We seek to craft vibrant developments that are embraced by their neighbours as well as the people that come to live, work and/or socialise there. This involves active stakeholder engagement, job creation and economic growth, a focus on efficient design, the environment and sustainability and transport initiatives. Some recent examples include:
It is the nature of our business that the Urban&Civic team regularly travels around the country to view sites, attend stakeholder events, as well as meet landowners, contractors, tenants and local communities. Whilst our headquarters are in London, we maintain a network of regional and site offices to achieve the efficient distribution of personnel, as well as local knowledge and real connections. Business travel procedures are fully documented and subject to authorisation protocols in order to ensure journeys are undertaken appropriately. Travel by rail predominates.
As already described in connection with the Waterbeach consultation event, we actively promote cycle use and have bicycles on site at Waterbeach and Alconbury for site tours. In addition, all employees are eligible to join the Group’s cycle to work scheme and currently around 21 per cent of staff commute by bicycle.
Urban&Civic team on the move
Our greenhouse gas emissions statement includes all emission sources required under the Companies Act 2006 (Strategic and Directors’ Reports) Regulations 2013 for the financial year ended 30 September 2016 and includes comparison on a like-for-like basis.
The following methodologies have been used to calculate the emissions detailed:
- the Greenhouse Gas Protocol Corporate Accounting and Reporting Standard (revised edition);
- the Department of Environment, Food and Rural Affairs (DEFRA) Environmental Reporting Guideline (2013); and
- the Department of Environment, Food and Rural Affairs (DEFRA) Carbon Conversion Factors 2016.
The emissions reported are those for which Urban&Civic is operationally responsible for. Therefore, carbon emissions produced from assets that are not owned by Urban&Civic and where they are acting under a development management agreement for the assets’ development are deemed the responsibility of its client and have been excluded from this report. The assets will be included when the land is drawn down under that agreement in future periods. No emissions data has been included in the emissions table where Urban&Civic has an interest in property or operations, but does not have operational control. Consequently, tenant consumption and certain joint ventures have been omitted from the presented analysis. The sites that were considered to be controlled operationally by Urban&Civic included all offices occupied by the Group, as well as Alconbury Weald and the Renaissance hotel at Deansgate, Manchester. Alconbury Weald and the hotel at Deansgate were the highest producers of CO2e emissions, accounting for 89 per cent of Urban&Civic’s overall carbon emissions.
The intensity ratio has dropped by 42 per cent in 2016. However, this is due to an increase in turnover and the total CO2e tonnes emitted year on year remains near constant at a 0.4 per cent decrease. The 2015 reported emissions data of the Urban&Civic Group is for the 12 months ended 30 September 2015 and includes the Catesby group from acquisition in February 2015. The 2016 reported emissions are for the enlarged Urban&Civic Group for the 12 months ended 30 September 2016.
|Emissions source||Year ended|
30 September 2016
|Year ended |
30 September 2015
|Combustion of fuel and operation of facilities||864||708|
|Electricity, heat and cooling purchased for own use||1,879||2,046|
|Financial turnover (excluding recoverable property expenses) £m||93.9||54.6|
|Intensity ratio: CO2e tonnes/turnover £m||29.2||50.4|
Health and safety
Our activities cover a range of sites, uses and stages of development. From the Board down, we take our responsibility to safeguard the health and safety of our employees, contractors and the public extremely seriously. Our policies are subject to periodic review and we have active dialogue with our contractors, tenants and stakeholders to ensure best practice and mutual learning.
By way of example, in terms of co-ordinating the actions across contractors, at Alconbury Weald, Project Manager Natalie Turland organises a quarterly Health and Safety Forum which is attended by contractors. The Forum provides an opportunity to review issues and near misses, as well as develop robust approaches, for example, on unexploded ordnance.
Where we retain ownership of operational assets, such as Feethams Darlington, the ongoing management of the development in conjunction with the facilities management team includes regular health and safety inspections and monthly reports identifying any incidents or improvement opportunities.
Initiatives including the linking of the CCTV system into the wider Darlington Borough Council and police camera monitoring system for a fully co‑ordinated approach are being implemented. Such facility management improvements aim to address any antisocial behaviour concerns for the benefit of both staff and users. We also take particular care when hosting events on the scheme and are delighted by feedback from even our youngest visitors.
The Group’s operations strictly adhere to all relevant statutory provisions and risk assessments and are undertaken to augment written policies and to ensure the Group’s development activities and operations are undertaken safely.
Urban&Civic’s performance in the year has been:
|Prosecutions, fines and notices||Nil|
|Incidents requiring first aid||Nil|