Brookfield Johnson Controls 2010 Sustainability Report

7/29/2019 Brookfield Johnson Controls 2010 Sustainability Report

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1Copyright 2011 BLJC


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BLJC, in partnership with

Brookfield Properties, is

obtaining LEED EBOM

certification for Fifth Aven

Place in Calgary, Alberta.

Expected Completion: 201

BLJC is the first Canadian organization to offer fully-integrated, national Real Estate

Management Services. With over 85 million sq. ft. of space under management in Canada,

BLJC offers its clients innovative outsourcing and on demand solutions that address their

unique requirements. BLJCs shareholders include Johnson Controls Inc. and Brookfield

Properties Corporation. Combined with our related companies, we have over 40 years of

experience in the delivery of real estate management services and our team of over 1,300

skilled professionals leads the industry.


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A Message from BLJCs President,Gord HicksIt is with great pride that we present the 2010 Report on Sustainability to

you. This is our second Annual Report which highlights how BLJC

performed against the objectives and targets we established for ourselvesat the end of 2009.

We continue to use a Triple Bottom Line framework as our approach to

preparing this report, which includes a report on economic progress, environmental leadership

and results, and an update on how we served our people and our communities.

Some highlights of 2010 include BLJC being recognized by Macleans Magazine and Canadian

Business Magazine as one of Canadas Top 30 Greenest Companies, truly a testament to the great

work that our team members and the company has accomplished in this area.

Other highlights were our Quebec Corporate Social Responsibility team raising a record $50,000 in

support of the Presidents Choice Childrens Foundation at our 9th Annual Charity Golf Tournament. In Toronto our team

hosted the first annual Charity Casino in support of the Canadian Breast Cancer Research Foundations Leaders for theCure Program, in which $45,000 was raised.

We also had a great holiday season, raising funds and providing clothing for local shelters, and donating hundreds of

pounds of food to local food banks. Additionally, we took some time to celebrate as a team the spirit of the season of

giving. One such event was BLJCs Annual Kids Holiday Party where we rented out the entire Famous Players Theatre in

Toronto and had over 400 team members and their families come together for a movie, popcorn and a visit with Santa to

receive a special gift.

Triple Bottom Li

PeopleEnvironmenEconomic


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2010 REPORT ON SUSTAINABILITY

In March of 2010, we introduced our new Vision, Mission and Values to more closely align with our corporate direction

and better position us to create a caring, innovative, high performing team culture.

OUR VISION

Industry Leadership: We are the recognized leader in the provision of Real Estate Management Services in Canada.

Sustainability: We are the role model for sustainable operating practices and portfolio strategy.

Employer of Choice: We are the employer of choice within our industry and a Best Employer in Canada.

OUR MISSION

To deliver innovative business solutions for clients with real estate portfolios, continually creating value for their

stakeholders, while ensuring a sustainable, safe and comfortable environment for all.

OUR VALUES

Unwavering Integrity

Relentlessly Building Employee Engagement

Driving change in the pursuit of Customer Satisfaction

Passion for Innovation

Living Sustainability

The three components of our Vision line up directly with the triple bottom

line elements of economics, the environment and people. Our Mission

highlights the reality that customers recognize innovation and value creation

when we provide them with a solution to achieve a business objective that they could

not have accomplished without our insight and thought leadership. Hence, the BLJC

Team is continually striving to attain a deep understanding of our clients business

while striving to innovate and develop new tools and processes. By creating value for our

customers, we maintain their trust and confidence and ultimately retain their business, which allows us to continue to

prosper and achieve the economic, environmental and people results contained in this report.

Finally, our Values explicitly align with our people and environmental objectives, and they serve as the framework which

guides the behaviors of all BLJC Team Members. It is this consistent behavior by all our Team Members which results

in a caring, innovative, high performing team culture that we have set out to create at BLJC. It differentiates us from

our competitors and has, and will continue to, propel our economic success moving into the future!

I would like to reiterate as I did last year that my long-term vision for sustainability at BLJC is to imagine a portfolio of

facilities that will leverage their geographic locations and natural environments to:

Generate all of their own energy through renewable resources.

Capture all of their water requirements and treat all of their waste water on site.

Utilize all resources efficiently and produce zero waste through restorative processes.

