DOCSLIB.ORG

Note: Photographic Content Has Been Commissioned Post-Impact of Covid-19

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Note: Photographic Content Has Been Commissioned Post-Impact of Covid-19 Note: Photographic content has been commissioned post-impact of Covid-19 Positioning Landsec for growth Landsec – Strategy review 2020 4 Overview Mark Allan Our strategic priorities Mark Allan Marcus Geddes Colette O’Shea David Heaford Culture, capability and organisation Mark Allan Financial implications Martin Greenslade Summary Mark Allan Landsec – Strategy review 2020 5 Six key findings that inform our strategy Our strategic review identified six conclusions which shaped the development of our strategy London portfolio Talent Balance sheet Very high-quality Significant capability We have a strong London portfolio and expertise balance sheet in the business Resilient and liquid With an uncertain Clear opportunity outlook due to Covid-19 Strong foundation to leverage this, through and Brexit we cannot for new growth developing the right afford to be complacent opportunities culture Landsec – Strategy review 2020 6 Six key findings that inform our strategy Our strategic review identified six conclusions which shaped the development of our strategy Retail Portfolio mix Covid-19 Not all retail is the same Some elements of the Long-term implications of portfolio are subscale with Covid-19 are unclear and Structural challenges are little or no competitive our strategy will adapt as the significant, but limited primarily advantage picture becomes clearer to our regional shopping centres (only 13% of our portfolio) Structural growth areas We are managing near-term under-represented challenges proactively and We need to be realistic in our focused on positioning the outlook and proactive in our business for the undoubted decision making post-pandemic opportunity Balance sheet strength gives us the ability to withstand short-term rental pressures Landsec – Strategy review 2020 7 Our approach to strategy Combining the best of Landsec with fresh thinking Operational risk = opportunity Customers are the top priority Culture is as important as strategy Positioning Landsec Supported by long-term macro trends for growth A clear, authentic purpose Sustainable competitive advantage Landsec – Strategy review 2020 8 Six ‘Global Forces of Change’ will impact our business over the next 10+ years Macro trends shaping our future markets, customers and competitors Demographic and Technologically Climate change and Borderless Shifts in global Rapid urbanisation social change advanced living resource scarcity access economic power One in three A global population The digital Growing energy, The liberalisation Political unrest, people will live in boom, paired with landscape will water and food of global economic populism, trade cities of at least people living continue to disrupt demands, alongside policy and the wars and mounting 500,000 habitants longer and having how we live, work, rising weather and accessibility of air recessions are by the year 2030 fewer children, will communicate, health events show travel has opened reshaping the map (source: UN) drive significant shop and beyond the global need to borders, supply of economic power demographic shifts reverse chains and trade and driving new environmental patterns culture clashes degradation Covid-19 impact Landsec – Strategy review 2020 9 We have a clear, authentic purpose Our purpose articulates what we want to Our purpose is… achieve, how we will do Sustainable places. To create places that make a lasting positive contribution to our it and the benefits this Connecting communities and our planet. will bring to our communities. stakeholders To bring people together, forming Realising potential. connections with each other and the spaces we create. To provide our customers, partners and people with a platform to realise their full potential. Landsec – Strategy review 2020 10 Landsec’s six key areas of competitive advantage The quality of Our track record, Our scale our portfolio reputation and relationships Our ESG Our people Our development leadership expertise Landsec – Strategy review 2020 11 Four strategic priorities Our strategy Our central Our retail business Capital from subscale Through urban opportunities will comprise London business (shopping centres and outlets) sectors four priority — London will remain a — Structural shifts are putting — Our portfolios