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BLJC is the first Canadian organization to offer fully-integrated, national Real Estate Management Services. Providing services to over 134 million sq. ft. of space in Canada, BLJC offers its clients innovative outsourcing and on demand solutions that address their unique requirements. We work hand-in-hand with our clients to manage their buildings efficiently, optimize their space, lower their energy usage and reduce costs in their facilities, leases and construction. BLJCs shareholders include Johnson Controls Inc. and Brookfield Properties Corporation. Combined with our related companies, we have over 40 years of experience and our team of 1,500 skilled professionals leads the industry.

A Message from BLJCs President,

Gord Hicks

A caring, innovative, high performing teamthis is our culture at BLJC. As I reviewed this report and reflected on what our organization has accomplished over the last year, it gave me great pride to find numerous examples where day-to-day decisions and actions reinforced our culture. It is my strong belief that our values of Unwavering Integrity, Relentlessly Building Employee Engagement, Driving Change in the Pursuit of Customer Satisfaction, Passion for Innovation, and Living Sustainability, encourage behaviors that are making a positive contribution to our customers, team members, shareholders and our communities at large. To reinforce the adoption of BLJC values, in FY2011 our Annual Merit Review program was revised to directly measure our team members performance against our values, hence, making success at BLJC both a function of what results are achieved and how they are achieved. Our commitment to operating in this manner has not only resulted in tremendous business success with almost 25% growth over the last 24 months, but of equal importance, we made tremendous strides in all areas of Sustainability... Environmental, Economic and People. In 2011, within the area of Environmental Stewardship, we supported our clients in reducing their energy consumption by over 200,400 GJ, which resulted in reducing their CO2 emissions by 22,140 tonnes. This is equivalent to removing 5,000 cars from the highway annually. Further, in direct alignment with our Vision as "a role model for sustainable operating practices, BLJC hosted a Sustainable Workplaces event last March. We engaged over 150 Real Estate professionals from across a number of industries to learn about the innovative initiatives that some of Canadas leading companies have successfully implemented. Attendees learned how these organizations reinvented their respective workplaces to operate at optimal efficiency, reducing both their costs and carbon emissions. Our environmental sustainability commitment was validated in May of 2011 when Macleans and Canadian Business magazines recognized BLJC for the second consecutive year as one of Canadas Top 30 Greenest Companies. Under the pillar of Economic, BLJC continued to support our communities by fundraising and making donations to charitable organizations and institutions, equivalent to a minimum of 1% of our annual earnings. Hundreds of BLJC team members participated and volunteered in different events across the country this past yearfrom the Walk for Prostate Cancer in St. Johns, Newfoundland, to the Victoria Charity Casino event that raised $32,000 for Kidsport, CARING continued to be a big part of BLJC team members agenda. People is the third pillar of our triple bottom line approach to sustainability. In 2011, our company invested over $400,000 in training and development for our team members.

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2011 REPORT ON SUSTAINABILITY

We launched a major Critical Environment training initiative founded on the ICOR certification program. With the knowledge that great leaders create a great workplace, we introduced an eight module Leadership Development program to over 100 people managers in BLJC. We continued to invest in our technology tools and platforms, streamlining and automating work processes, while enabling greater opportunities for some team members to work remotely, contributing to an enhanced work life balance. At BLJC, we have 11 Corporate Social Responsibility (CSR) committees that are each led by a Regional Ambassador. These leaders and their committee members contribute a great deal of their time to drive successful CSR Accountability: The Vice President of Energy and initiatives within their respective regions. I would like to Sustainability is responsible for leading all environmental initiatives at BLJC. The Vice personally thank them for their significant contribution to our President for Human Resources is responsible success in 2011. for all people initiatives at BLJC and the Vice These leaders are: Pat Coady Newfoundland Adrian Munroe Nova Scotia Alain Chaput Quebec Joe Abel Ottawa Susan Featherstone GTA Bradley Stephens Southwestern Ontario Cathy Blanch Edmonton Shelby Guthrie - Calgary Dena Chicoine -BC Interior Ian Watson Vancouver Lower Mainland Joanne Lawrence Vancouver Island I would like to also thank all our valued customers, suppliers and team members for their participation, contribution and support of our sustainability program throughout 2011.
President of Finance of BLJC is the lead for all economic initiatives within BLJC. These three team members directly report to the President on the status of all BLJC sustainability initiatives and any corrective measures that are necessary, and the President is ultimately accountable for the sustainability of this organization. Transparency: BLJC is making every effort to report our results with the highest level of integrity, and transparency. In doing so we hope to emphasize the hard work and dedication made by all BLJC team members, and the lessons learned both positive and negative, as we move forward on our sustainability journey. Honesty: This CSR report outlines our ability to recognize daily challenges, how we plan to address these challenges and establish a strategy to move forward on being a socially, and environmentally conscious company.

As you review this report, I am confident you will conclude that BLJC is indeed improving our societyin the services that we deliver to our clients, how we provide leadership to our industry, and how we make supporting the communities in which we operate a priority through our fundraising, donations and volunteerism. In as much as BLJC achieved a great deal this past year, we are committed to do even more in 2012! Sincerely,

Gord Hicks President, BLJC

Copyright 2011 BLJC

2011 REPORT ON SUSTAINABILITY

Environment
At BLJC, we strive to make decisions that have a minimal impact on the environment on behalf of our clients, suppliers, and team members. We understand that in order for BLJC to decrease its ecological footprint we have to dig deep and go beyond changing a few light bulbs, and shift our perception towards a sustainable business that is built for the future. In doing so, BLJC hopes to continue to invoke a leadership presence in the industry that can assist our clients and other organizations by demonstrating an excellence in environmental stewardship. Our goal is to provide sustainable real estate solutions for our clients portfolios that have zero impact on the environment and, in some, instances may produce restorative capabilities as well.

