Final Results - Part 1

RNS Number : 0563H

British Land Co PLC

23 May 2011

THE BRITISH LAND COMPANY PLC FULL YEAR RESULTS TO 31 MARCH 2011

A Year of Continued Outperformance

	2010/11	2009/10	change
Net Asset Value¹ per share	567p	504p	+12.5%
IFRS net assets	£4,930m	£4,208m
Underlying profit before tax²	£256m	£249m	+2.8%
IFRS profit before tax	£830m	£1,128m
Underlying EPS²	28.5p	28.4p	+0.4%
Diluted EPS	95.2p	132.6p
Dividends per share	26.0p	26.0p	-

A strong year with continued outperformance: total accounting return 17.7%

· Underlying PBT² £256 million: up 9.9% excluding credit provision release in 2009/10

· Portfolio valuation up 6.9% driven by strong lettings performance and developments

· Net Asset Value¹ per share up 12.5% at 567 pence

· Continued outperformance vs. IPD benchmarks +240 bps on capital returns; +180 bps on total returns

· Full year dividend maintained at 26.0p: taking total accounting return to 17.7%

Focus on prime retail and London offices drives strong ERV growth (+2.7%) relative to IPD benchmark (+0.1%)

· Retail ERV up 0.7% (IPD benchmark down 0.6%); up 0.4% in Q4 (IPD 0.1%)

· Office ERV up 7.7% (IPD benchmark up 2.1%): growth balanced across City and West End

Capturing growing rental values with successful leasing activity adding £14.2 million of annualised new rent

· Continued demand for well located assets which meet occupiers' needs

· UK Retail occupancy stable at 98.5%: total retail leasing activity adds £5.8 million of new rent

· 707,000 sq ft of new retail lettings: 1.8% ahead of ERV for the full year; 6.8% ahead in H2

· Office occupancy at 97.8% from 92.6%: successful letting of new space and lease extensions

· 270,000 sq ft of new office lettings at 11.6% ahead of ERV; 180,000 sq ft of lease extensions

Significant investment activity: development programme and acquisitions totalling £2.1 billion³

· Committed to £1.6 billion³ London development programme:

· £511 million³ million of acquisitions including 560,000 sq ft Drake Circus Shopping Centre; and £285 million³ capital recycling

· 891,000 sq ft of City development pre-lets agreed (to UBS and Aon)

· Annualised estimated rental value of £91 million (net of assets disposed)

Financial strength and flexibility preserved through successful refinancing

· Proportionally consolidated Loan to Value (LTV) maintained at 45%

· Successful refinancing of £1.1 billion of maturing facilities over last 18 months

¹ EPRA (European Public Real Estate Association) basis - see Note 1 to the accounts

² See Note 1 to the accounts

³ British Land share of investment activity £1.5 billion; committed developments £1.1 billion; acquisitions excluding committed

development properties £427 million; and disposals £242 million

Chris Gibson-Smith, Chairman said: "At British Land, we are facing the future with confidence. Our office portfolio comprises modern, flexible buildings that meet evolving occupier needs and we own some of the best retail assets in the UK, where consumers want to shop and retailers trade efficiently and profitably. While, as a nation, we have moved from 'Recession' to the 'Age of Austerity', consumers are still shopping and good businesses are looking to grow. British Land has been well served by the quality, location and sustainability of its portfolio."

Chris Grigg, Chief Executive said: "British Land has had a very active year. We have again outperformed the market and there is real momentum in the business. We have made a significant commitment to London office development and also continued to build on our high quality retail portfolio. Our strong letting performance across our portfolio shows clearly that there is still demand from occupiers for the well-located prime retail and London office assets we provide and we expect this to continue. With our strong asset base, management expertise and financial strength we are well placed to continue our strong performance."

Investor Presentation

A presentation of the results will take place at 9.30am today, 23 May 2011, and will be broadcast live via webcast (www.britishland.com) and conference call. The details for the conference call are as follows:

UK Toll Free Number: 0800 028 1243

UK Number: +44 (0) 207 806 1950

Passcode: 1238146

A dial in replay will be available later in the day and the details are:

Replay number: 0800 358 7735

Passcode: 1238146#

For Information Contact

Investor Relations

Sally Jones, British Land 020 7467 2942

Media

Pip Wood, British Land 020 7467 2838

Gordon Simpson, Finsbury Group/ 020 7251 3801

Guy Lamming, Finsbury Group

Forward-Looking Statements

This document contains certain "forward-looking" statements reflecting, amongst other things, current views on our markets, activities and prospects. By their nature, forward-looking statements involve risk and uncertainty because they relate to future events and circumstances that may or may not occur and which may be beyond British Land's ability to control or predict (such as changing political, economic or market circumstances). Actual outcomes and results may differ materially from any outcomes or results expressed or implied by such forward-looking statements. Any forward-looking statements made by or on behalf of British Land speak only as of the date they are made and no representation or warranty is given in relation to them, including as to their completeness or accuracy or the basis on which they were prepared. Except to the extent required by law, British Land does not undertake to update or revise forward-looking statements to reflect any changes in British Land's expectations with regard thereto or any changes in information, events, conditions or circumstances on which any such statement is based.

Notes to Editors:

About British Land

British Land is one of Europe's largest Real Estate Investment Trusts (REITs) with total assets, owned or managed, of £14.9 billion (British Land share £9.6 billion), as valued at 31 March 2011. Through our property and finance expertise we attract experienced partners to create properties and environments which are home to over 1,000 different organisations and visited by over 250 million people each year. Our property portfolio is focused on prime retail locations and Central London offices which attract high quality occupiers committed to long leases. Our occupancy rate of 97.8% and average lease length of 11.5 years are among the highest of the major UK REITs.

Retail assets account for 66% of our portfolio, around 80% of which are located at prime out-of-town sites. Comprising over 33 million sq ft of retail space across 90 retail warehouse properties, 99 superstores, 12 shopping centres and 10 department stores, the retail portfolio is generally modern, flexible and adaptable to a wide range of formats. Active asset management delivers the attractive space to both retailers and consumers.

London offices, located in the City and West End, comprise 32% of the portfolio (rising to an estimated 37% on completion of current development). 7 million sq ft of office space includes Broadgate, the premier City office campus (50% share) and Regent's Place in the West End. We are also investing £1.1 billion to create Central London's largest committed office development programme which will deliver 2.2 million sq ft of high quality space by 2014, including a 700,000 sq ft building at 5 Broadgate, the 610,000 sq ft Leadenhall Building in London's insurance district and the 500,000 sq ft NEQ building at Regent's Place.

Our size and substance demands a responsible approach to business and we focus on five areas which matter most to us and our key stakeholders: managing buildings efficiently; developing sustainable buildings; enhancing biodiversity, exceeding customers' expectations and focusing on local communities. We believe leadership on issues such as sustainability helps drive our performance and is core to our corporate aim of building the best REIT in Europe.

Further details can be found on the British Land website at www.britishland.com

CHAIRMAN'S LETTER

At British Land, we are facing the future with confidence. Our London office portfolio comprises modern, flexible buildings that meet evolving occupier needs and we own some of the best retail assets in the UK, where consumers want to shop and retailers trade efficiently and profitably. While, as a nation, we have moved from 'Recession' to the 'Age of Austerity', consumers are still shopping and good businesses are looking to grow. British Land has been well served by the quality, location and sustainability of our portfolio.

Concentrated leasing activity across our portfolio, a decisive and significant commitment to Central London office development, and a series of retail acquisitions, all contributed to a strong performance over an active year as we delivered improvements throughout our business. We continued to see a good recovery in the value of our assets and achieved rental growth with continued demand for space from key retailers and office occupiers.

We reported very pleasing results for the year to 31 March 2011. Underlying pre-tax profits at £256 million were 9.9% up excluding a credit provision release in 2009. The value of our property portfolio increased by 6.9% to £9.6 billion with NAV per share up by 12.5% to 567 pence. The Board is proposing a fourth quarter dividend of 6.5 pence, bringing the total dividend per share for the full year to 26 pence, and representing a 91% payout in respect of underlying earnings. The Board's intention for 2011/12 is to maintain the quarterly dividend of 6.5 pence per share.

Our finances remain strong and over the last eighteen months we successfully refinanced over £1.1 billion debt and revolving facilities. Finance is clearly available for well positioned UK businesses and the strength and quality of our properties, and their rental income, continue to underpin our ability to secure competitive funding successfully.

During the year we started a number of projects to create what is currently Central London's largest committed office development programme. We recognised, early on, the opportunity provided by a new major office cycle in Central London and will deliver 2.2 million sq ft of high quality space, between 2012 and 2014, into a constrained market with rising rents and capital values. An investment of £1.6 billion, of which our share totals £1.1 billion, spans six separate sites including a 700,000 sq ft building for UBS at Broadgate, the 610,000 sq ft Leadenhall Building in London's insurance district and the 500,000 sq ft NEQ building, completing our Regent's Place estate.

British Land's economic footprint is large: we derive huge benefit from the scale of our operations and pass this benefit on to our partners in terms of knowledge, experience and opportunity. Recent research¹ shows that we contributed almost £900m of Gross Value Added to the UK economy in 2009/10 through our direct operations and supplier expenditure. Our occupiers contributed an additional £10.6 billion through their own business activities at our properties. We estimate consumers spent around £4.7 billion in department stores and superstores on our sites during 2010 and sales across our entire retail estate are clearly significantly greater. Total employment enabled by British Land is estimated to be around 142,000 jobs including those directly generated by our occupiers and indirectly through their supplier expenditure.

Our size and substance demands a responsible approach to business; a duty we take willingly and seriously. This year we reviewed our corporate responsibility strategy, consulting experts on a range of issues, evaluating best practice and benchmarking our performance.

We believe leadership on issues such as sustainability help drive our performance and are core to our aim of building the best REIT in Europe. It is difficult to measure their precise value but occupiers are increasingly looking for efficiency and want premises that express their own corporate commitments. Ropemaker Place, completed in May 2009, remains one of the City's most sustainable buildings. Despite a challenging occupational market it is now fully let; a testament to its quality and a good example of our approach.

In March we announced the promotion of Lucinda Bell to the Board to succeed Graham Roberts as Finance Director. We welcome Lucinda and thank Graham for his excellent contribution to the Group over many years and for his strong stewardship and leadership of the finance function. We also appointed two non-executive directors in Simon Borrows, Chairman of Greenhill & Co International LLP, and William Jackson, Chief Executive of Bridgepoint. Both have further strengthened our Board following the retirement of Clive Cowdery. Earlier in the year Robert Swannell retired from the Board after eleven years during which time he served as Audit Committee Chairman and Senior Independent Director. We thank both Robert and Clive for their strong contributions to the Board.

I also thank everyone at British Land and our many business partners whose hard work has helped our business grow over the past twelve months. The business had a strong 2010/11 and is performing well and we remain confident about the prospects for the business.

Chris Gibson-Smith

Chairman

¹British land Economic Footprinting Study, April 2011, carried out by PricewaterhouseCoopers.

CHIEF EXECUTIVE'S REVIEW

British Land had a strong year with excellent progress made across all areas of the business - asset management, development and investment - in line with our objective of delivering superior total shareholder returns.

Our total accounting returns were 17.7% for the year, comprised of the dividend (5.2%) and growth in Net Asset Value per share (12.5%). We continued to outperform the market, delivering total property returns 180 basis points ahead of the IPD benchmark.

Underlying pre-tax profits at £256 million were 9.9% ahead of last year excluding the effect of a £16 million provision release in 2009/10, with leasing activities and acquisitions more than offsetting the net income given up by disposals in 2009/10. The value of our portfolio rose by 6.9% to £9.6 billion driving NAV per share up 12.5% to 567 pence.

The strength of the Group's performance in the year reflects our focus on high quality and sustainable rental income streams; investing in assets which protect and grow capital value; creating incremental value through development, repositioning assets and exploiting market anomalies; controlling our costs; and exploiting our scale and financial strength.

Creating sustainable and growing rental income

Our portfolio is focused on sectors and assets (prime UK retail and Central London offices) generating high quality sustainable rental income flows which we believe will continue to benefit from strong occupational demand. Despite weak economic growth and a further squeeze on consumer spending as the Government's austerity measures started to bite, the quality and resilience of our portfolio meant that occupancy across our portfolio remained high and rental income continued to grow. Like-for-like gross rental income was ahead by 1.4% and was boosted further by contributions from the letting of recently developed space and acquisitions.

Rental values across our portfolio increased by 2.7%, significantly outperforming the IPD benchmark which increased by 0.1%. This strong relative performance reflected ongoing occupier demand for high quality space in the right locations. Leasing activity across the portfolio generated additional gross rental income of £14.2 million on an annualised basis with rents agreed at 2.0% ahead of estimated rental values (ERV).

In Retail, the polarisation of performance between the best retail assets and others was strongly in evidence as retailers continued to focus their space on a smaller number of larger stores in the better performing locations. Our retail portfolio continues to be well positioned to benefit from this trend. We saw good levels of demand for space on our schemes around the country with occupancy remaining strong at 98.5% in the UK and 90.5% in Europe. Although retail rental values across the market continued to fall during the year (IPD down 0.6%), our rental values started growing again in the second quarter and were 0.7% ahead for the full year. This trend was mirrored in our letting activity with new lettings agreed at 1.8% ahead of ERV for the year as a whole and 6.8% ahead in the second half.

In Offices, successful letting of remaining vacant space at recently completed developments combined with lease extensions at our Broadgate and Regent's Place estates, left our portfolio virtually full at 97.8%, a 5.2 percentage point increase on the previous year. Office rental values rose by 7.7%, which compares with growth of 2.1% for the IPD office benchmark, and reflects strong occupier demand coupled with limited availability of modern prime space in Central London where our portfolio is focused. Office leasing activity generated additional rental income of £8.4 million on an annualised basis and included 270,000 sq ft of new lettings at 11.6% ahead of ERV.

The pace of our acquisition activity increased during the year and we bought properties with a total value of £511 million (BL share £474 million). The majority of these were in retail and ranged from a modern, prime 560,000 sq ft in-town shopping centre in Plymouth (Drake Circus) to an edge of town development site in Luton. We also added to our committed developments by acquiring two West End sites just north of Oxford Street. Acquisitions contributed modestly to the year's income but are expected to add £20 million in annual rent in a full year, net of asset disposals.