of subscale — Urban mixed-use is a gateway city retail rents under pressure sectors have been growth area for Landsec areas as we but not all parts of the earmarked for disposal in — — look to High quality, best-in-class sector affected in the the medium-term Our analysis of portfolio same way megatrends shows there is — Lack of scale or structural support for this reshape the — Portfolio should provide — Understanding where competitive advantage are area resilience in the down- sustainable rent levels reasons for exit portfolio — cycle currently sit is fundamental We have attractive existing — We will reinvest proceeds opportunities, but will also to position — to our approach New opportunities will into higher growth areas use a number of Landsec emerge post-Covid — We will apply lessons approaches to expand — We will align the business learned from the outlets and accelerate progress for growth model to shopping centres to growth sectors and — We have a proven skillset geographies — We will re-evaluate the — We will consider urban — Creating value through type and volume of space at our centres regeneration opportunities development and a greater in large regional centres range of propositions — New leasing models will over time — Targeted recycling be based on alignment can fund long-term growth and affordability – a customer-centric approach is key Landsec – Strategy review 2020 12 How do we think about risk and return? Positioning the business for growth with an appropriate level of risk Total Generating The Leverage return “alpha” cycle We intend to focus on A greater focus on Our tolerance for We operate in a total return through the value creation financial leverage cyclical market cycle and position the will be guided by business to deliver Taking on more the level of Understanding and above market returns risk but doing so operating risk in the responding to the in a managed, business and our cycle is a key part Income is a key part of proactive way view of the cycle of generating and the property return, protecting alpha but should not be the key driver Landsec – Strategy review 2020 1 2 3 4 14 Our central London portfolio Other 5% Retail 11% £8.2bn portfolio 83% Office High-quality portfolio 83% office sector in central London weighting Like-for-like office High liquidity Southwark and other 11% WAULT 8.1 years1 in core markets Mid-town 21% 5.6m sq ft 50% West End office City 18% 1 As at 31 March 2020 Landsec – Strategy review 2020 1 2 3 4 Strong defensive characteristics Central London portfolio High-quality customers Stable and secure income Growth potential Bubble size reflects total asset value Income quality Low capex requirements City Victoria Southwark and other West End Mid-town Landsec – Strategy review 2020 1 2 3 4 16 Delivering growth Myo, 123 Victoria Street, SW1 Targeted submarket and sector exposure Judicious development across a diverse pipeline CGI of Portland House, SW1 Southwark Customer-led products responding to changing needs CGI of Lavington Street, SE1 Landsec – Strategy review 2020 1 2 3 4 17 London will continue to be a magnet for global capital, talent and tourism Top 15 global business districts (as per EY and Urban Land Institute index score) London Other Europe Non-Europe 59 58 55 52 52 49 46 46 46 46 43 43 40 40 38 London New York Tokyo Paris London New York Beijing Seoul Singapore Chicago Toronto San Hong Kong Sydney Amsterdam The City Midtown Marunounchi La Canary Financial CBD Gangnam Downtown The Loop Financial Francisco Central CBD Defense Wharf District Core District Financial District District Points movement since 2017 -2.5 -1.2 2.7 1.5 1.9 0.4 4.7 n/a -0.1 -0.8 n/a n/a 3.7 n/a 1.5 Source: “The Attractiveness of Global Business District (GBD)” Report Ernst & Young / Urban Land Institute (May 2020) Note: (1) 84% of respondents consider this factor the most important in determining the attractiveness of GBD; n = 349; (2) City of London and Canary Wharf ranked 1st and 2nd respectively Landsec – Strategy review 2020 1 2 3 4 18 Investment volumes Covid constrained, but set for strong end to the year £bn 20 15 10 5 0 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 YTD Q1 Q2 Q3 Q4 10-year average Source: CBRE Research Landsec – Strategy review 2020 1 2 3 4 19 Five occupier themes Tech remains Deferred Strong pre-let Grey space Hybrid of active decision- momentum pushing up physical making vacancy rate and digital 1 2 3 4 5 Landsec – Strategy review 2020 1 2 