42% 48% 53% 55% 55% 12 18 14 14 6 SHOPPING CENTRES 1,236,274 1,236,274 1,236,274 725,535 360,209 116,337 27,034 1,108 UK UK 24% 48% 83% 83% 83% 11 11 11 0 0 8 UK RETAIL PARKS 145,864 196,116 2,355 9,003 94% 70% 190 0% 0% 0 0 0 0 0 0 0 0 0 7 PORTFOLIO FRANCE 3.0 OURDATA RETAIL 280,800 402,832 131,773 6,502 22% 56% 0% 0% 0 0 0 0 0 0 0 0 3 8 5 PORTFOLIO RETAIL TABLE 3.6.3 100,907 161,588 IRISH 161,588 161,588 25,177 65% 65% 65% 10% 175 0% 73 0 0 0 0 1 1 1 99
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 100
Hammerson Management 3.7 Risk REPORT 2020:OURDATASUSTAINABILITY -RISKMANAGEMENT identified andassessedaccordingto Accounts. Sustainability risksare within theAnnualReportand aredisclosed to theirmanagement Key corporaterisksandourapproach andextremechange weatherevents. related totheenvironment, climate regulatory andlegislative risks to businessriskandthisincludes sets outourapproach Accounts Our 2020AnnualReportand RISK climate risk Transitional climate risk Physical standards. achieve corporate programme and development within our sustainability Failure toaddress Corporate Risk Management Framework Management Risk Corporate MANIFESTATION — —
— — — — — — — —
flooding fromsevere rainfall Increased exposuretopotential maintain mallcomfort Increase energydemandto Impact onkey sectorclients and development costs Impact ofcarbonpricingonoperational Increasing exposuretoregulation impact onasset performance" longterm operatingcosts Additional Missed fundingopportunities to remedydesigns Unexpected additionalcosts Delivery ofinferiorproducttothemarket Delay toplanningandordevelopment process, Corporate Sustainability Risk Table 3.7.1 hereshows ourcurrent those thebusinessisfacingtoday. to mitigatefuturerisksaswell consider wheretofocusourattention beyond thenyears. Thisallows usto year, 2-5years, 5-10 yearsand over fourtimeperiods:thecurrent the potential forthoseriskstochange istaken of business impact.Account likelihood ofoccurrenceandscale MANAGEMENT APPROACH — — — — — — — — — — —
recieve relevanttraining team Senior management reports directlytoChiefExecutive Group Head ofSustainability carried outin2021 Climate scenarioworktobe within capitaldecision-makingprocess Climate riskimpactsaddressed transitional risksofutilityandcarboncosts Sustainability strategy focusesonkey material in due diligence processfornewacquisitions in duediligence Potential climateriskincluded regulatory reviews conducted regulatory reviews Regular legislative and and French assets completed in2019 impactsonUK,Ireland climate change Climate Riskassessmentofpotential Results reflectedinasset businessplans withstand predictedclimatechange developments tobedesigned Design standard requiresallnew future climatesassessedthroughtendering Design teamsexperienceindesigningfor page 13 the riskheatmaponpage Committee. Thisisthesourcefor Group andtheExecutive Places CorporateWorking Team andoverseen by ourPositive developed by theSustainability for addressingthoserisks. Thisis responding andwhoisresponsible key sustainability risks, how weare Framework,Management identifying Continues onnext page> RESPONSIBILITY MANAGEMENT SENIOR Chief Executive Chief Executive MD Ireland,France Development andPM, Director UK TABLE 3.7.1 . matters sustainability on engagement of stakeholder engagement Lack of utilities for charges commodity Rising for utilities fiscal charges regulatory/ Rising supply chain and withinthe the business standards within governance with good Non-compliance legislation regulation and Environmental French andEU with UK,Irish, Non-compliance RISK < Continues from previous page 1.0 INTRODUCTION MANIFESTATION — — — — — — — — — — — —
efficiency of efficiency retail units Limit abilitytooptimise operational local socialimpact Missed opportunitiesfor Scope 3carbonimpacts Limit business’abilitytoaddress Non-compliance withMEESregulations both andbusiness servicecharge Rising operationalcosts impacting both andbusiness servicecharge Rising operationalcosts impacting Reputational risks Slowing oftransactions Potential penaltiesandfines Reputational risks Slowing oftransactions Potential penaltiesandfines 2.0 OURPERFORMANCE MANAGEMENT APPROACH — — — — — — — — — — — — — — — — — — — — —
engaging onsustainability Cross-team approachto programmeinplace engagement stakeholderComprehensive, ongoing sustainability strategy inplace Stakeholder Groupfocused provider forFrench assets place withFacilities Management Energy Performance Contractin energy savings acrossUKportfolio Energy consultantincentivisedtoidentify of energyconsumption Regular monitoringandreporting reduce energyconsumption Asset andCorporatetargets set to Review ofenergyprocurementapproach reflect energyefficiency best practice Review andupdateoffitout standards to energy reduction in tenant controlled space withtenantstosupport Engagement provider forFrench assets place withFacilities Management Energy Performance Contractin energy savings acrossUKportfolio Energy consultantincentivisedtoidentify of energyconsumption Regular monitoringandreporting reduce energyconsumption Asset andCorporatetargets set to through SupplyChainSurvey standards andrequirements Suppliers alertedtocodeofconduct and codeofconductinplace Internal Governance controls SystemManagement inplace Environmental andEnergy 14001ISO and50001 compliance conducted reviews Regular Legislative andregulatory for ourFrench assets implemented whererequired forleaseshave been Addendums regulation andlegalalerts Use ofexternal legalregister for regulation atcorporateandasset level Routine monitoringofenvironmental 3.0 OURDATA RESPONSIBILITY MANAGEMENT SENIOR Sustainability Group Head of Sustainability Group Head of Sustainability Group Head of Executive Chief Sustainability Group Head of 101 Socio- Resource Use Carbon Data Water Other economic and Waste and Energy Management Data Data Data Data and Targets 102
