TRIPLE
LETTERSCORE

TRIPLELETTERSCORE

DOUBLELETTERSCORE

DOUBLELETTER
SCORE

DOUB
LETTE
SCOR
DOUBLELETTER
SCORE

DOUB
LETTE
SCOR

TRIPLELETTERSCORE

TRIPLELETTERSCORE

DOUBLELETTERSCORE

DOUBLELETTERSCORE
DOUBLELETTERSCORE

DOUBLELETTERSCORE

DOUBLELETTER
SCORE

DOUB
LETTE
SCOR

TRIPLELETTER
SCORE®

2007 Sustainability Report

TRIPLELETTERSCORE

DOUBLELETTERSCOREAt ProLogis, sustainability is a business approach that balances environmental, societal and economic objectives. We engage key stakeholders,such as customers, employees, investors and the local communities
in which we operate, to solicit feedback and further our understandingof the sustainability issues that are most relevant to them.
have established what we believe is a core competency
in sustainable design and construction and have alreadyachieved some notable successes in delivering highperformance properties to key customers.
Company wide, we have made significant strides
toward meeting the goals and objectives outlined in lastyear’s report. Among the recognition we have received:• Ranked No. 1 “Most Admired Real Estate Company”
by Fortune magazine for the second year in a row with
top scores across all performance categories, including
social responsibility and innovation• Received multiple top awards from the National
Association of Industrial and Office Properties for the
ProLogis is focused on becoming the global leader inenvironmental best practices. We consider sustainability
and climate change to be fundamental issues andunderstand the importance of actively managing theimpact of both our day-to-day operations as well as
our development business.
The creation of our first report was an illuminating
experience. Not only did we begin to monitor our global
activities, we furthered our existing sustainability objec-

development of LEED-certified space• Presented with the Urban Design Award for 2007 by
the South Bedfordshire District Council in the United
Kingdom. The former brownfield site is now ProLogis
Park Dunstable, which also received the BREEAM‘Excellent’ rating for environmental performance• Received CASBEE Osaka ‘A’ grade certification for two
distribution centers in Japan; ProLogis Parc Maishima II
and ProLogis Parc Osaka IItives by implementing industry-approved methods for

It has been gratifying to see how ProLogis associates

future data collection.

worldwide have embraced our programs and have

Our efforts have also helped us gain a better under-

become ambassadors for change – communicating thestanding of potential impacts of climate change and how

importance of our efforts throughout their local markets

the depletion of resources can disrupt world economies.

and to others within their communities. We welcome

Consumers catch a glimpse of this dynamic when they

your feedback and look forward to sharing additional

fill their gas tanks or pay their utility bills. At the same

results with you in next year’s report.

time, real estate developers are noting more stringent
building codes and minimum energy performancestandards that have led to higher construction costs.
In addition, our reporting helps us stay focusedon progressing our CSR initiatives – such as installing
renewable energy systems or requiring minimum envi-

Jeffrey H. Schwartzronmental construction standards. We are fortunate to

Chairman and Chief Executive Officer

2

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

SUSTAINABILITY MISSION

Our mission with regard to sustainability
is straightforward: to be the leading global
provider of sustainable distribution facilities
and to create an optimal balance between
shareholder value, the environment andcorporate social responsibility. To ProLogis,
sustainability is a business approach thatrecognizes economic, environmental andsocial objectives. It defines who we are
and how we operate.
We strive to retain the trust and supportof our investors, customers, employees
and the communities in which we operate
and to manage our business in a way that
benefits all of our stakeholders.

REPORT GUIDEI N D E P E N D E N T A S S U R A N C E S TAT E M E N T S U P P L E M E N T

This is the second corporate sustainability report

Opinion On the basis of the method and scope of work

produced by ProLogis. It is global in scope and covers ourundertaken and the information provided to us by ProLogis:

activities in North America, Europe and Asia for the fullMateriality Nothing came to our attention to suggest

year ended December 31, 2007, unless otherwise noted.

that significant material issues for the company have

The basis for reporting on other matters specific tobeen omitted from the scope of the Report. We recom-

the operations of our business, including joint ventures,

mend that ProLogis consider discussing the following

subsidiaries, leased facilities, outsourced operations

areas in more detail in future reports: health and safety

and other entities that can affect comparability fromperformance indicators, the implications of the Foreign

period to period, can be found in ProLogis’ Annual

Corrupt Practices Act and issues around labor standards

Report on Form 10-K, which is filed with the Securities

for suppliers and contractors in emerging markets.

and Exchange Commission.
This report is intended to provide information about

Completeness We are not aware of any material
reporting units which have been excluded from thethe most significant sustainability-related impacts that

consolidated data, beyond those specified in the scope

arise from our business activities and is focused onof the Report. Nothing has come to our attention thatthose for which we have the greatest degree of control

causes us to believe that the data have not been properly

or influence. By identifying and reporting on the mostcollated from information reported at operations level.

material issues to ProLogis and our stakeholders, we

In the future, ProLogis should consider explicitly linking

ensure that our reporting remains relevant and useful.