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Environment
Environmental Initiatives at a Glance
FY 2011 Metrics, Objectives, and Results
Theme Environmental Policy and Regulatory Compliance Reporting Performance Indicator 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. Results 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 by legislative bodies for non-compliance throughout 2011. We used energy more efficiently in our Corporate offices in 2011 with a reduction in absolute emissions of 34.5 t CO2e. GHG emission intensity also decreased in 2011 by 19% surpassing our GHG emission reduction target of 5%. In 2011, our fleet GHG emissions increased by 405 t CO2e due to our expansion of our roving technician service and additional fleet vehicles. We continue to look for opportunities to make our fleet more efficient as we grow our business. We supported our clients in reducing their energy consumption by over 200,400 GJ, which resulted in reducing their CO2 emissions by 22,140 t CO2e, a 5.4 % reduction. These reductions surpassed our 2011 target of 3% and were achieved by implementing comprehensive energy and sustainability programs within our client portfolios. Purchased 100% renewable energy in 2011 for BLJC corporate offices. Gord Hicks, our President, and many team members continue to be involved with CaGBC providing needed support and promotion. Our President served as the Vice-Chair of the Canadian Host Committee for GreenBuild held in Toronto this past October. We reported successful accomplishment on our Zero Waste Challenge, 100% diversion of waste from landfills. BLJC continues to promote environment initiatives internally through our green wall, case studies, intranet new stories, employee newsletters and Acts of Green website. BLJC developed and hosted the Sustainable Workplace event in Toronto on March 2, 2011, with over 150 industry executives present to learn about workplace optimization best practices.

2011 REPORT ON SUSTAINABILITY

Carbon Footprint: GHG Emission Reductions

To reduce corporate office GHG emissions intensity by 5% in 2011 from 2010. 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. To continue our commitment to purchase 100% renewable energy for our corporate facilities.

Demonstrating Industry Leadership

To demonstrate industry leadership by promoting best practices where possible and through our involvement with CaGBC and the Green Greater Toronto Council. To begin reporting performance metrics on our Zero Waste Challenge Initiative. To continue to promote successful environmental initiatives internally with our team members and clients through out 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 environment footprint.

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Environment
Looking Forward: 2012 Performance Targets
Theme Environmental Policy and Regulatory Compliance Carbon Footprint: GHG Emission Reductions Demonstrating Industry Leadership Performance Target To continue 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 implement enhanced quality assurance to validate current processes and audit compliance records. To achieve zero legislative non-compliances throughout 2012. To reduce corporate office GHG emissions intensity by 3% from 2011. To reduce GHG Fleet emissions intensity by 3% from 2011. To reduce GHG emissions intensity by 5% from 2011 at our client sites by continuing to introduce and implement energy conservation and efficiency initiatives. To continue to commit to purchase 100% renewable energy for our corporate facilities. To increase the overall number of ISO 14064 CSA Inventory trained staff in 2012. To continue the training of our key team members so they can support our clients with their sustainability initiatives. This will help prepare them for GHG emission management activities in the future. To conduct in May/June 2012 a Canadian wide Inspired Future sustainable conference, engaging 500 industry professionals around sustainability performance in real estate. To continue our voluntary support to CaGBC throughout 2012.

2011 REPORT ON SUSTAINABILITY

Environmental Policy and Regulatory Compliance

Environmental Policy and Management System
BLJC is committed to integrating environmental aspects in its vision, business planning activities and day-to-day operations. All aspects of our company, from building 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 of BLJC employees to be diligent with regards to environmental considerations and we reinforce this by building their Environmental Management System capacity through knowledge, skills, technology, and training.

For the 2nd year BLJC participated in the McNabs and Lawlor Islands Beach Cleanup, N.S.

Regulatory Compliance:
Reducing Ozone Releases into the Environment
Ozone depleting substances (halocarbons) continue to track as one of BLJCs most significant environmental aspects. This is due to the fact that much of our business involves maintaining and servicing HVAC equipment on behalf of our clients. In order to ensure regulatory compliance on behalf of our clients, BLJC leverages its Work Order and Computerized Maintenance Management Systems (CMMS) to track equipment requiring specific attention under the regulations. Specific job plans within CMMS are implemented as appropriate for 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 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 BLJC's President.

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Environment
Spill Prevention and Ensuring Environmental Compliance
Our standardized Incident Reporting (IR) system is also an effective tool used by BLJC 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 the scheduled Preventive Maintenance Program, the Annual Building Inspection (ABI) process, and the environmental compliance audits performed by BLJCs HSE management team. The regulatory compliance system in place at BLJC ensures that all releases or spills are reported, where appropriate, according to regulations. In FY 2011, BLJC received no fines and/or penalties from legislative bodies due to environmental non-compliances. This is directly attributed to the effective policies and processes that continue to be maintained under our ISO 14001 certified Environmental Management System.

2011 REPORT ON SUSTAINABILITY

BLJC Procurement Sustainable Policy

Incorporated in our RFx (commercial contracting) processes , we include an environmental questionnaire as part of our evaluation criteria. Furthermore, as part of our vendor qualification, suppliers are also required to sign off on the "BLJC Health, Safety and Environmental policy for Contractors Handbook". Both of these initiatives ensure that suppliers adopt similar environmental practices in their business to those of BLJC.

Strategic

Resource Conservation
partnerships

BLJC has implemented strategic partnerships with organizations such as Pinchin Environmental Services providing solution-focused services in the environmental remediation, building science and health and safety fields for our clients. As janitorial services can consume large portions of harmful chemicals, BLJC has established strategic partners with a select group of Canadas premier janitorial and building services companies. Green Building Services include: Green Cleaning policy and a green/high performance cleaning program Effectiveness assessment Purchase and use of green cleaning products, materials and energy efficient equipment Chemical and pollutant source control Solid waste management (recycling) Resource conservation

Additional sustainable procurement programs include integrating our vendors into our long term sustainability plans. We are working with vendors like Philips Lighting to implement lighting programs that include the safe recycling of bulbs and lighting upgrades throughout our managed portfolios. Philips Lighting is a worldwide leader in developing LED and other lighting technology solutions that aid in the global transition to a sustainable society, while delivering economic, ecological and social benefit.!

