Brookfield Johnson Controls 2010 Sustainability Report

1 Copyright 2011 BLJC

BLJC, in partnership with
Brookfield Properties, is
obtaining LEED EBOM
certification for Fifth Avenue
Place in Calgary, Alberta.
Expected Completion: 2011
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.
x
A Message from BLJCs President,
Gord Hicks
It 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 ourselves
at 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 the
Cure 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 Line
People
Envi ronment
Economi c
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
Environment
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
Environmental Initiatives at a Glance Environmental Initiatives at a Glance Environmental Initiatives at a Glance
FY 2010 Metrics, Objectives, and Results FY 2010 Metrics, Objectives, and Results FY 2010 Metrics, Objectives, and Results
Theme Reporting Performance Indicator Results
Environmental
Policy and
Regulatory
Compliance
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 maintain our record of zero non-
compliances throughout 2010.
All relevant team members have been trained on environmental
policies 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.
Carbon
Footprint:
GHG Emission
Reductions
To publicly report our corporate GHG
emissions from a 2006 baseline.
To reduce corporate office GHG
emissions intensity by 4% in 2010 from
our 2008 baseline.
To reduce our GHG Fleet emissions by
5% from our 2009 intensity baseline.
To reduce GHG emissions by 5% at our
client sites by introducing an initiative to
reduce the impact of the space we
manage through operational measures.
A continued commitment to purchase
100% renewable energy for our
corporate facilities.
Please refer to graphs and charts on page 7 for our publicly
reported GHG emissions data from a 2006 baseline.
From 2008 to 2010 the total absolute GHG emissions for our
corporate operations has increased by 26% due to a significant
increase in our number of service vehicles. In our offices where
energy conservation and efficiency projects were implemented,
our GHG emissions intensity has decreased by 6% from 2008 to
2010. Additionally, the energy intensity of the buildings where we
have implemented measures has decreased by 9% from 2008.
Our 2010 GHG Fleet emissions intensity decreased by 20% from
the 2009 baseline. Our mileage (L/100km) has also decreased
32% from our 2009 baseline.
We reduced 6% absolute GHG emissions at our client sites
through energy conservation and efficiency measures (please see
discussion below for assumptions associated with calculations).
As of November 2010, all corporate sites are using green power
that we have purchased.
Demonstrating
Industry
Leadership
To achieve LEED certification for any
new building space that BLJC occupies.
The commitment would be to achieve
LEED CI Silver certification for any
renovations and LEED EBOM Silver
certification of the building by our
landlord.
Our continued involvement and
volunteering with the Canada Green
Building Council (CaGBC) and to
promote industry best practice where
possible.
To increase functionality of the Acts of
Green website by the introduction of an
online forum in order to help our clients
with their GHG reductions.
In 2010, we needed to lease a non-LEED certified building site
because of unique requirements in Alberta. Occasionally, due to
the nature of our business, timing and availability, we are forced
to 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 a
premium 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 successful
environmental initiatives across our business. These successful
case studies are shared with clients as appropriate.
Environment
Looking Forward: 2011 Performance Targets Looking Forward: 2011 Performance Targets
Theme Performance Target
Environmental
Policy and
Regulatory
Compliance
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.
Carbon
Footprint:
GHG Emission
Reductions
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.
Demonstrating
Industry
Leadership
To give preferential treatment in the procurement and leasing of new corporate office space to LEED certified
buildings.
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 Compliance
Environmental 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 environmentally
preferable 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
Environment
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 Strategy
At 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 corporate
office 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.
!
"Cnly bulldlngs ln whlch 8L!C had operauonal conLrol were lncluded ln Lhese calculauons, newly acqulred bulldlngs were noL lncluded.
Environment
89%
5%
2%
4%
Fleet
Travel
Building Direct Fuel
Building Indirect (Electricity)
2010 BLJC Corporate GHG
Emissions Profile
0
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0.00045
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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 Initiatives
Reducing 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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Environment
Total Building Energy Intensity
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0.0045
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Total Building Emissions Intensity
BLJC Vehicle Fleet Emissions Intensity
(Only Measured KM's included)
BLJC dispatch software enables GPS monitoring of
all technicians which results in more effective
dispatching and less travel time for technicians.
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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 achieved
a 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 years
4
. 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 Leadership
Our 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 2010
BLJCs 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.
$
1he followlng assumpuons were used Lo calculaLe Lhls daLa: a. Companles LhaL have slgnlcanLly lncreased Lhelr fooLprlnL or where Lhelr core buslness operauons growLh has maLerlally
lmpacLed Lhelr energy consumpuon, have been excluded from Lhe calculauons. b. LsumaLes were used for some leased spaces where dlrecL energy consumpuon daLa was noL avallable,
Lhese esumaLes were based on generally accepLed proxy daLa.
%
LnvlronmenLal roLecuon Agency. 8eLrleved !anuary 2011: hup://www.epa.gov/cleanenergy/energy-resources/calculaLor.hLml#resulLs
Environment
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 Team
Members 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
People Initiatives at a Glance People Initiatives at a Glance People Initiatives at a Glance
Team Member
Development
To value our team members by investing in
their career development and training.