I believe with innovation, creativity and resourcefulness that, one day, corporations will be able to create a net positive

impact on the environment from their Real Estate inventory. I also believe that the BLJC team can achieve this vision

with the collaborative efforts of all our stakeholders.

Sincerely,

Gord Hicks

President, BLJC


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Environment2010 REPORT ON SUSTAINABILITY

At BLJC we believe that we have a responsibility to provide a stewardship role on behalf of our

clients, suppliers, and team members to promote and work towards a more sustainable and

environmentally conscious way of doing business. We have committed to this through a variety of

programs which are highlighted below. They are focused on the development of our environmental

policies, our climate change strategy, and demonstrating industry leadership through volunteerism

with the Canada Green Building Council and The Climate Project Canada, and our interactive

website on environmental best practices for team members and clients. This year we are pleased to

feature and highlight our corporate Zero Waste Challenge initiative.

Environment


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Environmental Initiatives at a Glance

FY 2010 Metric , Objectives, and Results

Theme Reporting Performance Indicator Results

EnvironmentalPolicy andRegulatoryCompliance

To ensure all staff are trained on allenvironmental policies and ourenvironmental management system inorder to be in compliance and/or abovecompliance with environmentalregulations.

To maintain our record of zero non-compliances throughout 2010.

All relevant team members have been trained on environmentalpolicies and our environmental management system.

Systems in place for compliance: Compliance Work Order system for ozone depleting substances. Standardized Incident Report (IR) System for spills. Annual Building Inspection (ABI) process. Internal Environmental Compliance Audits. EMS training and awareness for all staff. No fines or penalties were received for non-compliance

throughout 2010.

CarbonFootprint:

GHG EmissionReductions

To publicly report our corporate GHGemissions from a 2006 baseline.

To reduce corporate office GHGemissions intensity by 4% in 2010 fromour 2008 baseline.

To reduce our GHG Fleet emissions by5% from our 2009 intensity baseline.

To reduce GHG emissions by 5% at ourclient sites by introducing an initiative toreduce the impact of the space wemanage through operational measures.

A continued commitment to purchase100% renewable energy for ourcorporate facilities.

Please refer to graphs and charts on page 7 for our publiclyreported GHG emissions data from a 2006 baseline.

From 2008 to 2010 the total absolute GHG emissions for ourcorporate operations has increased by 26% due to a significantincrease in our number of service vehicles. In our offices whereenergy conservation and efficiency projects were implemented,our GHG emissions intensity has decreased by 6% from 2008 to2010. Additionally, the energy intensity of the buildings where wehave implemented measures has decreased by 9% from 2008.

Our 2010 GHG Fleet emissions intensity decreased by 20% fromthe 2009 baseline. Our mileage (L/100km) has also decreased32% from our 2009 baseline.

We reduced 6% absolute GHG emissions at our client sitesthrough energy conservation and efficiency measures (please seediscussion below for assumptions associated with calculations).

As of November 2010, all corporate sites are using green power

that we have purchased.

DemonstratingIndustryLeadership

To achieve LEED certification for anynew building space that BLJC occupies.The commitment would be to achieveLEED CI Silver certification for anyrenovations and LEED EBOM Silvercertification of the building by ourlandlord.

Our continued involvement andvolunteering with the Canada GreenBuilding Council (CaGBC) and topromote industry best practice wherepossible.

To increase functionality of the Acts ofGreen website by the introduction of anonline forum in order to help our clientswith their GHG reductions.

In 2010, we needed to lease a non-LEED certified building sitebecause of unique requirements in Alberta. Occasionally, due tothe nature of our business, timing and availability, we are forcedto lease space in a non-LEED certified building. Aspirationally,LEED certified buildings will still be given preference over non-LEED certified buildings and BLJC is prepared to pay apremium for this.

Various voluntary initiatives with CaGBC in 2010 as listed below. BLJCs online interactive Acts of Green Website is frequently

used by our team members to demonstrate successfulenvironmental initiatives across our business. These successfulcase studies are shared with clients as appropriate.




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Looking Forwar : 2011 Performance Targets

Theme Performance Target

Environmental

Policy andRegulatoryCompliance

To ensure all staff are trained on all environmental policies and our environmental management system in

order to be in compliance and/or above compliance with environmental regulations. To achieve zero non-compliances throughout 2011.