its identification of material issues to stakeholder feed-

We are pleased to report that as of December 31,

back to ensure that concerns from all stakeholders are

2007, there have been no re-statements of information

being addressed by the company. The introduction ofprovided in previous sustainability-related disclosure.

a systematic approach to giving and reporting on chari-

In addition, the scope of reporting related to our total

table donations and community support activities atcarbon footprint has been expanded to include interna-

corporate and operations level should be a priority fortional data; in 2006, we only reported on the CO2

the coming year. We found evidence that appropriate

emissions resulting from our U.S. business operations.

systems are in place for monitoring and gathering

To the extent possible, we have included data frominformation on relevant management arrangementsinternal resources or with the help of our businessand consolidated performance.

partners. When original data was not available, we

Responsiveness We reviewed evidence of a variety ofrelied on third-party sources for estimates. We alsomechanisms in place for responding to key stakeholders

have engaged a third-party assurance provider to assist

such as investors, employees and customers at groupin expanding the scope and level of detail included,level and some examples of engagement mechanisms

as well as in developing and refining data collection

for additional stakeholders at the operational level.

methodologies for this and future reports.

We note ProLogis’ strength in conducting systematicThis report incorporates the most recent G3

dialogue with customers and believe that this example

Guidelines as released by the Global Reporting Initiative

could be used to develop more systematic engagement(GRI) as a general framework for this report. GRI is

mechanisms with other stakeholders. Looking forward,

an international, multi-stakeholder network throughwe recommend setting group-wide targets aroundwhich a recognized sustainability reporting frameworksocial aspects of performance, particularly with regard

has been developed. This report has been externallyto employee development, community interaction

assured and GRI-checked as meeting the requirements

and supplier standards.

for GRI’s Application Level “B+”.
Questions or feedback? Please contact ProLogis’

csr network ltd

Investor Relations department at 1-800-566-2706.

U.K. March 2008

Jon Woodhead, Director

4

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

Todd Cort, Project Manager

This 2007 ProLogis Sustainability Report has been

S TA K E H O L D E R C O M M U N I C AT I O N F R A M E W O R K

subjected to independent assurance by csrnetwork.

We communicate openly and in good faith with our

In conducting the assurance, csrnetwork evaluatedstakeholders and encourage honest feedback from

the Materiality, Completeness and Responsiveness ofthem. This is obtained through active outreach including

the Report in line with the guidelines of the AA1000

customer satisfaction surveys, group and one-on-one

Assurance Standard as well as the requirements forinvestor meetings, industry forums, media interviews,

reporting at the B+ level for the Global Reporting

quarterly earnings calls, employee training sessions,

Initiative G3 guidelines. The full draft of this assurance

public planning meetings and meetings with vendors andstatement, including the scope of the assurance

suppliers. Additionally, we provide departmental contact

process, responsibilities, findings and recommendations,information on our corporate website, www.prologis.com

can be found at:
http://ir.prologis.com/investors/sustainability.cfm
csr network ltd
U.K. April 2008

We also respond to incoming inquiries. They can
originate from local communities seeking volunteers,from third-party organizations looking for information
about ProLogis’ plans to address climate change, suchas the Carbon Disclosure Project and KLD Analytics,
and from individual or institutional investors trying
to better understand our business operations.
These efforts have helped us understand and address
the needs of our stakeholders. Taking this a step fur-

KEY STAKEHOLDER ENGAGEMENT

ther, we actively publicize our sustainability goals andWe identify our key stakeholders as any person or group

achievements and have completed a number of strategicof people who may affect, or be affected by, ProLogis’

stakeholder engagement activities, including:business operations. This includes customers, investors,planners, non-governmental organizations, governmental
agencies, suppliers, employees and the communities
in which we operate. All of these entities have an interest in ProLogis’ sustainability efforts and are therefore
expected to find value in this report. As the ultimate
beneficiaries, stakeholders’ priorities were the key
driver for determining report content.
In order to define the content for our 2007 sustainability report, ProLogis associates who interact withvarious stakeholders met with external consultants toestablish a framework for determining the most important
topics. The group then assessed which of those topics
we have some degree of control over, since those are
the areas where our resources can best be deployed
for bringing about the desired results.

• Specific investor targeting analysis via Thomson
Financial, a leading global financial informationcompany, to identify U.S.-based socially responsible
investors• Registering for the report alert service throughCorporateRegister, the world’s largest online directoryof company-issued CSR, Sustainability andEnvironmental reports• Developing a “Sustainability Champion” program,wherein each ProLogis office will have a designatedindividual charged with helping to implement ProLogis’
environmental initiatives in that office, collecting
information on sustainability efforts and participating
in quarterly conference calls to share ideas withother Sustainability Champions