Protecting and growing the value of our properties

By owning high quality assets with robust underlying occupational and investor demand, we also aim to ensure that we protect and grow the capital value of our portfolio over the medium to long-term. Investor appetite for prime assets was strong during the year, particularly in the London office market where the flow of international investment into the sector remained strong with London maintaining its position as a global financial centre.

Our portfolio capital returns as measured by IPD were 7.3%, broadly evenly balanced across each of the quarters. This compares with capital returns of 4.9% for the IPD benchmark, with the 240 bps outperformance driven by our focus on sectors with strong relative rental performance and our asset management and development activities. Our ERV growth was significantly above the IPD average, and yield compression was 29 bps which was less than the market average at 44 bps.

Creating incremental value through developing, repositioning assets and exploiting market anomalies

Over time, our aim is to create incremental value and enhance our returns through investing in assets where we believe we can generate above average returns. Our most significant investment in this respect is in our London office development programme where we believe the combination of restricted development finance and a growing shortage of quality space will underpin above average returns. During the year, we started what currently is Central London's largest office development programme, committing to £1.6 billion of developments (BL share £1.1 billion) which will deliver 2.2 million sq ft of space into the market between 2012 and 2014. Our programme, which is broadly balanced between the City and the West End and is primarily focused on six high quality office buildings, also includes some residential and associated retail and restaurant space.

We are developing all of our three City office buildings alongside joint venture partners, enabling us to spread our risk and increase our development exposure to the West End market. At our Broadgate Estate, which we own in a 50:50 partnership with the Blackstone Group, we were very pleased to be able to announce that we had reached an agreement with UBS to build them a new 700,000 sq ft office on the site of two existing buildings at Broadgate. As our largest, as well as one of our most long standing occupiers on the estate, their decision to commit to Broadgate for another 18 years is a significant boost for the estate and the City of London. After the year end, we obtained resolution to grant planning permission and subject to the outcome of a consultation process, we expect to start on site later in the year. Also at Broadgate, we obtained planning permission for the major refurbishment of 199 Bishopsgate, a 142,000 sq ft building on the north end of the estate scheduled for completion in 2012.

In December, we announced that we had created a joint venture with Oxford Properties (a subsidiary of the major Canadian pension fund OMERS) to develop The Leadenhall Building. At 610,000 sq ft, the Leadenhall building combines both spectacular and sympathetic architectural design with high quality modern working environments. We have seen good levels of interest from prospective occupiers and were delighted recently to be able to announce that we had agreed non-binding Heads of Terms with Aon Limited, (a subsidiary of the US insurance giant, Aon Corporation), to pre-let 191,000 sq ft of office space on the lower 10 floors with an option to let a further 85,000 sq ft.

In the West End, our biggest development is at Regent's Place Estate, where we are building a 500,000 sq ft office led development (NEQ) and which will complete the estate. We are also re-developing two buildings just north of Oxford Street - one on the corner of Portman Square and the other opposite our head office in Marble Arch. This is an area which is undergoing significant regeneration with rents expected to show strong increases over the coming years.

By the end of the year, we had building works underway at four of our six office sites with the first completion on track for late 2012. We have been encouraged by the level of interest from prospective occupiers both in the City and West End, underlining the strength of demand for high quality buildings and increasingly buildings which also score highly on sustainability.

As expected, we saw an increase in the volume of properties coming onto the market, with banks becoming more active in selling down distressed portfolios. Competition for prime assets has been intense and we have tended to find more attractive opportunities in good secondary properties and assets requiring a broad range of financing, risk management and asset management skills.

Controlling our costs to maximise our profit generation

Controlling our costs so that we maximise the profit generation from our rental activities and retain our cost competitiveness is a key focus for the business.

During the year our net operating costs as a percentage of our gross rental income fell from 14.6% to 13.5%. As a percentage of our gross assets, operating costs were 0.8%. The reduction in our cost ratio was driven by lower void costs as we let up the majority of our remaining vacant space in offices.

Exploiting our scale and financial strength

Scale is becoming increasingly important in the sector, both in terms of the ability to secure long-term competitive funding and commit to large projects. The strength and quality of our properties and their rental income continue to underpin our ability to finance our business expansion on competitive terms. Our loan to value ratio remained comfortable at 24% on a Group basis and 45% including our share of debt in joint ventures and funds.

Over the last eighteen months we have refinanced £1.1 billion of drawn and undrawn facilities. Two of our Tesco joint ventures were refinanced during the year with a total of £245 million of debt on rates which were overall lower than the maturing facilities. Both of the joint ventures were also extended by a further 10 years. We recently completed the refinancing of £560 million of the Group's maturing facilities, increasing the amount of total facilities with maturities of over 3 years to £1.5 billion.

Sustainability

Sustainability is becoming an increasingly important part of our business. Making sure we achieve high levels of efficiency and sustainability in all our buildings and developments is inherent in our brand and of increasing importance to both current and potential occupiers.

In 2011, we were given the Sustainability Achievement Award by Property Week for our work in reducing energy usage at our York House head office. This is the second award for this pioneering piece of work following our success at the 2011 Chartered Institute of Building Services Engineers Awards in February. In addition to recognition of individual projects we also collected the Royal Town Planning Institute's Sustainable Communities Award for our ongoing work and regeneration at Regent's Place over the last 20 years.

Outlook

British Land has focused its business on those sectors of the UK property market where the underlying demand dynamics are expected to remain positive. The business had a strong 2010/11 and is performing well. In retail, our portfolio is well positioned to benefit as retailers concentrate on locations which are accessible and affordable and can be adapted to their future needs. Our London office portfolio continues to benefit from the combination of strong investor demand for prime offices and a shortage of high quality space: we expect our major London development programme to generate significant returns. Therefore, while the economic recovery in the UK remains weak, we are optimistic about the prospects for the business and look to the future with confidence.

Chris Grigg

Chief Executive

PORTFOLIO PERFORMANCE

Valuation by sector	Group	JVs & Funds¹	Total	Portfolio	Change²
At 31 March 2011	£m	£m	£m	%	12 mths %	3 mths %
Retail³:
Retail warehouses	1,837	800	2,637	27.6	4.9	2.6
Superstores	140	1,195	1,335	13.9	4.6	0.4
Shopping centres	501	1,004	1,505	15.7	7.2	0.3
Department stores	457	-	457	4.8	4.7	2.8
UK Retail	2,935	2,999	5,934	62.0	5.4	1.5
Europe Retail	-	361	361	3.8	3.0	1.0
All Retail	2,935	3,360	6,295	65.8	5.3	1.5
Offices⁴:
City	466	1,409	1,875	19.6	8.9	2.4
West End	1,176	-	1,176	12.3	13.7	4.0
Provincial	18	8	26	0.2	2.2	0.3
All Offices	1,660	1,417	3,077	32.1	10.6	3.0
Other	188	12	200	2.1	2.9	1.3
Total	4,783	4,789	9,572	100.0	6.9	2.0

¹ Group's share of properties in Joint Ventures & Funds

² valuation movement during the period (after taking account of capital expenditure) of properties held at the balance sheet date, including

developments (classified by end use), purchases and sales

³ including developments of £46 million

⁴ including developments of £306 million, up 21.8% in the 12 months and 10.2% in the 3 months to March 2011

The value of the portfolio was £9.6 billion at 31 March 2011, an increase of 6.9% on the prior year, including an uplift of 2.0% in the fourth quarter. The main contributors to the full year's valuation increase were:

· Continued recovery in rental values for prime City and West End, combined with strong demand from domestic and international investors;

· Improved investor appetite for high quality retail assets where rental values are now showing early signs of improvement;

· Asset management activities, which included 1.5 million sq ft of new lettings and lease renewals at an average of 6.1% ahead of ERV;

· Developments, where values increased by 21.8% to £306 million, benefiting from the successful achievement of key milestones including obtaining planning permission on a number of buildings, the creation of our joint venture with Oxford Properties to develop The Leadenhall Building and the successful pre-sale of residential units.

Rental values across the portfolio increased 2.7% over the year, including growth of 0.9% in the final quarter. This compared to a 0.1% increase for the IPD benchmark for the 12 months, with the outperformance reflecting our sector and asset selection. Further detail is provided in the individual Retail and Offices Performance sections. The portfolio net equivalent yield at 31 March 2011 was 5.8%, with compression of 29 bps over the year which was lower than the market where yields compressed by 44 bps.

Portfolio Yields (excluding developments)

Portfolio yields & ERV Growth	EPRA topped-up net initial yield %^1,2	Net equivalent yield %¹	Net equivalent yield compression bps¹		ERV Growth %³
Portfolio yields & ERV Growth	EPRA topped-up net initial yield %^1,2	Net equivalent yield %¹	12 mths	3 mths	12 mths	3 mths
Retail:
Retail warehouses	5.8	5.7	(26)	(14)	0.9	0.5
Superstores	5.0	5.1	(19)	(1)	1.0	0.8
Shopping centres	5.7	5.9	(49)	(4)	0.1	(0.1)
Department stores	5.7	6.5	(22)	(18)	(0.2)	(0.2)
UK Retail	5.6	5.7	(29)	(9)	0.7	0.4
Europe Retail	7.1	7.6	(60)	(21)
All Retail	5.6	5.8	(31)	(10)
Offices:
City	6.4	5.8	(20)	(4)	7.7	1.7
West End	5.6	5.6	(13)	2	7.9	2.5
Offices	6.1	5.7	(18)	(2)	7.7	1.9
Other	8.4	9.5	(61)	(9)	(8.0)	(0.1)
Total	5.8	5.8	(29)	(7)	2.7	0.9

Data includes Group's share of properties in Joint Ventures & Funds

¹including notional purchaser's costs

²including rent contracted from expiry of rent free periods and contracted uplifts not in lieu of growth (EPRA net initial yield 5.2%)

³like for like (as calculated by IPD), excluding Europe

The capital return of our portfolio was 7.3% for the year to 31 March 2011, significantly outperforming the IPD benchmark by 240 basis points of which 110 basis points was in the fourth quarter. This outperformance was driven by the combination of our focus on prime retail and Central London offices and our early decision to invest in development in Central London.

Portfolio Performance Year ended 31 March 2011	ERV Growth¹ %	Capital Return² %
UK Retail	0.7	5.6
Offices	7.7	10.8
Total	2.7	7.3
IPD Benchmark	0.1	4.9

¹like-for-like as calculated by IPD

²as measured by IPD (calculated for our UK assets on average capital employed and excluding capitalised interest)

The EPRA net initial yield for the portfolio at 31 March 2011 was 5.2%. The EPRA topped-up net initial yield of 5.8% includes £60 million of rent contracted from the expiry of rent free periods and contracted uplifts where not in lieu of growth. The overall topped-up net initial yield of 6.1% includes a further £21 million from guaranteed fixed and minimum rental uplifts. Our reversionary yield of 5.8% includes prospective rental increases from rent reviews and letting of vacant space less income that is deemed to be over-rented based on our external valuers' opinions of current estimated rental value. The table below shows a summary reconciliation of the portfolio yields. A full reconciliation is provided in Table B of the supplementary disclosures.

Reconciliation of Portfolio Yields At 31 March 2011 (excluding developments)	£m	%
Portfolio value:
Investment portfolio value	9,165
Notional purchaser's costs	499
Gross portfolio value	9,664
Income and yields:
Annualised rent (EPRA basis)¹ / EPRA net initial yield	504	5.2
Topped-up annualised rent (EPRA basis)¹ / EPRA topped-up net initial yield	564	5.8
Overall topped-up net initial yield	585	6.1
Estimated Rental Value (ERV) / Net reversionary yield	558	5.8
Net equivalent yield		5.8

Data includes Group's share of properties in Joint Ventures & Funds

¹ annualised (cash) rent (net of property outgoings)

The Group's income profile remained among the strongest in the sector, reflecting the quality and appeal of our properties with occupancy rates and rental values up on the previous year. Overall occupancy across the portfolio rose to 97.8% (2010: 96.6%) driven by continued successful lettings of our recently completed Central London office space, where occupancy rose by 5.2 percentage points to 97.8%. Occupancy remained high in our retail portfolio at 98.5% in the UK and 90.5% in Europe, reflecting continued demand for modern, flexible and affordable retail space in the best locations even in difficult trading conditions. Our average lease length at 11.5 years to first break remains above the industry average with only 8.4% of contracted rent subject to break or expiry within the next 3 years.

At 31 March 2011	Retail	Offices	Total
Occupancy rate (%)¹	97.9	97.8	97.8
Average lease length (years to first break)	12.1	9.4	11.5
% of contracted rent subject to lease break or expiry within the next 3 years	9.3	6.4	8.4

Data includes Group's share of properties in Joint Ventures & Funds

¹underlying occupancy including accommodation under offer or subject to asset management

SECTOR AND ASSET SELECTION

Portfolio Allocation

% of Portfolio	2010	2011	Pro-forma¹
At 31 March
Retail:
Retail warehouses	28.3	27.6	25.6
Superstores	15.2	13.9	12.8
Shopping centres	13.0	15.7	14.5
Department stores	5.1	4.8	4.4
UK Retail	61.6	62.0	57.3
Europe Retail	4.0	3.8	4.3
All retail	65.6	65.8	61.6
Offices:
City	20.3	19.6	21.3
West End	11.3	12.3	15.0
Provincial	0.4	0.2	0.2
All Offices	32.0	32.1	36.5
Other	2.4	2.1	1.9
Total	100.0	100.0	100.0

¹ pro forma for committed developments at estimated end value

We regularly review our property portfolio to ensure the Group's capital is optimally allocated with respect to our long-term objective of delivering superior total returns. We continue to focus our portfolio on sectors (prime UK retail and offices in Central London) and properties which we believe have positive medium to long-term supply/demand dynamics capable of generating secure and growing rental income streams combined with real growth in capital value.

Our investment activity increased significantly during the year, mainly as a result of our decision to invest early in a cyclical upturn in the Central London office market but also reflecting an increased flow of acquisition opportunities as banks and other short-term holders of property more actively looked to reduce their exposure to the sector. Our committed development programme and acquisitions during the year totalled £2.1 billion, of which our share was £1.5 billion. Asset disposals, principally in retail, and including pre-sales of residential developments, totalled £285 million of which our share was £242 million.

