News ARCHIVE

ESG Training for Real Estate Professionals

Better Buildings Partnership launches groundbreaking ESG Training Course for Real Estate Professionals

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The Better Buildings Partnership (BBP) is today launching a major real estate industry training course focused on integrating Environmental, Social & Governance (ESG) into the property investment management process. The launch of the much-anticipated course comes just months after Sarah Ratcliffe, CEO at BBP, declared a sustainability skills emergency within the sector and encouraged the use of appropriate leadership and infrastructure to bridge the knowledge gap.

The training course has been envisioned by BBP members and will be developed and delivered by Hillbreak, a market leading ESG training and advisory firm.

The ground-breaking new course has been developed especially for real estate professionals working for fund management and investment advisory institutions, Real Estate Investment Trusts and private property companies. The programme will bring together participants from varied roles, such as fund, asset and development management, deal teams, investor relations and product development, thereby maximising the level of insight that can be gained from interacting with peers working across the spectrum of the property lifecycle.

The course comes at a very significant time for the real estate sector with the climate crisis and ESG now firmly established as priorities for investors, owners, occupiers and other stakeholders. Participants will benefit from having a better command of how to respond to the ESG risks and opportunities that will increasingly impact upon their decision-making, and have a better understanding of the principles, disciplines and tools required to develop strategies and solutions for their portfolios and assets.

The development of the course was initiated and supported by BBP members Hammerson, LaSalle Investment Management, Legal & General Investment Management and Nuveen Real Estate. Additional support has been provided by Derwent London,Great Portland Estates, Logicor, Picton, Royal London Asset Management and Savills Investment Management. These leading property owners will continue to oversee the programme through a Steering Group, ensuring that it meets the needs of the industry and continually develops to reflect the practicalities of responding to ESG and climate risk across real estate portfolios.

The training involves two half-days of interactive teaching supported by preparatory and post-course learning delivered via a dedicated online platform. Learning materials and formats will include classroom-style learning, interview-based video and podcast content, together with written resources and case studies. There will be bespoke materials specific to role types, ensuring maximum relevance to the individual and their organisations.

The first training course will take place in June and class sizes are limited to optimise peer-to-peer learning through real-world insights.

To find out more about the course, and to register for places, please visit the Hillbreak website here.

Louise Ellison, Chair of the BBP and Group Head of Sustainability at Hammerson said:

“Access to targeted, practical ESG training that focuses on equipping people with expertise they can deploy directly within their roles is essential for our sector to move forward quickly on climate change.  This programme provides an excellent response so I am really delighted to have been part of its development and to see it launched.”

Sophie Carruth, Head of Sustainability at LaSalle Investment Management said:

“A key tool in the delivery of Net Zero Carbon is the upskilling of the people in each sector so I am excited to see the launch of this ESG training which we designed specifically for property professionals.  I believe it will be hugely impactful and will drive progress across our sector”

Miles Keeping, co-Founder of Hillbreak and Chair of the Green Property Alliance said:

“It’s very exciting to be able to bring this much needed training initiative to the market. Hillbreak was formed to help meet the significant need for ESG training and we’re delighted to have the opportunity to partner with the BBP on this ground-breaking programme.”

 

Notes to Editors

About BBP

The Better Buildings Partnership (BBP) is a not-for-profit collaboration of the UK’s leading property owners who are working together to improve the sustainability of the UK’s existing commercial buildings. The organisation’s aim is to deliver market transformation through sustainability leadership and knowledge sharing across the UK property industry. The BBP currently has 40 members who represent in excess of £250bn Assets Under Management (AUM). More information about the BBP can be found here: www.betterbuildingspartnership.co.uk

About Hillbreak

Hillbreak delivers impactful training and advisory services for organisations seeking purpose and competitive advantage in a rapidly changing world. Its mission is to expedite the transition to a sustainable policy, business and investment environment by bringing intelligence, challenge and inspiration to its clients and stakeholders. Please see www.hillbreak.com for further information about Hillbreak.

 

For press enquiries please contact Sophia Tysoe, Stakeholder Engagement and Communications Executive, Better Buildings Partnership. s.tysoe@betterbuildingspartnership.co.uk

Pexels Sevenstorm Juhaszimrus 934505

REGISTRATION IS OPEN for BBP Real Estate ESG Training

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BBP Course Logos Banner 2

Background and Overview

Following the announcement that the Better Buildings Partnership has engaged Hillbreak to deliver its flagship BBP ESG Training for Real Estate Professionals, we are pleased to confirm that registrations for the course are now open.

The development of this ground-breaking industry skills development programme was initiated and supported by BBP members Hammerson, Nuveen Real Estate, Legal & General Investment Management and LaSalle Investment Management, with additional support from Derwent London, Great Portland Estates, Logicor, Picton, Royal London Asset Management and Savills Investment Management.  All of these funding partners will be participating in the course in the furtherance of their responsible and sustainable investment activities and programmes.

BBP Course Logo BannerThe training has been designed especially for real estate professionals working within an investment and asset management context, including those working for fund management and investment advisory institutions, Real Estate Investment Trusts and private property companies. It is open and applicable to those based in the UK and mainland Europe in the following roles: 

  • Fund managers 
  • Portfolio and asset managers 
  • Investment/ transaction managers 
  • Development managers 
  • Investor Relations specialists 
  • Product development and distribution specialists, especially those looking to incorporate ESG characteristics into new or existing funds 
  • Real estate finance professionals and analysts

Hillbreak, the BBP and the funding partners are currently developing the programme with the first wave of participants due to commence the training from June 2021. Participants will join fellow professionals from peer organisations in groups of around 20, with an absolute maximum of 25 in each.

