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DEXUS Property Group ENERGY EFFICIENCY OPPORTUNITIES Amanda Piper, Sustainability Manager PowerPoint Presentation
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DEXUS Property Group ENERGY EFFICIENCY OPPORTUNITIES Amanda Piper, Sustainability Manager

DEXUS Property Group ENERGY EFFICIENCY OPPORTUNITIES Amanda Piper, Sustainability Manager

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DEXUS Property Group ENERGY EFFICIENCY OPPORTUNITIES Amanda Piper, Sustainability Manager

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  1. DEXUS Property Group ENERGY EFFICIENCY OPPORTUNITIES Amanda Piper, Sustainability Manager 28 August, 2012 DEXUS Funds Management Limited ABN 24 060 920 783 AFSL 238163 as responsible entity for DEXUS Property Group

  2. ABOUT DEXUS DEXUS is one of Australia's leading property groups with $13 billion of assets under management.DEXUS's vision is to be globally recognised as the leading real estate company in Australia, with market leadership in office.  DEXUS invests in high quality office and industrial properties and, on behalf of third party clients, is a leading manager and developer of office, industrial and retail properties.Our strategy is to deliver superior risk-adjusted returns for our investors from high quality Australian real estate primarily comprising CBD office buildings.We pride ourselves on the quality of our properties and people, delivering world-class, sustainable workspaces and service excellence to our tenants. We offer our tenants and investors access to a world-class property portfolio managed by an expert team of property and funds management professionals.

  3. OUR 4.5 STAR NABERS ENERGY COMMITMENT

  4. OUR APPROACH TO THE EEO PROGRAMProcesses and tools • Define project team and business expectations • Assign roles and responsibilities • Establish reporting requirements and timelines • Review consumption data – determine 80% and ARS inclusions • Conduct/Assess SIPs in line with existing 4.5 Star NABERS Energy upgrade program, identify and evaluate opportunities • Consult with stakeholders, AMs etc. and determine opportunities for implementation • Implement opportunities (all with a minimum four year ROI) • Construct a ‘Projects Database’ amalgamating all opportunities for monitoring and reporting • Communicate and involve all stakeholders, Board etc. • Revisit opportunities annually to determine feasibility

  5. LEADERSHIP • Board commitment • Investment commitment to 4.5 Star NABERS Energy Rating across the listed portfolio • Collaborative decision making on asset energy efficiency opportunities • Embedding energy management into building operations to maintain performance levels • Enhancing information flows across the organisation, showcasing good performance

  6. OUR PEOPLE • Project team • CR&S Team/GM & Sustainability Manager • Engineering Manager • 4.5 Star Project Manager • Contracts Manager • Marketing and Communications • Asset Managers • External specialist consultants • Contractors • Stakeholders • The Board/Board Risk and Sustainability Committee • Executive General Managers • Tenants • Investors • People 123 Albert St, Brisbane

  7. MEASURING PERFORMACE

  8. COMMUNICATING PERFORMANCE • Internally • Quarterly reporting on NABERS portfolio weighted average, resource consumption to Fund Managers, senior management, and the Board • CEO quarterly business update and bi monthly newsletter • Sharing NABERS ratings performance across the group • Detailed monthly operational reporting provided to Building Managers, contractors, AMs and sector heads • Fortnightly project meetings to review performance • SIP opportunities form part property monthly reports • Externally • Annual Review and Performance Pack • Tenant building specific publications and through an online portal • Annual and Half Year Results - CEO and sector head presentations • Fund Manager presentations and fund quarterly investor reports • EEO public reports and case studies • Media releases

  9. THE FUTUREImproving our leadership and people engagement model under EEO • People commitments • KPIs including targets in position descriptions for key employees managing energy programs • Up-skill operational and management staff • Maintain the resourcing levels to deliver our energy programs and EEO • Develop a ‘roles and responsibilities’ matrix • Specify ongoing training where required • Leadership commitments • Continue to present new and revisited opportunities to our management teams • Improve communication and understanding with our internal stakeholders of EEO • Continue to improve stakeholder engagement strategies • Be audit ready • Continuously assess performance targets

  10. DISCLAIMER • This presentation is issued by DEXUS Funds Management Limited (DXFM ) in its capacity as responsible entity for DEXUS Property Group (ASX: DXS). It is not an offer of securities for subscription or sale and is not financial product advice. • Information in this presentation including, without limitation, any forward looking statements or opinions (the Information) may be subject to change without notice. To the extent permitted by law, DXFM , DEXUS Property Group and their officers, employees and advisers do not make any representation or warranty, express or implied, as to the currency, accuracy, reliability or completeness of the Information and disclaim all responsibility and liability for it (including, without limitation, liability for negligence). Actual results may differ materially from those predicted or implied by any forward looking statements for a range of reasons outside the control of the relevant parties. • The information contained in this presentation should not be considered to be comprehensive or to comprise all the information which a DEXUS Property Group security holder or potential investor may require in order to determine whether to deal in DEXUS Property Group stapled securities. This presentation does not take into account the financial situation, investment objectives and particular needs of any particular person. • The repayment and performance of an investment in DEXUS Property Group is not guaranteed by DXFM , any of its related bodies corporate or any other person or organisation. This investment is subject to investment risk, including possible delays in repayment and loss of income and principal invested.