While the balance of our portfolio remained broadly unchanged during the year, (66% in retail and 32% in London offices), our development programme is expected to increase the overall weighting of offices within our portfolio as well as increase the proportion of our exposure to West End offices. On a pro-forma basis, including our valuers' current estimates of the value of developments at completion, offices increase from 32% of the portfolio in 2010 to 37%. On the same basis, West End offices increase from 11% to 15%.

Investment Activity Year ended 31 March 2011	Gross Value £m	British Land Share £m
Committed Developments	1,603	1,050
Acquisitions - excluding committed office developments	464	427
Disposals¹	(285)	(242)
Net Investment	1,782	1,235

¹ including pre-sales of residential units under development

Our £1.6 billion (BL share £1.1 billion) Central London development programme, is expected to deliver 2.2 million sq ft of principally office space, between 2012 and 2014. Including our previously committed retail park development at Zaragoza in Spain, our total committed development programme now stands at £1.8 billion, of which our share is £1.2 billion. The current value of our developments is £316 million and the estimated cost (BL share) to complete is £740 million (excluding financing costs).

Excluding properties included within our committed office development programme, we made £464 million of acquisitions (BL share £427 million) during the year at an average net initial yield of 6.1% on the income producing assets acquired, adding £25 million of annualised rental income. The acquisitions were principally in retail and included the £240 million acquisition of Drake Circus, a 560,000 sq ft shopping centre in Plymouth. We made £285 million of disposals during the year (BL share £242 million) taking advantage of opportunities to pre-sell profitable developments and recycle capital from lower growth assets. The disposals were on average 7.6% above the March 2010 valuation.

Assets acquired during the year have a current annualised rental income stream of £25 million which is partially offset by income from assets sold during the year of £5 million. Developments committed in the year have a total ERV of £71 million based on current rental values, or in the case of pre-lets, agreed rents. Other committed developments have an ERV of £9 million.

Further information on our developments, acquisitions and disposals are provided within the Retail and Office sections.

RETAIL REVIEW

Highlights

· Outperformance driven by focus on quality locations where occupier demand remains robust

· Occupancy maintained at high levels of 98.5% in the UK and 90.5% in Europe

· Strengthening ERV trends through the year: up 0.7% on prior year

· Lettings and renewals achieved on average 1.7% ahead of ERV

· £431 million (BL share £394 million) of acquisitions at an overall net initial yield of 6.1%, adding £23 million of secure and growing rental income

· 1.4 million sq ft committed development; over 1 million sq ft development pipeline

Year ended 31 March	2011	Change¹
Portfolio value	£6.3bn	+5.3%
Annualised rental income	£368m	+2.3%
ERV	£20 psf	+0.7%
Net Equivalent Yield	5.8%
Occupancy rate² UK	98.5%
Occupancy rate² Europe	90.5%
Average lease length³	12.1 years
% of rent subject to break or expiry over next 3 years	9.3%

Data for Group and its share of Joint Ventures & Funds

¹calculated on a like-for-like basis

²underlying occupancy including accommodation subject to asset management and under offer

³weighted average lease length to first break

Our retail portfolio performed well during the year in difficult markets reflecting the strength of our asset base and quality of our occupiers. Consumer spending in the UK held up relatively well in the early part of the year reflecting the continued beneficial impact of low interest rates. The market became significantly more challenging in the second half both as the impact of the Government's austerity programme began to be felt and as the UK was hit by particularly harsh early winter weather.

Investor demand for the highest quality income generating assets was strong around the country and particularly in London. From an occupational perspective, the strength of demand varied sharply between different schemes around the country. While consumer spending held up better in the south east, the strength of demand was more a reflection of the attractions of individual assets - accessibility, affordability, unit configuration and overall environment - than their regional location. We saw stronger retailers start to expand their footprint in the best locations but at the same time more aggressively looking to reduce their exposure to their smaller and more poorly performing stores. It is the weaker retailers who have suffered the most in this harsher economic environment, and who are reducing their store portfolios to cut costs.

Against this background, our retail portfolio performed well. The total value of our retail assets rose by 5.3% to £6.3 billion. Our capital returns were 5.6% outperforming the IPD retail index by 20 bps. Rental values across our portfolio which started to grow in the second quarter, improved through the third and fourth quarters with ERV for the year as a whole ahead by 0.7%. This compares with the IPD benchmark, where ERVs were down 0.6% for the year. The strength of our performance reflected our focus on locations and schemes which provide accessible, affordable, modern and flexible retail environments and the strength of investor and occupier demand for assets which generate secure and growing income.

We continued to see good demand for space on our schemes with stronger retailers starting to plan for an improvement in retail spending in 2012/13. Occupancy rates remained high across our portfolio at 98.5% in the UK and 90.5% in Europe. We successfully agreed 3.2 million sq ft of new lettings, renewals and rent reviews during the year with letting trends improving through the year.

The pace of investment activity in our retail portfolio increased during the year as we were able to exit a number of lower growth schemes at attractive prices and invest in a range of in-town and out-of-town schemes where our mix of property and financial skills will allow us to generate strong income growth and attractive total returns. Our most significant acquisition was Drake Circus Shopping Centre in Plymouth.

Asset Management and Lettings

Within our existing portfolio, we agreed over 700,000 sq ft of new lettings during the year at an average of 1.8% above ERV: letting trends improved during the year with lettings in the second half 6.8% ahead of ERV. The average lease length of new lettings (including temporary lettings) was 9.5 years to first break. Activity was spread around the country with lettings at our schemes including:

· At Meadowhall, 43 long-term lettings and renewals improving the overall retail and leisure offer with new retailers such as Boux Avenue, Fashion Rocks, Guess, Lakeland Limited, LK Bennett, L'Occitane, Lush, O'Neill, Phase Eight and Sugacane. A £7 million refurbishment and extension of the Oasis food court due for completion in October 2011 was started, with Cafe Rouge, Giraffe, TGI Friday's and Wagamama agreeing to take space;

· At Parkgate Shopping Park, Rotherham, over 100,000 sq ft was let, including to Best Buy, Curry's/PC World, Asda Living and Maplin Electronics;

· At Eastgate Shopping Centre, Basildon, 70,000 sq ft of long-term lettings and lease renewals included Bijou Brigitte, New Look, Subway, Top Shop/Top Man, and Virgin Media;

· At Inverness Retail Park, over 50,000 sq ft of new lettings to Comet, Costa Coffee, New Look and The Carphone Warehouse;

· At Glasgow Fort Shopping Park, 24,000 sq ft of new lettings including to Bank Fashion, H&M and Poundland.

Rent reviews totalling 2.4 million sq ft were settled in the year with rental income 9.3% ahead of previous rent (£2.8 million): superstores and retail warehouses accounted for the majority (95%) of the uplift. Performance continued to be strongest in our retail warehouse portfolio with 65 rent reviews totalling 632,000 sq ft agreed at an average of 14.8% above previous rent. A further 1.5 million sq ft of superstore and 200,000 sq ft of shopping centre rent reviews generated rental uplifts of 9.4% and 2.1% respectively.

Investment and Development

Acquisitions & Disposals Year ended 31 March 2011	Gross Price £m	British Land Share £m
Acquisitions
Drake Circus Shopping, Plymouth	240	240
2 Sainsbury's superstores	74	37
Mayflower Retail Park, Basildon	51	51
Green Lanes Shopping Centre, Barnstaple	30	30
Power Court, Luton (retail development site)¹	11	11
Other	25	25
Total Acquisitions	431	394
Disposals
Sainsbury's superstore, Macclesfield,	36	36
4 Sainsbury's superstores	74	37
Valley Leisure Park, Croydon	28	28
Other	2	1
Total Disposals	140	102

¹completed post year end

We made retail acquisitions with a value of £431 million during the year (BL share £394 million), Disposals, totalling £140 million (BL share £102 million) were principally related to deals which included asset swaps. In aggregate, the net increase in our annualised retail rental income from acquisitions and disposals is £18 million. The main deals included:

· Drake Circus Shopping Centre, which is the West Country's most popular shopping destination with an extensive catchment covering both Devon and Cornwall, and an average annual footfall of nearly 19 million people. The 560,000 sq ft centre was opened in 2006 and comprises 70 units in modern retail formats anchored by Primark, Marks & Spencer and Next with other key occupiers including Boots, Top Shop, H&M, Cult/Superdry and Republic. The purchase price represented a net initial yield of 6.0% with significant potential for income growth through asset management initiatives;

· Within our Sainsbury's joint venture, we replaced four Sainsbury's superstores (Birkenhead, Newport, Portsmouth and Walthamstow) with two larger stores in Durham and Hoddesdon. The new stores are leased to Sainsbury's for a term of 30 years with rent subject to 5 year upwards only rent reviews and offer stronger long-term growth prospects;

· We swapped our Valley Leisure Park in Croydon for the Mayflower Retail Park on the edge of Basildon town centre. The sale price of £28 million for Valley Leisure Park represented a net initial yield of 7.1%. Mayflower Retail Park is located on the edge of Basildon town centre and comprises 153,000 sq ft of Open A1 space serving a catchment population of over 300,000 people. The purchase price represented a net initial yield of 6.3%, rising to 6.9% upon letting of the park's one vacant unit, with significant opportunities to further improve rental levels;

· Sainsbury's 73,500 sq ft Macclesfield superstore was sold for £36 million, a net initial yield of 4.4%. The superstore, purchased by British Land in January 2010 for £31 million, is leased to Sainsbury's for 28.5 years with passing rent subject to annual RPI increases ranging from 2-4% per annum;

· Green Lanes Shopping Centre is one of North Devon's principal shopping locations, providing 131,000 sq ft of retail space and attracting nearly 6 million visitors each year. The centre comprises 43 retail units and is virtually fully let, anchored by Bhs and Wilkinson and other key occupiers including Top Shop/Top Man, Peacocks, New Look, Mothercare, Monsoon, M&Co and La Senza. The purchase price represented a net initial yield of over 8% supported by sustainable rental levels; and

· An agreement to purchase Power Court, a 20 acre retail development site close to Luton town centre.

Developments

Retail developments	BL Share	Sq ft '000	PC	Current Value £m	Cost to complete £m	Notional interest¹ £m	ERV² £m	Pre-let £m
Committed:
Puerto Venecia, Zaragoza	50%	1,359	2012	34	62	4	8.4	3.2
Four superstore extensions	50%	73	2011/12	-	10	-	0.6	0.6
Total committed	50%	1,432		34	72	4	9.0	3.8
Prospective:
Whiteley Village, Fareham	50%	302	Detailed planning consent
Glasgow Fort Shopping Park	39%	175	Detailed planning consent
Glasgow Fort Shopping Park (leisure)	39%	45	Detailed planning consent
Fort Kinnaird, Edinburgh	19%	133	Detailed planning consent
Surrey Quays Shopping Centre	50%	103	Planning pending
Broughton Park, Chester	39%	58	Planning pending
Power Court Luton³	100%	100-200	Planning pending
Superstore extensions	50%	103	Planning pending
Kingston Centre, Milton Keynes	50%	21	Detailed planning consent
Total prospective		1,040-1,140
Total committed/prospective		2,472-2,572

Data includes Group's share of properties in Joint Ventures & Funds (except area which is shown at 100%)

¹ from 1 April 2011 to Practical Completion based on a notional cost of finance of 6%

²estimated headline rental value (excluding tenant incentives)

³acquisition completed post year end

Our committed retail development programme comprises 1.4 million sq ft of projects, principally the shopping and leisure centre phase of Puerto Venecia at Zaragoza in Spain where we have a 50% interest alongside a new joint venture partner, Orion Capital Managers. The new 1.4 million sq ft development, anchored by El Corte Ingles, is scheduled to open in 2012, making Puerto Venecia Europe's largest retail and leisure destination.

We also have up to 1.1 million sq ft of prospective developments and made good progress during the year and expect to commence work later in the year on a number of schemes. Key developments included:

· Revised planning consent was obtained for the redevelopment of the factory outlet element at Whiteley Village to provide 302,000 sq ft of predominantly Open A1 retail space. The scheme, owned in joint venture between British Land and Universities Superannuation Scheme, is situated off junction 9 of the M27 between Portsmouth and Southampton and has a core catchment of around 1 million people;

· Pre-letting of the 8-screen cinema to Vue Entertainment, along with 3 of the 5 restaurant units for the new 45,000 sq ft leisure element at Glasgow Fort Shopping Park.

OFFICES REVIEW

Highlights

· 10.8% capital return outperforming IPD by 450 bps: outperformance driven by occupier and investor demand for London offices

· 270,000 sq ft of lettings at 11.6% above ERV driving office occupancy to 97.8%

· 180,000 sq ft of lease extensions at Broadgate and Regent's Place; further 74,000 sq ft post year end

· Committed to 2.2 million sq ft London development programme; significant milestones achieved

· Pre-let agreement on 700,000 sq ft; further 191,000 sq ft pre-let since year end (over 40% of total development)

· Capturing value in residential development in London with £89 million of pre-sales

Year ended 31 March	2011	change
Portfolio value	£3.1 bn	+10.6%¹
Annualised rental Income	£128m	-1.2%
ERV	£43psf	+7.7%
Net Equivalent Yield	5.7%
Occupancy rate²	97.8%
Average lease length^,3	9.4 years
% of rent subject to break or expiry over next 3 years	6.4%

Data for Group and its share of Joint Ventures & Funds

¹calculated on a like-for-like basis

²including accommodation subject to asset management and under offer

³weighted average lease length to first break

The London office market remained strong through the year reflecting the combination of continued healthy international and domestic demand and a shortage of high quality office space at a time of growing demand. Our office portfolio, which is focused on the London market, had another busy and successful year. The letting of much of the remaining space in recently completed buildings, meant that our occupancy rate at the year end was 97.8% compared with an occupancy rate of 92.6% at the beginning of the year and 84% in December 2009. We activated a major 2.2 million sq ft development programme which is well timed to deliver space into a supply constrained market and we expect to generate significant profits for the Group. As part of this programme, we will be developing a new 700,000 sq ft building, pre-let entirely to UBS: this represents a major commitment to the Broadgate estate by one of its longest standing occupiers.