3 4 20 Partnering with customers —Creating Covid secure workplaces —Qualitative and quantitative research from existing and prospective customers — 82% maintaining or increasing space — 81% believe office-based work boosts productivity —Supporting the ground floor to survive and evolve 80 Victoria Street, SW1 Landsec – Strategy review 2020 1 2 3 4 21 Office customer proposition We form partnerships We offer great experiences We create healthy and with customers for clients and employees sustainable spaces Landsec – Strategy review 2020 1 2 3 4 22 Blank Canvas Customised Myo Self contained offices completed Self contained offices fitted and Private serviced offices with to a Cat A or Shell condition with managed by Landsec ‘on-demand’ communal facilities and traditional pricing fitout delivery dedicated on-site team
Load more

Recommended publications
  • City Investment Watch
    UK Commercial – January 2021 MARKET IN City Investment MINUTES Savills Research Watch December records highest monthly volume of 2020 bringing the annual total to £4.48Bn. December is historically the busiest month of the year as and retail complex totals approximately 192,700 sq. ft. The investors look to close deals prior to year-end. Any concerns total rent passing is approximately £7.3 million per annum the typical flurry of activity would be impacted by the with approximately 40% of the income expiring in 2021. omnipresent political and economic disruption, principally December saw £1.18Bn focused around lengthy Brexit trade negotiations and the No new assets were marketed in December given the transact over 16 deals ever-evolving Covid-19 pandemic, were allayed swiftly. disruption associated with the November Lockdown and the The largest deal of the year exchanged early in the month Christmas / New Year break. Accordingly, with the rise in contributing to a monthly volume of £1.18Bn, a significant investment turnover there has been an expected fall in the increase on November (£404M) and the 2020 monthly average volume of stock under offer, which currently stands at £1.50Bn of £301.60M, but 31% below December 2019 (£1.69Bn). across 14 transactions. A comparatively strong December contributed to a total Q4 Unsurprisingly given the disruption across both investment volume of £2.14Bn, 34% down on Q4 2019 and 39% down on and occupational markets, investors were principally the Q4 10-year average. Total 2020 transactional volume seeking Core (54% of annual transactional volume over reached £4.48Bn, which is approximately 42.5% down on that 13 transactions) and Core Plus (29% over 29 transactions) achieved in 2019 (£8.18Bn) and 53% below the 10-year average.
    [Show full text]
  • Download Our Operating and Portfolio Review
    Page 36 -6.5%1 Operating and CENTRAL Valuation deficit LONDON portfolio review -2.3% Ungeared total property return £9m 3.3% of investment lettings with a Like-for-like voids (31 March 2020: further £1m in solicitors’ hands 1.3%) and units in administration: 0.3% (31 March 2020: nil) We have a £10.8bn Combined Portfolio which is comprised of office -31.4%1 space in London, and retail, leisure REGIONAL Valuation deficit and hotel assets across the UK. RETAIL -28.4% Ungeared total property return 7.5% £9m Like-for-like voids (31 March 2020: of investment lettings, with a 4.7%) and units in administration: further £7m in solicitors’ hands 5.8% (31 March 2020: 2.1%) AT A GLANCE 59.4% 65.3% Same centre sales (excluding Footfall down (ShopperTrak ¹ automotive), taking into account national benchmark down 58.2%) -13.7% -9.6% new lettings and occupier Valuation deficit Ungeared total changes, down (BRC national » Strategic Report property return benchmark down 29.2%) 4.4% £24m Like-for-like voids of investment -23.3%1 (31 March 2020: lettings, with a URBAN Valuation deficit 2.5%) and units in further £12m in OPPORTUNITIES administration: 2.2% solicitors’ hands (31 March 2020: 0.8%) -21.4% Ungeared total property return 1.0m sq ft Landsec // AnnualLandsec Report // 2021 of developments £1m 5.0% now on site of investment lettings, with a Like-for-like voids (31 March 2020: further £1m in solicitors’ hands 4.8%) and units in administration: 1.1% (31 March 2020: 0.4%) -16.4%1 SUBSCALE Valuation deficit SECTORS -12.8% Ungeared total property return £5m 2.5% of investment lettings, with a Like-for-like voids (31 March 2020: further £3m in solicitors’ hands 2.0%) and units in administration: 2.9% (31 March 2020: 0.9%) 1.