Carbon Footprint: GHG Emission Reductions

Climate Change Strategy
BLJC recognizes the impact that our operations have on the planet. Thats why we have a variety of GHG reduction initiatives for our corporate sites and we focus on energy conservation, technological improvements, behavioral changes and GHG reductions for our clients. Here are more details on these initiatives.

Corporate Initiatives
Installed centralized monitoring systems: This initiative provides enhanced monitoring and control of building energy systems to improve environmental performance and occupancy comfort.

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Environment
Philips Lighting Innovation Technologies: This strategic partnership includes efforts to optimize lighting effectiveness and leverage incentive programs from utilities for auditing facilities, calculating ROI on new projects, as well as, safely recycling bulbs that have reached their end of life. Workplace Flexibility: This year, we increased the options for specific team members to work from home and virtually. Based on departmental requirements, a work-fromhome-policy is in place to encourage team members to reduce their GHG emissions, and have a more flexible work schedule. The initiative reduces GHG emissions from employee commuting, business travel, and helps Team Members achieve work-life balance. If every BLJC team member were to telecommute once a week for an entire year, BLJC would be able to reduce GHG emissions by 500 t CO2e. Thats the equivalent of reducing CO2 emissions from the combustion of 51,000 gallons of gasoline. 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 2011 BLJC Corporate Emissions Profile and our total absolute GHG emissions (t CO2e). In 2011, BLJC's business grew significantly. As a result, our total GHG emissions climbed 22% to 3,312 t CO2e. We were able to use energy more efficiently in our Corporate offices in 2011 with a reduction in energy intensity of 2%. The following charts illustrate the reductions BLJC has made in the area of building energy and building GHG emissions intensity. 2011 BLJC Corporate GHG Emissions Profile 2% 3% 7%

2011 REPORT ON SUSTAINABILITY

88%

Fleet Travel Building Direct Fuel Building Indirect (Electricity)

Total Building Energy Intensity

1400 1050 700 350 0 2006 2007 2008 2009 2010 2011 Energy Intensity [MJ/m2]

Total Building Emissions Intensity

0.0060 0.0045 0.0030 0.0015 0 2009 2010 2011

Emissions Intensity [tCO2e/m2]

2006 2007 2008

reduction in energy intensity of

2%
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Environment
Reducing GHG Emissions from our Fleet: Our vehicle fleet continues to be our largest source of GHG emissions. In 2011 our fleet GHG emissions increased by 405 t CO2e due to our expansion of our roving technician service and leasing of additional vehicles. We continue to look for opportunities to make our fleet more efficient as we grow our business. Given that this is such a large proportion of our emissions, BLJC is committed to exploring new opportunities to reduce emissions from our service fleet. Wherever possible, we purchase hybrid vehicles to be utilized in the delivery of our services.!Today, BLJC has 16 hybrid vehicles in our fleet and plans on purchasing more, as older vehicles reach the end of their useful life. BLJC Vehicle Fleet Emissions Intensity
(Only Measured KM's included) Emissions Intensity [tCO2e/km] 0.00060 0.00045 0.00030 0.00015 0 2006 2007 2008 2009 2010 2011

2011 REPORT ON SUSTAINABILITY

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.

Some of our innovative projects include: Lighting Retrofits Energy Conservation Projects including Building Automation system installations Operational Commissioning Demand Response Management In 2010, BLJC met our target to reduce GHG emissions by 5% at our client sites, compared to 2009.!For 2011, we reduced GHG emissions a further 5.4% 1, which resulted in a total emission reduction of 22,140 t CO2e since 2010. This is equivalent to taking 5,000 cars off the road for a year2 . In 2012, we plan to achieve further reductions at our client sites by continuing to provide energy efficiency service solutions to our clients.

reduction of 22,140 t CO2e in 2011

total emissions

Demonstrating Industry Leadership

Sustainability Road Show - An Inspired Future
In 2012, BLJC is hosting a cross country road show to engage 500 industry professionals in sustainability initiatives in commercial real estate. The theme for the road show will focus on inspiring leaders to make changes that will ultimately affect the future of our planet through significantly reducing their corporations environmental footprints.

1 The following assumptions were used to calculate this data: 1. Companies that have significantly increased their footprint or where their core business operations growth has

materially impacted their energy consumption, have been excluded from the calculations. 2. Estimates were used for some leased spaces where direct energy consumption data was not available; these estimates were based on generally accepted proxy data.
2 Environmental Protection Agency. Retrieved February 2012: http://www.epa.gov/cleanenergy/energy-resources/calculator.html#results

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Environment
LEED EBOM Certification
This year, a number of BLJC client buildings are obtaining their certification for the LEED EBOM Certification, a new standard for certifying existing buildings to the LEED standard. BLJC will support this process alongside our clients by providing consulting services.

2011 REPORT ON SUSTAINABILITY

Our Support and Involvement with CaGBC

Canada Green Building Council (CaGBC) is an organization whose goal is to lead and accelerate the transformation of buildings to high-performing, healthy green buildings, homes and communities throughout Canada. BLJC team members are committed to serve in positions within CaGBC; for example, Gord Hicks, the President of BLJC served as the Vice-Chair of Greenbuild 2011 Toronto Host Committee. The Greenbuild conference is the worlds largest international conference and expo dedicated to green buildings. Currently, we have over 100 team members who are members of the CaGBC and 49 team members that are LEED APs, of which many are involved with CaGBCs Green Up program and the training of new LEED Accredited Professionals. Through these efforts, BLJC continues to push the envelope and help make our industry greener.

New in 2012
Green champions

Michael Wymant at the Evergreen Brick Works, in Toronto.

This year BLJC is expanding its CSR committee and creating a Green Champions round table. The focus will be to create unique and interactive ways for the team to engage fellow co-workers. By using a bottom up approach and creating a grassroots method for reaching out to all those green champions on the BLJC team, we will strive to channel their passion and love for the environment to drive change across the business.