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

5

GRI Content Index
DMA EC
EC1
EC2
EC6
EC7
EC8
DMA EN
EN1
EN3, EN4
EN6, EN7
EN13, EN14
EN16
EN23
EN26
EN28
DMA LA
LA1
LA2
LA3, LA4
LA10, LA12DMA HRHR4DMA SO
SO1
SO3, SO4SO7
SO8DMA PR
PR1
PR5
PR6, PR7

p16
p18
p16
p18
p18

Disclosure on management approach
Direct economic value generated and distributed
Financial implications, risks and opportunities due to climate change
Policy, practices and proportion of spending on locally based suppliers
Procedures for local hiring and proportion of senior management hired from the local community at significant
locations of operation
p15
Development and impact of infrastructure investments and services provided primarily for public benefit
p8
Disclosure on management approachp8
Materials used by weight or volume
p8, 11 Direct and indirect energy consumption by primary energy source
p8 – 11 Use of energy-efficient or renewable energy initiatives to achieve direct and indirect energy reduction requirements;
reductions achieved
p9, 11 Strategies, current actions and future plans for managing impacts on biodiversity; habitats protected or restored
p11
Total direct and indirect greenhouse gas emissions by weight
p9
Total number and volume of significant spills
p8, 10 Initiatives to mitigate environmental impacts of products and services
p9
Significant fines or sanctions for non-compliance with environmental laws and regulations
p13
Disclosure on management approach
p13
Total workforce by employment type, employment contract and region
p13
Total number and rate of employee turnover by age group, gender and regionp14
Benefits provided to employees; percentage of employees covered by collective bargaining agreements
p14
Average hours of training per year; performance and career development reviews
p13
Disclosure on management approach
p14
Total number of incidents of discrimination and actions taken
p13
Disclosure on management approach
p14, 15 Programs to assess and manage the impacts of operations on communities
p14
Total number of employees trained in organization’s anti-corruption policies and procedures; any incidents andactions taken
p14
Total number of legal actions for anti-competitive behavior, anti-trust and monopoly practices and their outcomes
p14
Significant fines or sanctions for non-compliance with laws and regulations
p18
Disclosure on management approach
p18
Product and service life cycle assessments
p18
Customer satisfaction measurement
p18
Marketing and communications compliance; any incidents and actions taken

GRI Profile Indicators
1.1 – 1.2
2.1 – 2.4
2.5
2.6
2.7
2.8
2.9
2.10
3.1 – 3.3
3.4
3.5 – 3.7
3.8
3.9
3.10 – 3.11
3.12 – 3.13
4.1 – 4.4
4.5 – 4.6
4.7 – 4.10
4.11
4.12 – 4.13
4.14 – 4.17

6p2

Statement from the CEO about relevance of sustainability to ProLogis and its strategy, including a descriptionof the organization’s key impacts, risks and opportunities
p7
Name of organization, primary products and services; operational structure, location of headquarters
p19
Countries of operation
p7
Nature of ownership; legal form
p19
Markets served
p7
Scale of organization: employees, net sales, capitalization and products
p17
Significant changes during reporting period regarding size, structure, or ownershipp2
Awards received during reporting periodp4
Reporting period, cycle and date of previous reportp4
Contact point for questions regarding reportp4, 5Process for defining report content; boundary and limitations of reportp4
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations and other entities
that can significantly affect comparability from period to periodp4
Data measurement techniques and the bases of calculations
p4, 17 Re-statements or significant changes from previous reports
p4, 6
GRI Standard Disclosures table; policy and practice with regard to seeking external assurance for report
p16, 17 Governance structure; indication if chairman is also executive officer; independence of members; mechanism
for direction to the highest governance bodyp16, 17 Linkage between compensation and organizational performance; processes in place to avoid conflicts of interest
among members of the highest governance body
p3, 16 Processes for determining the highest governance body’s qualifications and expertise on economic, environmental andsocial topics; internal mission statements; codes of conduct; management, evaluation and assessment frequency
p17
Explanation of whether/how the “precautionary approach” is addressed
p17
Externally developed economic, environmental or social charters, principles, or other initiatives;
organizational membership in associations or advocacy organizations
p5
List of stakeholder groups engaged by the organization; key topics and concerns raised, explanation of response

PPRROOLLOOGGI ISS SSUUSSTA
TAI INNAABBI ILLI ITTYY RREEPPOORRTTCOMPANY OVERVIEW

ProLogis is the world’s largest owner, manager
and developer of distribution facilities, with
operations in 118 markets across Asia, Europe
and North America.
ProLogis is headquartered in Denver, Colorado, and

INVESTMENT MANAGEMENT

employs more than 1,500 people worldwide. The com-

Our investment management segment representspany had $36.3 billion of assets owned, managed andthe long-term management of unconsolidated property

under development, comprising 510.2 million square

funds, and the properties they own, with the objective

feet (47.4 million square meters) in 2,773 propertiesof generating a high level of returns to us and our fundas of December 31, 2007.

partners. Along with the income recognized under the

Our customers include manufacturers, retailers,

equity method from our investments in the propertytransportation companies, third-party logistics providers

funds, we include fees and incentives earned for services

and other enterprises with large-scale distribution needs.

performed on behalf of the property funds (primarily

In addition to our core industrial business, we are active

property and asset management services) and interestin retail and mixed-use development in Europe andearned on advances to the property funds, if any, in

Asia, and throughout North America as Catellus

this segment.