    [Show full text]
  • Lewisham Town Centre Local Plan Submission Version
    Lewisham local plan Lewisham town centre local plan Submission version September 2012 PLEASE NOTE: The maps and figures within this document will be professionally altered for the final publication version. Contents 1 The plan and context 3 1.1 Lewisham town centre and the Local Plan 4 1.2 Key characteristics of Lewisham town centre 6 1.3 Summary of issues and challenges for the town centre 11 1.4 How does the LTC Local Plan relate to other policy? 12 1.5 Sustainability Appraisal and Equalities Analysis Assessment 15 2 Vision and objectives 16 2.1 The vision 17 2.2 The objectives 18 2.3 From issues to objectives 20 3 Presumption in favour of sustainable development 22 4 The spatial strategy 24 4.1 The plan boundaries 25 4.2 Introducing policy areas and sites 27 4.3 Creating a cohesive and complete town centre experience 32 5 Policy Areas and sites 37 5.1 Lewisham Gateway Policy Area 37 5.2 Loampit Vale Policy Area 41 5.3 Conington Road Policy Area 46 5.4 Lee High Road Policy Area 51 5.5 Ladywell Policy Area 55 5.6 Central Policy Area 60 6 Area-wide policies 66 6.1 Growing the local economy 67 6.1.1 Employment 69 6.1.2 Housing 73 6.1.3 Shopping 76 6.2 Building a sustainable community 84 6.2.1 Urban design 85 Lewisham TCLP Adoption Version Contents 6.2.2 Sustainable movement 89 6.2.3 Community 95 6.3 Environmental management 100 7 Implementation, monitoring and risk 106 7.1 Implementation 107 7.2 Monitoring 111 7.3 Risk 113 8 Appendix 1 - Policy, guidance and evidence base linkages 115 9 Appendix 2 - Heritage assets 122 10 Appendix 3 - Delivery strategy and monitoring framework 125 11 Appendix 4 - Lewisham town centre infrastructure schedule 134 12 Appendix 5 - UDP proposals replaced by the LTCLP 143 13 Glossary 144 Lewisham TCLP Adoption Version The plan and context 1 Section 1 of the Lewisham Town Centre Local Plan (LTCLP) firstly introduces Lewisham town centre, its strengths, weaknesses and the opportunities for it to develop and improve in the next five to ten years.
    [Show full text]
  • Investor Presentation
    Investor Presentation HY 2020 Our Investment Case 1 2 3 4 Our distinctive The scale and A well-positioned Our operational business model & quality of our development expertise & clear strategy portfolio pipeline customer insight Increasing our focus 22.5m sq ft of Development pipeline Expertise in on mixed use places high quality assets aligned to strategy managing and leasing our assets based on our customer insight Growing London Underpinned by our Provides visibility campuses and resilient balance sheet on future earnings Residential and refining and financial strength Drives incremental Retail value for stakeholders 1 British Land at a glance 1FA, Broadgate £15.4bn Assets under management £11.7bn Of which we own £521m Annualised rent 22.5m sq ft Floor space 97% Occupancy Canada Water Plymouth As at September 2019 2 A diverse, high quality portfolio £11.7bn (BL share) Multi-let Retail (26%) London Campuses (45%) 72% London & South East Solus Retail (5%) Standalone offices (10%) Retail – London & SE (10%) Residential & Canada Water (4%) 3 Our unique London campuses £8.6bn Assets under management £6.4bn Of which we own 78% £205m Annualised rent 6.6m sq ft Floor space 97% Occupancy As at September 2019 4 Canada Water 53 acre mixed use opportunity in Central London 5 Why mixed use? Occupiers Employees want space which is… want space which is… Attractive to skilled Flexible Affordable Well connected Located in vibrant Well connected Safe and promotes Sustainable and employees neighbourhoods wellbeing eco friendly Tech Close to Aligned to
    [Show full text]
  • Consultation Statement Submission Version
    Consultation Statement (Submission) November 2019 2 Consultation Statement (Submission) November 2019 Table of contents 1 Introduction ............................................................................................................................... 4 2 Regulation 19 consultation process ........................................................................................... 6 2.1 Notification ................................................................................................................................ 6 Website .................................................................................................................................... 6 Emails ...................................................................................................................................... 6 Social media ............................................................................................................................ 6 Hard copies ............................................................................................................................. 7 2.2 Coverage .................................................................................................................................. 7 Media coverage ....................................................................................................................... 7 Scrutiny Committee ................................................................................................................ 8 Petitions..................................................................................................................................