Prospectus

Full course details, including the Learning Outcomes and Course Agenda, can be found in the prospectus below.

BBP ProspectusCover Image

Learning Journey

The short video below outlines the learning journey that course participants will embark upon.

Course Dates & Registration

The first wave of course dates is as follows:

GroupModule 1 DateModule 2 DateRegistration Status
Group 122 June 2021 (09:00-13:00)14 July 2021 (13:30-17:30)Proceed to Booking
Group 223 June 2021 (13:30-17:30)15 July 2021 (09:00-13:00)Proceed to Booking
Group 36 July 2021 (09:00-13:00)5 August 2021 (09:00-13:00)Proceed to Booking
Group 42 September 2021 (09:00-13:00)5 October 2021 (09:00-13:00)Proceed to Booking
Group 522 September 2021 (13:30-17:30)13 October 2021 (13:30-17:30)Registration Pending
Group 66 October 2021 (09:00-13:00)2 November 2021 (09:00-13:00)Registration Pending
Group 718 November 2021 (13:30-17:30)14 December 2021 (13:30-17:30)Registration Pending

Demand is expected to be high, so please book early to avoid disappointment.

Expressions of Interest & Queries

If you wish to submit an Expression of Interest for the course without proceeding directly to registration, please complete the form below. You will be added to our database of interested parties to whom announcements on future course dates and registration openings will be confirmed ahead of the wider market.

If you have any queries regarding the training, please contact us at BBPcourse@hillbreak.com and we’ll respond as soon as we can.

 

Expression of interest form

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APC Coaching

APC Success Spring 2021 course NEW DATES ADDED

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Following the success of our Spring 2021 APC Success courses, we have added a further series of course dates, starting early January. It will be your last opportunity to attend a full course before sitting your APC in Spring 2021 so don’t delay in booking your place if you want to secure one.

This popular three-day intensive course is available for APC candidates working in real estate organisations and surveying firms on the Commercial, Residential, Property Finance & Investment and Planning & Development pathways. Despite the Covid-19 restrictions, we are continuing to offer our market-leading APC support to candidates. Our courses are being delivered via distance learning and we are delighted with the terrific feedback we have had about this method of delivery.

The course will be delivered over three sessions: APC Preparation & Revision Planning on 8 January, followed by two further APC Revision days on 23 February and 25 March.

Courses will be delivered by Jon Wright MRICS. Each group will consist of up to 15 delegates whom we encourage to work together to benefit from collaborative working and mutual support. Additional, ongoing, out-of-session support will also be provided via private social media groups and email.

For more information, download our prospectus by clicking the image below, or email enquiries@apcsuccess.co.uk.

Spring 2021 Prospectus Cover

If you would like to register your interest for future courses (Autumn 2021 sittings and onwards), please email Timia@apcsuccess.co.uk including your name, contact details and when you’re hoping to sit your APC.

Parliament

Build Back Better – Open Letter to the Prime Minister

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Hillbreak joins more than 200 leading businesses to urge UK Government to deliver clean, inclusive and resilient recovery plan 

More than 200 leading UK businesses, investors and business networks, including Lloyds Banking Group, BMO Global Asset Management, British Property Federation, JLL, UK Green Building Council, Legal & General Investment Management (LGIM) and Federated Hermes, have called on the Government to deliver a Covid-19 recovery plan that builds back a more inclusive, stronger and more resilient UK economy.

In an open letter, CEOs from across the economy have offered support to the Government in tackling the present health crisis, and urged Prime Minister Boris Johnson to provide clear vision for recovery efforts that align with the UK’s wider social, environmental and climate goals.  

The letter, signed by 206 businesses, investors and business networks, received widespread coverage in the UK and beyond, a selection of which can be found below:

It states: ‘With the UK facing major economic and social concerns including the risk of high unemployment and rising regional inequality, we believe that an ambitious low carbon growth and environmental improvement agenda can do a lot to address these concerns, as well as make the UK economy better prepared to deal with future shocks such as those related to climate change. 

‘[…] The current crisis, in moving us all away from business-as-usual, has already created shifts in how we operate, and we believe we must use the recovery to accelerate the transition to net zero. Efforts to rescue and repair the economy in response to the current crisis can and should be aligned with the UK’s legislated target of net zero emissions by 2050 at the latest.’ 

The signatories come from both multi-national and national businesses, across industry sectors, including energy, finance, consumer goods, retail, construction, water and communication. 

The business and investment networks supporting this initiative include The Prince of Wales’s Corporate Leaders Group (CLG), the Aldersgate Group, the UK Green Building Council (UKGBC), Business in the Community (BITC), the Institutional Investors Group on Climate Change (IIGCC) and the Climate Group. 

Together they have called on the UK to deliver a clean, just recovery, that creates quality employment and builds a more sustainable, inclusive and resilient UK economy for the future with a plan that can: 

  • Drive investment in low carbon innovation, infrastructure and industries, as well as improved resilience to future environmental risks; 
  • Focus support on sectors and activities that can best support sustainable growth, increased job creation and accelerate both the recovery and the decarbonisation of the economy; 
  • Include within financial support packages measures to ensure receiving businesses are well managed and their strategies are science based and aligned with national climate goals. 

The signatories, listed below, acknowledge the climate leadership of the UK and call for continued ambition to drive action towards next year’s COP26 summit and the G7, which will both be hosted in the UK. 