The total value of our office assets rose by 10.6% to £3.1 billion. Our capital returns were 10.8% outperforming the IPD office index by 450 basis points. Our newly committed development properties were the stand-out performers of the year with development value ahead by 21.8% to £306 million as we achieved a number of important milestones.

Operationally we had a busy year, in total agreeing 600,000 sq ft of new lettings and lease renewals along with a 700,000 sq ft development pre-let. We had more than our fair share of total market letting activity accounting for an estimated 13% of all Grade A lettings in Central London and 25% in the City. This letting activity contributed towards strong ERV growth across our office portfolio of 7.7%. After the year end, we announced we had agreed non-binding Heads of Terms for a further 191,000 sq ft pre-let in the City to Aon Corporation.

We made significant strides in our 2.2 million sq ft development programme in terms of planning, vacant possession and starting on site - by the year end we were on site at four out of the six of our developments. Each of our West End developments while office-led, also include an element of residential (both high end and social housing) as well as retail. We have seen strong demand for high end residential over the past year, particularly from international buyers and have agreed £89 million of pre-sales, well ahead of our investment case.

Lettings and Asset Management

New lettings at recently completed developments contributed significantly to our leasing activity, which also benefited from a number of lease extensions at both our Broadgate and Regent's Place estates. In total, we agreed 600,000 sq ft of new lettings and lease renewals in the year. As a result occupancy across our portfolio rose by 5.2 percentage points to 97.8% with Regent's Place now almost fully let following the successful letting of recently completed space. The average lease length of lettings during the year was 11.6 years to first break with the overall weighted average lease length of the portfolio being broadly maintained over the year at 9.4 years to first break.

We agreed 270,000 sq ft of lettings at 11.6% above ERV improving rental tone, primarily at our two main estates - Broadgate and Regent's Place:

· 20 Triton Street which completed in December 2009, is now 94% let, with a weighted average lease length of 9.6 years following recent lettings totalling 140,000 sq ft to Lend Lease, Ricoh Europe and Dimensional Fund Advisors. The ERV of the building increased by 13.1% during the year.

· 52,000 sq ft of lettings at 201 Bishopsgate and the Broadgate Tower. The latest letting to the Brazilian Bank, Banco Itau of 12,300 sq ft was at a headline rent of £52.50 psf, helping the ERV of Broadgate Tower to increase over the year by 12.1%. The weighted average lease length for the buildings is 15.5 and 10.5 years respectively.

· As part of the 5 Broadgate deal with UBS, we agreed a deferral of the break option at 100 Liverpool Street and 8-10 Broadgate from September 2013 to September 2015 unconditional upon the outcome of the development of 5 Broadgate. Subject to the Agreement for leases becoming unconditional at 5 Broadgate, we agreed deferral of the breaks at 1 Finsbury Avenue, 2 Finsbury Avenue and 100 Liverpool Street for a minimum of 18 months post the completion of 5 Broadgate. Post the year end, UBS agreed to extend their break option at 3 Finsbury Avenue on 74,000 sq ft to 2018 which gives a term certain of 7 years.

We agreed 180,000 sq ft of long-term lease extensions, with an improved weighted average lease length of 13.4 years and which included:

· At 155 Bishopsgate, Axa and Barings agreed to extend their leases totalling 110,000 sq ft for an additional 6 years to 2025.

· At Regent's Place, Atos Origin extended its lease on 61,000 sq ft at 1, 4 & 7 Triton Square for a further 10 years.

At Victoria Street, we have agreed a lease surrender with Bank of America, taking direct relationships with their sub-tenants and are reviewing proposals for a major refurbishment of the 76,000 sq ft building upon lease expiry in May 2012.

Investment and Development

Acquisitions & Disposals Year ended 31 March 2011	Gross Price £m	British Land Share £m
Acquisitions
2-14 Baker St	29	29
Marble Arch House¹	18	18
2 London residential development sites	19	19
Other	14	14
Total Acquisitions	80	80
Disposals
NEQ, Regent's Place (Residential)²	72	72
95-99 Baker Street, W1 (Residential/Retail)²	17	17
122 Leadenhall Street (50% interest)	45	45
Other	11	6
Total Disposals	145	140

¹agreement to purchase and re-develop site subject to receipt of vacant possession

²exchanged - sales to be completed on practical completion

During the year, we made acquisitions with a value of £80 million and disposals with a value of £145 million (BL share £140 million). Acquisitions were principally of development sites in the West End (referred to in the development section which follows). Other key deals during the year included:

· Pre-sales of high end residential units and affordable housing within our West End development pipeline, raised £89 million The pre-sales included all the residential and retail units at 95-99 Baker Street, and 70 of the 88 private residential units and the entire affordable housing element of our NEQ development; and

· We established a 50:50 joint venture with Oxford Properties to develop the Leadenhall Building in the City of London. The £45 million disposal proceeds reflect the sale of 50% of the site to Oxford Properties at the date the joint venture was completed.

During the year, we committed to develop 2.2 million sq ft of prime, mainly office accommodation details of which are shown in the table below. By May 2011, we had agreed pre-lets on 891,000 sq ft of our City developments. Key development milestones included:

· In August, our joint venture with Blackstone signed an agreement for leases with UBS to occupy a new 700,000 sq ft building at 5 Broadgate. The lease has an average term of 18.2 years to first break at an initial rent of £54.50 psf with annual increases in line with RPI (subject to a range of 0-4% per annum). After the end of the year, we obtained a resolution to grant planning permission. Subject to the outcome of a consultancy process being carried out by English Heritage, we expect to start on site later in the year.

· In December, we established a joint venture with Oxford Properties to develop the Leadenhall Building, a 610,000 sq ft, 47 storey tower in the City. After the year end, non-binding head of terms were agreed with Aon Limited (a subsidiary of Aon Corporation) for a 191,000 sq ft pre-let of the lower office floors (levels 4-13). Aon has an option to take up to an additional 85,000 sq ft (levels 14-18);

· At NEQ, the final 500,000 sq ft phase of our Regent's Place estate, demolition is complete and the basement works are underway. We exchanged contracts on 70 of the 88 private residential units and the entire affordable housing element generating expected sales proceeds of £72 million, a significant increase above our original expectations and representing 34% of the development's total cost to complete;

· In February, planning consent was secured for the major refurbishment of 199 Bishopsgate, which is at the north end of Broadgate opposite the recently completed 201 Bishopsgate and The Broadgate Tower;

· Demolition of the existing building at 2-14 Baker Street was completed with building works underway to allow us to deliver a new 133,000 sq ft building on the corner of Baker Street and Portman Square in early 2013. The private off-site residential and retail units at 95-99 Baker Street were fully pre-sold at prices ahead of expectations;

· In January, we agreed to purchase and develop Marble Arch House, on the corner of Seymour Street and Edgware Road, with payment of £18 million to be made on receipt of vacant possession. Work is expected to start on site later this year to deliver a new building comprising 60,000 sq ft of Grade A offices and 26,000 sq ft retail and private residential in mid-2013.

Office Developments	BL Share	Sq ft '000	PC		Current Value £m	Cost to complete £m	Notional interest¹ £m	ERV² £m	Pre-let £m	Sales³ £m
Committed:
5 Broadgate, EC2	50%	700	Q3 2014		75	162	32	19.1	19.1	-
The Leadenhall Building, EC3⁵	50%	610	Q3 2014		51	163	27	18.4	-	-
NEQ, Regent's Place, NW1	100%	500	Q2 2013		78	211	24	18.4	-	104
199 Bishopsgate, EC2	50%	142	Q3 2012		24	17	4	3.5	-	-
Baker Street, W1	100%	158	Q1 2013		54	61	9	8.0	-	17
Marble Arch House, W1⁴	100%	86	Q2 2013		-	54	4	3.7	-	11
Total committed		2,196			282	668	100	71.1	19.1	132

Prospective:
6-9 Eldon Street, EC2	100%	33		Pre submission
Colmore Row, Birmingham	100%	280		Detailed planning consent
Meadowhall Metropolitan	100%	2,200		Outline planning consent - mixed use
New Century Park	50%	1,000		Outline planning consent - mixed use

Data includes Group's share of properties in Joint Ventures & Funds (except area which is shown at 100%)

¹from 1 April 2011 to Practical Completion based on a notional cost of finance of 6%

²estimated headline rental value net of rent payable under head leases (excluding tenant incentives)

³parts of development expected to be sold, no rent allocated

⁴agreement to purchase and re-develop site subject to receipt of vacant possession

⁵Non-binding Heads of Terms agreed with Aon Limited for a 191,000 sq ft pre-let with an option to let a further 85,000 sq ft

JOINT VENTURES AND FUNDS

Our net investment in Joint Ventures and Funds at 31 March 2011 was £2,066 million (2010: £1,594 million) principally in 12 joint ventures (where we partner with one or two other investors) and 3 funds (where there are several investors). These entities own £9.8 billion (2010: £9.1 billion) of properties in office and retail investment and development projects. Our share of the assets accounted for 50% of our total portfolio valuation at 31 March 2011, and our share of the total debt of Joint Ventures and Funds was £2.7 billion.

Joint Ventures

Each joint venture is a separate entity, controlled by a board carrying equal representation from each partner. The entities are able to raise finance on the strength of their assets, with no recourse to the partners, thereby significantly lowering the initial equity investments. The enterprise is shared by the partners, over an agreed lifetime for the venture. Summary details of the principal joint ventures in which we have a 50% share are shown in the table below.

Joint venture At 31 March 2011	JV partner	Portfolio Value £m	Rent¹ £m	Finance £m²
Bluebutton Properties Limited Broadgate, City offices	Blackstone Group L.P. funds	2,717	163	1,905
Leadenhall Holding Co (Jersey) Limited The Leadenhall Building, City offices³	Oxford Properties	101	-	-
MSC Property Intermediate Holdings Limited Meadowhall, shopping centre, Sheffield	LSP Green Park Property Trust	1,423	77	811
BL Sainsbury Superstores Limited 38 Sainsbury superstores, 1 Waitrose store	J Sainsbury plc	1,262	66	657
Tesco BL Holdings Limited 2 retail parks, 2 shopping centres each anchored by Tesco, 5 Tesco superstores	Tesco plc	592	34	315
Tesco Aqua Limited Partnership 21 Tesco superstores	Tesco plc	595	31	487
BLT Properties Limited 1 retail park, 8 Tesco superstores	Tesco plc	334	17	185
Shopping Centres Limited 1 shopping centre, 1 retail park	Tesco plc	199	11	-
Tesco British Land Property Partnership district shopping centre anchored by Tesco	Tesco plc	115	7	60
The Scottish Retail Property Limited Partnership shopping centre, Aberdeen	Land Securities Group PLC	202	13	119
Eurofund Investments Zaragoza SL Puerto Venecia, shopping scheme³ Spain	Orion Capital Managers LLP	142	4	69
Whiteley Co-Ownership Fareham, factory outlet shopping centre	Universities Superannuation Scheme	24	2	-

¹ annualised rent.

² principal amount of debt

³ development project

Significant transactions during the year to 31 March 2011 included: the agreement between UBS and Bluebutton Properties Limited, our joint venture with Blackstone, to develop a new office building for UBS at Broadgate; and the creation of a joint venture with Oxford Properties to develop The Leadenhall Building which will be financed by funds provided by the joint venture partners. During the year, two of our Tesco joint ventures, BLT Properties Ltd and Tesco British Land Property Partnership, were extended by 10 years.

Funds

The funds provide British Land with interests in further properties in our key sectors. British Land acts as property advisor to the funds and receives performance and management fees. Summary details of the principal funds in which we have an interest are shown in the table below.

Fund	Value¹ £m	Rent² £m	Finance £m	BL share %
Hercules Unit Trust	1,588	91	794	38.6
Pillar Retail Europark Fund	321	25	153	65.3
Hercules Income Fund	80	5	15	26.1

¹ HUT share where assets are in joint arrangements

² annualised rent

Hercules Unit Trust ('HUT') is a Jersey based closed-ended property unit trust with a fixed life which has been extended to 2020, and is subject to further extension with unit holder consent. HUT's primary investment focus is major retail warehouse or shopping park properties with a value in excess of £20 million in the United Kingdom, and in particular, those properties which dominate their catchment area, offering a critical mass of retailing and, where possible, have the benefit of Open A1 planning consent. As at 31 March 2011 the Trust owned and managed 21 retail warehouse and shopping parks together with one neighbourhood shopping centre, providing around 4.5 million square feet. British Land is HUT's property adviser, and Schroder Property Managers (Jersey) Ltd is the Fund Manager.

The Trust's objective is to provide an annual total return on the portfolio in excess of the IPD Retail Warehouse Quarterly Universe excluding HUT over the life of the Trust. The strategy to achieve the outperformance objective is to actively manage the properties with a view to optimising income and capital appreciation which may include disposals of any part of the properties in response to changing market conditions.

Pillar Retail Europark Fund ('PREF') is a Luxembourg based closed-ended Fonds Commun de Placement with a fixed life which has been extended to 2014, and is subject to further extension with unitholder consent. PREF's aim is to invest in out-of-town retail property in Western Europe, and as at 31 March 2011, PREF owned and managed interests in 10 retail warehouse parks and one shopping centre in Spain, France, Portugal and Italy. British Land is PREF's investment manager.

Hercules Income Fund ('HIF') is a Jersey based closed-ended property unit trust with a fixed life to 2014, subject to extension with unitholder consent. HIF's investment strategy is to acquire and own retail warehouse assets with values between £3 million and £25 million throughout the United Kingdom where it is able to exploit asset management opportunities. British Land is HIF's property advisor, and Pillar Property Management (Jersey) Ltd is the Fund Manager.

FINANCIAL REVIEW

Highlights

· REIT Income return per share at 28.5 pence (2010:28.4 pence)

· REIT Capital return per share at 60.5 pence (2010:103.6 pence)

· 17.7% REIT total return per share at 89.0 pence (2010: 132.0 pence)

· Dividends maintained at 26.0 pence per share (2010: 26.0 pence per share)

· EPRA Net Asset Value per share at 567 pence, 12.5% ahead of March 2010 (504 pence)

· Underlying profit before tax growth of 2.8% to £256 million driven by development lettings

· Improvement in ratio of net operating costs to gross rental income to 13.5% (2010: 14.6%)

· £1.1 billion of refinancing agreed strengthening balance sheet and extending funding

Our results for the year reflect the continued recovery in property markets and the reward from successful asset management, in particular from the impact of lettings in our recently completed office developments.