    [Show full text]
  • 1. Entering Into a Competition Or Promotion Hosted by Us
    PRIVACY & COOKIES POLICY This Privacy Notice may vary from time to time so please check it regularly. This Notice describes the types of information collected, how that information is used and disclosed, and how you can access, modify, or delete your information. Land Securities Properties Limited (company number 961477) whose registered office is at 100 Victoria Street London SW1E 5JL (“we”, “us” or “our”) is the ‘data controller’ for the personal data we collect. We are registered with the Information Commissioner’s Office with registration number Z5806812. 1. WIFI IN OUR CENTRES Please see (wifi Link) 2. MARKETING AND GUEST SERVICES HOW DO WE COLLECT INFORMATION ABOUT YOU? 1. Entering into a competition or promotion hosted by us or our third parties: You may provide us with personal data when you subscribe to these services either online or through a physical form. 2. Enrolling for a loyalty card or a club run at our centres: you will typically provide us with your name and contact details when you enrol for a loyalty card either online or through a physical form. 3. Feedback: providing feedback to us through our online surveys where you may provide your contact details and subscribe to receiving marketing information. Our main supplier for this service is Privacy Shield accredited and based in the United States so your data will be transferred securely and legally outside of the UK. You can also provide us feedback through writing to or emailing the centre with any comments, complaints or suggestions. 4. Website usage: We may also collect information from you automatically when you access and use our Online Services, including the time and duration of your visit, the referring URL, your Internet Protocol (IP) or MAC address, the type of device you use and its operating system.
    [Show full text]
  • Retail Is Not Dead and Regionally Dominant Shopping Centres Offer an Attractive Value Play
    REAL ASSETS Research & Strategy For professional clients only January 2019 Retail is not dead and regionally dominant shopping centres offer anattractive value play Executive summary: ■ The consumer has taken control of the retail relationship which is putting pressure on retailers’ margins, as they face increased competition and a need to invest in a full reconfiguration of their supply chain to offer an “Omni-channel” distribution model ■ This pressure on retailers’ margins is likely to limit rental value growth Justin Curlow prospects over the short-term, as traditional bricks and mortar retailers’ Global Head of Research & Strategy space consolidations leave more voids than online pure play retailers establishing a physical presence absorb ■ In our view, regionally dominant shopping centres and second-tier tourist- oriented city high streets represent an attractive “value play” for investors, as we feel the entire sector is being tainted by the same doomsday brush despite the fact that the operational performance of these schemes remains strong ■ The sector is not without risks, as highlighted by the continued raft of Vanessa Moleiro retailer failures and bankruptcies which could be exacerbated if an economic Research Analyst downturn materialised over the short term. In addition, for those schemes that remain viable and in demand, the retailer-landlord relationship has to respond to a shorter retail life cycle and increased ambiguity across ultimate sales channels ■ Ultimately, we do not think the developed world will stop consuming
    [Show full text]
  • Limited and Guild Realisations Limited (Formerly Republic (Retail) Limited) - Both in Administration (Together ‘The Companies’)
    Ernst & Young LLP 1 Bridgewater Place, Water Lane Leeds LS11 5QR T el: 0113 298 2200 Fax: 0113 298 2201 www.ey.com/uk TO ALL KNOWN CREDITORS 8 April 2013 Ref: RHK/JPS/TRJ/AE/PCF11.1 Direct line: 0113 298 2496 Direct fax: 0113 298 2206 Email: [email protected] Dear Sirs Republic (UK) Limited and Guild Realisations Limited (formerly Republic (Retail) Limited) - both in Administration (together ‘the Companies’) Further to my appointment as Joint Administrator of the Companies, I attach a copy of my statement of proposals in accordance with paragraph 49 of Schedule B1 to the Insolvency Act 1986. As you will note from the proposals, there is no prospect of any funds becoming available to unsecured creditors of either of the Companies other than by virtue of the prescribed part. As a consequence, I do not propose to summon meetings of creditors. If, however, creditors whose debts amount to at least 10% of total debts of either of the Companies make a request in the prescribed form within 8 business days of these proposals being sent out, a meeting will be held in that company. Copies of the prescribed form (Form 2.21B) are enclosed in case you wish to request a meeting. I would draw your attention to the provisions of Rule 2.37 of the Insolvency Rules 1986 which provide that if a meeting is requested, it will only be held if the expenses of summoning and holding such a meeting are paid by the creditor or creditors making the request and if security is first deposited with me for payment.
