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Sustainability Report 2020 TELFORD HOMES – Sustainability Report 2020

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Sustainability Report 2020 TELFORD HOMES – Sustainability Report 2020 Sustainability Report 2020 TELFORD HOMES – Sustainability Report 2020 Introduction Building a Living Legacy Developing the homes and creating the places that London needs Contents Building a Living Legacy Highlights 01 Chief Executive Officer’s Introduction 02 Telford Homes 2030 Journey 04 Our Approach to Sustainability 06 Living Legacy 08 Balanced Resources 12 Creative Building Solutions 16 Smart Business 20 Our People 24 Health & Safety 26 BLL Principle Risks and Uncertainties Register 28 Verification Statement 32 Bow Garden Square, E3 01 Building a Living Legacy Highlights OVERVIEW LIVING BALANCED CREATIVE BUILDING SMART LEGACY RESOURCES SOLUTIONS BUSINESS Creating thriving places that enable people to Making our money work harder through Collaborating with our partners to identify Investing in people and relationships live sustainable lifestyles efficient use of resources across our business innovative building techniques and deliver the to ensure we deliver lasting value homes of the future for all stakeholders BUILDINGA LIVING LEGACY 31% 13% 2nd 7 SCHEMES IN THE MAYORAL REDUCTION IN OUR SITE CO2e INTENSITY OF SPEND INVESTED IN MODERN METHODS OF PLACE IN NEXTGENERATION SUSTAINABLE OPPORTUNITY AREAS (2019: 11.6%) CONSTRUCTION. (2019: 18%) HOUSEBUILDER RANKINGS 72% 98% 40% 99% OF CUSTOMERS WOULD RECOMMEND OF SUPPLY CHAIN SPEND IS WITH SMALL AND OF WASTE DIVERTED FROM LANDFILL TARGETED REDUCTION IN CO IN NEW HOMES* 2 US TO A FRIEND MEDIUM SIZED ENTERPRISES. (2019: 80%) (2019: 94%) (2019: 40%) 16% 100% 11th £45.4m OF SUPPLY CHAIN SPEND WITH BUSINESSES REDUCTION OF WATER USAGE IN NEW HOMES* NEW BUILD SCHEMES BENEFIT FROM LOW CARBON ROYAL SOCIETY FOR THE PREVENTION OF PEOPLE OUR REGISTERED IN LONDON BOROUGHS (2019: £44m) (2019: 16%) OR RENEWABLE TECHNOLOGIES (2019: 100%) ACCIDENTS AWARD For more information see page 10 For more information see page 14 For more information see page 18 For more information see page 22 VERIFICATION STATEMENT VERIFICATION *Against national standards 02 TELFORD HOMES – Sustainability Report 2020 Chief Executive Officer’s Introduction Sustainability is an area of increasing importance for all our stakeholders The last year has seen significant legislative accordance with Government guidelines. During the year to 31 March 2020, we have change in the UK, as the proposed Environment Compared with climate change we believe achieved 90 per cent of our objectives and for Bill set out a clear plan to bring all greenhouse the pandemic will have a relatively short-term the second consecutive year, we are delighted We have set ourselves the gas emissions to net zero by 2050 and deliver impact on our business, with our total focus to have achieved a Gold Level award in the ambitious target of being a the most ambitious environmental programme on purpose-built rental housing placing us 2019 NextGeneration sustainable housing net zero carbon company by of any country in the world. National and in a strong market position for the future. benchmark report. During 2020/21, we are 2030. There is a lot to do to regional planning policies, together with Nonetheless, we will not underestimate Covid- committed to a range of new and ambitious achieve that aim but having the building regulations, have seen rapid changes 19’s impact on the wellbeing of society and on interrelated principles that inform a Science- target will underpin our licence with further amendments expected throughout our business. based Target (SBT), and we will undertake our 2020 and beyond. As we enter a new decade, first Task Force on Climate-related Financial to operate and help us to be Our trading landscape is being reshaped with the way in which businesses operate will Disclosures (TCFD) analysis. We will also be the partner of choice for our a greater emphasis placed on Environmental fundamentally influence how society, setting out strategies to send zero waste to stakeholders. Social and Governance (ESG) strategies, neighbourhoods and individuals adapt their landfill by 2024, become a net-biodiversity- transparency, and risk management. We behaviours to address climate change. positive developer by 2022 and make a positive expect our success to continue to be Jon Di-Stefano social return on investment (SRoI) on all new Most local authorities have declared a Climate influenced by how we react to these changes. Chief Executive Officer projects from 2021. Emergency, with some setting accelerated net As a responsible business we have re- zero targets in advance of the government’s evaluated our existing sustainability targets and Whilst these commitments will demand a national target. We envisage that the policies during 2019/20 