Signatories List 

1. Ron Cowley, CEO, Active Building Centre 

2. Amanda Stevenson, Director, Adapt Sustainability Consulting Ltd 

3. Alan Lusty, CEO, adi Group 

4. David Barwell, Chief Executive, UK & Ireland, AECOM 

5. Oliver Mendelsohn, CEO, Akustak® (Cusp London Ltd) 

6. Alistair McAuley, Managing Director UK & Ireland, AkzoNobel 

7. Nick Molho, Executive Director, Aldersgate Group 

8. Martin Clark, CEO, Allia Impact 

9. Naomi Pendleton, Groups Sustainability Director, AM FRESH Group 

10. Peter Simpson, Chief Executive, Anglian Water Group and Co-Chair, The Prince of Wales’s Corporate Leaders Group 

11. Stuart McLachlan, CEO, Anthesis Group 

12. Jack Harvie-Clark, Director, Apex Acoustics Ltd 

13. David Partridge, Senior Partner, Argent LLP and Chair of the Board of Trustees, UKGBC 

14. Dominic Kirby, Managing Director, ArgoGlobal 

15. Nigel Tonks, Director, Arup 

16. Roger Burnley, President and CEO, ASDA 

17. Jason Sibthorpe, President (UK), Avison Young 

18. Colm Holmes, Global CEO, General Insurance, Aviva 

19. Steve Waygood, Chief Responsible Investment Officer, Aviva Investors 

20. James Wimpenny, Chief Executive, BAM Construct UK Ltd. 

21. Adrian Savory, CEO, BAM Nuttall 

22. Jon Eaglesham, Managing Director, Barr Gazetas 

23. David Thomas, CEO, Barratt Developments PLC 

24. Jack Bowles, Chief Executive, BAT 

25. Peter Fisher, Director, Bennetts Associates 

26. Steve Burr, Director, Black Architecture 

27. Tim Robinson, Managing Director, Blue Tile Property Consultants Ltd 

28. Kristi Mitchem, CEO, BMO Global Asset Management 

29. Anne Marie Verstraeten, UK Country Head, BNP Paribas 

30. Rob Bradley, CEO, Bouygues UK 

31. Peter Mather, Group Regional President, Europe, and Head of Country, UK, BP plc 

32. Philip Law, Director General, British Plastics Federation 

33. Melanie Leech, Chief Executive, British Property Federation 

34. Simon Litherland, CEO, Britvic plc 

35. Chris Oglesby, Chief Executive, Bruntwood 

36. Morten Nilsson, CEO, BT Pension Scheme Management Limited 

37. Andy Wales, Chief Digital Impact and Sustainability Officer, BT plc 

38. TJ Doubleday, CFO, Burger King UK 

39. David Hynam, CEO, Bupa Global & UK 

40. Neil Squibbs, CEO, Buro Happold 

41. Amanda Mackenzie, Chief Executive, Business in the Community 

42. Paul Margetts, Chairman of the Country Board, Capgemini UK plc 

43. Jon Lewis, CEO, Capita plc 

44. Peter Hugh Smith, Chief Executive, CCLA 

45. Paul Simpson, CEO, CDP 

46. Sergio Menendez, President, CEMEX Europe, Middle East, Africa & Asia (EMEAA) 

47. David Palmer, CEO, Central Finance Board of the Methodist Church 

48. Gareth Mostyn, Chief Executive, Church Commissioners for England 

49. John Ball, Chief Executive, Church of England Pensions Board 

50. Leendert Den Hollander, Vice President and General Manager, Great Britain, Coca-Cola European Partners 

51. Tim Attwood, Managing Director, Conisbee 

52. Dougie Sutherland, CEO, Cory Riverside Energy 

53. Alex Vaughan, CEO, Costain Group PLC 

54. Peter Flavel, CEO, Coutts 

55. Steve Foots, Group Chief Executive, Croda International Plc 

56. Phil Oram, Regional Director UK and Ireland, Crown Workspace Ltd 

57. Tomas Neeson, Managing Partner, Cundall 

58. Simon Norie, Managing Director, Custerian 

59. James Pearson, Managing Director, Danone UK & Ireland 

60. David Morley, Founding Partner, David Morley Architects 

61. Liam Cowell, UK Managing Partner, DLA Piper UK 

62. Rachel Hill, CEO, Dragon Capital Markets (Europe) Limited 

63. Michael Lewis, CEO, E.ON UK 

64. Gordon Power, CEO & Chief Investment Officer, Earth Capital Limited 

65. Stuart Lemmon, CEO, EcoAct 

66. Paul Ellis, Chief Executive, Ecology Building Society 

67. Peter Madden, Director, Ecovivid 

68. Sue Round, CEO, EdenTree Investment Management Ltd 

69. Colin Matthews, Non-Executive Chairman, EDF Energy and Co-Chair, The Prince of Wales’s Corporate Leaders Group 

70. Peter Emery, CEO, Electricity North West 

71. Adrian Curry, Managing Director, Encirc Ltd 

72. Nicola Lovett, CEO, ENGIE 

73. Aidan Bell, MD, EnviroBuild 

74. Emma Howard Boyd, Chair, Environment Agency 

75. Robert Gould, Chair, Environment Agency Pensions Committee, Environment Agency Pension Fund 

76. Richard Speak, Co-Founder, Environmental Finance 

77. Bill Clark, Owner and Director, EnviroSteel Limited 

78. David Palmer, CEO, Epworth Investment Management Ltd 

79. Chris Bennett, Managing Director, EVORA Global 

80. Chris Taylor, CEO Hermes Real Estate & Head of Private Markets, Federated Hermes 

81. Elliot Lipton, Managing Director, First Base 

82. Chris Turpin, MD EMEA, First State Investments 

83. Ian Wright CBE, Chief Executive, Food and Drink Federation 

84. Basil Demeroutis, Managing Partner, FORE Partnership 

85. Nick James, Founder, Futureground 

86. Joost Bergsma, CEO, Glennmont Partners 

87. Helen Gordon, Chief Executive, Grainger plc 