As a REIT, we offer investors returns similar to a direct ownership in property. Our high distribution level means investors receive income broadly in line with the surplus of rents over costs. This is the less volatile element in our performance due to long leases and the upwards-only rent review structure which prevails in our portfolio. The other and more volatile element of returns comes from the revaluation of our assets, which is assessed by external valuers and is dependent on market observed transactions.

In our property commentary, we refer to income and capital returns from the portfolio. We use leverage to enhance these returns to investors. In order to distinguish geared returns from property level returns, we have this year adopted the terminology, REIT income, REIT capital and REIT total return to describe these corporate level performance measures.

Our REIT total return of 17.7% per share comprises REIT income return of 28.5 pence per share (or 5.7%) of which 26.0 pence per share has been distributed to investors, and a capital return of 60.5 pence per share (12%). The prior year returns are shown in the highlights above.

UNDERLYING PROFIT

Underlying profit before tax increased by £7 million, or 2.8%, to £256 million for the year ended 31 March 2011. The improvement in underlying profit before tax is summarised below. The £24 million of additional rental income from lettings and rent reviews includes £21 million relating to the letting up of our completed development programme. This more than offsets the dilutive effect of past sales activity.

Movement in underlying profit before tax		£m
Year ended 31 March 2010		249
Credit risk provision release		(16)
Year ended 31 March 2010 (adjusted)		233
Impact of 2010 sales less acquisitions		(17)
Impact of 2011 sales less acquisitions		5
Lettings and rent reviews (net of expiries)		24
Surrender premiums		4
Net finance costs		7
Year ended 31 March 2011		256

INCOME STATEMENT

The group financial statements are prepared under IFRS where the after tax results of joint ventures and funds are shown as a single line item on the income statement, and the net investment in joint ventures and funds is shown as a single line on the balance sheet.

Management reviews the performance of the business principally on a proportionally consolidated basis (i.e. on a line-by-line basis) and comments on movements in the income statement provided in the financial review below are made on this basis. Income statements and balance sheets which show British Land's interests on this basis are also included in Table A within the supplementary disclosures.

Year ended 31 March	2011			2010
	Group	JVs & Funds	Prop Consol	Group	JVs & Funds	Prop Consol
	£m	£m	£m	£m	£m	£m
Gross rental income	262	279	541	342	219	561
Property outgoings	(7)	(16)	(23)	(5)¹	(11)	(16)¹
Net financing costs	(70)	(142)	(212)	(127)	(119)	(246)
Net rental income less finance	185	121	306	210	89	299
Fees & other income	15	3	18	13	2	15
JVs & Funds underlying profit	117			81
Administrative expenses	(61)	(7)	(68)	(55)	(10)	(65)
JVs & Funds underlying profit		117			81
Underlying profit before tax	256		256	249		249
Underlying EPS	28.5p		28.5p	28.4p		28.4p
Dividend per share	26.0p		26.0p	26.0p		26.0p

¹ includes £16 million release of credit risk provision

Gross rental income, including our share of joint ventures and funds, of £541 million was 3.6% lower than the previous year with the impact of disposals made during 2009/10 partially offset by lettings, including of recently developed office space, and acquisitions.

As at 31 March 2011, the proportionally consolidated annualised gross rental income was £546 million comprising £276 million for the Group and £270 million for British Land's share of joint ventures and funds. On a like for like basis, annualised gross rental income at 31 March 2011 was 1.4% higher than the previous year driven by leasing activity and rent reviews in our retail portfolio which grew by 2.3% like for like. In Offices, annualised gross rental income was down slightly (£2 million or 1.2%) compared with March 2010, largely due to the impact of lease determinations taken at 39 Victoria Street, SW1, to enable earlier possession of the building for potential refurbishment and re-letting.

Annualised gross rental income	2011	2010	Change
At 31 March	£m	£m	%
Properties owned throughout:
Retail	343	335	+2.3
Offices	124	126	-1.2
Other	16	16	+2.5
Total (like for like)	483	477	+1.4
Disposals	-	7
Acquisitions	25	-
Development	38	40
Total	546	524	+4.3

The apparent increase in property outgoings year on year is due to the release of a £16 million credit risk provision accrual made in 2009/10. Excluding this item, property outgoings for the year ended 31 March 2011 fell £9 million to £23 million driven by a reduction in net service charge expenses and voids rates resulting from nearly 1 million sq ft of new lettings agreed during the year.

Net financing costs on a proportionally consolidated basis were £212 million having decreased by £34 million year on year reflecting prior period disposals and the full effect of interest on completed developments offset by increased investment income. Net financing costs included £5 million of interest capitalised on developments (2010: £13 million).

Administrative expenses grew by £3 million on a proportionally consolidated basis to £68 million. There was a corresponding £3 million increase in fees and other income. Reductions in professional and legal fees were offset by increases in relation to share schemes (mainly due to non-vesting in the prior period and new grants to senior level recruits) and other staff cost increases.

Underlying profits from Joint Ventures and Funds for the year were £117 million. The increase of £36 million compared to the prior year, principally reflects the full year impact of the establishment of the Broadgate (in November 2009) and Shopping Centres (in December 2009) joint ventures, as well as organic growth from successful settlement of rent reviews across the existing Tesco and Sainsbury's joint venture portfolios.

The Group measures its operating efficiency as the proportion of gross rental income represented by its net operating costs which are defined as property outgoings plus administrative expenses (net of fees and other income). For the year ended 31 March 2011, net operating costs represented 13.5% of gross rental income, an improvement of over 100 bps compared with the previous year.

Underlying diluted earnings per share for the year ended 31 March 2011 was 28.5 pence (2010: 28.4 pence) based on underlying profit after tax of £251m (2010: £244 million) and weighted average diluted number of shares of 882 million (2010: 860 million).

IFRS profit after tax for the full year was £840 million (2010: £1,140 million), including £381 million from investments in joint ventures and funds (2010: £479 million). In addition to underlying profits, the most significant item impacting IFRS profit was the net valuation movement of £320 million for the Group and £270 million for our share of joint ventures and funds, driven by an increase of 6.9% (2010: 13.5%) in the value of the proportionally consolidated property portfolio.

Year ended 31 March	2011			2010
	Group	JVs & Funds	Prop Consol	Group	JVs & Funds	Prop Consol
	£m	£m	£m	£m	£m	£m
Underlying profit before tax	139	117	256	168	81	249
Net valuation movement ¹	320	270	590	496	412	908
Amortisation of intangible assets	(10)		(10)	(15)		(15)
Non-recurring items				-	(9)	(9)
Taxation - current tax	(2)	(3)	(5)	24	(5)	19
- deferred tax	12	(3)	9	(12)		(12)
IFRS profit after tax	459	381	840	661	479	1,140
Diluted EPS			95.2p			132.6p

¹ includes profit on disposals

Taxation recognised in the income statement amounted to a credit of £4 million, resulting mainly from deferred tax movements. This compared to a credit of £7 million in the prior year, principally due to the settlement of prior year tax exposures.

DIVIDENDS

The Board has proposed a dividend for the fourth quarter of 6.5 pence per share, bringing the total for the year to 26.0 pence per share. This is in line with the recommendation made by the Board at the announcement of the full year results in May 2010 that the dividend for 2010/11 would be maintained. For the year to March 2012, the Board's intention is to maintain the dividend at 6.5 pence per quarter.

The fourth quarter dividend will be paid on 12 August 2011 to shareholders on the register at the close of business on 8 July 2011. The availability of the Scrip Alternative will be announced no later than 48 hours before the ex-dividend date of 6 July 2011. The split between Property Income Distribution (PID) and Non-PID income is expected to be announced at the same time. The Scrip Alternative will not be enhanced.

A summary of the scrip and cash elements of dividends declared and paid for the last two years is shown below. Dividend payments can be made either as PIDs or as a distribution of income from non-qualifying activities (Non-PIDs). British Land dividends are paid out both as PIDs and Non-PIDs: the split of dividends declared will vary between PID and Non-PID over time. Dividends paid in the year ending March 2011 (which included the dividend for the final quarter of the year ending March 2010), totalled 26.0 pence per share of which 6.5 pence per share was PID and 19.5 pence per share was Non-PID.

Following a change in legislation during the year, a scrip dividend alternative can now attract PID treatment. Previously, scrip alternatives could only be treated as non-PIDs. This has allowed the Group to offer a scrip dividend alternative in PID form on occasions when the dividend must be entirely in PID form to meet the Group's REIT obligations.

Dividends	Payment	PID	Non-PID	Total	Total	Of which Scrip
	date	pence	pence	pence	£m	£m
1^st Interim	Nov 2010	-	6.5	6.5	57	26
2^nd Interim	Feb 2011	6.5	-	6.5	58	5
3^rd Interim	May 2011	6.5	-	6.5	58	8
4^th Interim¹	Aug 2011			6.5
Year to 31 March 2011 (declared)				26.0
1^st Interim	Nov 2009	-	6.5	6.5	56	21
2^nd Interim	Feb 2010	-	6.5	6.5	56	19
3^rd Interim	May 2010	-	6.5	6.5	56	24
4^th Interim	Aug 2010	-	6.5	6.5	57	25
Year to 31 March 2010 (declared)				26.0	225

¹ composition in respect of PID and Non-PID to be announced

BALANCE SHEET

At 31 March 2011, EPRA Net Asset Value per share was 567 pence, an increase of 12.5% compared with the prior year. The uplift of 6.9% in portfolio valuation to £9.6 billion was the main contributor to this performance which was partially offset by an increase in net debt resulting from the Group's on-going investment and development activities.

	As at 31 March 2011			As at 31 March 2010
	Group	JVs & Funds	Prop Consol	Group	JVs & Funds	Prop Consol
	£m	£m	£m	£m	£m	£m
Properties at valuation	4,783	4,789	9,572	4,152	4,387	8,539
Investment in JVs & Funds	2,066			1,594
Other non-current assets	51		51	271	(105)	166
	6,900	4,789	9,623	6,017	4,282	8,705
Other net current liabilities	(205)	(4)	(209)	(189)	(24)	(213)
Net debt	(1,714)	(2,697)	(4,411)	(1,550)	(2,660)	(4,210)
Other non-current liabilities	(51)	(22)	(73)	(70)	(4)	(74)
JVs & Funds' net assets		2,066			1,594
IFRS net assets	4,930		4,930	4,208		4,208
EPRA adjustments¹	171		171	199		199
EPRA net assets¹	5,101		5,101	4,407		4,407
EPRA NAV per share	567p		567p	504p		504p

¹ EPRA net assets exclude the mark to market on effective cash flow hedges and related debt adjustments, as well as

deferred taxation on revaluations

At 31 March 2011, 50% of the property portfolio and 61.1% of net debt was held within joint ventures and funds. The IFRS balance sheet shows our investment in joint ventures and funds grouped together and shown net. On this basis, our net investment at 31 March 2011 was £2,066 million, up from £1,594 million at the previous year end attributable to the continued recovery in property values through the financial year, as well as the establishment of the Leadenhall joint venture in December 2010.

The principal movements in EPRA net asset value are summarised below:

Movement in EPRA net asset value per share¹		pence
At 31 March 2010		504
Property and investment revaluation (including disposals)
- Retail		34
- Offices & Other		31
Underlying profit after tax		28
Dividends (including scrip)		(26)
Other		(4)
At 31 March 2011		567

¹ EPRA net assets exclude the mark to market on effective cash flow hedges and related debt adjustments, as well as

deferred taxation on revaluations

CASH FLOW

The cash inflow from operating activities for the year ended 31 March 2011 was £210 million (2010: £136 million). The table below provides a reconciliation of underlying profit before tax to net cash inflow from operations:

Reconciliation of Underlying Profit to Net Cash Inflow from Operations	2011	2010
Year to 31 March (Group basis)	£m	£m
Underlying profit before tax	256	249
Taxation	(5)	(5)
Underlying profit after tax	251	244
Spreading of rent frees & fixed rental uplifts	(32)	(23)
Release of credit provision	-	(16)
Non-cash admin	8	4
Underlying cash profit	227	209
Timing difference related to Broadgate JV	-	(32)
Capitalised interest	(5)	(13)
Timing differences of JV distributions	(10)	(20)
Other working capital movements	(2)	(8)
Net cash inflow from operations	210	136

In addition to the net cash inflow from operations, investing activity absorbed net cash of £240 million, of which £379 million was spent on income earning investments and £62 million on development expenditure partially offset by disposals. Looking forward, our share of the cost to complete on our committed development programme is £740 million, on a proportionally consolidated basis, which will be incurred over the next 5 years.

As at 31 March 2011 the portfolio will benefit from £62 million of contracted growth to come in cash rents from the expiry of rent free periods and from guaranteed fixed and minimum rental uplifts over the next 5 years.

Contracted Cash Flow Growth (excluding developments)	Expiry of rent free periods	Guaranteed fixed & minimum rental uplifts	Total
Year ended 31 March	£m	£m	£m
2012	11	2	13
2013	8	3	11
2014	28	3	31
2015	-	3	3
2016	-	4	4
Total - next 5 years	47	15	62

Data includes Group's share of properties in Joint Ventures & Funds

NET DEBT AND FINANCING

Net debt (EPRA basis) at 31 March 2011 was £1.7 billion for the Group and £4.3 billion including our share of joint ventures and funds. The principal movements in net debt (EPRA basis) during the year are summarised below:

Movement in net debt (EPRA basis¹) £m	Group	Prop Consol
IFRS net debt at 31 March 2010	1,550	4,210
IFRS adjustments	(39)	(129)
Net debt (EPRA basis) at 31 March 2010	1,511	4,081
Net cash flow from operating activities	(210)	(206)
Disposals	(82)	(120)
Purchases and capital spend	564	568
Repayment of loans and deferred consideration	(242)	(132)
Dividends paid	139	139
Other cash flow movements	7	(13)
Net debt (EPRA basis) at 31 March 2011	1,687	4,317
IFRS adjustments	27	94
IFRS net debt at 31 March 2011	1,714	4,411

¹ Net debt (EPRA basis) differs from IFRS net debt by excluding the mark to market on effective cash flow hedges and related

debt instruments

The Group Loan to Value (LTV) ratio at 31 March 2011 was 24% (2010: 25%) and interest cover was 3.0 times (2010: 2.3 times). Proportionally consolidated LTV was 45% (2010: 47%) and interest cover improved to 2.2 times (2010: 2.0 times). The Group's weighted average debt maturity is 10.7 years and 10.1 years on a proportionally consolidated basis. At 31 March 2011, the Group held £263 million of cash, short-term deposits and liquid investments, together with £2.3 billion of committed undrawn bank facilities.