Development Group, a ProLogis company.
ProLogis is organized under Maryland law and is taxed

CDFS BUSINESS

as a Real Estate Investment Trust under the Internal

Our CDFS business segment primarily encompasses

Revenue Code of 1986, as amended. Our European

our development of properties that generally are either

headquarters are located in the Grand Duchy ofcontributed to a property fund or sold to third parties.

Luxembourg with our European customer service

Additionally, we acquire properties with the intent toheadquarters located in Amsterdam, the Netherlands.

rehabilitate and/or reposition those properties in the

Our regional offices in Asia are located in Tokyo,

CDFS business segment prior to being contributed to a

Japan, and Shanghai, China.

property fund. We also engage in commercial, mixed-use

Our business is currently organized into threedevelopment activities generally with the intention ofreportable business segments: (1) property operations,selling the land or completed projects to third parties.

(2) investment management and (3) CDFS business.

Additionally, we have land positions, including land
owned by the CDFS joint ventures and land controlled

P R O P E R T Y O P E R AT I O N S

through contracts or options, for future development

Our property operations segment represents theof industrial distribution properties or other commer-

direct, long-term ownership of industrial distribution

cial development.

and retail properties.

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

7environmental
ProLogis is committed to continuously improving the environmental
performance of our global portfolio. Through state-of-the-art design andconstruction, innovative customer programs, active engagement with
suppliers and benchmarking our performance, we strive to be the world
leader in environmental best practice in our industry.
G O A L S / R E S U LT S

• Reduction of potable water usage for landscape irrigation

In 2006, ProLogis adopted a series of multi-year,

by 50% in accordance with methodology establishedquantifiable waste and renewable energy goals for all

under the U.S. Green Building Council’s (USGBC) LEED

new development in its global portfolio to be achieved(Leadership in Energy and Environmental Design) programby 2010. They are as follows:• Utilization of 20% recycled content, based on cost,in all new warehouse developments• Diversion of 75% of construction debris from disposal

ProLogis continued to make progress toward these goals
during 2007. By building to BREEAM (Building Research
Establishment Environmental Assessment Method)standards we will achieve the first, second and fourthin landfills and incinerators on all new projectsof these goals on all new development in the United• Installation of renewable energy sources that have

Kingdom, while under LEED standards, we are making

a combined generation capacity of over 25 million

progress toward these objectives. For example, in

kWh per year across the company’s global property

Minooka, Illinois, over 90% of the waste related to theportfolio

construction of an 800,000-square-foot facility leased
to Kraft Foods was diverted from landfills.

U.S. and U.K. Sustainable Warehouse Initiatives
Early in 2008, ProLogis announced two important

not only provide options for our customers that are

sustainable development initiatives. We pledged tointerested in furthering their own sustainability initia-

develop all new warehouses in the United States to envi-

tives and reducing energy consumption, but we believeronmental standards developed by the USGBC and tothat as customer demand grows, these high-performanceregister each building with the USGBC for certificationbuildings will lease more quickly and generate higher

under LEED, the U.S. national standard for environmen-

rents and greater return on investment.

tally responsible construction. Additionally, we plan

Presently, we have 5.7 million square feet of

to develop all new warehouses in the United Kingdom

warehouses in the United States under design or con-to BREEAM standards developed by BRE Global.

struction for which we are pursuing LEED certification.

These initiatives impact all new development currently

In addition, Catellus has submitted two projects –in the design or planning stage, as well as future projects

Alameda Landing in California and Mueller in Texas –in the United States and the United Kingdom.

that were accepted into the USGBC’s LEED Neighborhood

In an increasing number of global markets, regulators

Development pilot project. In the United Kingdom, weare adopting policies that provide preferential permit-

have 3.7 million square feet of facilities either completed,ting treatment for those development projects that will

under development or in planning that have received

comply with leading environmental standards, creating

BREEAM ratings, with another two million square feetan advantage for the frontrunners. Our facilities willof space that is eligible to be rated in the future.

8

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

We also implemented waste diversion and potable

E N E R G Y- E F F I C I E N T L I G H T I N G

water reduction strategies at various global projects andIn 2006, ProLogis embarked on a lighting program

established a mechanism for tracking our progress on

to install or upgrade the lighting systems in our Norththese initiatives during 2007. Additionally, we continue

American portfolio to energy-efficient T5 and T8

to work on increasing our use of recycled materials

fluorescent lighting systems, which can cut electricity

and are focused on understanding the recycled content

usage by 30 to 40%. To date, we have installed moreof steel and concrete – two of the largest items usedthan 14.1 million square feet of high-efficiency lighting,in warehouse construction. ProLogis has never been

which translates into roughly 15.8 million kWh saved

fined for non-compliance with environmental laws andannually compared with standard systems. That is enoughregulations and due to the nature of our business, weto power 1,489 U.S. homes for a year. In terms of carbon,

have a very low risk of significant spills.
In March 2008, we announced an initiative withthe combined installations avoid approximately 9,694
metric tons of CO2 from being emitted annually.