88. Councillor Brenda Warrington, Chair, Greater Manchester Pension Fund Management 

89. Roger Whiteside, CEO, Greggs plc 

90. Kirsten Lees, Managing Partner, Grimshaw 

91. James Raynor, Chief Executive, Grosvenor Britain & Ireland 

92. Ben Spencer, Managing Director, GS8 

93. Robert Spittle, Director, Guest Motors Limited 

94. Katherine Garrett-Cox, CEO, Gulf International Bank (UK) Limited 

95. Luke Bullen, CEO, UK & Ireland, Gympass 

96. John Holland-Kaye, CEO, Heathrow Airport 

97. Les Montgomery, Chief Executive, Highland Spring Group 

98. Jon Lovell, Co-Founder, Hillbreak 

99. Lisa Young-Harry, CEO, HSBC Bank Pension Trust (UK) Ltd 

100. Nicolas Moreau, CEO, HSBC Global Asset Management 

101. Ian Stuart, CEO, HSBC UK 

102. Steve Sharratt, Group CEO, IBMS Group Limited 

103. Peter Jelkeby, Country Retail Manager and Chief Sustainability Officer, IKEA UK and Ireland 

104. Paul Vanston, CEO, Industry Council for Packaging and the Environment – INCPEN 

105. Martin Baxter, Chief Policy Advisor, Institute of Environmental Management and Assessment (IEMA) 

106. Stephanie Pfeifer, CEO, Institutional Investors Group on Climate Change 

107. Nigel Stansfield, President EAAA, Interface 

108. Andrew Tucker, CEO, Irwin Mitchell 

109. Chris Ireland, UK CEO, JLL UK 

110. Robert MacLeod, CEO, Johnson Matthey 

111. Paul Dipino, Chief Operating Officer, Joseph Homes 

112. Dean Gilfillan, General Manager, JTI UK 

113. Thierry Garnier, CEO, Kingfisher plc 

114. Ralph Mannion, Managing Director – Great Britain & Ireland, Kingspan Insulation Ltd GB & I 

115. Mark Neill, Managing Director, Landmarc Support Services Ltd 

116. Meryam Omi, Head of Sustainable and Responsible Investing, Legal & General Investment Management 

117. Neil Martin, CEO, Lendlease Europe 

118. Mike Watson, CEO, LGPS Central Limited 

119. António Horta-Osório, Group Chief Executive, Lloyds Banking Group 

120. Chris Rule, CEO, Local Pensions Partnership Investments Limited 

121. Robert Branagh, CEO, London Pensions Fund Authority 

122. Roy Bedlow, Chief Executive, Low Carbon 

123. Simon Crowe, Managing Director, Low Carbon Alliance 

124. Ken Shuttleworth, CEO & Founder, Make Architects 

125. Phil Armitage, Director, Max Fordham LLP 

126. Robert Lambe, Managing Director, Melius Homes Limited 

127. Chris Smith, Managing Director, Michelin Tyre PLC 

128. Deane Flint, Branch President, MEU-UK & IRE, Mitsubishi Electric 

129. Chris Dijk, CEO, Modomo Ltd 

130. Robert Little, Partner, MSS Group 

131. Callum Tuckett, COO, Multiplex Europe 

132. Paul Bresnan, Managing Director, MWH Treatment Ltd 

133. John Pettigrew, CEO, National Grid 

134. Tony Juniper, Chair, Natural England 

135. Kinvara Carey, General Manager, Natural Source Waters Association 

136. Sam Laidlaw, Executive Chairman, Neptune Energy 

137. Julia Szajdzicka, Managing Director, Northern Design Electronics T/A ND Metering Solutions 

138. Heidi Mottram CBE, Chief Executive, Northumbrian Water Group 

139. David Fairbrother, Managing Director, NSR Management Ltd 

140. Gary Tipper, Managing Partner, Palatine Private Equity 

141. James Perry, Executive Director, Panahpur 

142. Neil Lees, Managing Director, Peel L&P 

143. Sunand Prasad, Principal, Penoyre & Prasad 

144. Jack Broadley, Founder and Owner, Pelorus Consulting 

145. Andy Briggs, CEO, Phoenix Group Holdings Plc 

146. Richard Foley, Senior Partner, Pinsent Masons 

147. Kevin Ellis, Chairman and Senior Partner, PwC UK 

148. Mathew Riley, Managing Director, Ramboll UK Limited 

149. Paul Stockton, CEO, Rathbone Brothers Plc 

150. Alison Rose, CEO, RBS Group 

151. Andrew Foulds, Managing Director, Redevco UK Limited 

152. Darryl Matthews, Managing Director, ROCKWOOL Ltd 

153. Barry O’Dwyer, Group CEO, Royal London Group 

154. Paul Smith, Executive Vice President & General Manager, UK&I, Salesforce 

155. Nathan Bostock, CEO, Santander UK plc 

156. Mike Hughes, President, UK and Ireland, Schneider Electric 

157. Antonio Lorenzo, CEO, Scottish Widows Group Limited 

158. Keith Anderson, Chief Executive, ScottishPower 

159. Liv Garfield, Chief Executive, Severn Trent Plc 

160. Brian Bickell, CEO, Shaftesbury plc 

161. Sinead Lynch, Chair, Shell UK Limited 

162. Alan Shingler, Partner & Chairman, Sheppard Robson LLP 

163. Carl Ennis, CEO, Siemens GB&I 

164. Joao Pola, CEO, Signify UKI 

165. Nicola Stopps, CEO, Simply Sustainable Ltd 

166. Kent Jackson, Partner, Skidmore, Owings & Merrill (Europe) LLP 

167. Jeremy Darroch, Group CEO, Sky Group 

168. Mark Smith, Chief Executive, Southern Co-op 

169. Claire Fenwick, Managing Director, Spatial Dimensions 

170. Alistair Phillips-Davies, Chief Executive, SSE 

171. Keith Skeoch, Chief Executive, Standard Life Aberdeen plc 

172. Diba Salam, Principal & Founder, StudioDS 

173. John Scanlon, CEO, SUEZ Recycling and Recovery UK Ltd 

174. Rosie Sweetman, Director, Sweetmans and Partners 

175. Tavaziva Madzinga, CEO UK&I, Swiss Re 