CarbonFootprint:GHG EmissionReductions

To reduce corporate office GHG emissions intensity by 5% in 2011 from our 2010 baseline. To reduce our GHG Fleet emissions intensity by 5% from 2010. To reduce GHG emissions by 3% in 2011 at our client sites by introducing energy conservation and efficiency

initiatives. A continued commitment to purchase 100% renewable energy for our corporate facilities.

DemonstratingIndustryLeadership

To give preferential treatment in the procurement and leasing of new corporate office space to LEED certifiedbuildings.

To begin reporting performance metrics on our Zero Waste Challenge Initiative. To demonstrate industry leadership by promoting best practices where possible and through our involvement

with CaGBC and the Greening Greater Toronto Council. To continue to promote successful environmental initiatives internally with our team members and clients

through our Acts of Green website and through our BLJC daily electronic news stories. To host a Sustainable Workplaces conference to educate and inspire industry executives to reduce their

corporate environmental footprint.

Environmental Policy and Regulatory ComplianceEnvironmental Policy and Management System

BLJC is committed to integrating environmental aspects in its vision, planning and day to day operations. All aspects of

our company, from facility management to project management, are conducted in accordance with sound environmental

practices. We ensure this through the implementation of our environmental policy and management system, which is

reviewed annually, has a system of accountability, and a process to ensure above standard compliance with regulations.We continually expect all BLJC employees to be diligent with regards to environmental considerations and we reinforce

this through training and the implementation of sound processes and technology.

BLJC Sustainable Procurement Policy

BLJC has adopted a set of guiding principles for incorporating strong environmental practices into its purchasing and

request for proposal (RFP) activities. The following are the major components of our Sustainable Procurement Policy:

1. Why it is important to buy environmentallypreferable products.

2. Definition of environmentally preferable products.

3. Identifying desired environmental attributes.4. Requiring life cycle cost evaluations.

5. Adopting best value purchasing principles.

6. Requirements to modify existing specifications.

7. Require contractors to buy green.

8. Review policy regularly.

Regulatory Compliance:

Ozone depleting substances (halocarbons) are one of BLJCs most significant environmental aspects because much of our

business involves the service of HVAC equipment. To mitigate this and be in regulatory compliance we have created a

Compliance Work Order system. As part of this system, specific job plans have been implemented with regard to all tasks

involving ozone depleting substances; the job plan forms a trail guide to the technician performing the work by carefully

laying out work protocols. This, coupled with regular team member training on storage tanks, halocarbon




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management, and EMS awareness, ultimately serves to reduce the frequency of accidental spills or releases. Compliance

adherence is a metric that is measured and reported monthly at all levels, including up to the President.

Our standardized Incident Reporting (IR) system is also an effective tool utilized by the organization to ensure that

appropriate parties are quickly engaged in the event of a spill or release. Evaluation of spill containment, spill response

preparedness, and other leak prevention/detection systems are elements of both the Annual Building Inspection (ABI)process, and the environmental compliance audits performed by BLJCs EHSS management team.

The regulatory compliance system in place at BLJC has ensured that when a release or spill has occurred that they were

reported, where appropriate, according to regulation. In FY 2010 we had no environmental fines and/or penalties due to

environmental non-compliances which can be attributed to the policies and systems we have in place.

BLJC enhanced its environmental compliance documentation storage systems in 2011 to allow for a common Compliance

Station to be installed at our client sites, which houses updated compliance documentation, with electronic copies stored

within our RealSuite system.

Carbon Footprint: GHG Emission Reductions

Climate Change StrategyAt BLJC we have implemented a variety of GHG reduction initiatives for our corporate sites and for our clients which focus

on energy conservation, technological improvements, and GHG reductions.