Southern California Edison (SCE) to provide rooftop
space in one of our distribution parks for a solar panel

WORKING WITH SUPPLIERS

installation pilot project. SCE will make the capitalThrough the building components and products weinvestment in the panels and harvest the energy

purchase, we enhance the environmental attributes

for their customers’ use in the region, while ProLogisof our warehouses. In 2007, we met with suppliers

will install the panels and earn “roof rent” from SCE.

to learn more about their sustainable offerings in order

We anticipate the first installation will be made late

to incorporate such products into our purchasing prac-in 2008 and will provide an update on the progresstices. One outcome included testing environmentallyof this initiative in future reports.

friendly paints and carpets during initial warehouse

Finally, in order to improve our fluency in green

construction and tenant improvements. Based on positive

construction practices, we required our North American

feedback, we plan to incorporate environmentally

construction management team to undergo LEED

preferred products into our standard offering for 2008.

accreditation training. So far, 25 ProLogis employees
have achieved LEED AP status.

Lowest Carbon Footprint Warehouse in Europe
In October 2007, we completed construction of aU.K. distribution warehouse for Sainsbury’s, one of the
U.K.’s leading retailers, that has the lowest carbon footprint of any such facility in Europe. The award-winning,
624,000-square-foot facility at ProLogis Park Pineham,
Northampton, sets new standards for sustainable development with an ultra-low carbon design that exceeds
U.K. building regulations by 40%.
A carbon management system recorded the carbon
footprint of every aspect of the construction process,

ProLogis Park Pineham

including emissions associated with the productionof raw materials and construction components, carbon

harvested from the roof and generates electricity for use

associated with transport to the site and energy used onon the site. Air tightness levels exceed U.K. regulations

site. The carbon footprint was further reduced throughby 75%, while a solar wall and wall-mounted photovoltaic

a waste management plan to reduce and recycle con-panels generate renewable electricity and provide passive

struction waste.

warehouse heating. Carbon credits were purchased

The building also has significantly reduced opera-

to offset the embodied carbon by 110%, creating ational carbon emissions. A combined heat and power

net reduction in emissions equivalent to that of more

plant drives the refrigeration system, warms rainwater

than 440 homes.
P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

9

GLOBAL STANDARDS CHECKLIST

through energy-efficient practices and products. As a

ProLogis is committed to delivering the most energy

partner, we pledge to assess our current energy con-efficient, environmentally responsible buildings possible.

sumption and operating and maintenance practices, asGreen building rating systems, which can be foundwell as identify strategies that will continually improvein a number of regions across the globe, have provenenergy performance enterprise wide. We are currently

to be a credible way to communicate the sustainable

developing a formalized operations and maintenance plancomponents of a building.

for our headquarters that will be customized for our

Where standards for green construction exist, we are

field offices and will meet monthly to discuss progress.

building projects that qualify for certification based on
those criteria. Where green rating systems do not exist,C H I C A G O C L I M AT E E X C H A N G E

we plan to utilize a global standards checklist we created

In February 2007, ProLogis announced its membershipin 2007 based on the requirements for environmental

in the Chicago Climate Exchange (CCX), the world’s

certification from the leading regional rating systems

first voluntary, legally binding greenhouse gas emissions

in the United States (LEED), in Japan (CASBEE) andreduction, registry and trading program. Membershipin the United Kingdom (BREEAM).

in the Exchange requires us to completely offset the

As of December 31, 2007, we had 29 distribution
centers worldwide that had received, or were in the“carbon footprint” associated with our business
operations in the United States.

process of receiving, LEED, CASBEE or BREEAM ratings.

We were the first real estate developer to join

We are currently tracking development projects using our

CCX; at the time, CCX did not have energy-efficiency

global checklist and will report on progress as appropriate.

standards that could be applied to real estate. We arecollaborating with the Exchange on a protocol to pro-ENERGY STAR

vide a way for CCX participants to earn carbon offsets

In early 2008, ProLogis was accepted as a partner infor the energy performance of their buildings. Our

ENERGY STAR, a joint program of the U.S. Environmental

goal is for the protocol to be utilized by any member

Protection Agency (U.S. EPA) and the U.S. Departmentcompany wanting to earn carbon credits for theirof Energy (DOE) that aims to protect the environment

energy-efficiency measures.

A Visionary Mixed-Use Development
In 2002, Catellus was selected as master developer
for the former Robert Mueller Municipal Airport redevelopment in Austin, Texas. The original master plan,
which envisioned Mueller as a mixed-use, dense, transitoriented urban node, was the result of close collaboration
between the city government and surrounding neighborhoods – and more than 100 public planning meetings.
Catellus’ role at the project has been to execute thatvision and to strike a balance between the ambitionsof the community and the realities of the marketplace.