Hammerson Environmental Impacts Corporate Managing 3.8 SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY -MANAGING CORPORATE ENVIRONMENTAL IMPACTS to transitionany remainingfleet 2021 andaredeveloping astrategy to remove 5oftheremaining9in electric vehicles in2020. We expect the 21company carstohybrid and We successfullytransitioned12of and thecompany carfleet. from, forexample,businesstravel reducing key corporateemissions are reduced.We thereforefocuson rising asourasset level impacts within ouroverall footprint is significance oftheseimpacts relatively limited.However, the of ourcorporateoperationsare The directsustainability impacts This reducedemissionsfromthe staff wereworkingfromhome. closed formuchoftheyearand most businesses, ourofficeswere However formuchof2020, aswith Reading, Paris andDublin. We occupy officesinLondon, external businesspractices. of approachinourinternaland business andensuresconsistency we aredirectlyincontrolofasa reduces theenvironmental impacts restrictions that butisapolicy reduced in2020becauseoftravel business travel weresignificantly in 2022.Carbonemissionsfrom impacts morecomprehensively. for gatheringdatatomonitorthe FM teamstodevelop asystem and areworkingwithourIT common practiceacrossthebusiness home-working tobecomeamore give anaccuratefigure. We expect methodologies robust enoughto this yearaswedonot considerthe have electednot toreportthem for reportingtheseemissionswe methodologies developed sofar Having investigated someofthe atcolleagues’homes.generated led toadditionalemissionsbeing corporate estate butwillhave Petroleum consumption Diesel consumption Diesel consumption Total fuel) incineration usedfor (not Total fuel) incineration (usedfor Total recycled excluding shopfit tenant Diverted from landfill Diverted Total hazardous waste Total waste quantity WASTE * Scope 3 includes Hammerson electricity consumption of common parts in the corporate headofficesinLondon. corporate inthe ofcommonparts consumption * Scope3includesHammersonelectricity Food Recycled Scope 2 Net internal area internal Net Energy intensity/m Hammerson water consumption WATER Scope 3* Hammerson natural gasconsumption NATURAL GAS Hammerson electricity consumption Hammerson electricity ELECTRICITY Scope 1 CARBON Hammerson ownedHammerson transport environmental data office Corporate Hammerson 1.0 INTRODUCTION 2 occupiedarea mtCO mtCO UNIT 2 2 e e tonnes tonnes tonnes tonnes tonnes tonnes tonnes mtCO m kWh kWh mtCO kWh/m kWh mtCO UNIT 2
2 2 2 e e e GHG-Dir-Abs GHG-Dir-Abs EPRA INDICATOR 2 2.0 OURPERFORMANCE GRI 306-2 GRI 306-2 GRI 302-1 GRI 302-1 GRI 303-1 EPRA/ CODE GRI LONDON PLACE, KINGS 330,943 2,343 310 n/a n/a 119 141 0.2 0.3 1.7 0 0 3 3 1 2020 305-1, 305-2,305-3, 302-1, 303-1, 306-2 READING HOUSE, AQUIS GRI INDICATOR 264,767 87,927 1,901 448 787 0.7 62 16 0 0 3 3 1 1 CAMBON, 12 2 PARIS 3.0 OURDATA 116,940 RUE RUE DEFRA 2020 DEFRA 2020 1,721 SOURCE n/a n/a 741 0.7 22 28 28 68 0 0 6 6
TOWN CENTRE, TABLE 3.8.2 TABLE 3.8.1 DUNDRUM DUBLIN 29,574 140 n/a n/a n/a n/a n/a n/a n/a n/a 211 10 0 0 103
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 104
Hammerson Employee development andsatisfaction REPORT 2020:OURDATASUSTAINABILITY -MANAGING CORPORATE ENVIRONMENTAL IMPACTS asset toreceive thistrainingin2021. managers from June 2021onwards andweexpecttenofour asset managers. Thiswillbeofferedtotheindustry for trainingpackage development ofaspecificESG other realasset owners in2020, wesupportedthe are becomingmorecomplex.Working with three important areaforus, particularlyasdemands knowledgeisuptodatealsoan that theirESG Ensuring ourAssetteamareconfident Management teamsovermanagement thecourseof2020. was provided forourdevelopment andproject Design forPerformance andPassivhaus standards on certification systems includingLEED, BREEAM, development teamsareabletorespond.Training developments wehave putintrainingtoensureour and thesetting ofincreasinglydemandingtargetsfor As ourfocusturnsincreasinglytoembodiedcarbon TCFD trainingforourNon-Executive Directors. to deliver onesitebasedprogrammeandtoprovide for colleagues. However, inquarter1wewereable amount ofsustainability focusedtrainingprovided induction programmes. Thissignificantlyreducedthe onwards forcentreteamsandour2day corporate we pausedourasset basedtrainingfromquarter2 to theclosureofourassets duringmuchof2020 strategy andachievingourNet Positive targets. Due to thedelivery ofourPositive Placessustainability equipped withthenecessary skillstodosoiskey Ensuring ourpeopleareboth inspiredtoactand ANDDEVELOPMENTTRAINING Responsibility. Thesurvey hadan85%responserate. about Hammerson’s approachtoCorporateSocial rating and90%ofemployees reportedfeelingpositive pany achieved 70%trust indexscore,73%engagement proach tocorporateresponsibility. In2020thecom- ratings asabusinessandvery highratingsforourap- We consistently achieve positive overall engagement itor staffandidentifyany engagement areasofconcern. We runtheGreatPlacetoWork Survey annuallytomon- COLLEAGUE SATISFACTION 3. 2. 1. Our environmental trainingincludesthefollowing: reflects thelatest best practiceand company policies. is regularlyreviewedtoensureitup-todateand programmes againfromtheendofApril2021.Content online format.We expecttobegindelivery ofthese environmental trainingwilltransitiontoan Over thenext 12monthsourcentrebased