and are setting out our great deal of work during the next decade, introduction of the ambitious Future Home ambitions for 2020 to 2030 (Telford Homes we believe this approach is aligned with the Standard from 2025 through to 2030 will 2030 Journey pages 04-05). expectations of our stakeholders. Through greatly assist the sector in rising to meet these collaboration with leading organisations we The most important objective we have set challenges. Going forward, each year will act believe we can mitigate emerging risks and ourselves is to be a net zero carbon company as another milestone in our industry’s progress uncertainties. We will therefore continue to by 2030. There is a lot to do to achieve that aim toward the Paris Climate Change Agreement invest in innovation driven by knowledge- but having the target will underpin our ‘licence to and the UN’s Sustainable Development Goals. sharing with policy makers, regulators operate’ and help us to be the partner of choice and organisations such as the UK Green The global Covid-19 pandemic has brought for our stakeholders. Our purpose of ‘developing Building Council (UKGBC), the Supply Chain a level of disruption to society not previously the homes and creating the places that London Sustainability School (SCSS) and our supply seen in peacetime, and our sector is needs’ is driven by the success of our people and chain. responding in a safe and pragmatic way in our supply chain in implementing our Building a Living Legacy (BLL) strategy. 03 OVERVIEW At a local level we continue to implement our To provide comparable year-on-year Community Engagement Strategy, supporting sustainability performance reporting, this our neighbourhoods and helping to bring report covers a full year to 31 March 2020. new talent into our sector by collaborating For carbon reporting (scope 1 & 2) purposes, with communities, schools and other related Telford Homes has provided three months BUILDINGA LIVING LEGACY enterprises. of absolute performance data disclosure to the Group, for inclusion in the CBRE Building It is significant to note that since we last Connections 2020 CSR Report (CSR Report) – reported, Telford Homes was acquired on 1 this report can be found at https://www.cbre. October 2019 by Trammell Crow Company com/about/corporate-responsibility. From 1 (TCC), a subsidiary of CBRE Group, Inc. January 2020, Telford Homes commenced a (the ‘Group’). The Group is the world’s new full reporting cycle for future Sustainability largest commercial real estate services and Reports to align with the Group reporting cycle. investment firm. It is listed in the USA with its shares traded on the New York Stock In future a wider range of global indices may Exchange. It has been included in the Fortune inform the Building a Living Legacy strategy 500 since 2008, and named as a ‘Most and increase disclosure, as we integrate into Admired Company’ since 2012. The alignment TCC and CBRE. OUR PEOPLE OUR of the respective business models, people and I believe that Telford Homes is well positioned culture – along with our shared commitment for sustainable growth during the 2020s. Our to partners, clients and local communities BLL strategy and evolving ESG platform is well – makes Telford Homes a natural fit. The structured to serve our purpose and to deliver acquisition has enhanced our capability to raise strong returns. If you have feedback on this capital, acquire the best sites and deliver high- report, please email us at quality properties that meet rising demand for [email protected] build to rent homes. VERIFICATION STATEMENT VERIFICATION As a result of the acquisition, Telford Homes Jon Di-Stefano left the London Stock Exchange and its Chief Executive Officer financial reporting period has consequently Parkside, Nine Elms, SW8 been aligned to suit the Group date of 29 May 2020 31 December (previously 31 March). 04 TELFORD HOMES – Sustainability Report 2020 Telford Homes 2030 Journey As a responsible business we are setting out our ambitions for the decade. This strategy will inform our purpose, improve the environment and wellbeing of Londoners, and support our aim to be a partner and employer of choice. We will update the roadmap annually, unless significant National or London Plan amendments are published. Please note that the M references relate to our Materiality priorities, crossed-refence on the BLL Risk and Uncertainties Register (on pages 28-31). 2020 2021 COP 26 3rd BLL Materiality review & Strategic UN SDG analysis LIVING Create net Achieve BRE LEGACY Maintain NextGeneration Gold Benchmark BREEAM Biodiversity net positive SROI HQM level-4 M1 award 2020+ M1 in-use excellent rating M3 positive benchmarking M2 projects M1 M10 or equivalent Develop a Undertake SROI Review wellbeing Consolidate 2016-21 Biodiversity net M1 M2 M1 M2 M3 wellbeing strategy project statement
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