objectives and progress

objectives and progress

We aspire to be one of the global leaders in the real estate industry in sustainability. Striving for leadership means striving for increasing our knowledge base to better serve our clients and tenants and differentiate ourselves in the market

We approach the key issues we have identified through the lens of knowledge and leadership, and focus on environmental performance, an area where we can have a significant impact. We also focus on people and engagement including our employees and other stakeholders, which helps to drive innovation. Improving our data and reporting mechanisms enhances our ability to improve performance, increase engagement and effectively drive innovation.

environmental performance

We are expanding our measurable targets and objectives for key performance data. There are constraints on our ability to disclose environmental performance targets as a third-party manager of assets, and as a private subsidiary of a public company. Environmental performance targets are being set internally. Objectives include reducing resource use and costs, reducing waste and increasing the number of certified buildings in the portfolio we manage on behalf of our clients.

better data and reporting

We recognize that to manage performance effectively, we need robust and reliable data to enable reporting. The quality of data is critical to providing our stakeholders with useful and reliable reports. Good data also empowers our managers to drive better performance. We track environmental performance data, human resources information, and are developing ways to measure the social attributes of our assets as well.

We have confidence in the data that we publish and in 2016 we engaged KPMG LLP (KPMG) to provide limited assurance over selected performance indicators. We look to continually improve as we discover new needs requiring different pieces of data, and we find ways to enhance our data collection and analysis capabilities. To that end, we implemented a number of initiatives in 2016 to enhance our data collection, analysis, and ultimately our reporting to stakeholders.
 

Completed

  • Continued to increase usage of Eco Tracker and Eco View in the U.S. portfolio, enabling more insight into utility consumption and energy usage trends.
  • Continued to Increase ENERGY STAR benchmarking and consolidated it under a single Bentall Kennedy account to enable greater visibility and quality assurance.
  • Expanded our property level energy efficiency target-setting initiatives for offices and enclosed malls in our property management portfolio.
  • Refined the process to estimate 'non-tracked' properties. Consumption is estimated based on the average 2016 energy use intensity of a representative sample of properties from the same asset class.
  • Developed more specific guidance for each asset type on the data which should be tracked.
  • Academic study which provides a quantitative analysis and comparison of the cost, environmental performance and value proposition of sustainable buildings.
  • Developed sustainability data management system within Eco Tracker that include functionalities to track and support BOMA BESt and LEED EB:O&M certifications.
  • We continued to expand and refine our online sustainability data management system, enhancing greenhouse gas emission reporting, and insights into utility consumption.
  • We continued to expand coverage of green building certifications across our portfolio through Bentall Kennedy’s LEED EB:O&M Volume Program, BOMA BEST Portfolio Program and IREM Volume Program, as well as, ENERGY STAR. As of 2016, 77% of Bentall Kennedy's portfolio is green building certified.

Planned

  • In 2017, we will focus on increasing effective participation in Eco Tracker as is appropriate for specific groups and expand data coverage across portfolios.

people and innovation

Engagement with our employees and our key stakeholders can take many forms. By planning and enabling engagement, dialogue, and sharing ideas, we create conditions to foster innovation. We are also working on investing in employees in particular through leadership, training and development programs.

Completed

  • Blue Teams span 13 cities across North America at Bentall Kennedy corporate and regional offices to run and support social and environmental programs including facilitating community volunteer opportunities, Earth Day events and improved recycling to name a few. 
  • In 2016, we continued our Energy Efficiency Certificate Program, which is a multi-course training that empowers property management teams with the right tools and analytics to deliver continuous improvements in energy efficiency.
  • Our award-winning Tenant Engagement Program, ForeverGreen, is implemented in all asset types across
    North America, including a variation for multi-family properties, called ForeverGreen@Home. Resources such as posters and newsletters are created to equip both property managers and tenants with actionable content around monthly sustainability themes.

Planned

  • We are working on improving our orientation process for property managers to be more thorough and ensure new staff quickly familiarize with the ESG objectives of Bentall Kennedy and the tools that are available to help meet those objectives.
  • We will continue to improve our resource offering through the ForeverGreen Tenant Program.

 



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