Hammerson andupdatedannually. the OneDay IEMAcourse.Designedby to complete nomorethanthreeyearsafter An onlinerefreshercourseforcolleagues Awareness Refresher Five MinuteOnlineEnvironmental environmental incidentmanagement. legislation, Hammerson’s obligationsand centres. Covers greaterdetail onenvironmental at mandatory forcertainrolesandmanagers An intermediatetwo-day coursethatis Environmental Management Two Day IEMACertifiedOperational introduction toenvironmental awareness. at alllevels ofthebusiness, andisanaccessible This courseismandatoryforallnewcentrestarters andenergywater reduction. spill management environmental includingdraincare, management and projects. Thecourseincludedtoptipsfor Positive Placesstrategy andcentrelevel targets environmental issues, understanding Hammerson’s An introductorycoursetoglobalmacro One Day IEMACertifiedEnvironmental Employee training Onboarding - for newOnboarding -for starters Management &Leadership I.T. Skills &Safety Health Skills Finance Environmental Management Emergency Response NUMBER OFEMPLOYEES WHOATTENDED PROGRAMMES TRAINING UNDERTHEFOLLOWING CATEGORIES development andcareer performance reviews GRI LA12 employees %permanent regular receiving Total peryear hours oftraining peremployee Total peryear hours oftraining peryearhours oftraining Total expenditure onemployee andtotal training (Senior Management) 1 ofemployeesNumber inCategory NUMBER OFEMPLOYEES WHORECEIVEDPROFESSIONAL TRAINING inLeadership Sustainability Responsibility Corporate Project Management Policy &Compliance Personal Development (other Hammerson staff apart from SeniorManagement) apart Hammersonstaff (other 2 ofemployeesNumber inCategory (Support Employees) (Support 3 ofemployeesNumber inCategory GRI 405-1 ofemployeesNumber given diversity training 1.0 INTRODUCTION 2.0 OURPERFORMANCE # # # # # # # % Hour Hour £ # # # # # # # # UNIT EMP-TRAINING,GRI GROUP GRI INDICATOR EPRA EMP-DEV, 118,579 115,146 100% 404-3, 404-1 404-3, 449 238 297 267 311 117 23 93 25 95 35 15 51 17 4 8 5 KINGDOM *UK +France combined UNITED 110,418 100% 3,301 220 293 252 357 108 143 20 49 23 82 33 10 13 91 4 9 8 *UK +France combined 3.0 OURDATA FRANCE 100% 1,698 145 91 TABLE 3.8.3 64 0 0 0 0 0 0 0 9 7 IRELAND 100% 3,029 132 28 18 18 15 0 0 4 2 2 2 2 2 9 9 3 5 1 105
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets SUSTAINABILITY REPORT 2020: OUR DATA - MANAGING CORPORATE ENVIRONMENTAL IMPACTS 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA
106 107
Employee development and satisfaction TABLE 3.8.4 < Continues from previous page GROUP UK FRANCE IRELAND GROUP UK FRANCE IRELAND WOMEN IN THE WORKFORCE (GRI 102-8) TOTAL WORKFORCE BY CONTRACT BY COUNTRY BY GENDER (EPRA DIVERSITY-EMP, GRI 405-1) Hammerson female direct employees (includes contractors) 277 191 70 16 Total number of direct employees 513 340 145 28 Data Management and Targets Hammerson Hammerson male direct employees (includes contractors) 236 149 75 12 Total number of supervised workers 1,173 1,025 14 134 Number of Hammerson female employees on a full time contract 256 173 67 16
Number of employees under indefinite or permanent contract 487 326 133 28 Number of Hammerson female employees under part time contract 21 18 3 0 Number of employees under temporary/fixed term contract 22 14 8 0
Number of Hammerson female employees Carbon and Energy Data Number of employees on a full time contract 477 321 129 27 10 9 1 0 on temporary or fixed term contracts
Number of employees under part time contract 24 19 4 1 Percentage of female employees 54% 56% 48% 57%
Number of employees covered by Collective Bargaining Agreements 145 0 145 0 Number of females on the Board of Directors (Gov-Board) 5 4 1 0 Number of FTE 489 321 141 27 Total number of Directors on the Board (Gov-Board) 15 11 4 0 Water Water Data EMPLOYEES BY AGE BY COUNTRY Number of Hammerson female employees in Category 1 20 16 3 1 (Senior Management) Percentage of employees aged 21-25 5% 2% 2% 0% Number of Hammerson female employees in Category 2 Percentage of employees aged 26-34 35% 21% 11% 2% 156 94 53 9 (other Hammerson staff apart from Senior Management)
Percentage of employees aged 35-44 30% 20% 9% 1% Number of Hammerson female employees in Category 3
101 81 14 6 Use Resource and Waste Data (Support Employees) Percentage of employees aged 45-54 25% 19% 5% 1% EMPLOYEE TURNOVER BY AGE, GENDER AND COUNTRY (EPRA EMP-TURNOVER) Percentage of employees aged 55-64 10% 7% 2% 1% Number of permanent employees under 21 Percentage of employees aged 65+ 1% 0% 0% 0% 1 1 0 0 who left Hammerson during reporting year
Percentage of employees aged less than 21 0% 0% 0% 0% Number of permanent employees 21-25
6 2 3 1 Socio- economic Data who left Hammerson during reporting year HAMMERSON DIRECT EMPLOYEES BY AGE GROUP France data Number of permanent employees 26-34 Number of Hammerson's direct employees under 30 years old 53 50 3 26 19 6 1 unavailable who left Hammerson during reporting year France data Number of Hammerson's direct employees between 30 and 50 years old 238 220 18 Number of permanent employees 35-44 unavailable 22 16 5 1 France data who left Hammerson during reporting year Number of Hammerson's direct employees over 50 years old 77 70 unavailable 7 Number of permanent employees 45-54 19 16 3 0 EMPLOYEE BY LEVEL, CATEGORY AND REGION who left Hammerson during reporting year