Great Canadian Shoreline Clean-Up (Stanley Park Vancouver):

Garbage total weight 140 lbs, Recycling weight 45 lbs.

Total of 29 team members.!

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Environment
Zero waste initiatives greatest value is in its scalability!!
In 2012, BLJC will begin to take the Zero Waste Challenge to our clients as a service offering. Looking back at 2011s Solid Waste Diversion Program, BLJC achieved some major targets! BLJCs Head office located in Markham, Ontario just north of Toronto demonstrated its leadership in waste management. This single 100,000 sq. ft. facility diverted a total of 77 tons of solid waste from landfill-this represents 100% diversion, including 13 tonnes of waste to energy, 13 tonnes of compost, 7 tonnes of cardboard and 42 tonnes of paper. To understand the impact, this is equivalent to 11 elephants, or 51 Toyota Priuses. Paper was 54 percent of our waste stream and we are committed to becoming more digital and less paperdependent. BLJC continues to invest in our technology to address our goal of becoming a paperless organization. Digging deeper, BLJC knows that with the initial success of becoming a Zero Waste facility comes loftier targets for 2012 and beyond. By assessing the Waste Diversion reports provided by our waste provider, we see that there is still room for improvement. As part of the CSR committee and the Green team, BLJC will focus on how these numbers can be improved. We understand the importance of recycling and reusing, but our primary aim is to reduce. This means minimizing our consumption in all environmental areas including energy, water and waste. There are approximately 500 occupants in our corporate office. Their success in diverting waste from landfill provides a point of reference for other BLJC clients and offices to adopt similar practices. The lessons learned at our corporate office are being applied to other buildings within our clients portfolio, helping them achieve their waste reduction targets. The greatest impact of the zero waste initiative is the scalability. If we assist clients launch a zero waste program across their portfolios the opportunity for reduction is enormous, and the positive impact can be very significant!

2011 REPORT ON SUSTAINABILITY

BLJCs Waste breaks down into 8 different waste streams:

Landfill 0% Wood 1% Composting 17% Glass/Bev 2% Waste to Energy 17% Cardboard 9% Paper 54%

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Environment
Energy + Sustainability Team Profile
Collaboration thats what this is all about, its working as a team to get the end result for the client. Penny Prebble, BLJC Energy Coordinator. A team is only as good as the sum of its parts, however in the Energy & Sustainability (E&S) departments case, its even better. The department is made up of a balance of engineers, certified energy managers, GHG Inventory quantifiers/verifiers, LEED APs, project managers, energy analysts, and several technicians. Collectively, they have worked on well over 200 LEED projects, implemented Zero Waste initiatives, and are members of the CaGBC, International Facility Management Association (IFMA), and a myriad of industry/sector committees and organizations. Working across BLJCs Canadian portfolio, the E&S team used a proactive solution-based approach to identify major savings through operational efficiencies and conservation measures. A prime illustration of the teams impact was implementing energy retrofit projects for two clients that covered over 1,400 sites across Canada. There was a cumulative reduction of 42,000,000 ekWhs enough to power nearly 4,200 homes per year! Another major project included a comprehensive energy retrofit plan that would reduce construction cost, reduce operating costs, and improve the retail shopping experience. The client received 27.4% ($4,487,270) of the installation and material costs back in rebates and incentives. These incentives coupled with the proven results of this project yielded a simple payback of approximately 2.62 years. The client also reduced their annual utility cost by $4.5M!and GHG emissions fell by 10,850 metric tons/year, which is equivalent to taking 2,455 cars off the road for a year or planting 64,974 trees per year. By utilizing proven processes, technology and collaboration, below are examples of how BLJCs Energy & Sustainability team continues to positively affect clients triple bottom line, and reduce the environmental impact on the planet. Their hard work is a testament to BLJCs overarching value of sustainability.

2011 REPORT ON SUSTAINABILITY

Major Milestones for our Team members include:

LEED certification of a Class A building of 1.5 M sq ft

Calgary, Alberta. LEED EBOM Certification of 3 Class A towers in Calgary 5M sq. ft. LEED EBOM Certification of Canada's first bank branch. Implemented energy retrofit projects for two clients that covered over 1,400 sites across Canada. Reduced the energy consumption cumulatively by 42,000,000 ekWhs enough to power 4,200 homes per year. Ontario District School Board energy conservation measures valued at more than $7M, and resulting in annual utility savings of $800k. Ontario Hospital energy conservation measures valued at more than $10M, and resulting in annual utility savings of $1.1 M. Municipality energy conservation measures valued at more than $2M, resulting in annual utility savings of $250K. Major Financial Institution whose lighting project costing $770K saved 3.6 million kWh, a reduction of 790 t CO2e of annual GHG emissions and financial savings of $360K per year. Re-commissioning low cost/no cost savings of $70,700 identified for a major business park and implemented by the landlords own operations and maintenance staff. Identified 8,370 GJ savings for a retail client for 20 stores with an overall payback of 5 years. Identified 11,480 GJ savings for a telecommunications client with an overall payback less than 5 years. Sustainable planning and strategy for 200 energy projects including 100+ LEED locations.

BLJCs E&S Team:(Back row left to right) William Hum, Reta Lew, Peter Rombos, David Hewitt, Evan Jones, (Front row) Tommy Wong, Mike Mahabir, Penny Prebble. (Absent: Michael Wymant, Eddie Camilleri, Eddie Wood, Craig Chan, Will Trayner, Richard Egli, Jim Dyke, Rob OKeeffe)
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2011 REPORT ON SUSTAINABILITY

People
At BLJC, we recognize that our team members are the life force of our organization and may come from varying backgrounds, different generations, and are dispersed across Canada. The entire team is dedicated to the BLJC values;! Unwavering Integrity, Relentlessly Building Employee Engagement, Driving change in the pursuit of Customer Satisfaction, Passion for Innovation, and Living Sustainability.!The hard work and dedication of BLJC team members is supported through continuous career development opportunities like Continuous E-Learning, Tuition Assistance and professional designation training. Our team members effectiveness does not stop at our walls; it flows into our communities. We are continuously supporting local charities, not-forprofits, and other philanthropic organizations, that help build healthy communities, promote team building and develop positive relationships in the communities in which we operate.