    [Show full text]
  • Tall Buildings Study Draft
    LEWISHAM TALL BUILDINGS STUDY DRAFT LONDON BOROUGH OF LEWISHAM Allies and Morrison Urban Practitioners February 2021 D R A F T D R A F T CONTENTS 1 INTRODUCTION AND CONTEXT 5 4 SENSITIVITY ASSESSMENT 53 1.1 Introduction, Purpose and Structure of the Study 5 4.1 Introduction 53 1.2 Introduction to The Borough 6 4.2 Assessment of Sensitivity 54 1.3 Tall Building Policy Context 7 4.3 World Heritage Sites 56 1.4 Other Relevant Guidance 10 4.4 Conservation Areas and Special Local Character 58 4.5 Listed Buildings 60 2 DEFINING WHAT IS TALL 15 4.6 Strategic and Local Views And Landmarks 62 2.1 Lewisham Borough Definition for Tall Buildings 15 4.7 Areas Characterised by Consistent Building Heights 64 2.2 Lewisham Borough Definition for Taller Buildings 15 4.8 Topography 66 2.3 Building Heights 16 4.9 Tall Building Sensitivity Map 68 2.4 Existing and Proposed Tall Buildings 18 4.10 Site Allocations 70 2.5 Average Building Heights by Area 20 2.6 Average Building Heights by Neighbourhood 22 2.7 Average Building Heights Area Analysis 24 2.8 Building Height Variance 25 2.9 Prevailing Heights 26 2.10 What is Tall 26 3 SUITABILITY ASSESSMENT 29 3.1 Introduction 29 3.2 Assessment of Suitability 30 3.3 High PTAL 32 3.4 Bakerloo Line Extension 34 3.5 Town Centres 36 3.6 Opportunity Areas 38 3.7 Growth Areas 40 3.8 Building Heights and Tall Building Clusters 42 3.9 Tall Building Suitability Map 44 3.10 Green, Open Space and Rivers 46 3.11 Cycling Transport Accessibility Level (CTAL) 48 3.12 Site Allocations 50 D R A F T D R A F T DRAFT LB LEWISHAM TALL
    [Show full text]
  • 96 Lewisham High Street, Lewisham London SE13 5JH
    www.acuitus.co.uk lot 2 96 Lewisham High Street, Lewisham London SE13 5JH Rent Freehold Retail Investment • Entirely let to RAL Limited (t/a Quicksilver) • Nearby occupiers include Vodafone, £44,500 until 2028 Barclays Bank, Subway and Greggs per annum • Recently re-geared lease • 40 metres from Lewisham Shopping Centre exclusive • Prominent town centre position • Six Week Completion Available Ref: 4407/GT/WH PA: AS Location Description Miles: 1.4 miles south of Greenwich The property comprises a ground floor retail unit with office/storage 2 miles west of Blackheath Village accommodation on the first and second floors and a third floor attic 6 miles south-east of the City of London area which is currently unuseable. N Roads: A20, A21 Rail: Lewisham Rail (direct to Charing Cross & Cannon Street), Tenure Lewisham DLR (19 minutes to Canary Wharf) Freehold. Air: London City Airport VAT Situation VAT is not applicable to this lot. The property is situated in a prominent position on the western side of the pedestrianised High Street, close to its junction with Lee High Road. The property is situated 40 metres from an entrance to Lewisham Shopping Centre which houses retailers including Marks & Spencer, TK Maxx, BHS, H & M, Next, New Look and Boots Chemist. Other nearby occupiers include Vodafone, Barclays Bank, Subway and Greggs. Tenancy and accommodation Floor Use Floor Areas (Approx) Tenant Term Rent p.a.x. Reviews Ground Retail 118.64 sq m (1,277 sq ft) RAL LIMITED (1) 16 years and 17 days from £44,500 29/05/2017 First Office/Storage 48.62 sq m (523 sq ft) (t/a Quicksilver) 29/05/2012 until 14/06/2028 on a and LEWISHAM SHOPPING CENTRE Second Office 21.34 sq m (230 sq ft) full repairing and insuring lease 29/05/2022 Third Not Measured Totals 188.60 sq m (2,030 sq ft) £44,500 (1) As of 19th January 2012, RAL Ltd have a Dun & Bradstreet Rating of 4A1, showing minimum risk.