Corporate Initiatives

Corporate GHG Inventory: In 2009 we committed to publicly reporting our

corporate GHG emissions from a 2006 baseline. In this years report we have

included our 2010 BLJC Corporate Emissions Profile and our total absolute

GHG emissions (t CO2e). Our total GHG emissions in 2010 were 2858 t

CO2e. On an absolute basis our overall emissions have increased, but from

an intensity perspective we have been able to reduce our emissions and

increase energy and fuel efficiency. This year we reduced our corporateoffice GHG emissions intensity by 6% 1 from 2008; this can be attributed to

our office energy conservation and efficiency programs which lowered our

energy intensity by 9% from 2008. We continually strive to reduce our

corporate GHG footprint by incorporating LEED standards into our existing

buildings and giving preferred purchasing and leasing to any new buildings

acquired, by implementing energy conservation and efficiency measures

where possible, and by purchasing renewable energy for all our corporate

offices.

The charts on the following page illustrate the improvements BLJC has

made over the last year related to its carbon emissions intensity.

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0

0.00015

0.00030

0.00045

0.00060

2006 2007 2008 2009 2010

0

350

700

1050

1400

2006 2007 2008 2009 2010

Reducing GHG Emissions from our Fleet: Our vehicle fleet continues to be

our largest source of GHG emissions making up 89% of our corporate

total. In 2010, we were able to reduce our Fleet GHG emissions intensity

by 20% 2 from 2009. Additionally, we reduced our mileage (L/100Km) by

32% from 2009. Given that this is such a large proportion of our

emissions, BLJC is committed to exploring new opportunities to reduce

emission from our service fleet.

In 2010, BLJC introduced a GPS supported Technician Dispatch System

that provides dispatchers greater visibility to our large team of technical

service professionals. This system will be a key enabler to achieving a 5%

reduction in fleet emissions in 2011, by helping us to optimize our travel

routes. Wherever possible, we will purchase hybrid vehicles to be utilized

in the delivery of our services. BLJC has 13 hybrid vehicles in our fleet

today.

Client InitiativesReducing GHG Emissions from our Client Sites: In the past year, we have implemented a number of GHG reduction

projects for our clients, from small retail sites to large complex corporate data centres.

In 2010, we initiated a new energy tracking and performance measure with our Facility Managers (FMs). On a quarterly

basis, Facility Managers are ranked against their Building Energy Performance Index (BEPI) across their client portfolios.

The intention is to create a performance incentive for FMs to help clients reduce their energy consumption and increase

their cost savings. Facility Mangers are given support and training to help identify and communicate positive occupant


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behavioural changes and to effectively demonstrate to clients the business case for moving forward with potential capital

investments and/or energy efficiency projects. The focus is on having FMs provide low-cost or no-cost operational

improvements and educating tenants/occupants on potential energy saving behavioural change strategies. This program

is delivering highly successful results.

In 2010, BJLC successfully met our target of reducing GHG emissions by 5% at our client sites. In total, we have achieveda 6%3 reduction in GHG emissions accounting for 27, 166 t CO2e. This represents the amount of carbon sequestered for

approximately 700,000 tree seedlings grown for 10 years4. In 2011, we intend to target an additional reduction of 3% at our

client sites by continuing to provide energy efficiency improvement solutions to our clients.

Demonstrating Industry LeadershipOur Support and Involvement with CaGBC

The Canada Green Building Council (CaGBC) is an organization whose goal is to lead and accelerate the transformation to

high-performing, healthy green buildings, homes and communities throughout Canada. As a leader in the real estate

industry, BLJC actively volunteers within the CaGBC to help lead the industry to greener and healthier buildings by

educating clients, employees, stakeholders, and the public during our educational events across the country. The BLJC

team has also volunteered in various positions within the CaGBC; for example, Mr. Hicks the President of BLJC sat on the

Board of Directors and is now Chair of the Market Development Committee. This year Mr. Hicks will be serving as the

Vice-Chair of Greenbuild Toronto 2011, Host Committee. The Greenbuild conference is the worlds largest international

conference and expo dedicated to green buildings. We currently have 60 team members that are LEED AP certified and

49 LEED Associates, of which some are involved with CaGBCs Green Up program and the teaching and training for new

LEED Accredited Professionals. Through these efforts BLJC is trying to push the envelope and help make our industry

greener.

Sharing Best Practice through Interactive Web Applications

BLJC team members currently have access to an online interactive intranet Website for the sharing of best practices

hosted by our team of Energy & Sustainability professionals. The Acts of Green website is used as an online portal to

grow the body of Green Building knowledge and drive both operational and occupant awareness initiatives through the

client portfolios that we have under management. Where appropriate, this best practice is shared with our clients.