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People

People Initiatives at a Glance

FY 2011 Metrics, Objectives, and Results
Theme Team Member Development Reporting Performance Indicator To implement a Leadership Development Training Program by April 1, 2011. To train all BLJC Team Leaders by deploying our Leadership Development Program. 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 25% through the creation of a culture of spontaneous recognition. To deliver our Total Rewards Statements to team members in February. To ensure that 75% of Facility Managers are either certified or are working towards completion of either a CFM or RPA designation (ongoing). To increase the number of LEED AP certified team members, and ICOR Certified team members. To maintain turnover rates 25% below industry averages. To ensure that all team members have development plans (What are your career aspirations?) by January 15, 2011. To redesign and deploy our Performance Management system to incorporate behaviours and values. Results BLJC implemented an 8 module Leadership Development Program to over 100 people managers in BLJC. BLJC team members spent 6,300 hrs or 3 person years, training on core safety and values including WHMIS, Ethics, Integrity and Leadership. In 2011 we invested over $400,000 into team member development representing a significant increase year over year. We supported 39 team members who attained their ICOR Certified Data Centre Professional accreditation, thus enhancing their knowledge and skills in managing critical facilities on behalf of our clients. In 2011, we had 93 internal promotions representing an almost 45% increase from 2010. We experienced a steady stream of quarterly Beyond the Promise Award nominees and continue to leverage our daily news program as a means for nomination, easing the process for team members. This resulted in greater visibility throughout the organization and a marked improvement in the quality of nominations submitted. In February 2011, we issued our updated Total Rewards Statements Program for the second year in a row with great success and excellent Team Member feedback. Our efforts were recognized in the leading Canadian HR Reporter. We continue to see year over year increases in the number of Facility Managers pursuing either the FMP, CFM, RPA, and FMA designations with 70% of our Facility Managers registered or working towards a CFM, RPA, or FMA designation. Our total complement of LEED AP certified and LEED Associates continues to grow steadily. Our 2011 turnover rates declined to 14% below industry averages. BLJC continues to look at initiatives that will reduce our turnover rates. All team members have development plans in place as part of our Optimizer Performance Management Program, which includes a mandatory minimum bi-annual performance review with all our team members. Our Performance Management System was successfully redesigned to incorporate the measurement of team members adoption of our values and corresponding behaviours which are now weighted equally with results related objectives for the purpose of determining merit increases.

into team member development

$400,000

invested over

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2011 REPORT ON SUSTAINABILITY

People

Team Member Engagement

To achieve a Hewitt Best Employer survey participation score of 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. To focus on coaching skills and motivational skills, enhancing BLJCs workplace environment and in supporting our culture of a caring, innovative, highperforming team. To continue to engage Team Members in recruiting activities for new Team Members.

Our Hewitt Best Employer survey participation score remained very high and we surpassed our participation target with a score of 86%. Our Corporate Social Responsibility metric has increased to 88% and remains on par with other Best Employers in Canada. As a result of our continued exceptional performance, we were selected for the second year in a row to the prestigious Green 30 representing the 30 Greenest Employers in Canada. Our employee engagement score climbed back up to 61% from 2010. We saw significant increases in our engagement scores for our People Leaders as well, with increases in 19 of the 21 key engagement drivers. HR team continues to promote rewards and recognition through enhanced and more frequent rewards-based communications which has led to a 29% increase in the number of Beyond the Promise on the Spot rewards issued to our team members.! In 2011, we saw an 8% increase in our overall Recognition score as measured by the Hewitt Best Employer survey. Our HR team developed and facilitated two interactive leadership training courses (Coaching and Leader As Motivator). The first two modules were delivered to over 100 Team Leaders across the country with excellent feedback received. Over 50 Persona cards in the amount of $750 for part time permanent hires or $1,500 for full time permanent hires were given out to Team Members who recommended individuals for employment and that were ultimately hired in our Team Member Referral Program. 100% of our staff have renewed or completed their WHMIS Health and Safety Training in 2011. The BLJC Medical Aid rate decreased in 2011 by 0.06%, although the severity of the incidents as measured by the Lost Time incident rate increased. The Lost Days rate also saw a significant jump due to a single case where the team member could not immediately partake in the modified work offering due to the nature of the injury.

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.

Looking Forward: 2012 Performance Targets

Theme Employee Development Performance Target To value our team members by continuing to invest in their career development and training. To enhance the technical skill level of select team members with respect to Critical Facilities/Environments and provide more value added capabilities to our clients via ICOR Level I and Level II training, increased ICOR certified staff to 60. To develop and facilitate two Leadership Development programs (i.e. Managing Performance and Influence and Persuasion) to be delivered to our People Leaders throughout the organization by June 2012. To increase our promotions from within the company as an indicator of team member development. To enhance and rollout our updated Total Rewards Statements program in February 2012. To have 75% of Facility Managers either certified or working towards completion of either a CFM, RPA, FMA, or FMP designation by June 2012.

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People

Employee Engagement

To achieve a minimum of 88% participation rate for the 2012 Hewitt Best Employer Survey. To launch an annual Career Fair within BLJC to support career advancement of team members. To partner with a vendor to develop and deliver an on-line Optimizer Performance Management solution to be in place by September 2012. To continue to measure Team Member opinion of our Corporate Social Responsibility (CSR) activities and engage more team members in this program. To increase our overall Hewitt Best Employer survey engagement score by 4% over the prior year. To review and redesign our team members rewards and recognition program and continue to enhance the effectiveness of the program. To achieve a Total Recordable Injury Rate Goal of 0.75 (TRIR) ! the sum of Medical Aid Rate and Lost Time Rate. To achieve a Lost Time Injury Rate Goal of 0.20 (LTIR).