176. Jon Di-Stefano, CEO, Telford Homes 

177. Rebecca Pearce, Director, Territorio Ltd 

178. Dave Lewis, CEO, Tesco 

179. Alistair Allison, Managing Partner, TFT 

180. Ian Marchant, Interim Executive Chairman, Thames Water 

181. Helen Clarkson, CEO, The Climate Group 

182. Saker Nusseibeh, CEO, The International Business of Federated Hermes 

183. Eliot Whittington, Director, The Prince of Wales’s Corporate Leaders Group 

184. Andrew Brown, Chair, The William Leech Foundation Limited 

185. Andy Mitchell, CEO, Tideway 

186. Bevis Watts, CEO, Triodos Bank UK 

187. Chris Twinn, Principal, Twinn Sustainability Innovation 

188. Julie Hirigoyen, CEO, UK Green Building Council 

189. Sebastian Munden, Executive Vice President & General Manager, Unilever UK & Ireland 

190. Brett Lankester, UK CEO, Union Bancaire Privée, UBP SA 

191. Simon Pilcher, CEO, USS Investment Management 

192. Gavin Graveson, Executive Vice-President, Veolia UK and Ireland 

193. Dave Worthington, Managing Director, Verco 

194. Jakob Sigurdsson, CEO, Victrex plc 

195. Louise Kjellerup Roper, CEO, Volans 

196. Graham Edwards, CEO, Wales & West Utilities Limited 

197. Nick Taylor, Chief Executive, Waterman Group 

198. Simon Griffin, Dealer Principal, Watts Truck & Van Limited 

199. María Mendiluce, CEO, We Mean Business 

200. Mario Mazzocchi, Group CEO, Wesleyan 

201. Councillor Andrew Thornton, Chair, Investment Advisory Panel and Joint Advisory Group, West Yorkshire Pension Fund 

202. George Latham, Managing Partner, WHEB Asset Management 

203. Rick Willmott, Group Chief Executive, Willmott Dixon 

204. Andrew Bell, Chief Executive, Witan Investment Trust 

205. Paul Tremble, Chief Strategy Officer, WSP 

206. Liz Barber, CEO, Yorkshire Water 

Aberdeen Climate Positive

Aberdeen: Vision for a climate-positive city at the heart of the global energy transition

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Aberdeen is widely regarded as the energy capital of Europe. It boasts the highest concentration of energy supply chain companies in the world, including around 75% of the global sub-sea engineering capability, and is home to half of Scotland’s energy sector jobs.

Aberdeen City Council has today approved a bold vision and strategic plan for the city to leverage that expertise, as well as its unique geographical, institutional and technology strengths, to become an exemplar in tackling the climate crisis.

The vision is for Aberdeen to become a climate positive city, at the same time helping to lead the world in the urgent shift to a net zero future by leveraging its unique assets and capabilities to support the global energy transition.

Prepared with the support of Hillbreak and Creative Concern, the prospectus is an ambitious and compelling response to the climate and energy transition imperatives. It positions Aberdeen as the primary destination for focused UK and international investment in alternative energy solutions and markets, particularly hydrogen, offshore wind and carbon capture and storage.

The prospectus calls for the city’s climate positive ambitions to be recognised, promoted and invested in as a national infrastructure and inclusive economic development priority. It advocates a decisive local partnership approach, underpinned by commitment from the UK and Scottish Governments, to unlock the unique potential of Aberdeen in contributing towards national net zero carbon and just transition goals, whilst also sharing its unrivalled depth of expertise with international partners to drive the global energy transition.

As well as spearheading the transition of global the energy sector, the prospectus also confirms Aberdeen’s aim to be a climate positive city as soon as possible. This means that greenhouse gas emissions related to the operation and continued development of the city – across all sectors – are verified as reaching beyond net zero, taking account of the emissions saved beyond the boundaries of the city through the export of zero carbon energy supplies, such as green hydrogen. Calculating a robust pathway to below zero emissions, aligned with an appropriate science-based methodology, is highlighted as an immediate priority.

The vision ­– and the framework of leadership and governance actions which underpin it ­– is as timely as it is ambitious. The coronavirus crisis has had a huge impact on people’s lives and on the economy. For Aberdeen and wider city region, it has had a particularly dramatic effect. The recent and profound fall in oil prices underlines the importance of showcasing the strengths of the whole city region economy, and in particular Aberdeen’s place in the vanguard of a future renewables revolution. Meanwhile, the concentration of climate-altering greenhouse gases in our atmosphere continues to break records. Ushering in a just energy transition is more critical now than it was even just a few months ago.