Additionally, we highlight and recognize sustainability initiatives implemented across the corporation or with our clients in

BLJCs electronic news stories, BLJC Insights, which are posted daily on our company portal site.

New in 2010BLJCs Zero Waste Challenge:

In the 2010 calendar year, BLJC implemented a Zero Waste Challenge initiative at our corporate headquarters. At the

moment, this is an aspirational target which aims to send zero waste to landfill by diverting 100% through waste diversion

initiatives (Reduce, Reuse, Recycle, Reclaim). In order to measure our performance against this objective we have created

a waste measurement and monitoring program. In 2011, the program will be refined and introduced to clients in order to

reinforce, educate, and support sustainable behaviours and innovation in the area of waste management and diversion.


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People

In 2010, BLJC undertook a major initiative to develop new corporate values: Unwavering Integrity,

Relentlessly Building Employee Engagement, Driving change in the pursuit of Customer

Satisfaction, Passion for Innovation, and Living Sustainability. We believe that in order to succeed,

our core values must be reflected in the way we operate our business; therefore, we expect all of

our team members to uphold and extend our standards of ethical behavior through our Values,

Ethics Policy and Code of Business Conduct. At BLJC we also understand that our team members

are one of our most important resources and therefore this is reflected in our new values and we

continually strive to embed these values into our corporate culture. In order for BLJC TeamMembers to realize their full potential we need to create a positive work environment so that our

team members can thrive. We do this by promoting excellence within the company, engaging our

team members regularly as to how they feel about working at BLJC, providing health and safety

training in order to work towards zero workplace injuries, and by giving back to our communities.

People


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People Initiatives at a GlanceFY 2010 Metrics, Objectives, and Results


Team MemberDevelopment

To value our team members by investing intheir career development and training.

To increase our promotions from within thecompany as an indicator of team memberdevelopment.

To increase quarterly Beyond the Promise(a peer to peer recognition program)nominations by 50% through the creationof a culture of spontaneous recognition.

To implement our Total RewardsStatements program in January 2010.

To ensure that 75% of Facility Managersare registered and working towardscompletion of either a CFM or RPAdesignation by June 2010.

To increase the number of LEED APcertified team members.

From October 2009 to September 2010 we invested $152,477 intoteam member development representing a staggering 65%increase year over year.

From Oct. 2009 to Sep. 2010 we had 72 internal promotions. We experienced an almost 50% increase in the number of

quarterly Beyond the Promise Award nominees year over year byleveraging our daily news program as a means for nomination,facilitating the process for team members.

Completed and launched our Total Rewards Statements Programwith great success and Team Member feedback.

While we continue to experience significant uptake amongst our

Facility Managers in CFM, RPA, and FMA courses, we have beenchallenged with meeting our targets in large part to the growthamongst our team of Facility Managers. Consequently, 65% ofour Facility Managers are registered and working towards a CFM,RPA, or FMA designation.

We currently have approximately 60 team members that areLEED AP certified and 49 LEED Associates.

Team MemberEngagement

To increase our Hewitt Best Employersurvey participation score to 85%.

To introduce the measurement of a TeamMember evaluation of our Corporate SocialResponsibility (CSR) activities.

To increase our overall Hewitt Best

Employer survey engagement score to70%. To continue to value our employees by

enhancing our employee rewards andrecognition program.

We experienced a dramatic increase in survey participation from61%in 2009 to 91% in 2010.

Our Corporate Social Responsibility metric exceeded ourexpectations at 85% and is on par with Best Employers in Canada.Our exceptional performance, in this area over the last few yearshas resulted in being recognized by Canadian Business and

Macleans magazines as a member of The Green 30 representingthe 30 Greenest Employers in Canada. Our employee engagement score declined slightly from last year

to 57%. Several initiatives are underway this year which will serveto address our key focus areas and they include the following: Accounts Payable Automation Project Vendor Qualification Project Work Order Life Cycle Project Enhance the communication across the organization as well as

between Team Leaders and Team Members Optimizer process enhancement with a commitment for all

Team Leaders to meet with Team Members at a minimum twiceannually to provide an interim progress review.

HR spearheaded the introduction of the "Thanks a Million"

program which was met with excellent feedback. In addition,enhanced and more frequent rewards-based communications hasled to a significant up take in the Beyond the Promise on theSpot rewards program.