Number of employees in Category 1 (Senior Management) 57 41 14 2 Number of permanent employees 55-64 18 14 3 1 who left Hammerson during reporting year Number of employees in Category 2 295 177 99 19 (other Hammerson staff apart from Senior Management) Number of permanent employees+65 3 3 0 0 Number of employees in Category 3 (Support Employees) 147 108 32 7 who left Hammerson during reporting year Total number of employee turnover FLEXIBLE WORKING 96 71 20 5 (Hammerson's permanent employees only) Number of Hammerson 's direct employees working flexible hours due to parental or *UK + Ireland combined *UK + Ireland combined 27 26 0 1 carer responsibility Voluntary staff turnover as a percentage 9.7% 10.4% 7.8% 10.4% Number of requests for flexible working that have been accepted. 5 5 0 0 Total number of new hires 69 37 32 0 Number of male leavers during the reporting year Number of total requests for flexible working for the reporting year 5 5 0 0 42 30 11 1 (Hammerson's permanent employees only) EMPLOYEE DEVELOPMENT AND SATISFACTION (EPRA EMP-DEV, GRI 404-3) Number of female leavers during the reporting year 54 41 9 4 Number of employees receiving regular performance and career development reviews 487 326 133 28 (Hammerson's permanent employees only)
Number of employees to whom the "Great Place to Work " survey was sent 501 337 134 30 Male turnover (against the number of total employees who have left) 44% 42% 55% 20%
Number of employees who responded to the "Great Place to Work" survey 433 289 122 22 Female turnover (against the number of total employees who have left) 56% 58% 45% 80%
Total number of incidents of discrimination 0 0 0 0 For more information on the selection process of the board (EPRA Gov-Select) including conflicts of interest (EPRA Gov-Col), please see our Annual Report and Accountspage 44. Continues on next page > For Diversity Pay, please see our Annual Report & Accounts, page 20. Other 108
Hammerson Our Health and Safety Governance Structure andSafety Our Health Safety and Health 3.9 Managing REPORT 2020:OURDATASUSTAINABILITY -MANAGING HEALTH ANDSAFETY GOVERNANCE OPERATIONAL H&S H&Seffectively.us tomanage Our governance structure enables GOVERNANCE CORPORATE H&S in theworkplace.Itcovers planning occupational healthandsafety risks ofspecific for themanagement is aspecificationandframework December 2013. TheOHSAS18001 system hasbeeninplacesince 18001 (OHSAS18001) certified Safety Standard Management Our OccupationalHealth and Health and Safety andSafety Health Manager hammerson Operations Director Chair: Hammerson Chair: health Hammerson UK&Ireland UK &Ireland Operations Director General Manager committee MD Hammerson Hammerson receives annual measuring andimprovement. andperformance management, occupational healthandsafety risk assessmentandcontrol, preparedness andresponse, and communication,emergency for hazardidentification,training UK &Ireland
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safety france Health and Safety andSafety Health procedures between external audits. out inourdocumentedpoliciesand are meeting therequirementsset toensurewe audits andreviews We alsoconductregularinternal requirements ofthestandard. that wearemeeting the independent verification Coordinator
Governance Structure Heath andSafety CHART 3.9.1:CHART
twelve-phase auditplaninplace, flagships. Thereisa systemsmanagement withinour with therobust Health &Safety our non-corepropertiesinline programme,tobring management opportunity, throughourrisk Hammerson identifiedan in managingrisksholistically. this willfurtherassist Hammerson With ourexistingtool management as reasonablypracticable(ALARP). hierarchy of:controlandtoaslow andmitigaterisksusingthe manage toolto our H&Smanagement Both systems management utilise participate intheconsultation. in Q12021whichwewillactively Protect Legislationistakingplace their properties. Consultationonthe companies toensurethesecurityof where moreonuswillbeplacedon the imminentProtect Legislation– aheadof essential culturalchange flagships secureandisseenasan contractor partners, retailers and to keeping ourcolleagues, visitors, SystemManagement isfundamental System.Management TheSecurity alongside theHealth &Safety SystemManagement thatsits In Q42020werolledoutaSecurity statement hasincludedSecurity. 2019, ourHealth &Safety policy Since recognisingthesynergies in RISKS &OPPORTUNITIES MANAGEMENT OF 1.0 INTRODUCTION
information with workplansand maintenance by combining asset of end-to-end management provide Hammersonan efficient system isbeingtrialled thatwill efficiencies. Firstly a CAFM risk andprovide operational two newsystems tomitigate trialling andimplementing During 2021thebusinessis which bringsrisksinitself. with ourservicepartners system currentlyresides Aided Facilities Management) portfolio. TheCAFM (Computer the Hammersonflagship risk &inconsistencies across for permitsthatleaves residual operates apartmanualprocesses that Hammersoncurrently simultaneously. Itwas identified efficiencies &mitigaterisk opportunity tomake system identified thatthere was an itwas management, of change andin-depthchanges analysis Through flagship structure OPPORTUNITIES EFFICIENCY OPERATIONAL to includesecurityelements. internal healthandsafety audits H&S objectives andintegratedour a fundamentalpartoftheGroup security andnon-corepropertyas workshops, wehave included systemnew management through with colleaguesregardtothe to actively consultandparticipate health andsafety culture.We plan core propertyintoourexisting System,Management andnon- on integratingourSecurity For 2021,weareconcentrating any currentandfuturerisks. are beingimplementedtocontrol profile, riskmitigationmeasures of theseproperties. From thisrisk which initiallyscopestheriskprofile 2.0 OURPERFORMANCE