Health and Safety

Creating a Safe and Healthy Workspace:

Health and Safety Record
Over the last few years we have been investing to improve our health and safety record and we have made significant achievements. Our three year health and safety rate is as follows: Metric Medical Aid Rate Definition Any workplace injury beyond first aid treatment. Measurement # Medical Aid Cases X 200,000 / Total Hours Worked # Lost Time Cases X 200,000 / Total Hours Worked Rate (2009-2011) (2009) 0.67 (2010) 0.56 (2011) 0.50 (2009) 0.25 (2010) 0.28 (2011) 0.65 Rate (2009-2011) (2009) 0.21 (2010) 0.02 (2011) 0.00

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. Definition

Metric NEER

NEER stands for New Experimental Experience Rating and is used by the province of Ontario to benchmark a firms performance within a given rate group.

Safety Training
As of September 30th, 2011 100% of the BLJC staff has completed their annual WHMIS and required role-based safety training. All new and current team members are required to re-certify annually.

Team Member Development

Investing in our Team Members
At BLJC, our team members are ambassadors of our organization and they are our greatest asset; therefore, we place a major emphasis on skills development and related training. BLJC invests significant dollars for skills development, as well as, Health and Safety and specific on-the-job training and development. All team members have development plans
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in place as part of our Optimizer Performance Management Program, which includes a mandatory minimum bi-annual performance review with all our team members. Our Performance Management System was successfully redesigned to incorporate the measurement of team members adoption of our values and corresponding behaviours. These values and behaviours are weighted equally with results related objectives for the purpose of determining merit increases. At the end of the day, we believe that it is equally important how our team members achieve their objectives ensuring that our core values are upheld. We have also delivered our enhanced 2011 Total Rewards Statements close on the heels of last year's successful inaugural publication. The Total Rewards Statement provides all team members with an easy-to-read and comprehensive overview of the cash and non-cash elements that make up 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. From October 2010 to September 2011, we invested almost $160,000 into team member development through this program.
CFM/RPA or PMP: Facility Manager and Project Manager professional designation training and development

Our current turnover rates declined in fiscal 2011, and were favourable compared to the industry averages.

Leadership Training
Our HR team developed and facilitated two interactive leadership training courses (Coaching and Leader As Motivator). The first two modules were delivered to over 100 Team Leaders across the country with excellent feedback received.

Integrity and Ethics

At BLJC, Unwavering Integrity is one of our five core Values. It is evident in everything we do and, as such, our team members participate in recurring training that promotes ethical behaviour and always acting with integrity. Depending on one's role, they also participate in substantial role specific training. In 2011, we introduced Integrity Training Workshops for many of our team members. As of September 30th 2011, 100% of BLJC team members have completed Ethics training.

internal team members were promoted in 2011.

93

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, 93 internal team members were promoted in 2011.

Team Member Engagement

Employee Engagement Survey
At BLJC, we are driven to become an Employer of Choice within our industry and a Best Employer in Canada. We believe that this can only be accomplished through the development of a caring, innovative high performing team culture.!In order to gauge our progress against this goal, we participate annually in the Aon Hewitt Best Employers in Canada survey, which provides us with deep, meaningful insights into the organization. The top three areas of strength that Team Members identified within BLJC are: 1. Corporate Social Responsibility.
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2. Co-worker Relationships. 3. Benefits Programs. In the past year's survey Team Members identified three areas that would have the greatest impact on employee engagement at BLJC: 1. Work Process Improvement. 2. Enhanced Employer Reputation and Market Awareness. 3. Opportunities for Career Development. In response to our team members feedback, we are focusing on the following three initiatives for fiscal 2012: 1. Streamlining Work Processes to improve efficiency and provide a greater work/life balance: a. Invoice Processing CI deployment. b. Work Order management Continuous Improvement (CI) implementation. c. Vendor qualification Program deployment. d. Role clarification and continuous technology application training for Facility Managers and Property Service Coordinators. e. Review and enhancement of the Annual Building Inspection process.

Annual Holiday Toy and

Food

2. Enhance BLJCs Brand and Image internally and externally: and GTA client sites raised numerous a. Penetrate target markets and audiences by providing effective boxes of toys for Toy Mountain, and food for a local Food Bank messaging into those markets. b. Provide enhanced and more frequent local leadership communication. c. Increase BLJCs involvement and visibility in Industry Associations including ICSC, IFMA, ICOR, BOMA, CoreNet. 3. Continued focus on career planning and tracking for BLJC Team Members: a. Offer career fairs internal to BLJC. b. Drive career and training development discussions as part of the Optimizer process. c. Rollout the second phase of Leadership Development training by June 2012. We will continue to use Townhall meetings and conference calls to communicate our progress against these actions on a regular basis. We will also be utilizing BLJC Insights Newsletter, as a vehicle 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.

Drive conducted at Head Office

Corporate Social Responsibility (CSR) Score

We have been awarded for the second year in a row to the Green 30, representing the 30 Greenest Employers in Canada. Our emphasis on Corporate Social Responsibility is clearly having an impact on our team members and the organization.

Valuing Our Employees

Since the inception of our company, we have consistently strived to demonstrate how much we 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:

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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 increase in the Beyond the Promise on the Spot candidates for all open positions at BLJC with a $1,500 bonus for all successful rewards program. referrals. In 2010, we paid out $74,250 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. Our HR team continues to promote rewards and recognition through enhanced and more frequent rewards-based communications, which has led to a 29% increase in the Beyond the Promise on the Spot rewards program. Home and 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. It is our intention to maintain and strengthen these programs based on team member feedback. Negotiated discounted fitness program at GoodLife Fitness. Nutrition and Managing Stress seminars. Wellness Week - In 2011, we launched our Wellness Week in an effort to further promote healthy living. It was a first for BLJC and featured several webinars on health related topics; exercise classes; massage therapy; and a benefits fair hosted by our group benefits provider. Years of Service Awards program.