Health andSafety

To ensure the health and safety of our teammembers we require that all staff haveWHMIS training annually.

To improve our medical aid, lost time, anddays lot rates from our three year baseline.

As of September 30th, 2010 all team members had completedtheir WHMIS and comprehensive role-based Health & SafetyTraining.

While not at zero, both our medical aid and lost time ratesdeclined with the greatest decline related to medical aid rates.

Refer to chart below regarding health and safety rateimprovements.



People


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Looking orward: 2011 Performance TargetsTheme Performance Target

EmployeeDevelopment

To implement a Leadership Development Training Program by April 1, 2011. To train all BLJC Team Leaders by deploying our Leadership Development Program. Ensure that all team members have development plans (What are your career aspirations?) by January 15,

2011. To maintain turnover rates 25% below industry averages. To redesign and deploy our Performance Management system to incorporate behaviours and values.

EmployeeEngagement

To increase our overall Hewitt Best Employer survey engagement score to 70%. To continue to value our employees by enhancing our employee rewards and recognition programs. To implement Employment Equity project by May 31, 2011. To focus on coaching skills and motivational skills, enhancing BLJCs workplace environment and in supporting

our culture of a caring, innovative, high-performing team. To continue to engage Team Members in recruiting activities for new Team Members.

Health andSafety

To ensure that 100% of our staff have renewed or completed their WHMIS Health and Safety Training in 2011. To improve our medical aid, lost time, and days lost rates from our 2011 levels with a target of zero.

Creating a Safe and Healthy Workspace:Health and Safety Record

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significant achievements. Our three year health and safety rate improvement is as follows:5

Metric Definition Measurement Rate Improvement (2008-2010)Medical Aid

Rate

Any workplace injury beyond first aid

treatment.

# Medical Aid Cases X

200,000 / Total Hours

Worked

(2008) 0.67

(2009) 0.67

(2010) 0.56

Lost Time

Rate

A medical aid injury where a worker

has missed time away from work on

his next scheduled shift the day

immediately after the injury.

# Lost Time Cases X

200,000 / Total Hours

Worked

(2008) 0.25

(2009) 0.25

(2010) 0.28

Days Lost

Rate

The number of lost days due to a

medical aid.

# Lost Days X 200,000 /

Total Hours Worked

(2008) 1.91

(2009) 1.01

(2010) 0.98 5

Safety Training

As of September 30th, 2010 100% of the BLJC staff has had their WHMIS and role-based safety training. All new and

current team members are required to re-certify annually.


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Corporate Social Responsibility (CSR) Score

As a result of our best in class ranking in the area of corporate social responsibility, we have been nominated to the

Green 30 representing the 30 Greenest Employers in Canada. This is a further indication that the CSR mandate message is

being heard by our team members and they place a high value in this area.

Valuing Our Employees

Since the inception of our company, we have constantly strived to value our team members. Over the years we have

developed the following incentives and benefits to ensure that our team members feel valued and appreciated:

Flexible Benefits A benefits program which allows all Team Members to choose the benefits that support their

personal situation. The BLJC benefits plan ranks in the top 75th percentile when compared against other plans within

our industry.

LifeWorks This is an employee assistance program, which is a holistic offering of counseling consults, research, and

materials matters ranging from financial and estate planning to parenting and elderly care.

Team Member Referral Program Team members are encouraged to refer candidates for all open positions at BLJC

with a $1,500 bonus for all successful referrals. In 2010 we paid out $103,500 to team members for referring excellentcandidates that were ultimately hired by BLJC.

Paid Floater Days / Personal Responsibility Days These are an allotted amount of days in which team members can

take off in order to take care of personal life issues.

Professional Dues Reimbursement All professional dues for our team members are paid for by BLJC.

Beyond the Promise Recognition Program A Peer to Peer and Team Leader to Team Member recognition program.

Home & Auto Insurance Group Discount Through The Personal Company, our team members can choose to receive a

discounted home and auto insurance rate.

Canada Savings Bonds BLJC team members can make contributions to Canadian Savings Bonds through a payroll

deduction program which provides a convenient method for making contributions. Negotiated discounted fitness program at GoodLife Fitness.