    [Show full text]
  • Lewisham Local Plan Site Allocations – Central Area
    Draft Lewisham Local Plan Site Allocations – Central area Regulation 18 stage ‘Preferred Approach’ Document Lewisham Gateway Site address: Lewisham Gateway Site, Lewisham High Street, London, SE13 Site details: Site size (ha): 5.52, Setting: Central, PTAL: In 2015: 6b, In 2021: 6b, In 2031: 6b, Ownership: Mixed public and private, Current use: Transport interchange How site was Lewisham Core Strategy (2011) and London SHLAA (2017) identified: Planning Opportunity Area, adjacent to Conservation Area, Critical Drainage Area, designations Flood Zones 1 and 2 and site constraints: Planning Full application DC/06/062375 granted in May 2009. Various reserved matters and Status: s73 minor material amendment granted April 2013 – February 2019. Started construction and development is partially complete. Timeframe for 2020/21 – 2024/25 2025/26 – 2029/30 2030/31 – 2034/35 2035/36 – 3039/40 delivery: Yes Indicative Net residential units: Non-residential floorspace: development 607 Town centre: 2,550 capacity: 1 Employment: 17,500 Existing planning consent DC/06/062375 - The comprehensive mixed use redevelopment of the Lewisham Gateway Site, SE13 (land between Rennell Street and Lewisham Railway Station) for 100000m² comprising retail (A1, A2, A3, A4 and A5), offices (B1), hotel (C1), residential (C3), education/health (D1) and leisure (D2) with parking and associated infrastructure, as well as open space and water features as follows: up to 57,000 m² residential (C3) up to 12,000 m² shops, financial & professional services (A1 & A2) up to 17,500 m² offices (B1) / education (D1) up to 5,000 m² leisure (D2) up to 4,000 m² restaurants & cafés and drinking establishments (A3 & A4) up to 3,000 m² hotel (C1) up to 1,000 m² hot food takeaways (A5) 500m² health (D1) provision of up to 500 car parking spaces revised road alignment of (part of) Lewisham High Street, Rennell Street, Molesworth Street and Loampit Vale and works to Lewisham Road.
    [Show full text]
  • Sustainability Report 2017
    Sustainability Report 2017 Making our experience count Progress Commitments Sustainability Complete Existing commitment (retained) On track Existing commitment (extended) performance Incomplete New commitment at a glance Our commitments and progress to date Creating jobs and opportunities Community employment Fairness Diversity Health, safety and security Commitment Commitment Commitment Commitment Help a total of 1,200 Ensure the working environments Make measurable improvements Maintain an exceptional standard disadvantaged people we control are fair and ensure that to the profile – in terms of gender, of health, safety and security secure jobs by 2020 everyone who is working on our ethnicity and disability – of our in all the working environments behalf – within an environment we employee mix we control Progress control – is paid at least the Living Wage by 2020 Progress Progress Employment secured for 962 people from Progress Participant in the National Chaired the Health in disadvantaged backgrounds Equality Standard assessment Construction Leadership Group Accreditation received from the process. Set specific diversity and launched Mates in Mind Living Wage Foundation metrics to be achieved by 2020 mental health programme Efficient use of natural resources Carbon Renewable energy Energy Waste Commitment Commitment Commitment Commitment Reduce carbon intensity (kgCO2/ Continue to procure 100% Reduce energy intensity (kWh/ Send zero waste to landfill with m2) by 40% by 2030 compared to renewable electricity across m2) by 40% by 2030
    [Show full text]