The strength of the Group's balance sheet has been reflected in British Land's senior unsecured credit rating which was upgraded during the year by Fitch from BBB+ to A-.

Financing statistics	Group	Prop Consol
IFRS Net debt	£1,714m	£4,411m
Weighted average debt maturity	10.7 years	10.1 years
Weighted average interest rate	4.7%	4.9%
% of debt at fixed/capped rates	72%	91%
Interest cover¹	3.0 times	2.2 times
Loan to value²	24%	45%

¹Underlying profit before interest and tax / net interest

² debt to property and investments

As a result of finance arranged in 2004-7, the Group holds substantial available bank facilities and has not needed to raise new debt over the last 3 years (during difficult market conditions). In recent months we have recommenced a gradual refinancing programme to ensure adequate finance is in place for the business going forward.

Following the year end, in May, British Land agreed a new £560 million 5 year unsecured revolving facility with a syndicate of 11 banks, including several who are new unsecured lenders to the Group. The margin is 125 bps over LIBOR. This facility, increased from £350 million due to over-subscription, will replace an existing £720 million facility which would have expired in August 2011. As a result, total bank facilities with maturity of more than 3 years have increased to £1.5 billion (£1.2 billion undrawn) and the date at which the Group has a refinancing requirement (based on projected expenditure) has been extended to June 2014.

While market pricing has increased and there continues to be pressure on banks' liquidity. The Group's strong balance sheet, supported by the quality of assets and the cash flows from them, continues to be attractive to debt investors.

Two joint ventures between British Land and Tesco plc were successfully refinanced during the year, raising a total of £245 million. In November, BLT Properties secured a new £185 million 7 year loan and, in March, The Tesco British Land Property Partnership completed a new £60 million 5 year loan facility - in each case the overall finance rate was lower than the maturing facility. These financings followed that arranged in December 2009 for another joint venture, Tesco BL Properties, for £315 million.

The total refinancing arranged by the Group and joint ventures during the last 18 months has exceeded £1.1 billion.

Over the next two year years, £1,364 million (BL Share £572 million) of drawn debt within joint ventures and funds is due to mature. This includes £100 million (BL Share) for PREF, which has commenced negotiations with a number of banks for refinancing later this year.

ACCOUNTING JUDGEMENTS

In preparing these financial statements, the key accounting judgement relates to the carrying value of properties and investments, which are stated at market value. The Group uses external professional valuers to determine the relevant amounts.

The primary source of evidence for property valuations should be recent, comparable market transactions on an arms-length basis. However, the valuation of the Group's property portfolio is inherently subjective, as it is made on the basis of assumptions made by the valuers which may not prove to be accurate.

REIT status: the Company has elected for REIT status. To continue to benefit from this tax regime, the Group is required to comply with certain conditions as defined in the REIT legislation. Management intends that the Group should continue as a REIT for the foreseeable future.

Accounting for joint ventures and funds: an assessment is required to determine the degree of control or influence the group exercises and the form of any control to ensure that financial statement treatment is appropriate. Interest in the group's joint ventures is commonly driven by the terms of partnership agreements which ensure that control is shared between the partners. These are accounted for under the equity method, whereby the consolidated balance sheet incorporates the Group's share of the net assets of its joint ventures and associates. The consolidated income statement incorporates the Group's share of joint venture and associate profits after tax upon elimination of upstream transactions.

FINANCING AND FINANCIAL POLICIES

Income statement and balance sheet management

The Group monitors its current and projected financial position using several key internally generated reports: cash flow; borrowing; debt maturity; and interest rate exposure. The Group also undertakes sensitivity analysis to assess the impact of proposed transactions, movements in interest rates and changes in property values on the key balance sheet, liquidity and profitability ratios.

Debt finance gearing is used to enhance returns. The Loan to Value ratio on a proportionally consolidated basis (including our share of Joint Ventures and Funds) is the primary measure of gearing monitored by the Board. The level of gearing is adjusted over time to reflect judgements about the position of the property market and our portfolio in the cycle, the relative vulnerability to market corrections of our assets, particularly regarding the level of speculative development, and relevant general economic indicators. The Board considers that the preferred range of gearing is a Loan to Value ratio on a proportionally consolidated basis of between 40% and 50%, with a short term maximum of 55%. At 31 March 2011 the proportionally consolidated Loan to Value ratio was 45%.

Liability management is not a profit centre - no speculative transactions are undertaken. The Group's debt and derivative positions are continually reviewed to meet current and expected debt requirements.

The Group maintains a balance between longer-term and shorter-term financings. Short-term financing is principally raised through bilateral and syndicated revolving bank facilities. Medium to longer-term financing comprises public and private bond issues, including private placements and securitisations. Financing risk is spread by using a variety of types of debt. The maturity profile is managed by spreading the repayment dates and extending facilities.

Interest rate management

The Board sets an appropriate maximum level of sensitivity of underlying earnings and cash flows to movements in market rates of interest over a rolling five-year period. The proportion of fixed rate debt required to remain within the target sensitivity varies with the levels of gearing and interest cover. With financing raised at both fixed and variable rates, derivatives (primarily interest rate swaps) are used to achieve the desired interest rate profile across proportionally consolidated net debt. Currently 70% of projected debt is at fixed rate over the policy time period. The use of derivatives is managed by a derivatives committee. The Group's exposure to derivative counterparties is monitored on a regular basis, as are their external credit ratings.

Liquidity and cash management

The Group maintains undrawn committed revolving bank facilities to provide financial liquidity. These can be drawn or repaid at short notice, reducing the need to hold liquid resources in cash and deposits. This minimises costs arising from the difference between borrowing and deposit rates, while reducing credit exposure. Deposits are placed as necessary to optimise the rate of return, subject to the credit standing of the counterparty.

Foreign currency management

The Group's policy is to have no material unhedged net assets or liabilities denominated in foreign currencies. The currency risk on overseas investments is hedged via foreign currency denominated borrowings and derivatives.

When attractive terms are available to do so, the Group borrows in freely available currencies other than Sterling. The Group fully hedges its foreign currency risk on such borrowings.

Financing structure

At 31 March 2011 Group gross borrowings were £1,939 million; including our share of debt in Joint Ventures and Funds, gross borrowings were £4,731 million.

The types of debt employed are:

i) with recourse to British Land for repayment and being either additionally secured by specific assets or unsecured; and

ii) non-recourse to British Land and in "ring-fenced" structures, including Joint Ventures and Funds.

Secured debt with recourse to British Land is provided by debentures at fixed interest rates with long maturities and no amortisation. The £1 billion of Debentures issued by British Land are secured against a single combined pool of assets with common covenants: the value of those assets is required to cover the amount of these debentures by a minimum of 1.5 times and net rental income must cover the interest at least once. We use our rights under the debentures to withdraw, substitute or add properties (or cash collateral) in the security pool, in order to manage these cover ratios effectively, deal with any asset sales and remedy any stress on covenants if necessary. Secured debt issued by the Group as part of the acquisition in 2006 of the BL Davidson former joint venture also includes asset value and income ratios, similarly managed by us and remedied as necessary. The assets of the Group not subject to any security stood at £2.7 billion as at 31 March 2011.

Unsecured debt with recourse to British Land includes bank revolving credit facilities that provide full flexibility of drawing and repayment at short notice without additional cost. These provide valuable operational support, and are committed for terms up to six years. Undrawn loan facilities are maintained to support current and future business requirements.

These credit facilities are based on relationships with a wide range of banks, reducing reliance on any particular lender. At 31 March 2011, 26 different financial institutions from 11 countries provided finance to the Group via bilateral or syndicated facilities, in total £2.8 billion at floating interest rates based on LIBOR plus an average margin of 47bps or 0.47% per annum.

Other unsecured funding includes US private placements, issued in full at fixed rates, requiring no amortisation and with terms up to 16 years. British Land currently has two US private placements: £98 million 5.5% Senior Notes 2027 and $154 million 6.3% Senior US Dollar Notes 2015 (which is swapped back into sterling at 6.0%). Issuing in this market widens the debt investor base.

Covenants applying across each of these unsecured facilities (having been consistently agreed with all lenders since 2003) are the same:

a) Net Borrowings not to exceed 175% of Adjusted Capital and Reserves; and

b) Net Unsecured Borrowings not to exceed 70% of Unencumbered Assets.

No income/interest cover ratios apply to these facilities, and there are no other unsecured debt financial covenants in the Group.

Covenant ratio

As at 31 March

2007

2008

2009

2010

2011

Net Unsecured Borrowings

to Unencumbered Assets¹

28%

22%

14%

25%

Net Borrowings to Adjusted

Capital and Reserves²

74%

83%

37%

36%

Highest during the year to 31 March 2011: 25%¹; 39%²

Although secured assets and other assets of non-recourse companies are excluded from Unencumbered Assets for the covenant calculations, unsecured lenders benefit from the surplus value of these assets above the related debt and the free cash flow from them. During the year ended 31 March 2011 these assets generated £59 million of surplus cash after payment of interest. In addition, while investments in joint ventures do not form part of Unencumbered Assets, our share of profits generated by these ventures are passed up to the Group.

Debentures without recourse to British Land are those issued by BLD Property Holdings Limited (formerly Asda Property Holdings Limited) a company acquired by the Group in 2006. There are three fixed rate debentures of £111 million in total:

· 10.3125% First Mortgage Debenture Stock 2011

· 6.125% First Mortgage Debenture Stock 2014

· 9.125% First Mortgage Debenture Stock 2020

Asset value and income ratio cover requirements are managed and remediable as necessary, in line with our other debentures.

Joint Ventures and Funds

Joint Ventures and Funds are each financed and interest rate managed separately, without recourse to British Land for repayment. External debt in total of £5.9 billion (2010: £6.1 billion) has been arranged through securitisation or bank debt according to the requirements of the business of each venture. Refinancing of these facilities is addressed by the relevant entities as appropriate for their businesses.

Those debt arrangements which include loan to value ratio covenants have maximum levels ranging from 55% to 90% (except for one fund in which we have a small interest where the LTV is 35%); several of the debt arrangements have rental income to interest or debt service cover requirements. There is no obligation on British Land to remedy any breach of these covenants and any remedy needed would be considered by the parties on a case by case basis.

Our joint ventures at Broadgate, Meadowhall and Sainsbury Superstores, each contain securitised debt, raised based on the cash flows generated from the specific assets or pools of assets. The strength of these cash flows allows credit-rated debt to be raised with long maturities.

The securitisations of the Broadgate Estate (£1,905 million), Meadowhall (£811 million) and the Sainsbury's superstores portfolio (£657 million) have weighted average maturities of 15.3 years, 13.6 years, and 10.0 years respectively. The only financial covenant applicable to these securitisations is that income must cover interest and scheduled amortisation (1 times). These securitisations provide for quarterly principal repayments with the balance outstanding reducing to approximately 20-30% of the original amount raised by expected final maturity. These debt structures, which were arranged by British Land, permitted us to introduce third party investors and effectively dispose of a 50% share in the investment without requiring repayment of the debt.

Although a combination of fixed and floating rate debt has been issued in the securitisations, all the floating rate instruments have been fully swapped into fixed rate debt, from the date of issue. Transaction specific derivatives are employed by the relevant borrowing entity in the Joint Ventures and Funds to achieve the desired interest rate profile when floating rate debt is raised through other debt structures.

Tax Strategy

Our tax strategy is an important aspect of our business. Being a Real Estate Investment Trust (REIT) significantly reduces the taxation costs of the Group, but brings with it a responsibility to our shareholders and to the UK tax authorities (HMRC) to operate within the rules of the REIT regime. In 2007 we paid a one-off corporation tax charge of £291 million to convert to REIT status - in return for which we do not pay tax on our property income or gains on property sales, provided that we distribute at least 90% of our property income to shareholders, which becomes taxable in their hands. In addition we have to meet certain conditions such as ensuring our property rental business represents more than 75% of our total profits and assets.

We do pay tax on overseas earnings, which is subject to overseas taxation, and any UK income that does not qualify as property income within the REIT rules (such as fees and interest) is subject to tax in the normal way. We also collect VAT and withholding tax on dividends as well as employment taxes. So we have a major responsibility for deducting, collecting, accounting for and paying significant amounts to the government - in the year to 31 March 2011 we paid a total of £118 million to HMRC.

We maintain a regular dialogue with HMRC to let them know what we are doing and to maintain transparency and we have been awarded and have maintained a low risk rating with HMRC. Where there are a range of ways in which a transaction could be undertaken we consider the relative merits and seek pre-clearance from HMRC in complex areas. We engage in discussions on potential or proposed changes in the taxation system that might affect us, particularly those relating to REIT legislation, seeking to ensure a successful and fair outcome for the Group. We ensure that our tax returns are correct and are filed within agreed timelines. Our tax policy and approach to taxation is regularly reviewed by the Board.

RISK MANAGEMENT

Approach to Risk Management

On the face of it, the risks facing the Group are straightforward - property and finance. These two risks are influenced more than anything else by the economy; which is itself affected by a series of local and worldwide events that vary from day-to-day, such as the current unrest in the Middle East. So while we recognise and consider all these factors in estimating the importance of each of our risks, we identify the principal risks we recognise and manage and which we list in the following schedules at the level below the overall 'property and finance' level - at the varying individual categories we think about when managing our business. Many of them interlink and like a number of businesses we find it helpful to classify them under the general captions of Performance, Operational and Legal and other.