Nutrition and Managing Stress seminars.

Years of Service Awards program.

It is our intention to maintain and strengthen these programs based on team member feedback.

As of September 30th, 2010 100% of BLJC team members have completed Ethics training.



People


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Economic2010 REPORT ON SUSTAINABILITY

At BLJC we not only want to sustain the environment and society, but we also want to ensure the

long term economic viability of our company and the communities in which we operate. We do this

by contributing a certain percentage of our earnings each year back to the community (including

taxes paid to the various levels of government), we make sustainability investments that reduce our

clients operational costs and we maintain a profitable company by being efficient with our resources

and making wise investments.

Economic


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Economic Initiatives at a GlanceFY 2010 Metrics, Objectives, and Results


Contributing toCommunities

To contribute 1% of BLJC earnings peryear into our focus groups areas ofchildren and families. This will be in theform of direct, indirect contributions(raising of funds through employee charitywork), and in-kind voluntary actions fromTeam Members.

To pay our taxes according to federal,provincial and municipal regulations.

In FY 2010 BLJC has contributed $296, 000 into the communities inwhich we operate, focusing these donations into children andfamily programs. This supersedes our target of 1% of BLJCearnings per year.

In FY 2010, BLJC has paid almost $6 Million in federal, provincial,and municipal taxes.

SustainabilityInvestments

To make investments towards reducingthe impact of the space we manage at ourclient sites through operational measures

that target a 5% reduction in GHGemissions.

To purchase 100% renewable energy forour corporate sites; including thepurchase of Green Power for our Albertaoffice space.

To achieve LEED certification for BLJCsHead Office renovation. The commitmentwould be to achieve LEED CI Silvercertification for any renovations andLEED EBOM Silver certification of thebuilding by our landlord.

In FY 2010 the total investment value of energy and GHG projectsimplemented for our clients is estimated at $5.52 million dollars,which contributed to exceeding our 5% reduction target (see

footnotes in Environment section). 100% Renewable energy was purchased for our corporate sites in

New Brunswick, Ontario, Alberta and British Columbia. A total ofapproximately $30,000 was invested into purchasing renewableenergy.

A total capital expense of $30,500 was invested into LEEDcertifications and remodeling in FY 2010. BLJC has realized thatthere will be circumstances where, although our first choice wouldbe to occupy LEED certified buildings, this will not be possible inall cases.

Although not included in last years reporting targets a total of$28,000 was invested into our Zero Waste Challenge project at our7400 Birchmount headquarters office in Markham, Ontario.

CompanyProfitability

Growth of Business Volume on a Year overYear basis measuring market penetration

and business success.

In FY 2009 BLJC grew its business volume by over 50% and in FY2010 by 26%.

Looking Forward: 2011 Performance Targets

Theme Performance Target

Contributing toCommunities

To contribute 1% of BLJC earnings per year into our focus group areas of children and families within our localcommunities. This will be in the form of direct contributions, raising of funds through charity, and in-kindvoluntary actions from Team Members.

To pay our taxes according to federal, provincial, and municipal regulations.

SustainabilityInvestments

In 2011, BLJC will contribute to and/or donate more than $50,000 to support organizations that are having apositive impact on the environment.

CompanyProfitability

To grow our business volume by 10% in FY 2011.




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Contributing to Local Communities1.3 Million Dollars in Corporate Philanthropy

We're proud of our commitment to Canadian communities. From coast-to-coast across Canada, BLJC supports a wide

variety of charities and community organizations. Our focus is on children and families, as we believe that a strong familyunit provides healthy roots from which a community can successfully grow. Over the last 10 years, BLJC and our team

members have contributed to organizations such as The Princess Margaret Hospital Foundation and SickKids Foundation,

in Toronto; Great Canadian Shoreline Cleanup, in Vancouver; Salvation Army, in Ottawa; Charles Bruneau Cancer

Foundation, in Quebec; The Humane Society, in Edmonton; Haiti Disaster Relief Support, in Nova Scotia; Team Cook Book

benefitting the Sharp Foundation, in Alberta; The Big Bike Campaign supporting the Heart and Stroke Foundation, in

Williams Lake; Easter Seals, in Vancouver Island; The TD Food Drive, in Southwestern Ontario; The PC Foundation for

Disabled Children, in Montreal; and, various Earth Day events across Canada.