We are committed to strengthening our programs based on team member feedback and insights that we gain from our partnerships in benchmarking activities.

Employment Equity and Diversity

The Employment Equity project was successfully implemented and included the creation of an Employment Equity Committee which will help steer the organization to achieving its goals. We believe that our organization is enriched with a diverse workforce, and our team members see it that way. It is a key differentiator both in terms of our success and our ability to connect with the communities we serve and support. We will continue to weave it through the very fabric of our organization.

COSTI Leadership Award

Beginning in 2010, BLJC partnered with COSTI Immigrant Services, a community-based multicultural agency providing employment, educational, settlement and social services to all immigrant communities, new Canadians and individuals in need of assistance. In our first year, we provided six week work placements to 13 program participants resulting in 3 fulltime contracts. In 2011, we grew the number of work placements to 23 program participants resulting in 3 full-time hires and 13 full-time contract assignments. As a result of our efforts to support this program, BLJC received the COSTI Leadership Award in 2011.
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BLJC Headquarters in Markham supports the youth of tomorrow, today!

As a way for BLJC to provide practical support to the community, and develop long lasting relationships with tomorrows work force, BLJC launched an outreach program with students in their senior years from Dr. Norman Bethune High School. Over the years, students have gained professional experience in the working environment thanks to BLJCs head office in Markham, which has supported over 20 high school student placements. Starting in 1999, the relationship between a few young teenagers has blossomed into an impactful opportunity for members of the community. By allowing students from the Scarborough high school to work in various professional environments (marketing, procurement, I.T., finance, etc), BLJC helped open the door for many young professionals. The program was adopted to give youths the opportunity to understand what a work environment is like, since many young people are not sure what they want to do in their professional careers, BLJC offers an insight into the working world. This allows young students to experience real world projects and learn from people that help mentor them for success in their career selection. In some cases the co-op students have generated long-term relationships with BLJC and have continued to work as team members long after their high-school careers have ended. Dar Lei, has been working at BLJC for over 10 years, starting at the age of 17 through the Grade 12 co-op program in 2002. That sort of opportunity does not come along often, says Lei. Dar began his Co-op program in Marketing, as a Graphic Designer and Administrator. Since then, he has found the BLJC corporate culture quite accommodating to developing his skills and climbed up the corporate ladder to Senior Marketing Specialist. He is viewed by the leadership team and his peers as a vital asset to BLJCs Marketing and Business Development department. Procurements Supply Chain Coordinator, Archana Vijayaratnam, was a Grade 12 co-op student at BLJC in 2000-2001 who also joined at the age of 17. Archanas coop experience began in the Marketing department, but she also spent time with the IT, Human Resources, Payroll, and Procurement departments. !Archana says Archana Vijayaratnam & Dar Lei
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she highly valued the diversity of her experience, and it influenced her decision to take the Office AdministrationExecutive program in College. Archana says she appreciates the opportunity to gain various experiences from multiple departments within the Organization. When youre in Grade 12, youre unsure where you want to go after school, and the Co-op program guides you in the right path she says. I got to see these different areas through the Co-op program at BLJC, and I got to pick and choose what I really wanted to go into. In January 2003, Archana joined BLJCs Procurement department shortly after graduating from college, and shortly after moved to the Operations Centre, where she remained until 2006. She then moved to Human Resources working as an HR Administrator. !From there, she rejoined Supply Chain in 2009, where she remains today. She says the culture of the organization has been the key to her nearly 10-year stay. BLJC offers great programs like Tuition Reimbursement, in-house E-learning, and Reward & Recognition. Also the people we work with, are very friendly, and theres a lot of opportunity for growth within the organization. BLJC considers the student mentor relationship with coop students to be vital to ensuring the support of the external community. They believe the success of the company is due in part by how young professionals are guided and mentored by senior staff at such a young and impressionable age.

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BLJC has a commitment to our stakeholders to operate in an efficient and effective manner. At BLJC, we believe that by acting responsibly, investing in our team members, our communities and providing the right solutions for our clients, we can continue to grow as a company. Our philosophy is to operate sustainably, and focus on long term business relationships, that benefit our organization, our team members and most importantly our clients.

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Economic Initiatives at a Glance
FY 2011 Metrics, Objectives, and Results
Theme Contributing to Communities Reporting Performance Indicator Results To contribute 1% of BLJC earnings per year In FY 2011 BLJC has contributed $348,000 into the communities in into our focus areas of children and which we operate, focusing these donations into children and family families within our local communities! This programs. This exceeds our commitment of 1% of FY 2011 will be in the form of direct, contributions, earnings. raising of funds through charity and in In FY 2011, BLJC has paid a total of $6.2M in federal, provincial, and kind voluntary actions from Team municipal taxes. Members. To pay our taxes according to federal, provincial and municipal regulations. To make investments towards reducing the In FY 2011 the total investment value of energy and GHG projects impact of the space we manage at our implemented for our clients is estimated at $2.1 M, which client sites through operational measures contributed to exceeding our 5% reduction target. that target a 5% reduction in GHG 100% Renewable energy was purchased for our corporate sites in emissions. New Brunswick, Ontario, Alberta, and British Columbia.!A total of approximately $30,000 was invested into purchasing renewable To purchase 100% renewable energy for our corporate sites. energy.! In 2011, BLJC will contribute to and/or In FY 2011, BLJC donated $53,500 to Acadia University to support donate more than $50,000 to support the Environmental Sciences program. organizations that are having a positive impact on the environment. To grow our business volume by 10% in FY 2011. ! In FY 2010 BLJC grew its business volume by 26% and in FY 2011 by 3%. Based on timing of market opportunities, BLJC expects strong growth in 2012.

Sustainability Investments

Company Profitability

Looking Forward: 2012 Performance Targets

Theme Contributing to Communities Sustainability Investments Company Profitability Performance Target 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 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.! To contribute to and/or donate more than $40,000 to support organizations that are having a positive impact on the environment. To make investments towards reducing the impact of the space we manage at our client sites. To achieve double digit business volume growth in FY 2012.!