best practice. Verification was approach, knowledge sharingand imperative inensuringaconsistent This cross-portfoliocollaboration is across theUK,IrelandandFrance. the re-openingofourdestinations dedicated taskforcetocoordinate COVID lessens, wealsocreateda how weoperateastheimpactof our response.Lookingforward to Group Executive Committee on This groupreportsregularlytothe coordinate ourresponsetoCovid-19. across UK,Ireland&France, to group, madeupofseniorcolleagues activated ourdedicatedcorecrisis stakeholder groups. InMarch,we the risksandliabilitiesacrossits systemsmanagement tomitigate used itswell-established riskbased pandemic becameclear, Hammerson As theonset oftheCoronavius COVID-19 documented andmonitored. been planned,safely assessed, by ensuringallworkshave stakeholders &interested parties - toensurethesafety ofallour inducting visitorsandcontractors hope toachieve auniformway of Wecontractor management. and consistent approachto system willbringasystematic Implementing thisonline system.contractor management implementation ofanonline isthe The secondchange of allassets effectively. and allow themanagement assets suchasliftsandescalators, particularly forbusinesscritical will mitigateasset downtime Hammerson’s riskprofile, of not maintainingareoutside regulations astheconsequences compliance withstatutory This inturnwillfurtherensure cycle management. fulfil life to fulfilmaintenancetasksand schedules, theresourcesrequired 3.0 OURDATA 109 Socio- Resource Use Carbon Data Water Other economic and Waste and Energy Management Data Data Data Data and Targets 110
Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY -MANAGING HEALTH ANDSAFETY health measuresimplemented. June 2020toassessandapprove and shoppingcentresreopenedin and Paris headquartersbeforeoffice Veritas visitedeachshoppingcenter validated by BureauVeritas. Bureau the protocols have beenverified and offices onRueCambonin Paris, and also beenappliedtotheheadoffice terminals. Thesemeasureshave of hydro-alcoholic distribution gel andinstallationcleaning frequency team,increased management members oftheshoppingcenter customers, serviceproviders and wearing amaskcompulsoryforall national measuresannounced), every 4m²or10(dependingon health protocols:of1customer gauge reopened accordingtonational to beputinplacewhenthecenters lockdowns, andspecificmeasureshad the year, duringthetwonational were closedfor3monthsthrough Hammerson France shopping centers in aCovid-19 environment. requirements tooperatesafely was met andconsiderationofall requirements, ensuredbest practice government guidelines, legal complied withcountryspecific place. Thisensuredthatwehave and theprovisions wehave putin to ourflagshipre-openingplans given by anexternal consultancy the governing bodiesrecognised 45001 was March2021),however, (the deadlineforachievingISO transition datewas September 2020 of thenewstandard. Ourinitial system toreflecttherequirements its Health &Safety management has beenworkingtoward updating 45001 standard andHammerson internationally recognisedISO standard isbeingreplacedby the The currentOHSAS18001 procedures between external audits. out inourdocumentedpoliciesand we aremeeting therequirementsset toensure internal auditsandreviews standard. We alsoconductregular are meeting therequirementsof independent verification thatwe Hammerson receives annual measuring andimprovement. andperformance management, occupational healthandsafety risk assessmentandcontrol, preparedness andresponse, and communication,emergency for hazardidentification,training in theworkplace.Itcovers planning occupational healthandsafety risks ofspecific for themanagement is aspecificationandframework Standard 18001 (OHSAS18001) Health andSafety Management December 2013. TheOccupational 18001 certification,heldsince Hammerson areproudofourOHSAS OHSAS18001/ISO45001 being incrowded publicvenues. that wefaceduetoourcentres securitythreat as partoftheongoing in France H&SCommittee reports, Security issueswereincorporated and adeepprocessreview. an investment actionplan Group SecurityStrategythrough auditing ourassets andimplement Our first step toward this was transform securityprocesses. companies toadapt buildingsand authorities andprivaterealestate in France in2015, pushing bychallenged first terrorists attacks Hammerson France processeswere INTO HEALTH ANDSAFETY INTEGRATING SECURITY 14001. 45001 andISO of ISO certified accordingtothe standards as environmental management) and safety aswell management systemmanagement (health to implementtheintegrated In 2021,Hammersonplans 45001. part ofthetransitiontoISO systemwithin themanagement as 18001 processes, willbeincorporated Central, whilst following theOHSAS Dundrum Town CentreandGrand transition dateofJune 2021. 2021. We arenow targetinganew moved thedeadlinetoSeptember this was unachievableandhave that duetotheimpactsofCOVID-19 EPRA H&SEmp GRI 403-9 EPRA H&SEmp GRI 403-9 EPRA H&SEmp EPRA H&SEmp EPRA H&SEmp GRI 403-9 EPRA-H&S-Emp GRI 403-9 EPRA H&SEmp GRI 403-9 GRI 416-2 GRI 416-2 EPRA-H&S-Comp GRI 416-2 GRI 416-2 GRI 416-2 GRI 416-2 GRI 306-3 H&S-Asset CRE EPRA GRI 403-1 EPRA- H&S-Asset EPRA- GRI 403-5 GRI 403-6 GRI 403-9 Health and Safety - Customer &Occupational -Customer Safety and Health 1.0 INTRODUCTION Group absenteerateforemployees andcontractors(%oftotal days scheduled) ABSENTEE RATE Number oflost days todirectemployees LOST DAY RATE Employees INJURYLOST-TIME RATE FREQUENCY Contractors customer) portfolio (HammersonemployeeRIDDOR reportableinjuriesacrossthemanaged & WORK RELATED INJURIES Total occurrences, numberofdangerous reportableinjuriesandfatalitiestoemployees employees Total occurrences, numberofdangerous reportableinjuriesandfatalitiestonon- Total occurrences, numberofdangerous reportableinjuriesandfatalitiestocustomers concerning productandserviceinformationlabelling,by typeofoutcomes Total numberofincidentsnon-compliance withregulationsandvoluntary codes inany incidents operatingwere 2019 -No region for reported COMPLIANCE by typeofoutcome concerning thehealthandsafety impactsofproductsandservicesduringtheirlifecycle, Total numberofincidentsnon-compliance withregulationsandvoluntary codes Non-compliance withregulationsresultinginafineorpenalty