Aberdeen’s vision to become a climate positive city at the heart of the global energy transition is therefore pivotal to its prospects for realising a resilient recovery following the pandemic, as well as those of Scotland and the wider UK.

Jon Lovell, co-founder of Hillbreak and lead author of the prospectus, said: “the idea that we have a collective future in which we all have a stake and a part to play is uniquely resonant at this moment in time. Just as profound action on climate change requires political leadership, economic resolve, and individual action and agency, the notion that we are all in this together has added poignancy as we also respond to the enormous threats of the coronavirus crisis.

“There’s no question that the success of national efforts to transform to a net zero carbon economy, as part of a resilient recovery from the impacts of COVID-19, will be contingent on what happens in Aberdeen. Whilst working with the City Council and its partners in the public, private and academic sectors, I was struck by the strength and unity of opinion, not only about Aberdeen’s potential role in a national and international context, but of the vital importance of everyone working together towards a common vision and goal.”

That sentiment was echoed by Aberdeen City Council Co-Leader Jenny Laing. Commenting on the launch of the plan, she said: “Green recovery will be a big part of how the Aberdeen economy responds to Covid-19 and the Net Zero Vision already builds on the plans we have in the Local Outcome Improvement Plan.

“Aberdeen is a world-leader in energy technologies providing a major economic stream locally and nationally while already embracing the global energy transition. We have an enviable track record of leading on deploying climate friendly actions including the EOWDC and H2 Aberdeen, and now in working collectively on leading the transition to net zero activities.

“This provides an opportunity for the city to become an exemplar in the energy transition towards net zero and lead the way in how to change in a dynamic and thoughtful way. It also aligns to the work of World Energy Cities Partnership and its work around climate change.

“We look forward to the future and working with public and private sector partner organisations and companies to achieve net zero together.”

You can read Aberdeen’s vision to be a climate-positive city at the heart of the global energy transition by clicking on the image below.

Aberdeen Energy Transition Vision

London Strategic Land

London Strategic Land appoints Lovell to Advisory Board

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London Strategic Land, the investment company working to bring more and better housing to London, has appointed Hillbreak co-founder, Jon Lovell, to its Advisory Board. He will bring an independent perspective on ESG trends and priorities, advising on the integration of pertinent factors into fund strategy and the investment process.

Commenting on the appointment, Jon said: “Addressing the acute housing crisis in and around London is one of the most pressing and systemic challenges for the city region and the wider UK economy. It is crucial that all new homes built for the Capital are fit for the future, whilst also meeting the needs of today. I’m therefore delighted to be taking on this role with London Strategic Land, a business with great potential to be part of the solution, and I look forward to helping the team to integrate rigorous attention to relevant environmental and social factors into its investment processes.”

He continued, “Increasingly, institutional and private investors are looking for investment solutions that deliver positive environmental and social outcomes alongside a competitive financial return. With quality, sustainability and accessibility as central guiding principles to the planning, design and delivery of new homes, there’s a significant opportunity for investors to realise these combined objectives.”

Mark Tagliaferri, Chairman of London Strategic Land, said: “We are delighted that Jon has agreed to join our advisory board.  We believe Jon and the team at Hillbreak can assist us in our objective of achieving high social impact on our sites.  The team at LSL strive to create places which are sustainable environmentally and socially.  Jon’s experience will be invaluable in helping us demonstrate, validate and measure these important objectives on our sites and as we develop and grow as a business.”

Lovell joins Robin Hoyles, former Group Land and Planning Director at Crest Nicholson plc, Claire Fielding, Partner at Town Legal LLP, Karen Alcock, Managing Director at Kanda Consulting, and Jennifer Ross, Founding Director of Tibbalds Planning & Urban Design, on the Advisory Board.

Lovell brings a wealth of independent advisory experience to the role. He currently sits on the ESG Committees of Round Hill Capital, BMO Real Estate Partners and the Responsible Property Investment Group of Royal London Asset Management, as well as the Advisory Board of the Urban Land Institute in the UK.

COVID-19

CORONAVIRUS STATEMENT (Updated 9 July 2020)

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Originally Posted on 16 March 2020 at 11:30

Last Updated 9 July 2020 at 16:10

Hillbreak and APC Success are committed to safeguarding the health and wellbeing of our respective staff, consultants, clients and training delegates, as well as the wider public, whilst continuing to deliver the high quality advisory and training services that everyone expects of us.

During this time of unprecedented global public health crisis, we are, of course, following evolving government guidelines carefully. We have been taking a cautious and proactive approach during the loosening of governmental and corporate restrictions, taking account of credible sources of information and advice. We would like to thank our clients for their understanding and cooperation in this regard. As the saying goes, we really are all in this together, and you can count on us to support your business and people in whatever ways we can too.

To date, we have adopted the following approach accordingly.

In particular, we have completed the full migration of our client training events to an online, live-streamed format, and we have been grateful for the support of a number of our training delegates who have experienced this new mode of delivery on a test-case basis. We really appreciate it. With their positive feedback, we have been able to complete the transition to online training delivery with confidence.