Strictly Pediatrics Subspecialty Center at Mueller in Austin, Texas

Although there have been challenges, the end result
is a highly successful master plan that incorporates aor be LEED certified; all single family homes must

number of green principles, including material and land

meet or exceed a three-star energy efficiency rating.

reuse, open space, parks, multi-modal transit, affordable

Distinctively, Mueller’s retailers exceeded both local

housing and utilization of renewable energy.

and national standards for green building, making theUniquely, the Mueller plan requires all commercial

retail district one of the most sustainable in a mixed-buildings to meet or exceed a two-star energy efficiency

use community in the nation. For Best Buy, Mueller

rating from Austin Energy’s Green Building Programis home to their first “green” retail store.

10

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

to formalize reporting for our environmental impact

Global Carbon Footprint

mitigation and, working in partnership with agencies andorganizations, will go above and beyond where feasible.

Electricity/Indirect
Energy Consumption

Natural Gas

Carbon Footprint1

12,394,108

63,09914,881protection and restoration projects across the globe. In

kWhthermsmetric tons of CO2

Florida, we worked with the Fish and Wildlife Commission

ProLogis has completed a number of habitat

to safely relocate 74 burrows and 21 gopher tortoises.
1

Operations include electricity and natural gas usage at ProLogis offices as well as emissions
associated with business travel via plane, automobile, commuter rail, intercity rail and bus.

At ProLogis Park Uzice in the Czech Republic, wehelped revitalize a nearby forest by planting trees –Note: These figures are based upon actual utility bills and travel reports, where available,
and based upon square footage and estimations where exact data was not available.
Sources of emissions factors used in the calculation are the U.S. EPA, DOE and CCX. Ourcarbon footprint calculation follows the GHG Protocol established by the World Resources
Institute and the World Business Council for Sustainable Development.

increasing the area of the existing forest by more than
100%. And at Catellus’ Mueller airport redevelopmentin Texas, we are restoring parts of the site not just to its
pre-airport condition but to its original state as Texas

Through a combination of offset procurement andblackland prairie. This includes creating educationalorganic reductions, including reduced hours of HVAC

trails and displays to help park users learn about native

operation and installation of energy-efficient lighting,plants and ecosystems.

we plan to offset the entire carbon output related toour global business operations for 2007 later this year.

2007 Global Carbon Footprint10%

H A B I TAT R E N E WA L

North America Offices

5%

As part of the land procurement and entitlement
process, ProLogis completes an Environmental Impact
Assessment (EIA) for every project and identifies

North America Transportation
10%

Europe Offices48%

5%Asia Offices

threatened or impacted species and habitats during
the assessment process. We are currently working

Europe Transportation

Asia Transportation
22%

Harnessing the Wind
Japan is a densely populated and highly land constrained
country, with nearly 70% of its landmass mountainous
and uninhabitable. Consequently, the large majority ofJapan’s population is concentrated in about 30% of
the country’s coastal flatlands.
Strong, sustained winds along the coast create
ideal conditions for wind-based power systems. So
far, ProLogis has included wind turbines at threelarge distribution centers developed by the company
in Osaka and Nagoya.

ProLogis Parc Centrair

The first is ProLogis Parc Amagasaki, a 1.5-millionsquare-foot industrial park completed in 2006. The

totals 1.4 million square feet and was completedpark features two, 10 kW wind turbines with anin 2007. Also completed in 2007 is ProLogis Parc

expected annual capacity of 6,400 kWh. The second,

Centrair in Nagoya, an 860,00-square-foot park that

ProLogis Parc Osaka II, includes two, 4 kW windfeatures four, 10 kW wind turbines.

turbines, photo-catalytic pavement, energy-efficient
lighting and high-insulation wall paneling. The park

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

11socialCorporate social responsibility is a core value of our company. Through ourpartnerships, corporate giving, community outreach, employee involvement
and education, we are committed to building healthy and productive relationships with our employees, business partners and the local communities
in which we do business around the world.
COMMUNITY ENGAGEMENTNORTH AMERICA

ProLogis is proud to invest in the communities in which

In 2007, 706 of our employees in 38 different North

we operate. We contribute our time, our expertise andAmerican offices took part in a variety of activities bene-

our financial support in numerous ways around the globe,

fitting over 81 different charities and donated more

all with the goal of making a positive difference tothan 4,700 hours of time. Some of the organizations

people and organizations in need. In 2007, we created

we helped include:

a company-wide volunteer program that provides every
ProLogis employee with two paid days each year to be
used for community volunteer efforts.
We intend to further develop our company-widecommunity investment strategy in 2008 and began
to measure our financial investments as a percentage
of company profits in 2007.
As a part of our due diligence process, ProLogis
closely examines the impact that new development will
have on the environment and community. We make every
effort to ensure that the public is educated on our plansby attending city council and planning meetings, listening
to public feedback and working to create master-planned
distribution parks that will assimilate into the community.
While every project is different, some examples of ourprocess include traffic analysis to determine if there
are any required infrastructure upgrades and economic
analysis to research potential job creation our projectwill provide, as well as the increased tax revenues for
local and/or state agencies.
Sustainability at ProLogis transcends our development
business; its principles are being utilized company wide.
For example, at our corporate events and meetings,
we no longer offer bottled water or paper, plastic or
Styrofoam cups. Instead, we provide reusable cold andhot beverage containers. We also require venues to haveplastic, paper and aluminum recycling, and hotels musthave a linen reuse program. Finally, in order to eliminate paper distribution at tradeshows, we now provide
reusable USB flash drives.