Non-compliance withregulationsresultinginawarning Non-compliance withvoluntary codes Total numberandvolume ofsignificantspills 18001 recognized healthandsafety system management -11UKassets in2020usingOHSAS % oftheorganisation operationoperatinginverified compliancewithaninternationally HEALTH MANAGEMENT SYSTEM ANDSAFETY (GRIINDICATOR 416-1) management systemmanagement standards/guidelines" Note: thesystem and/or hasbeenimplementedbasedonrecognisedriskmanagement "Health andsafety system management used compliance orimprovement. Percentage ofassets forwhich healthandsafety impactsareassessedorreviewedfor hazardous activities, orhazardoussituations.” trainingaswellonspecificwork-relatedincluding generic hazards, Note: Adescription ofany occupationalhealthandsafety trainingprovided toworkers, and Workplace “% Employees given healthandsafety trainingcovering Customer/tenant, Supplychain TRAINING vouchers forfreeflujabs, eyetests andaccesstohealth checkswithaprivatedoctor" address majornon-work-related healthrisks. Employees areprovided withcoporate We provide voluntary healthpromotion servicesandprogramsofferedtoworkers to "Number ofphysical and/or mentalhealthchecks; Employee surveys onhealthandwellbeingconductedinthereportingyear HEALTH &WELLBEING Number ofworkstation orworkplacechecks 2.0 OURPERFORMANCE % # work h million n/ work h million n/ # # # # # # # # # # % % % # # UNIT 3.0 OURDATA TABLE 3.9.1 OHSAS 18001 GROUP 100% 1080 1.7% 48% 57% YES 585 50 56 56 0 0 0 0 0 0 0 0 4 2 111 Socio- Resource Use Carbon Data Water Other economic and Waste and Energy Management Data Data Data Data and Targets 112
Hammerson Assets included in the data sets for 2019 for sets data includedinthe Assets 3.10 Coverage Data REPORT 2020:OURDATASUSTAINABILITY -DATA COVERAGE Brent Cross, London Whitgift, Croydon Whitgift, Bullring, Birmingham Bullring, Dundrum TownDundrum Centre Cabot Circus,Cabot Bristola Ilac Centrale, Croydon Swords Pavilions Grand Central, Birmingham Grand Central, Birmingham AFUL Grand Ecran Highcross, Leicester Cergy 3 Silverburn, GlasgoweSilverburn, Espace, SaintQuentin The Oracle, Reading Italie 2,ParisItalie Union Square, Aberdeen Square, Union Les 3 Fontaines, Cergy-PontoiseLes 3Fontaines, Victoria, Leeds Victoria, O'Parinor Shopping Centre, Aulnay-sous-Bois WestQuay, Southampton Les Terrasses Marseille duPort, Nicetoile, Nice Nicetoile, SQYOuest, SaintQuentin Abbey Retail Park, Belfast Abbey Park, Retail Brent South Shopping Park, Brent Cross ShoppingPark, Brent South Central Park Retail (1&2),Falkirk Cleveland Middlesborough Park, Retail Cyfarthfa Retail Park, Merthyr Tydfil Merthyr Park, Retail Cyfarthfa Elliot's Field, Rugby Field, Elliot's Ravenhead Retail Park, St Helens Ravenhead St Park, Retail Telford Forge Park Retail The Orchard Centre, Didcot The Orchard HAMMERSON UK SHOPPING CENTREPORTFOLIO HAMMERSON UKSHOPPING HAMMERSON IRELAND SHOPPING CENTREPORTFOLIO SHOPPING HAMMERSON IRELAND HAMMERSON FRANCE SHOPPING CENTREPORTFOLIO SHOPPING HAMMERSON FRANCE HAMMERSON UKRETAIL PARKS PORTFOLIO c OWNERSHIP 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 70% 25% 25% 10% 41% 41% GROUP Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y EPRA LFL Continues on the next page Continues on the N N N N N N Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y NET POSITIVE TABLE 3.10.1 a > Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y b) WestQuay South, Southampton data is incorporated into WestQuay, into isincorporated data fromb) WestQuay 2018 Southampton Southampton South, Positivea) Net by %Ownership < Continuesfrom previous page Aquis House,ReadingAquis Kings Place,London Rue Cambon,Paris 115 End North 126 Lane Vicar 27 -30Ladybeck 27 Eastgate 29-31 Street Eastgate 7 Eastgate 7-25 Eastgate Street 7-25 Eastgate AEU House Broadmead, Bristol Broadmead, Bristol Dundrum Offices,Dublin Dundrum Martineau Galleries, Birmingham Galleries, Martineau National DepositHouse National Provident House The Point Union House Union Bicester Village, UK Village, Bicester La Roca Barcelona Village, Las Rozas Madrid Village, La Vallée Paris Village, Maasmechelen Village, Brussels Village, Maasmechelen Fidenza Village, Milan Village, Fidenza Wertheim Village, Frankfurt Wertheim Village, Ingolstadt Village, Munich Village, Ingolstadt Kildare Village, Dublin Kildare Village, Batavia Stad Amsterdam Fashion Amsterdam Outlet Stad Batavia Fashion Arena Prague Outlet Landquart Fashion Outlet, Zürich Fashion Outlet, Landquart Freeport LisboaFashion Outlet Freeport Hede Fashion Outlet, Gothenburg Hede Fashion Outlet, Mallorca Fashion Outlet Wroclaw Poland Fashion Outlet, Sevilla Fashion Outlet Zweibrücken Germany Fashion Outlet, Vila do Conde Porto Fashion Outlet, Portugal Fashion Outlet, doCondePorto Vila Oslo Fashion Outlet HAMMERSON CORPORATE PORFOLIO HAMMERSON STRATEGIC PORTFOLIO HAMMERSON PREMIUM OUTLETS PORTFOLIO-VALUEHAMMERSON PREMIUMOUTLETS RETAIL HAMMERSON PREMIUM OUTLETS PORTFOLIO-VIAOUTLETS HAMMERSON PREMIUMOUTLETS 1.0 INTRODUCTION OWNERSHIP 2.0 OURPERFORMANCE 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 50% 26% 34% 45% 27% 37% 41% 41% 15% 0% 0% 0% GROUP N N N N N N N N N N N N N N N N N N N N N N N Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y EPRA LFL 3.0 OURDATA N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N NET POSITIVE b Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y 113 Socio- Resource Use Carbon Data Water Other economic and Waste and Energy Management Data Data Data Data and Targets 114
Hammerson 102-49 102-48 102-47 102-46 102-45 102-13 102-12 102-11 102-10 102-9 102-41 102-8 102-7 102-6 102-5 102-4 102-3 102-2 102-1 102-14 General Standards Data Standards General 3.11 Index GRI REPORT 2020:OURDATASUSTAINABILITY -GRIINDEX STRATEGY ANDANALYSIS