With this process now completed, our working and training delivery practices are operating in the following ways:

  • Keeping you informed: We are continuing to keep our clients and all delegates booked onto our training events informed of our approach and we are doing what we reasonably can to remain flexible to meet their needs, whilst ceasing all face-to-face events for the time being.
  • Training delivery (Corporate Clients & Individual Delegate Groups): Having deployed digital technologies to enable us to run all of our training sessions in a live-streamed and interactive format, the in-person delivery of training events (for all group sizes) has been suspended until further notice. We are able to accommodate all client participants using various platforms and are more than happy to make use of clients’ own technical solutions if they would prefer to do that.
  • Meetings: We are no longer travelling to client meetings and are requesting that all meetings be held online until further notice. All internal meetings are being held virtually. As a firm with no fixed premises, it is normal practice for our people to work from home, and our technology is very much tried-and-tested in this regard.
  • Staying healthy: We continue to advocate the need for good standards of personal hygiene amongst our staff and consultants, with reference to World Health Organisation guidance whilst encouraging all of our people to take the sensible steps with which they are personally comfortable to protect themselves and others from the virus. We also think the infographic below, prepared by the healthy work company, is a great model to follow for everyone working at home!

THWC Healthy Working At Home Fin Scaled

We are continuing to keep this position under regular review and will update this post accordingly.

Should any of our clients or delegates have any questions about this statement and its impact upon existing or planned training events, meetings or other engagements, then please do not hesitate to contact us. Even if you just want a chat, give us a call!

PIA ESG Principles

PIA Best Practice ESG Principles

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The Property Industry Alliance (PIA), the collective group of sector bodies representing more than £1.6tn of commercial property, has published a universal set of responsible investment and ownership principles for the industry.

The best-practice framework, which was co-authored by Miles Keeping of Hillbreak and Peter Cosmetatos, CEO of Commercial Real Estate Finance Europe, sets out seven key principles to advance the social, environmental and economic benefits of responsible business practices across the real estate sector. It is the result of more than 18 months of consultation between the PIA members, which includes the Association of Real Estate Funds, British Council of Offices, British Property Federation, Commercial Real Estate Finance Council, Investment Property Forum, Revo, RICS and Urban Land Institute.

Bill Hughes, chair of the Property Industry Alliance and head of real assets at Legal & General Investment Management, said: “Now more than ever, any business that does not recognise the crucial importance of behaving in a socially and environmentally responsible manner will not be sustainable over the long term.

“Those involved with the built environment have a huge collective responsibility and opportunity to drive real change. While many in our sector are making significant strides forward and having a really positive impact with their ESG policies, there remains a lot of debate and a lack of clear direction as to what best practice looks like, particularly for those who are less well resourced, which leads to fragmented efforts.”

He added: “We have a duty to our communities, our people and our shareholders to self-­reflect, to ask ourselves the tough questions and to behave in the right manner in recognition of the fundamental role that we play in society, as well as to ensure our future relevance.”

Miles Keeping, Director, Hillbreak.

Miles Keeping, Director, Hillbreak.

Miles Keeping, who co-authored the Principles and who chairs the Green Property Alliance, commented: “These principles are the result of extensive dialogue and self-reflection amongst the PIA members, and mark an important step forward for the industry. Now, for the first time, organisations representing all principal interests in the commercial property sector have taken a unified and collective stance on the centrality of ESG to its activities, which I hope will serve as a galvanising vision for a better future.

“Whilst environmental, social and corporate governance factors have risen in prominence massively in recent years, we must recognise that our sector remains a long way off where it needs to be in delivering positive outcomes for society, alongside financial returns for investors.”

He added: “Hillbreak is proud to have played a central role in bringing forward these principles, and we look forward to advocating them to our clients and the sector more broadly. We encourage consultants and service providers operating across the whole of the real estate value chain to do the same, and we look forward to supporting the PIA to review the impact of the guidance later this year.”

The PIA best practice ESG principles

PIA ESG Principles

(1) Climate change and the environment

At every phase of a building’s lifecycle, market participants should minimise both the use of natural resources and their impact on the environment.

a. How have you sought to reduce natural resource use through appropriate specification, reuse of previously used resources, and/or reduced wastage of materials?

b. How does the relevant building make a net positive contribution to the local and global environments, particularly the climate, over its life?

c. To what extent have you driven positive environmental action throughout the supply chain at each relevant phase of the life of the relevant building?

(2) Environmental and social impacts

At every phase of a building’s lifecycle, market participants should understand and take account of the environmental, socioeconomic and community impacts – both positive and negative – of their activities and decisions.

a. How have the environmental effects been assessed so that global and local implications are appropriately accounted for?

b. How have the views of the local community and other external stakeholders been sought and taken into consideration?

c. What are the likely negative and positive impacts on:

• the climate and wider environment

• the local community, local amenity and infrastructure

• those working in or otherwise using the relevant building?

d. How are negative impacts proposed to be mitigated so that the net impact is positive?

e. If any affected constituency is still unhappy, what steps have been taken to understand its concerns and either address them or explain why they could not be addressed?

(3) Balancing profit and wider impacts

At every phase of a building’s lifecycle, market participants should strike a fair and reasonable balance between the profits they seek to take out, on the one hand, and the lasting value they leave behind for those working in, using or otherwise affected by the relevant building, on the other.

a. How and to what extent are financial returns reinvested for the benefit of the environment, local community and those working in or using the relevant building in the interests of its longer-term success?

b. How do you encourage your investors, customers and suppliers to operate in a way which attaches value to environmental, socioeconomic and community considerations?

(4) Health and wellbeing

At every phase of a building’s lifecycle, market participants should measure and improve health and wellbeing within their own organisation and for those working in or using relevant buildings.

a. What information and key performance indicators (KPIs) are collected and used to monitor health and wellbeing and assess the effectiveness of improvement measures?

b. How is consideration given to improving the internal environmental qualities of relevant buildings?

c. What further knowledge or actions could lead to health and wellbeing improvements for those working in or using relevant buildings, including those with visible and/or hidden disabilities?

d. What are the principal barriers and interventions to adopting improvements in health and wellbeing and what steps are you taking to tackle them?