Regional Ambassador Program

By appointing Regional Ambassadors and creating Corporate Social Responsibility (CSR) Committees across the country,

we have encouraged BLJC team members to get involved in supporting their communities beyond the provision of ourbusiness services. BLJCs CSR Committees engage our broader team in conducting fundraising events and sponsorships

in support of local charities and community programs. Several hundred BLJC Team Members participated and/or

volunteered their support for charitable activities in 2010.

Environmental Scholarship Funding

From 2005 to 2010, BLJC has donated $250,000 to Acadia University to support the Environmental Sciences Program. In

2010, the last $50,000 of this contribution was made.

In 2010, BLJC introduced a summer internship program within our Energy & Sustainability Team for students interested in

the Green Building field. BLJC also provides a $3,500 annual scholarship for a selected child of a BLJC team member that

wishes to pursue an Environmental Sciences degree at Acadia University.

Investments in Sustainability: Creating Savings for our ClientsIn the past year, we have identified and implemented $5.52 million dollars of our clients funds into energy conservation

and efficiency projects in their buildings across Canada. These sites consist of small retail to large complex corporate data

centres coast-to-coast. Additionally, BLJC invested in an Operational Awareness and Measurement and Monitoring

Program that resulted in a 6% reduction of GHG emissions across our client portfolio. This initiative saved millions of

dollars for our clients and reduced their carbon footprint by over 27,000 tonnes of CO2e. This is equivalent to removing

5,000 cars off the road on an annual basis.

Being Profitable and ViableAt BLJC we believe that a triple bottom line approach to conducting business is beneficial for all stakeholders including

team members, suppliers, clients, the public, and our shareholders. In 2010, BLJCs business volume grew by over 26%.

We strongly believe in and are committed to supporting our communities through our goal of contributing an equivalent of

1% of BLJCs annual earnings, at a minimum. We enhanced our environmental stewardship programs through continued

investment in sustainable development initiatives and supported industry leadership with innovative education forums and

sponsorships.

We continue to be very excited about the future of our Industry and our Company, our innovative team, and we are very

confident that BLJC is well positioned to continue to grow our business and lead the industry to think creatively on

methods to reduce social and environmental impacts while bringing prosperity and high quality service to our

stakeholders.




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BLJC co-hosted a Toronto area CharityCasino that raised $45,000 for the

Canadian Breast Cancer Foundation.

BLJCs participation in CN TowerClimbs have raised funds towards

WWF and The United Way.

BLJC team members in Quebec raised$51,500 for the Presidents Choice

Childrens Charity during the groups9th annual golf tournament.

BLJCs inaugural Victoria CharityCasino Night collected more than

$20,000 for KidSport Greater Victoria,which helps local underprivileged

children participate in sports.

$60,000 was generated for theSickKids Foundation and The Princess

Margaret Hospital Foundation tosupport cancer research duringBLJCs Charity Golf Tournament.

BLJCs northern Alberta regional groupsupported the Edmonton Humane

Society by raising over $3,300 throughvarious initiatives.

BLJC WSI team members in Victoriaorganized a golf tournament that

supported the Our Place Society, anon-profit organization dedicated to

providing nourishment and shelter topeople in need.

BLJCs GTA team worked hard to helpthe less fortunate by collecting more

than 500 pounds of non-perishable foodand 125 toys for Markham Food Bank

and TD Canada Trust Toy Mountaininitiative.

BLJC elves around Vancouver and theLower Mainland brought holiday joy tounderprivileged children and seniors

through the Fill-A-Stocking campaign.

BLJC WSI team members in WilliamsLake, B.C., put their hearts into charitywork by pedaling the Big Bike aroundthe city streets in aid of the Heart and

Stroke Foundation.

In 2009, BLJC committed to donate$100,000 to Sick Kids Hospital over the

next 4 years.

BLJC team members from Vancouverand B.C.s lower mainland helped topple

hunger with their de-Canstructionproject and packed canned goods in

large crates for delivery to the GreaterVancouver Food Bank.

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http://www.ourplacesociety.com/http://www.ourplacesociety.com/

Documents

Brookfield Johnson Controls 2010 Sustainability Report