Contributing to Local Communities

1.4 Million Dollars in Corporate Philanthropy
We are 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 11 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; Ride to Conquer Cancer, 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
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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.

In 2009, BLJC committed to donate

Industry Leadership
In 2011, BLJC hosted an industry first Sustainable Workplaces event. This event was attended by over 150 industry executives, representing Canadas leading companies. In addition to the sharing of best practices to support organization in their quest to reduce their environmental footprints, BLJC raised $25,000 for the Climate Reality Project, a Canadian not for profit organization affiliated with the David Suzuki Foundation, that serves to build awareness on the subject of climate change.

$100,000 to
Sick Kids Hospital over

the next

4 years.

Investments in Sustainability: Creating Savings for our Clients

In the past year, we have identified and implemented Millions of 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 centers located coast to coast. Additionally, BLJC invested in an Operational Awareness and Measurement and Monitoring Program, together these programs resulted in a 5.4% reduction of GHG emissions across our clients portfolio. This initiative saved millions of dollars for our clients and reduced their carbon footprint by over 22,140 t 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. 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. 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.

5.4% reduction of GHG

emissions across our client portfolio.

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At the Heart of BLJCs Corporate Social Responsibility
BLJC prides itself on the great strides it makes in respect to Corporate Social Responsibility and its community and charitable initiatives. Many hands work together toward these accomplishments. One such person who lives and breathes her charitable work is Susan Featherstone. Featherstones position with BLJC is Executive Assistant to President, Gord Hicks...at least thats what they pay her to come to work for. But what makes her tick, is the charitable work she gets to do on behalf of BLJC. As part of BLJCs Corporate Social Responsibility Committee in the GTA, she facilitates the other committee members in organizing various charitable functions throughout the year. The two events that Featherstone puts her heart and soul into are a Charity Casino in support of The Canadian Breast Cancer Foundation, and a Charity Golf Classic in support of cancer research at SickKids Foundation and The Princess Margaret Hospital Foundation. Featherstone has been organizing the golf tournament since 2002. Many hours of planning go into these events, and with the help of an event staff of 12 other BLJC team members, its a very successful day of golf and networking for BLJC suppliers, clients and Managers, ultimately raising $50-60,000 for the charity. I couldnt do these events without the help of my event staff, says Featherstone, especially the assistance of co-worker, Mary Lou Horton, who is my right hand, both at my events and every single day. Featherstone and Horton work side-by-side every day and have an unprecedented working relationship. As event times approach, Mary Lou covers off more and more of my day-to-day duties, freeing me up to concentrate on my event details. Shes a life saver. In 2009, BLJC got involved with the Canadian Breast Cancer Foundation with Hicks being appointed as cochair of the Leaders for the Cure program. With that involvement comes an annual significant financial commitment for support of the Foundation. Most of these funds are raised through an annual Charity Casino cohosted by BLJC and Govan Brown. The first two casinos raised $47,000 and $56,000 respectively, and the third casinoplanned for March 2012is shaping up to be equally as successful. Susan Featherstone & Mary Lou Horton
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Along with the casino, Featherstone implemented programs within Head Office to raise funds for the CBCF including Casual for Cancer Fridays where staff members can wear jeans on Fridays for a voluntary $2 contribution. Also in 2011, a Pennies for Cancer challenge was launched where individuals or teams would collect their spare pennies throughout the year and donate them to breast cancer. The challenge was successful and a total of $1500 was raised. In 2012, the program was expanded to Coins for Cancer to include all spare change in a hopes of increasing this goal. I believe what makes this fundraising so successful is the personal aspect this disease has for so many people. Few families have not been touched by breast cancer in one way or another. In May 2011, Featherstones best friend was diagnosed with breast cancer. In a show of support, she decided to get personally involved and signed up for the Run for the Cure. With the generous support of her friends, family and co-workers--and even some complete strangers Featherstone was able to raise $7,157, and was the second top fundraiser in the Barrie area, where she was registered to participate. It was my way of personally contributing to the awareness of breast cancer, and make a difference. I was running for Nina. I am passionate about my charitable work, says Featherstone. I have really enjoyed working for BLJC for almost 14 years now, and am grateful that I am allowed to have such flexibility and diversity in my job to allow for this. Thank you to all the team members who have supported me. Together, we have made some awesome accomplishments.

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SUPPORTING CHARITIES ACROSS CANADA

Attended by BLJC suppliers, 2011 Charity Golf Classic raised $61,000 for cancer research for SickKids Foundation and The Princess Margaret Hospital Foundation.

2011 KidSport Charity Casino With the support of team members and valued suppliers, we were able to raise $32,000 for KidsSport Greater Victoria.

Debbie Dahl and Phyllis Mattioda, supporting BLJC's CSR Kelowna Committee and community activity.! Raised $260.

BLJC WSI team members in Williams Lake, B.C, supported the Big Bike Ride for Heart & Stroke.

2nd annual charity casino in Toronto raised $56,000 for the Canadian Breast Cancer Foundation for critical cancer research.

The BLJC Ski Team at the 24 hrs Tremblant 2011 edition where we raised 12K for the Fondation Centre de cancrologie Charles-Bruneau, the Ottawa Senators Foundation, the Fondation Martin-Matte and the Tremblant Foundation.

Decanstruction: Teams gathered at the PNE Fairgrounds to dismantle can structures and pack the cans for donation to the Vancouver Food Bank Society.!A total of 28 team members participated.

Our office supported a local Christmas Family.!We raised a total $390 with $41 of that raised from our office Tacky Sweater day.

BLJC team members and vendors joined together for a golf tournament in support of Our Place, a homeless shelter in downtown Victoria. Hundreds of pairs of socks were collected.

Contact Us
BLJCs 2011 Sustainability Report is available for viewing or printing on our website www.bljc.com. If you have any questions regrading the corporate responsibility activities, please contact info@bljc.com

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