(5) Diversity and inclusion

Market participants should encourage diversity and inclusion, using the influence they can exert through their own people and over their investors, customers and suppliers in a way that balances those different, and sometimes competing, interests.

a. How do you ensure that your people suitably reflect the diversity of the communities in which you operate?

b. How do you promote an inclusive culture that allows everyone to feel that their voices are heard and needs recognised?

c. What steps do you take to ensure that relevant buildings are accessible and user-friendly for people with visible and/or hidden disabilities?

d. How do you encourage your whole supply chain to operate in a way which fosters diversity and inclusion?

(6) Accountability and transparency

Market participants should uphold high standards of governance and always seek to be accountable and transparent to the extent compatible with data protection and privacy rules and the reasonable requirements of commercial confidentiality.

a. How does the organisation ensure and demonstrate accountability for its actions?

b. How transparent are the organisation’s activities and how does the business subject itself to external, independent scrutiny?

c. How does the organisation ensure that potential conflicts of interest are avoided or appropriately managed?

(7) Data

Market participants should take responsibility for the data they collect and use, collecting and storing it appropriately and securely.

a. Does each building have a general data policy covering what is collected and why?

b. Is data collection proportionate to the benefit and expectations of the data subjects and associated stakeholders?

c. Are data security provisions built in to all data collection and use activities, such that confidentiality and privacy expectations can be met?

d. How does the organisation protect itself against the threat of cybercrime and ensure the security of stakeholders’ information?

Spring 2020 APC Success Course dates released

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Following the success of our sell-out Autumn 2019 course we are pleased to announce that booking for the Spring 2020 APC Success course is now open.

Our increasingly popular three-day intensive course is suitable for APC candidates working in real estate organisations and surveying firms on the Commercial, Residential, Property Finance & Investment and Planning & Development pathways who are looking to sit their APC in Spring 2020.

At this time, two groups are available to join; they will run on different dates, but will cover the same content over three full days of highly-interactive sessions taking place in Marylebone, London. The syllabus will be delivered in two stages: APC Preparation & Revision Planning in November 2019, followed by two further APC Revision days in February and March 2020.

Each group will consist of up to 15 delegates whom we encourage to work together to benefit from collaborative working and mutual support. Additional, ongoing, out-of-session support will also be provided via private social media groups and email. Places are limited and available on a first-come, first-served basis. Our past courses have sold out, so candidates are urged to register sooner rather than later to avoid disappointment.

Training will be delivered by Miles Keeping MRICS, an APC Assessor as well as an experienced APC trainer, and new addition to the APC Success team Jon Wright MRICS. Jon  joins us with over 25 years’ experience and has been involved with the RICS APC process since 1995. He has delivered APC training since 2007 and regularly fulfils the role of APC Chair, Auditor and Appeal Panel member.

To book your place on this course, please select your preferred group of training dates from the options below; it is important that you stay within the same Group throughout the course in order to benefit from cohort and ongoing social media support.

Group A: 19 November, 10 February, 16 March
Group B: 20 November, 11 February, 17 March

If you would like to register your interest for future courses (Autumn 2020 sittings and onwards), please email Timia@apcsuccess.co.uk including your name, contact details and when you’re hoping to sit your APC.

For more information, download our prospectus by clicking the image below, or email enquiries@apcsuccess.co.uk.

Spring 2020 Cover

Jon Wright joins APC Success

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APC Success is delighted to announce the appointment of Jon Wright MRICS as a Trainer, Coach and Counsellor specialising in RICS APC training, coaching and mentoring candidates and stakeholders.

Jon has been involved with the RICS APC process since 1995 and has delivered APC training since 2007. He is an APC Chair, Auditor and Appeal Panel Member. His property specialisms are commercial/corporate real estate with a particular focus on landlord & tenant, property/strategic management and corporate occupier solutions

Jon is a practising Chartered Surveyor who specialises in advising tenants and occupiers of commercial real estate. Jon has been qualified for over 25 years during which he spent 14 years as a Partner at Strutt and Parker and a number of years as Head of Property at the Royal Mencap Society. Jon is an accredited RICS Mediator.

Jon has been an APC panel member since 1995 and now regularly fulfils the role of Chair, Auditor and Appeal Panel Member. He has actively been involved with training and coaching APC candidates for over ten years. He believes that it is essential that all APC candidates receive the best possible training to help them become Chartered Surveyors.

Commenting on Jon’s appointment, Miles Keeping, Director of APC Success said:

“I’m over the moon that Jon has decided to join APC Success, adding real depth to our team. Jon’s extensive hands-on experience as an APC trainer, combined with the insight he has gained as an APC Assessor and Chair will benefit our candidates hugely. His learner-centric approach chimes perfectly with everything we do at APC Success. He’s also an absolute pleasure to work with!”

Jon Wright said:

“I am delighted to be joining APC Success and having the opportunity to work with Miles. APC Success are highly respected within the property profession as being innovators in the way they deliver the content of their unique APC training courses and materials. I look forward to helping Miles and the team further develop new bespoke training opportunities for their unrivalled list of clients.”

Jon is keen to maintain and improve the quality and diversity of members joining the RICS and has recently embarked on developing an RICS accredited apprenticeship scheme.

Jon has a passion for ensuring that the tenants and occupiers of commercial real estate have the best possible advice available to them and his instructions in the charity and education sectors include the project management of the disposal of three rural further education colleges.

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