12

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T• 19 different schools• Four food banks• The Humane Society• The Salvation Army

• Race for the Cure

• Junior Achievement• Toys for Tots

• Two childrens’ hospitals• YMCA• Habitat for Humanity• United Way• Boys and Girls Clubs• St. Judeof America

Childrens’ Hospital
EUROPEWe are committed to supporting local charities andnon-profit organizations throughout Europe. We provide
in-kind donations, monetary gifts and supplies toencourage local growth and revitalization and to engage
each community’s individual spirit.
Through the Park Foundation in Poland, we donatedfunds to upgrade equipment at the children’s oncology
ward at the Maria Konopnicka University Hospital –this effort was part of a nationwide initiative to support
underprivileged children in the country. We also donatedtime and resources to: sponsor an elementary schoolbasketball tournament where winning schools received
sports equipment, support three months worth ofsummer events for disadvantaged children in Piotrkow,
buy lunch for poor children at Warsaw schools, andcreate scholarships to the Higher School of Logistics
in Poznan.

In Bucharest, Romania, we gave our time andresources to create new football fields and playgrounds
for children. We also partnered with the Real Estate
Economics master program run by the Academy of
Economics to award sponsorships totaling €5,000.
We regularly allocate funds for community dispersal
in the United Kingdom. In 2007, we gave to the
Sutton United Football Club, the Racing Blyth YouthFootball Team and the Stafford Rangers Football Club.
We also funded the installation of a stone memorial at
one of our parks in remembrance of a fallen U.S. WorldWar II pilot, who heroically redirected his damaged

In the Guangxi disaster area in China, school children commemorated ProLogis’ first Hope School with an art contest.

aircraft, saving innocent lives.
In Japan, we donated funds to support developing

In Germany, with each new distribution facility
developed, we donate funds to a local charity. In 2007,

countries through Nippon Keidanren, a Japanese

we gave to: Sozialstation Neufahrn, an elder careBusiness Federation, and local festivals in Ichikawa City

organization, two different organizations supportingand Misato City. At the Ichikawa San Festa festival,

research and fulfilling wishes for children with cancer,

we sponsored games and prizes, serving more than

Kinderheim Anna-Stiftung, a children’s home and800 people at the day-long event.

Circusschule TriBühne, an education programin Hamburg.

MANAGEMENT APPROACH

We place a dedicated effort on training and education
ASIA

for our employees. In 2007, we strengthened our focus

We are proud to support local communities in Asia

on training and development by regularly communicatingby fostering school programs and participating in local

and educating our employees about business operations,

events. In China, ProLogis has pledged to fund thecareer growth and our sustainability efforts worldwide.

construction of one new school for every five million

In 2007, employees participated in a wide variety

square feet of industrial development that the companyof training events related to leadership, business skills,

completes in the country. Last year, we constructed one

team building, ethics, safety, language and technology.

school and expect to complete three more in 2008. In

In addition, our bi-annual, company-wide, new associate

addition, we support Shanghai Surprise, a university

training event, ProLogis University, took place in 2007,

scholarship program for underprivileged children.

bringing more than 350 employees from around the

Employees
by Region

Employee Turnover
by Region

EuropeEmployee Turnoverby Age3

Asia

21

23

14%

22%
11%

15%

21%
17%

19%

20%

18%

18%

Part Time

1

14%

15%

13%

14%

20%

8%

Full Time

278

365

17%

21%

25%

32%

851

1,471

North America

Employee Turnoverby Gender2

6%

Global Employment
by Type1

Contract/Temp.
FemaleMaleContract/temporary workers are not ProLogis employees
Employees who terminated employment as a percentage of gender by region, not a percentage of total headcount3
Employees who terminated employment as a percentage of age group by region, not as a percentage of total headcount

20 – 29

30 – 39

40 – 49

50+

2

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

13globe to Denver, Colorado, to learn more about the

HUMAN RIGHTS

company’s history and mission. In total, ProLogis spent

ProLogis affirms the company’s commitment to Equal

more than $1.6 million for employee training in 2007.

Employment Opportunity. We believe that ourMoving forward, we have increased our commitment toassociates are our most important assets and seek

training with the establishment of a new Training andto hire and retain superior associates by committing

Development department.

to excellent employment standards.