To increase our promotions from within the
company as an indicator of team member
development.
To increase quarterly Beyond the Promise
(a peer to peer recognition program)
nominations by 50% through the creation
of a culture of spontaneous recognition.
To implement our Total Rewards
Statements program in January 2010.
To ensure that 75% of Facility Managers
are registered and working towards
completion of either a CFM or RPA
designation by June 2010.
To increase the number of LEED AP
certified team members.
From October 2009 to September 2010 we invested $152,477 into
team 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 by
leveraging our daily news program as a means for nomination,
facilitating the process for team members.
Completed and launched our Total Rewards Statements Program
with 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 been
challenged with meeting our targets in large part to the growth
amongst our team of Facility Managers. Consequently, 65% of
our Facility Managers are registered and working towards a CFM,
RPA, or FMA designation.
We currently have approximately 60 team members that are
LEED AP certified and 49 LEED Associates.
Team Member
Engagement
To increase our Hewitt Best Employer
survey participation score to 85%.
To introduce the measurement of a Team
Member evaluation of our Corporate Social
Responsibility (CSR) activities.
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 program.
We experienced a dramatic increase in survey participation from
61%in 2009 to 91% in 2010.
Our Corporate Social Responsibility metric exceeded our
expectations at 85% and is on par with Best Employers in Canada.
Our exceptional performance, in this area over the last few years
has resulted in being recognized by Canadian Business and
Macleans magazines as a member of The Green 30 representing
the 30 Greenest Employers in Canada.
Our employee engagement score declined slightly from last year
to 57%. Several initiatives are underway this year which will serve
to 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 twice
annually 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 has
led to a significant up take in the Beyond the Promise on the
Spot rewards program.
Health and
Safety
To ensure the health and safety of our team
members we require that all staff have
WHMIS training annually.
To improve our medical aid, lost time, and
days lot rates from our three year baseline.
As of September 30th, 2010 all team members had completed
their WHMIS and comprehensive role-based Health & Safety
Training.
While not at zero, both our medical aid and lost time rates
declined with the greatest decline related to medical aid rates.
Refer to chart below regarding health and safety rate
improvements.
People
Employee
Development
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.
Employee
Engagement
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 and
Safety
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
Cver Lhe lasL few years we have been lnvesung Lo lmprove our healLh and safeLy record and we have made
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.
3
1hls number excludes Lwo cases where lndlvlduals had ln[urles LhaL should have been allowed for modled work duues durlng recuperauon whlch reduced Lhe days losL raLe.
People
Team Member Development
Investing in our Team Members
At BLJC, our team members are ambassadors of our organization and comprise our greatest resource; therefore, we
place a major emphasis on skills development and related training which is captured in their individualized team member
development plans. BLJC invests approximately $300,000 each year for online skills development, as well as, Health and
Safety and specific on-the-job training and development. From October 2009 to September 2010 we invested almost
$100,000 into team member development through our Tuition Assistance Program. We have re-launched our enhanced
2011 Total Rewards Statements close on the heels of last year's successful inaugural publication. The Total Rewards
Statement provide all team members with an easy-to-read and comprehensive overview of the cash and non-cash
elements that comprise their total compensation package including any rewards and recognition.
Some of the learning opportunities that BLJC team members have access to include:
Continuous e-Learning: This provides all team members with 24/7 access to approximately 50 courses, including
personal development, leadership development and various Microsoft applications. In addition, we have also now added
both the Management and Project Management Knowledge Centres which serve to significantly broaden the course
offering targeted for our Project Management team and all of our people leaders.
Tuition Assistance Program for Team Members: A tuition reimbursement program in which team members can apply to
receive funding for academic courses towards their career development goals.
CFM/RPA or PMP: Facility Manager and Project Manager professional designation training and development.
Promoting Excellence
We believe that excellent work should be recognized and we do this through our performance management and team
member development program. As a result, 72 team members were promoted over the last year.
People

Team Member Engagement
Employee Engagement Survey
At BLJC we like to take the pulse of our team member priorities through an annual Team Member Engagement Survey.
This survey helps measure the extent to which an employer has captured the hearts and minds of its team members.
Team member engagement is an important factor in measuring the health of an organization. Engaged team members
are productive, innovative and take ownership of results. We feel that engaged team members say positive things about
their employer, express their intent to stay with their organization, and strive to ensure their organization is successful
through making additional efforts beyond the basic requirements of their job. While our overall Engagement score
remained essentially unchanged year-over-year, our most current survey coupled with team leader presentations has
provided additional information as to where we need to place our focus going forward to drive improvements.
At BLJC we are committed to fostering and developing a caring, innovative high performing team culture that has levels of
engagement similar to those of the best companies in Canada. Each year, we participate in the Hewitt Best Employers in
Canada survey which serves as a meaningful way in which we can measure our progress to achieving this objective. The
survey and corresponding follow-up with Team Leaders across the organization resulted in three key areas to focus on for
fiscal 2011. Those areas are the following:
1. Work Processes
2. Communication
3. Work-Life Balance
Work Processes
Work processes remains at the top of the list for the organization with both Communication and Work-Life Balance
identified as new areas for improvement. Rather than focusing on a broad range of actions similar to our approach last
year, best practices would suggest focusing on a handful of actions which would have the biggest impact across the
organization and for our Team Members. As such, our actions for fiscal 2011 are as follows."