While we do identify new risks and re-evaluate old risks, most do not change from year to year. What does change is the importance, emphasis and attention we give to them. For example, the risks we consider have increased the most this year are those relating to development, due to the increased size of our development programme. While we remain confident of the future success of that programme, the development risk and office occupier market risk have increased in importance as a result.

A significant number of senior executives, together with the executive and non-executive directors, have given their thoughts and input into both identifying and managing the risks faced during the year. Their views have fed into the revision of our risk matrix which is considered and further refined at meetings of the Executive Committee, the Audit Committee and the Board at least twice yearly. The adequacy of risk mitigating strategies and controls are considered at each review. This helps to assist in defining the risk profile of the business and ensures that the implications are understood.

The risk matrix is underpinned by a series of risk tolerances or indicators that have been developed during the year. A number of key criteria have been identified and measured - and the answers matched against a range that result in each of the key criteria being calibrated into green, amber or red indicators to highlight and inform the directors when deciding how to categorise risks in order of importance and to help highlight whether risks are increasing or decreasing. Risks are scored and ranked based on the likelihood of occurrence and potential impact on the Group.

Risk management, however, is not a twice a year exercise but is integral to the way we run our business from setting strategy, through to formulation of objectives, consideration of transactions, day-to-day decision making and performance of core business procedures. British Land's small Head Office team and relatively flat management structure allows the executive directors to have close involvement in the operational matters of the Group, and identify and respond to risks promptly.

Our approach seeks to understand, limit and manage adverse impacts arising from external and internal events whatever their cause. It is inherent in the nature of risk that risk brings reward, and there are risks that we will choose, with our expertise, to accept. Taking risk is essential to enhancing profits; the key is to take risks that we are best placed to take, such as those relating to property performance, and to seek to minimise the effect of any risks that are not under our day to day control.

There are many risks that we consider and monitor. Some, such as environmental risk, are important to us and fully debated when scoring and ranking the risks that we face, but are not included as a principal risk because they are both well managed and unlikely to result in a significant impact on the Group. We have not identified any high category risks, but those that are of greater concern are shown in the tables that follow.

Principal Performance Risks

Risk description

Impact areas

Key mitigants

Strategy

Failure to execute appropriate property

investment and development strategies.

· Net asset value.

· Total property return (income and capital).

· Shareholder earnings (dividends).

· Defined investment strategy.

· Defined asset appraisal process.

· Investment Committee reviews all opportunities against predetermined criteria.

· Monitoring of macro-economic and property market trends.

Development

Development and construction risk including contractor solvency and availability, and planning risk including poor engagement with local communities.

· Reduced development returns.

· Cost overruns.

· Programme delays leading to potential loss of tenant revenue. Failure to secure planning permission.

· Close supply chain relationships facilitate assessment and monitoring.

· Major or leading contractors engaged only.

· Assessment of contractor prior to appointment, including a financial covenant review before the contract is agreed.

· Robust Corporate Responsibility strategy.

· Community charter.

Cost of finance

Adverse interest rate movements increase borrowing or hedging costs.

· Increased cost of borrowing and hedging.

· Interest hedging policy.

· Hedging effectiveness regularly monitored.

Investor demand

Decrease in demand by investors for real estate.

· Net asset value.

· Eventual pressure on banking covenants.

· Prime portfolio.

· Strong tenant financial covenants.

· Active asset management.

Office occupier market

Weakened occupier demand for office developments, oversupply, and potential vacancies due to financial market rationalisation and economic uncertainty or London losing appeal as place to do business.

· Rental income and cash flow.

· Reduced strength of tenant covenant and increased arrears/bad debts.

· Cost of occupier incentives for new lettings.

· Empty unit (void) costs.

· Net asset value.

· Long upward only lease profiles.

· High occupancy and low near term expiries.

· Quality assets easier to re-let.

· Focus on developing good quality well located and sustainable buildings.

· Key account programme.

Retail occupier market

Reduced retail occupier demand for space, increased supply, tenant defaults.

· Rental income and cash flow.

· Empty unit (void) costs.

· Net asset value.

· Diversified tenant base.

· Long leases and strong financial covenants.

· Prime portfolio easier to re-let.

· Close occupier relationships assist in understanding changing requirements.

· Review of consumer trends.

· Retail occupiers at risk monitored regularly.

· Key account programme.

Principal Operational Risks

Financing availability

Shortage of financing or refinancing at acceptable cost.

· Unable to fund property investments or development programme.

· Increased cost of finance including undrawn bank facilities.

· Spread of sources and maturities of facilities.

· Sufficient lines maintained for spending commitments with significant committed but undrawn facilities.

· Continuing and extensive capital market and bank relationship management.

Credit risk

Financial counterparty credit risk.

· Loss of deposits.

· Favourable British Land positions are forcibly closed.

· Cost of re-arranging facilities.

· Incremental changes in financing rate.

· Summary of exposures by bank and credit ratings reported monthly.

· Spread of sources and maturity of facilities.

· Cash placed across a range of deposit accounts.

· Credit worthiness of derivative counterparties assessed.

Principal Legal and other Risks

Risk description

Impact areas

Key mitigants

People

Key staff departures or change.

· Lost business relationships.

· Loss of management direction, poor or delayed decision making.

· Reputational damage with stakeholders.

· Employment packages in line with FTSE 100 companies.

· Simple, consistent and known procedures allow operations to continue.

· Succession planning regularly evaluated with non-reliance on single individuals.

Health and safety

Occupational or construction health and safety breach.

· Criminal prosecution of responsible executives.

· Reputational damage.

· Fines and legal costs.

· Health and Safety policy.

· Specialised professional advice.

· Extensive compliance reporting.

· Site risk assessments and audit visits.

Political

Terrorism.

· Asset damage/destruction.

· Impact on tenant appeal.

· Net asset value.

· Insurance.

· Business continuity plan.

CORPORATE RESPONSIBILITY

At British Land, corporate responsibility is a critical part of how we manage risks and enhance value across our portfolio and we have a partnership approach to developing, managing and financing property responsibly. We're committed to doing business 'the right way' and this year we carried out a thorough review of our corporate responsibility strategy and activities, commissioning independent research to get the views of key stakeholders. We also consulted experts on a range of issues, reviewed best practice and benchmarked our performance. We have identified five focus areas as being the most important for us and our key stakeholders: managing buildings efficiently; developing sustainable buildings; enhancing biodiversity; exceeding customers' expectations; and focusing on local communities.

Our corporate responsibility key performance indicators provide a rigorous method of assessment of progress against annual targets and are independently audited each year.

Full details of our Corporate Responsibility performance will be published on 17 June 2011. The report for 2010/11 can be viewed at www.britishland.com from this date. It is designed to be accessible and easy to navigate. On-line reporting, rather than circulation of full printed copies, is part of our efforts to improve environmental performance.

DIRECTORS' RESPONSIBILITY STATEMENT

We confirm that to the best of our knowledge:

(a) the financial statements, prepared in accordance with International Financial Reporting Standards as adopted by the EU, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Company and the undertakings included in the consolidation taken as a whole;

(b) the adoption of a going concern basis for the preparation of the financial statements continues to be appropriate based on the foregoing and having reviewed the forecast financial position of the Group; and

(c) the management report, or 'Business Review', includes a fair review of the development and performance of the business and the position of the Company and the undertakings included in the consolidation taken as a whole, together with a description of the principal risks and uncertainties that they face.

GOING CONCERN

The Group's business activities, together with the factors likely to affect its future development, performance and position are set out in the Directors' Report and Business Review. The financial position of the Group, its cash flows, liquidity position and borrowing facilities, together with the Group's financing policy, are described on pages 26 to 40.

The Group has considerable undrawn debt facilities and cash deposits in excess of current drawn banking facilities. There is substantial headroom against the covenants for its unsecured banking facilities, details of which are included in pages 34 to 37. It also benefits from a diverse and secure income stream from leases with long average lease terms. As a consequence, the directors believe that the Group is well placed to manage its business risks satisfactorily despite the current uncertain economic outlook.

The directors have a reasonable expectation that the Company and the Group have adequate resources to continue in operational existence for the foreseeable future. Thus, they continue to adopt the going concern basis in preparing the Annual Report and Accounts.

By order of the Board, Graham Roberts, Finance Director

GLOSSARY

ABOUT REITS

The Government established the REIT status in the UK in 2007 to remove tax inequalities between different real estate investors and with the aim of improving overall investor access to real estate. Real Estate Investment Trusts (REIT) are companies which are exempt from corporate taxation on profits from property rental income and capital gains on the sale of investment properties.

REITs must distribute 90% of UK rental income in the form of property income dividends (PIDs). The consequence of this is to make the tax implications of investing in REITs similar to that of investing directly in property. REITs are also required to meet certain conditions including the proportion of total profits and assets accounted for by their property rental businesses. They remain liable to corporation tax on non-property investment businesses e.g. management fees and interest receivable.

The UK has had a tax exempt real estate regime since 1 January 2007. A number of other countries, notably the US, Australia and France also have tax exempt REIT regimes. British Land has been a REIT since 1 January 2007.

The government is looking to encourage the growth of the REIT sector. The 2011 budget proposals are looking to relax qualifying conditions to encourage new entrants, including the abolition of the entry charge.

Property Income Distributions (PIDs)

Profits distributed as PIDs are subject to tax in the hands of the shareholders as property income. PIDs are normally paid net of withholding tax currently at 20% which the REIT pays to the tax authorities on behalf of the shareholder. Certain types of shareholder (i.e. pension funds) are tax exempt and receive PIDs without withholding tax.

Property companies also pay out normal dividends, called non-PIDs, which are treated as normal dividends and not subject to withholding tax.

RENTS

Headline rent is the contracted gross rent receivable which becomes payable after all the tenant incentives in the letting have expired.

Net effective rent is the contracted gross rent receivable taking into account any rent free period or other tenant incentive. The incentives are treated as a cost to rent and spread over the lease to the earliest termination date.

Rack rented is the term used to describe when the contracted rent is in line with the estimated rental value (ERV), implying a nil reversion.

Under rented is the term used to describe when the contracted rent is below the estimated rental value (ERV), implying a positive reversion (see below). Over rented is the inverse of this.

Reversion is the increase in rent estimated by the external valuers, where the passing rent is below the estimated rental value. The increases to rent arise on rent reviews and lettings.

LEASES AND LETTINGS

Lettings and Lease Renewals are divided between short-term (less than two years lease length) and long-term (over two years lease length). Lettings and renewals are compared both to the previous passing rent as at the start of the financial year; and the ERV immediately prior to letting. Both comparisons are made on a net effective basis.

Rent reviews are compared to the previous passing rent.

Tenant (or lease) incentives are any incentives offered to occupiers to enter into a lease. Typically the incentive will be an initial rent-free period, or a cash contribution to fit-out. Under accounting rules the value of lease incentives given to tenants is amortised through the income statement on a straight-line basis to the earliest lease termination date.

Turnover rents is where all or a portion of the rent is linked to the sales or turnover of the occupier.

Rents with fixed and minimum uplifts are either where rents are subject to contracted uplifts at a level agreed at the time of letting; or where the rent is subject to an agreed minimum level of uplift at the specified rent review.

Capped rents are subject to a maximum level of uplift at the specified rent reviews as agreed at the time of letting.

Collar rents are subject to a minimum level of uplift at the specified rent reviews as agreed at the time of letting.

RENTAL INCOME

Gross rental income is the gross accounting rent receivable (quoted either for the period or on an annualised basis) prepared under IFRS which requires that rental income from fixed/minimum guaranteed rent reviews and tenant incentives is spread on a straight line basis over the entire lease to first break. This can result in income being recognised ahead of cash flow.

Net rental income is the rental income receivable in the period after payment of direct property outgoings which typically comprise ground rents payable under head leases, void costs, net service charge expenses, and other direct irrecoverable property expenses. Net rental income is quoted on an accounting basis. Net rental income will differ from annualised net cash rents and passing rent due to the effects of income from rent reviews, net property outgoings and accounting adjustments for fixed and minimum contracted rent reviews and lease incentives.

Annualised rent is the gross rent receivable on a cash basis as at the reporting date. Additionally where rent reviews are outstanding, any increases to applicable estimated rental value (as determined by the Group's external valuers), less any ground rents payable under head leases.

Estimated rental value (ERV) is the external valuers' opinion as to the open market rent which, on the date of valuation, could reasonably be expected to be obtained on a new letting or rent review of a property.

Like-for-like ERV growth is the change in ERV over a period on the standing investment properties expressed as a percentage of the ERV at the start of the period. Like for like ERV growth is calculated monthly and compounded to the period subject to measurement.

Like-for-like rental income growth is the growth in gross rental income on properties owned throughout the current and previous periods under review. This growth rate includes revenue recognition and lease accounting adjustments but excludes properties held for development in either period, properties with guaranteed rent reviews, asset management determinations and surrender premiums.

Passing rent is the gross rent, less any ground rent payable under head leases.

PROPERTY YIELDS

EPRA Net Initial yield is the annualised rents generated by the portfolio, after the deduction of an estimate of annual recurring irrecoverable property outgoings, expressed as a percentage of the portfolio valuation (after notional purchaser's costs), excluding development properties.

EPRA Topped-Up Net Initial Yield is the annualised rents generated by the portfolio, after the deduction of an estimate of annual recurring irrecoverable property outgoings, plus rent contracted from expiry of rent free periods and uplifts agreed at the balance sheet date which are not intended to compensate for future inflation, expressed as a percentage of the portfolio valuation (after notional purchaser's costs), excluding development properties.

Overall Topped-up Net Initial Yield is the EPRA Topped-Up Net Initial Yield adding guaranteed fixed uplifts to the annualised rents.

Net Equivalent yield is the weighted average income return (after deducting notional purchaser's costs) a property will produce based upon the timing of the income received. In accordance with usual practice, the equivalent yields (as determined by the external valuers) assume rent is received annually in arrears. The British Land definition excludes Europe, where leases are linked to annual indexation.

Net Reversionary yield is the anticipated yield, which the initial yield will rise to once the rent reaches the estimated rental value.

Yield shift is a movement (usually expressed in basis points) in the yield of a property asset, or like for like portfolio, over a given period. Yield compression is a commonly used term for a reduction in yields.