Changes inreporting Changes Restatements ofinformation List ofmaterialtopics Defining reportcontentandtopicboundaries financial statements Entities includedintheconsolidated IDENTIFIED MATERIAL ANDBOUNDARIES ASPECTS Membership ofassociations External initiatives Precautionary Principleorapproach and itssupplychain totheorganization Significant changes Supply chain Collective bargainingagreements Information onemployees andother workers Scale oftheorganization Markets served Ownership andlegalform Location ofoperations Location ofheadquarters Activities, brands, products, andservices Name oftheorganization ORGANIZATIONAL PROFILE Chief Executive statement STRATEGY ANDANALYSIS DESCRIPTION Sustainability Report Sustainability Report Hammerson.com website Sustainability Report2020 Hammerson.com website Sustainability Report 2020 Annual ReportandAccounts Sustainability Report Sustainability Report Sustainability Report 2020 Annual ReportandAccounts Hammerson.com website 2020 Annual ReportandAccounts Sustainability Report Sustainability Report 2020 Annual ReportandAccounts Sustainability Report 2020 Annual ReportandAccounts 2020 Annual ReportandAccounts 2020 Annual ReportandAccounts 2020 Annual ReportandAccounts 2020 Annual ReportandAccounts 2020 Annual ReportandAccounts 2020 Annual ReportandAccounts Sustainability Report LOCATION GRI 102: 2016 Continues on the next page Continues onthe Restatement specifiedin TABLE 3.11.1 relevant datasections 2020 PAGE 2–5, 8, 16–17 80, 150–153 8–11, 52–53 1, 167, 170 104–107 150–153 1–4, 12 42–43 42–43 12–13 8–11 8–11 2–5 106 170 170 20 13 > 4 4 4 302-5 * 302-4 * 302-3 * 302-1 103-3 103-2 103-1 203-2 102-16 102-18 102-56 102-55 102-54 102-53 102-52 102-51 102-50 102-44 102-43 102-42 102-40 SPECIFIC STANDARD DISCLOSURES DMAANDINDICATORS –CATEGORY: ENVIRONMENTAL < Continuesfrom previous page 1.0 INTRODUCTION ETHICS ANDINTEGRITY of productsandservices Reductions inenergyrequirements Reduction ofenergyconsumption Energy intensity(BuildingIntensity) Energy consumption withintheorganization Evaluation approach ofthemanagement approachanditscomponents The management topic anditsBoundary Explanation ofthematerial MATERIAL ENERGY ASPECT: (GRI203:2016) Indirect EconomicImpacts norms ofbehaviour Values, principles, standards, and Governance structure GOVERNANCE External assurance GRI Index Reporting inaccordancewiththeGRIStandards Contact pointforquestions regardingthereport Reporting cycle Date ofmost recentreport Reporting period PROFILEREPORT Key topicsandconcernsraised Approach tostakeholder engagement Identifying andselectingstakeholders List ofstakeholder groups STAKEHOLDER ENGAGEMENT DESCRIPTION 2.0 OURPERFORMANCE Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Annual ReportandAccounts Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report 2020 Annual ReportandAccounts Sustainability Report 2020 Annual ReportandAccounts Sustainability Report 2020 Annual ReportandAccounts Sustainability Report 2020 Annual ReportandAccounts Sustainability Report LOCATION 3.0 OURDATA Continues on the next page Continues onthe 8–11, 28–29, 58–59 8–11, 28–29, 56–57 8–11, 28-29, 58–59 2020 PAGE 38–41, 92–95 Back cover This index 42–43, 101 45, 48–49 48–50 48–50 48–50 42–43 42–43 42–43 66–75 66–75 66–75 50–51 53, 55 12–15 48 54 53 53 77 > 115
Socio- Resource Use Carbon Data GRI Water Other Other economic and Waste and Energy Management Data Data Data Data and Targets 116
Hammerson SUSTAINABILITY REPORT 2020:OURDATASUSTAINABILITY -GRIINDEX 103-2 103-1 303-2 303-1 * 303-3 103-3 103-2 103-1 103-3 103-2 103-1 306-3 * 306-2 103-3 103-2 103-1 305-6 * 305-5 * 305-4 * 305-3 * 305-2 * 305-1 103-3 SPECIFIC STANDARD DISCLOSURES DMAANDINDICATORS –CATEGORY: ENVIRONMENTAL < Continuesfrom previous page The management approachanditscomponents The management topic anditsBoundary Explanation ofthematerial MATERIAL EMISSIONS(GRI305:2016) ASPECT: impacts ofwater discharge-related Management Interactions withwater asasharedresource Water withdrawal by source Evaluation approach ofthemanagement approachanditscomponents The management topic anditsBoundary Explanation ofthematerial MATERIAL WATER ASPECT: (GRI303:2018) Evaluation approach ofthemanagement approachanditscomponents The management topic anditsBoundary Explanation ofthematerial MATERIAL (2016) COMMUNITIES LOCAL ASPECT: Significant spills Waste by typeanddisposal method Evaluation approach ofthemanagement approachanditscomponents The management topic anditsBoundary Explanation ofthematerial MATERIAL EFFLUENTS ANDWASTE ASPECT: (GRI306:2016) Emissions ofozone-depleting substances (ODS) Reduction ofGHGemissions GHG EmissionsIntensity Other indirect(Scope3)GHGemissions Energy indirect(Scope2)GHGemissions Direct (Scope1)GHGemissions Evaluation approach ofthemanagement DESCRIPTION Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report 2019 Annual ReportandAccounts Sustainability Report 2019 Annual ReportandAccounts Sustainability Report 2019 Annual ReportandAccounts Sustainability Report LOCATION Continues on the next page Continues onthe 8–11, 38–41,90–93 8–11, 38–41,90–93 2020 PAGE 8–11, 28–33, 56 8–11, 28–33, 56 8–11, 34–35, 78 8–11, 34–35, 78 8–11, 34–35, 78 8–11, 36–37, 86 8–11, 36–37, 86 8-11, 28-33, 56 28–29, 58–65 8–11, 36–37 8–11, 38–41 34–35, 80 86–89 58–65 58–65 58–65 58–65 80–81 169 169 169 112 83 76 > 103-2 103-1 103-1 103-3 403-9 403-8 403-1 103-3 103-2 401-1 413-1 416-2 416-1 405-1 404-3 404-1 *Data assured by*Data LLP. Deloitte isavailable onHammerson.com Thisassurance statement < Continuesfrom previous page 1.0 INTRODUCTION The management approachanditscomponents The management topic anditsBoundary Explanation ofthematerial MATERIAL GOVERNANCE (2016) ASPECT: &REPORTING topic anditsBoundary Explanation ofthematerial MATERIAL SUSTAINABLE ASPECT: PRODUCT (2016) Evaluation approach ofthemanagement Work-related injuries health andsafety system management Workers covered by anoccupational systemmanagement Occupational healthandsafety OCCUPATIONAL HEALTH (GRI403:2018) &SAFETY Evaluation approach ofthemanagement approachanditscomponents The management SOCIAL PERFORMANCE MEASURES(2016)SOCIAL PERFORMANCE New hiresandturnover impact assessments, anddevelopment programs Operations withlocalcommunityengagement, Asset healthandsafety compliance Asset healthandsafety assessments Employee diversity gender Employee performanceappraisals Employee traininganddevelopment DESCRIPTION 2.0 OURPERFORMANCE Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report Sustainability Report LOCATION 3.0 OURDATA 2020 PAGE 8, 12–15, 50–55 8, 12– 15, 50–55 104–105 8, 12–15 110–111 20–23 90–93 99, 111 10–11 8–10 105 107 107 111 111 111 117
Socio- Resource Use Carbon Data GRI Water Other economic and Waste and Energy Management Data Data Data Data and Targets 118
Hammerson Emissions factors Emissions GHG 3.12 REPORT 2020:OURDATASUSTAINABILITY -GHGEMISSIONS Water kgCO Waste kgCO kgCO Heating District CoolingkgCODistrict Diesel kgCO Gas kgCO kgCOElectricity Carbon emission factors 2020 Carbon emissionfactors Municipal Water Supply Composting Landfill Energy Recovery Recycling 2 Italie Les 3Fontaines Cergy 3 Westquay ShoppingCentre Westquay ShoppingCentre France Ireland UK France Ireland UK France Ireland UK 2 e/kWh 2 2 2 e/kWh e/m e/tonne 2 e/kWh 3 2 2 e/kWh e/kWh LOCATION BASED 0.24057 0.24057 0.24057 0.33140 0.05510 0.23314 0.18387 0.18387 0.18387 458.176
0.0843 10.204 0.1923 21.317 21.317 0.344 0.166 0.152 0.152 MARKET BASED RESIDUAL 0.34750 0.04319 0.49515 TABLE 3.12.1 Regional Govt Regional Govt Regional Govt SOURCE DEFRA DEFRA DEFRA DEFRA DEFRA DEFRA DEFRA DEFRA DEFRA DEFRA DEFRA DEFRA figures figures figures Engie Engie IEA IEA to thenationalenergygrid. renewable power beingsupplied mix ofrenewable andnon- Carbon factorsthatreflectthe Location Basedcarbonfactors the corporatevaluechain. reduced fromactivitieswithin emissions orimpactstobe business operationsby enabling impacts flowing directlyfrom Compensating foremissionsor Insetting emissions acrosstheglobe. and reportingofgreenhousegas to standardise thecalculation by theInternationalEnergyAgency Carbon factorspublishedannually IEA carbonfactors contribute tothegreenhouseeffect. Emissions ofthosegasesthat Greenhouse Gasemissions GHG emissions intheUK. emissions generated and reportingofgreenhousegas to standardise thecalculation annually by theUKGovernment Carbon factorspublished DEFRA carbonfactors tank calledananaerobicdigester. of oxygen inasealed,oxygen-free and biofertiliser, intheabsence is broken down toproducebiogas The processby whichorganicmatter Anaerobic digestion to producecleanenergy. obligation onanenergycompany through, forexample,astatutory that wouldhave happenedanyway being inadditiontoreductions reductions createdby thebusiness The concept ofany emissions Additionality 3.13 Glossary 1.0 INTRODUCTION
is fromarenewable source. of Origintocertifythatthesupply has aRenewable EnergyGuarantee A renewable energycontract that REGO-backed flooding, andfires.storm damage example hightemperatures, for affects ofclimatechange, Business riskposedby thephysical Physical risk and operationalcontrol. have adirectequityholding All realassets inwhichwe PositivePhase oneNet portfolio control. management for allassets over whichhave Reporting of100%emissions of reporting Operational control basis the corporatevaluechain. reduced fromactivitiesbeyond emissions orimpactstobe business operationsby enabling impacts flowing directlyfrom Compensating foremissionsor Offsetting taken outoftheatmosphere. emissions producedand anoverallAchieving balancebetween Zero Carbon Net negative impactstolessthanzero. environment orsociety by reducing Having anet beneficialimpactonthe PositiveNet power beingsuppliedtothegrid. not reflecttheimpactofrenewable or residualfactorappliedthatdoes energy renewable willhave a‘brown’ or zerofactor, energythatisnot Guarantee ofOriginwillhave alow supported by aRenewable Energy the energygrid.Renewable energy of theenergybeingpurchasedfrom Carbon factorsthatreflectthesource Basedcarbonfactors Market 2.0 OURPERFORMANCE
have beenreducedtozero. heating andcoolingofabuilding Carbon emissionsfromthelighting, Zero carbon regulated to preserve ouroceansandforests. andworking tackling climatechange spur economicgrowth –allwhile education, reduceinequality, and strategies thatimprove healthand and other deprivationsthrough sustainable worldby endingpoverty designed tosupportthedelivery ofa Development Goals. 17goals United NationsSustainable UN SDGs or coolingabuilding. other thanlighting,heating Energy usedforallactivities energy Unregulated to tackleclimatechange. implemented changes and policy Business riskposedby regulatory Transitional risk Financial StabilityBoard. disclosures developed by the Voluntary climate-relatedfinancial DisclosuresFinancial (TCFD) Task Related Force Climate for downstream emissions. including both upstream and chain ofthereportingcompany, in scope2)thatoccurthevalue Indirect emissions(not included Scope 3emissions ofpurchasedenergy.generation Indirect emissionsfromthe Scope 2emissions or controlledsources. reporting company-owned Direct emissionsfrom Scope 1emissions or coolabuilding. Energy usedtolight,heat Regulated energy 3.0 OURDATA
119 Socio- Resource Use Carbon Data Water Other economic and Waste and Energy Management Data Data Data Data and Targets 120
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