1. Accounts Payable Automation Project - Process Improvement
2. Vendor Qualification Project- Process Improvement
3. Work Order Life Cycle Project- Process Improvements
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4. Enhance the communication across the organization as well as between Team Leaders and Team Members
5. We have enhanced the BLJC Optimizer Performance Management process and have made a commitment for all Team
Leaders to meet formally with Team Members at a minimum twice annually to provide an interim progress review and
discuss the team members career goals and establish plans to assist in their achievement.
We strongly believe that improving our Work Processes will directly result in enhanced Work-Life Balance by reducing the
amount of non-value added work for our Team Members. We will use Town Hall meetings and conference calls to
communicate our progress against these actions on a regular basis. We will also be utilizing BLJC Insights daily news
stories and quarterly newsletters as vehicles to keep our Team Members up-to-date and well-informed on how these
process improvements are having a positive impact on team members day-to-day activities and improving their work life
balance!
6
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People
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 excellent
candidates 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
Economic
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
Economic Initiatives at a Glance Economic Initiatives at a Glance Economic Initiatives at a Glance
Contributing to
Communities
To contribute 1% of BLJC earnings per
year into our focus groups areas of
children and families. This will be in the
form of direct, indirect contributions
(raising of funds through employee charity
work), and in-kind voluntary actions from
Team Members.
To pay our taxes according to federal,
provincial and municipal regulations.
In FY 2010 BLJC has contributed $296, 000 into the communities in
which we operate, focusing these donations into children and
family programs. This supersedes our target of 1% of BLJC
earnings per year.
In FY 2010, BLJC has paid almost $6 Million in federal, provincial,
and municipal taxes.
Sustainability
Investments
To make investments towards reducing
the impact of the space we manage at our
client sites through operational measures
that target a 5% reduction in GHG
emissions.
To purchase 100% renewable energy for
our corporate sites; including the
purchase of Green Power for our Alberta
office space.
To achieve LEED certification for BLJCs
Head Office renovation. The commitment
would be to achieve LEED CI Silver
certification for any renovations and
LEED EBOM Silver certification of the
building by our landlord.
In FY 2010 the total investment value of energy and GHG projects
implemented 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 of
approximately $30,000 was invested into purchasing renewable
energy.
A total capital expense of $30,500 was invested into LEED
certifications and remodeling in FY 2010. BLJC has realized that
there will be circumstances where, although our first choice would
be to occupy LEED certified buildings, this will not be possible in
all cases.
Although not included in last years reporting targets a total of
$28,000 was invested into our Zero Waste Challenge project at our
7400 Birchmount headquarters office in Markham, Ontario.
Company
Profitability
Growth of Business Volume on a Year over
Year basis measuring market penetration
and business success.
In FY 2009 BLJC grew its business volume by over 50% and in FY
2010 by 26%.
Contributing to
Communities
To contribute 1% of BLJC earnings per year into our focus group areas of children and families within our local
communities. This will be in the form of direct contributions, raising of funds through charity, and in-kind
voluntary actions from Team Members.
To pay our taxes according to federal, provincial, and municipal regulations.
Sustainability
Investments
In 2011, BLJC will contribute to and/or donate more than $50,000 to support organizations that are having a
positive impact on the environment.
Company
Profitability
To grow our business volume by 10% in FY 2011.
Economic
Contributing to Local Communities
1.3 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 family
unit 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 our
business 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 Clients
In 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 Viable
At 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.
Economic
BLJC co-hosted a Toronto area Charity
Casino that raised $45,000 for the
Canadian Breast Cancer Foundation.
BLJCs participation in CN Tower
Climbs 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 groups
9th annual golf tournament.
BLJCs inaugural Victoria Charity
Casino Night collected more than
$20,000 for KidSport Greater Victoria,
which helps local underprivileged
children participate in sports.
$60,000 was generated for the
SickKids Foundation and The Princess
Margaret Hospital Foundation to
support cancer research during
BLJCs Charity Golf Tournament.
BLJCs northern Alberta regional group
supported the Edmonton Humane
Society by raising over $3,300 through
various initiatives.
BLJC WSI team members in Victoria
organized a golf tournament that
supported the Our Place Society, a
non-profit organization dedicated to
providing nourishment and shelter to
people in need.
BLJCs GTA team worked hard to help
the less fortunate by collecting more
than 500 pounds of non-perishable food
and 125 toys for Markham Food Bank
and TD Canada Trust Toy Mountain
initiative.
BLJC elves around Vancouver and the
Lower Mainland brought holiday joy to
underprivileged children and seniors
through the Fill-A-Stocking campaign.
BLJC WSI team members in Williams
Lake, B.C., put their hearts into charity
work by pedaling the Big Bike around
the 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 Vancouver
and B.C.s lower mainland helped topple
hunger with their de-Canstruction
project and packed canned goods in
large crates for delivery to the Greater
Vancouver Food Bank.
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