LEASE LENGTH AND OCCUPANCY

Occupancy rate is the estimated rental value of let units expressed as a percentage of the total estimated rental value of the portfolio, excluding development properties. It includes accommodation under offer or subject to asset management (where they have been taken back for refurbishment and are not available to let as at the balance sheet date).

Total occupancy rate is the occupancy rate excluding accommodation under offer or subject to asset management.

Weighted average lease term is the average lease term remaining to first break, or expiry, across the portfolio weighted by contracted rental income (including rent frees). The calculation excludes short-term lettings, residential leases and properties allocated as developments.

Virtual freehold represents a long leasehold tenure for a period up to 999 years. A 'peppercorn', or nominal, rental is paid annually.

PLANNING

The 1947 Town and Country Planning Act requires all proposals, with a few exclusions, to secure planning permission from the local authority. The requirement to obtain planning permission extends not only to new construction, but also to substantive changes of use of a property. There are various 'use classes'. Change of use to a different use class generally requires Planning consent.

Planning consent gives consent for a development, and covers matters such as use and design. Full details of the development scheme must be provided in an application for full planning consent, including detailed design, external appearance and landscaping before a project can proceed. Outline planning consent establishes the broad outline of the scheme and is subject to the later approval of the details of the design.

Retail planning consents are separated between A1, A2 and A3 - as set out in The Town and Country Planning (Use Classes) Order 2005. Within the A1 consent category, an Open A1 consent grants planning for any type of retail, while Restricted A1 consent places limits on the types of retail that can operate from the site (this is typically a restriction that only bulky goods operators are allowed to trade at that site).

Class	Description	Use for all/any of the following purposes
A1	Shops	Retail sale of goods other than hot food; post office; sale of tickets or as a travel agency; sale of sandwiches or other cold food off the premises; hairdressing; direction of funerals; display of goods for sale; hiring out of domestic or personal goods/articles; the reception of goods to be washed, cleaned or repaired; a retail warehouse club being a retail club where goods are sold, or displayed for sale, only to persons who are members of that club; or as a night club
A2	Financial and professional services	Financial services; professional services professional services (other than health or medical); or other services (including betting) appropriate for a shopping area
A3	Restaurants and cafés	Sale of food/drink (i.e. restaurants)
A4	Drinking establishments	Pub, wine bar or other drinking establishment
A5	Hot food takeaways	Sale of hot food for consumption off premises

PROPERTY VALUATION

Property valuation In accordance with usual practice, the Group's external valuers report valuations net, after the deduction of the prospective purchaser's costs, including stamp duty land tax, agent and legal fees.

Market value in relation to property assets is the estimated amount for which a property should exchange on the date of valuation between a willing buyer and a willing seller in an arm's-length transaction after proper marketing wherein the parties had each acted knowledgeably, prudently and without compulsion (as determined by the Group's external valuers). In accordance with usual practice, the Group's external valuers report valuations net, after the deduction of the prospective purchaser's costs, including stamp duty land tax, agent and legal fees.

Portfolio valuation uplift is the increase in value of the portfolio (after taking account of capital expenditure and capitalised interest) of properties held at the balance sheet date and sales during the period.

Capital return is calculated as the change in capital value of the UK portfolio, less any capital expenditure incurred, expressed as a percentage of capital employed over the period, as calculated by IPD. Capital returns are calculated monthly and indexed to provide a return over the relevant period.

DEVELOPMENT

Development construction cost is the total cost of construction of a project to completion, excluding site values and finance costs (finance costs are assumed by the valuers at a notional rate of 6% per annum).

Estimated (Net) Development Value is the estimated end value of a development project as determined by the external valuers for when the building is completed and fully let (taking into account tenant incentives). It is based on the valuers view on ERVs, yields, letting voids and rent frees.

The residual site value of a development is calculated as the estimated (net) development value, less a developer's profit margin, all development construction costs, finance costs (assumed at a notional rate) of a project to completion and notional site acquisition costs. The residual is then determined to be the current site value.

Developer's profit is the profit on cost assumed by the valuers to be required to start a project. The developers profit is typically calculated by the valuers to be a percentage of the estimated total development costs.

EPRA DEFINITIONS

EPRA is the European Public Real Estate Association, the industry body for European REITs.

EPRA earnings is the profit after taxation excluding investment property revaluations and gains/losses on disposals, intangible asset movements and their related taxation.

EPRA net assets (EPRA NAV) are the balance sheet net assets excluding the mark-to-market on effective cash flow hedges and related debt adjustments, deferred taxation on revaluations and diluting for the effect of those shares potentially issuable under employee share schemes.

EPRA NAV per share is EPRA NAV divided by the diluted number of shares at the period end.

EPRA NNNAV is the EPRA NAV adjusted to reflect the fair value of debt and derivatives and to include deferred taxation on revaluations.

EPRA vacancy rate is the estimated market rent of value (ERV) of vacant space divided by ERV of the whole portfolio, excluding developments. This is the inverse of the total occupancy rate.

FINANCIAL

Underlying profit before tax is the pre-tax EPRA earnings measure with additional company adjustments, including realisation of cash flow hedges and non-recurring items.

Underlying earnings per share (EPS) consists of underlying profit after tax divided by the diluted weighted average number of shares in issue during the period.

Loan to Value (LTV) is the ratio of gross debt less cash, short-term deposits and liquid investments to the aggregate value of properties and investments.

IFRS are the International Financial Reporting Standards as adopted by the European Union.

Interest cover is the number of times net interest payable is covered by underlying profit before net interest payable and taxation.

Mark-to-market is the difference between the book value of an asset or liability and its market value.

REIT total return (Total accounting return) is the growth in EPRA NAV plus dividends paid, and this can be expressed as a percentage of EPRA NAV per share at the beginning of the period.

REIT income return is underlying profit before tax (as defined above) after deduction of attributable underlying tax.

REIT capital return is REIT total return less REIT income return (as defined above).

Net operating costs are property operating expenses and administrative expenses net of fees and other income.

Weighted average debt maturity each tranche of Group debt is multiplied by the remaining period to its maturity and the result is divided by total Group debt in issue at the period end.

Weighted average interest rate is the Group loan interest and derivative costs per annum at the period end, divided by total Group debt in issue at the period end.

Total shareholder return is the growth in value of a shareholding over a specified period, assuming that dividends are reinvested to purchase additional units of stock.

OTHER

CACI Ltd is a wholly owned subsidiary of Consolidated Analysis Center Incorporated (CACI) providing marketing solutions and informational systems to local and central government and to business from most industry sectors (including retail).

Group is The British Land Company PLC and its subsidiaries and excludes its share of joint ventures and funds on a line-by-line basis (i.e. not proportionally consolidated).

IPD is Investment Property Databank Ltd which produces an independent benchmark of property returns.

SUPPLEMENTARY INFORMATION (Data includes Group's share of Joint Ventures and Funds)

Portfolio Yield Profile

Excluding developments	EPRA net initial yield %¹	EPRA topped up net initial yield %^1,2	Overall topped-up net initial yield %¹	Net reversionary yield %¹	Net equivalent yield %¹
Retail:
Retail warehouses	5.5	5.8	5.5	5.7	5.7
Superstores	5.0	5.0	5.0	5.0	5.1
Shopping centres	5.4	5.7	5.7	6.0	5.9
Department stores	5.7	5.7	8.7	4.6	6.5
UK Retail	5.4	5.6	5.8	5.5	5.7
Europe Retail	7.1	7.1	7.1	7.4	7.6
All Retail	5.5	5.6	5.9	5.6	5.8
Offices:
City	4.7	6.4	6.4	6.0	5.8
West End	3.9	5.6	6.0	6.1	5.6
Offices	4.4	6.1	6.2	6.1	5.7
Other	8.4	8.4	10.4	6.0	9.5
Total	5.2	5.8	6.1	5.8	5.8

¹ including notional purchaser's costs

²including rent contracted from expiration of rent free periods and fixed uplifts

Annualised Gross Rental Income and Annualised Rent

Excluding developments	Annualised gross rental income (accounting basis)¹			Annualised rent (cash flow basis)²
Excluding developments	Group £m	Funds & JVs £m	Total £m	Group £m	JVs & Funds £m	Total £m
Retail:
Retail warehouses	106	44	150	109	44	153
Superstores	8	62	70	8	63	71
Shopping centres	33	60	93	33	59	92
Department stores	34	-	34	28	-	28
UK Retail	181	166	347	178	166	344
Europe Retail	-	24	24	-	24	24
All Retail	181	190	371	178	190	368
Offices:
City	22	80	102	3	82	85
West End	55	-	55	44	-	44
Offices	77	80	157	47	82	129
Other	18	-	18	14	1	15
Total	276	270	546	239	273	512

¹ gross rental income will differ from annualised rents due to accounting adjustments for fixed & minimum contracted rental uplifts and lease incentives

² gross rents plus, where rent reviews are outstanding, any increases to ERV (as determined by the Group's external valuers), less any grounds rents payable under head leases

Average Rent, Lease Lengths and Occupancy Rate

Excluding developments	Average rent		Average lease length		Occupancy rate
Excluding developments	Contracted £psf	ERV £psf	To expiry yrs	To first break, yrs	Occupancy rate %¹	Total occupancy rate %
Retail:
Retail warehouses	22	23	11.3	10.4	98.7	98.5
Superstores	21	21	16.8	16.8	100.0	100.0
Shopping centres	26	27	10.6	9.9	97.0	95.5
Department stores	12	10	29.5	26.0	99.1	98.6
UK Retail	21	22	13.7	12.8	98.5	98.0
Europe Retail	10	11	9.4	3.9	90.5	90.5
All Retail	20	20	13.3	12.1	97.9	97.5
Offices:
City	47	43	11.9	9.9	97.2	97.0
West End	42	43	11.2	8.7	98.7	98.1
Offices	45	43	11.7	9.4	97.8	97.4
Other	18	13	21.4	21.3	91.8	91.8
Total	24	24	13.0	11.5	97.8	97.3

¹ including accommodation under offer or subject to asset management

Rent Subject to Lease Break or Expiry

12 months to 31 March	2012	2013	2014	2015	2016	2012-14	2012-16
Excluding developments	£m	£m	£m	£m	£m	£m	£m
Retail:
Retail warehouses	2	4	6	4	8	12	24
Superstores	-	-	-	-	-	-	-
Shopping centres	4	3	6	4	8	13	25
Department stores	1	-	-	-	-	1	1
UK Retail	7	7	12	8	16	26	50
Europe Retail	3	4	3	4	3	10	17
All Retail	10	11	15	12	19	36	67
Offices:
City	-	-	2	9	11	2	22
West End	1	7	1	2	4	9	15
Offices	1	7	3	11	15	11	37
Other	1	-	1	-	-	2	2
Total	12	18	19	23	34	49	106
% of contracted rent	1.9	3.2	3.3	3.9	6.0	8.4	18.3

Rent Subject to Open Market Rent Review

12 months to 31 March	2012	2013	2014	2015	2016	2012-14	2012-16
Excluding developments	£m	£m	£m	£m	£m	£m	£m
Retail:
Retail warehouses	21	27	23	22	20	71	113
Superstores	5	4	9	17	20	18	55
Shopping centres	17	15	11	7	18	43	68
Department stores	-	-	-	-	5	-	5
UK Retail	43	46	43	46	63	132	241
Europe Retail	-	-	-	-	-	-	-
All Retail	43	46	43	46	63	132	241
Offices:
City	6	17	29	31	17	52	100
West End	5	8	2	2	14	15	31
Offices	11	25	31	33	31	67	131
Other	-	-	-	-	1	-	1
Total	54	71	74	79	95	199	373
Potential uplift at current ERV	2	2	1	3	3	5	11

Top 10 Properties by British Land Share of value

Excluding developments	Sq ft	BL Share	Rent	Occupancy	Lease length
	'000	%	£m pa¹	rate %²	yrs³
Broadgate	4,436	50	172	96.5	8.2
Regent's Place	1,210	100	48	98.3	9.2
Meadowhall Shopping Centre	1,376	50	82	98.2	10.5
Ropemaker Place	594	100	26	99.3	15.6
Drake Circus Shopping Centre	560	100	15	98.5	7.7
Teesside Shopping Park	460	100	14	100.0	9.7
Debenhams, Oxford Street	367	100	16	100.0	28.0
York House, Seymour Street	132	100	5	100.0	6.5
Forster Square Shopping Park	246	100	7	100.0	10.1
St Stephen's Shopping Centre	410	100	8	98.4	9.6

¹ annualised contracted rent including 100% of Funds & Joint Ventures

² includes accommodation under offer or subject to asset management

³ to first break

Occupiers Representing Over 0.5% of Rent

Excluding Europe	% of total rent		% of total rent
Tesco	7.4	Argos	0.8
Sainsbury's	6.4	Gazprom	0.8
Debenhams	4.3	Deutsche Bank	0.8
UBS	3.8	Mayer Brown International	0.8
Homebase	2.3	Cable & Wireless	0.8
Kingfisher (B&Q)	2.2	Mothercare	0.8
HM Government	2.2	KESA (Comet)	0.8
Next (inc. Next at Home)	2.0	British Home Stores	0.7
Bank of Tokyo-Mitsubishi UFJ	1.7	ICAP	0.7
Spirit Group¹	1.7	Lend Lease	0.7
Macquarie Group	1.6	Markit Group	0.7
Herbert Smith	1.5	Burton/Dorothy Perkins/Wallis/Evans	0.7
Alliance Boots	1.3	SportsDirect	0.6
RBS	1.3	Credit Lyonnais	0.6
Asda (inc. Asda Living)	1.1	Henderson Global Investors	0.6
Currys	1.1	Pets at Home	0.6
Marks & Spencer	1.1	JD Sports (inc. Bank Fashion)	0.6
House of Fraser	1.1	Carpetright	0.5
New Look	0.9	Carlson	0.5
TK Maxx	0.9	ATOS Origin	0.5
Aegis Group	0.9	HMV	0.5
JP Morgan Chase Bank	0.9	H&M	0.5
Reed Smith Richards Butler	0.9

¹the managed food focused pub portfolio within Punch Taverns

This information is provided by RNS

The company news service from the London Stock Exchange

END

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