All of our employees receive regular performance

ProLogis will recruit, hire, train, promote and com-reviews, and in 2007, we established an enhanced

pensate candidates for employment and our current

performance review system to increase the consistency

associates without regard to race, color, age, religion,of feedback at the corporate level. We also have asex, national origin, disability or sexual orientation.

compensation tracking program, a metrics data program

All other personnel actions, including, but not limited

and an internship program for career development.

to, disciplinary action and fringe benefits programs,

Approximately 36% of our employees have been

will be based on the same principles. In North America,

trained in ProLogis’ anticorruption policies and proce-

ProLogis had two incidents of discrimination raiseddures. We have had no acts of corruption take place,during the year. Our attorneys have responded to both

nor have we had to engage in any legal actions

incidents, and they are still open. Neither Europe nor

to address anti-competitive, anti-trust or monopoly

Asia reported any discrimination incidents.

practices. We believe that our relationships with ourCurrently, ProLogis Human Resources associates

employees are good, and our employees are generallywith hiring responsibility typically attend at least one

not represented by any collective bargaining agreements.

diversity-related career fair each year.

Additionally, as construction is typically outsourced

ProLogis follows all relevant federal and state laws

to contractors, the vast majority of ProLogis associates

applicable to individuals with disabilities, Vietnam-era

are employed in administrative or managerial positions.

and disabled veterans and endeavors to maintain

Therefore the company does not experience a significant

guidelines and practices that meet the standards

number of health or safety issues.

required by law.

ProLogis University at Manual High School
Every two years, ProLogis brings its new hires from allover the world into one location for ProLogis University,a three-day-long event that aims to educate, train andmotivate. It includes a series of motivational meetingsand networking opportunities for new employees, alongwith functional training in development, property management, marketing and accounting.
For an entire day of this event, the group participates in a community service project. Last year, 350
employees gathered in Denver to revitalize Manual HighSchool, a school that had been shut down by Denver
Public Schools due to low student attendance and poor
academic performance.

In August 2007, 350 ProLogis employees spent a day revitalizing
the campus of Manual High School, located in an inner-cityneighborhood in the greater Denver area.

What the school needed most was support from thecommunity and a boost in morale. ProLogis employees

time and – along with an $80,000 donation from thespent a day giving the school a facelift with new land-

company – helped turn the fate of the school onto a

scaping, new paint and general repairs. Their efforts

positive path. The school reopened after the summer on

represented over 2,000 hours of ProLogis volunteer

August 20, 2007, with a renewed spirit and sense of
hope.

14

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

C O R P O R AT E G I V I N G A N D P R O B O N O E N G A G E M E N T

We build our economic portfolio to include a budget
for in-kind donations. We believe that charitable efforts
provide long-term return on investment and greatly
contribute to our social sustainability.
In 2001, the ProLogis Foundation was establishedwith the goal of providing financial support to institutionsof higher education and charitable organizations acrossNorth America. In 2007, ProLogis donated $5 million
to the Foundation, approximately 0.5% of net earnings,

Rendering of ProLogis’ expanded global headquarters

to help support its efforts. We have plans to hire afoundation manager in 2008 and are formulating a plan
to better manage charitable activity and fund allocations.

HEADQUARTERS EXPANSION

To facilitate access to our distribution parks andProLogis formally opened its new global headquarters

mixed-use developments, we frequently redevelop roads

in Denver, Colorado, in February 2006. The five-story,

and interchanges for public benefit. The first stage in

LEED-certified building comprises more than 89,000

any development process is to conduct an environmental

square feet of space and is home to approximately 350

impact assessment to determine if there is a need toassociates. In this building, we provide single-stream

conduct infrastructure upgrades in order to minimize

recycling, environmentally friendly janitorial and office

impact on the local community.

supplies, and 100% compostable and biodegradable

For example, as a part of The Bridge development,

products in our on-site cafeteria.

a 264-acre, mixed-use site near Dartford in the United

A year-and-a-half later, we began planning to expand

Kingdom, we constructed a bridge over the M25 motor-

our corporate office. Our explosive growth had resulted

way – one of Europe’s busiest highways – to connect

in a strong need for more people serving in corporate

the property with existing infrastructure. The bridgefunctions such as accounting, finance, human resourcesspans 150 meters and forms part of the bus route forand marketing. In October 2007, we broke ground on

the revolutionary Fastrack public transportation system.

an expansion of our headquarters facility.

Fully funded by ProLogis, we worked in partnership withThis facility will also be LEED certified, and we are

Dartford Burough Council to create plans and build theaiming for a silver rating. At completion, the building£20 million bridge.

will comprise four stories totaling 93,350 square feet
and will connect to the first building via an all-glass,ground-level corridor. Uniquely, the roof of the connector
will feature a “green” landscaped area with native grassand shrubs.
Enhancements to the second building will include
improved air quality, additional energy efficiency
enhancements and building insulation, more naturallight and carbon dioxide monitoring in the ductwork.
The building is scheduled for completion in late 2008.

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

15economic
ProLogis is committed to leveraging its global leadership position to sustain
profitable growth. We strive to maintain industry-leading, long-term financial
performance through our diversified business model, the world’s largest
global platform of distribution facilities and strong relationships with thecompanies we serve.

MANAGEMENT APPROACH

facilities without green features face economic risk,

We seek to be the leading global provider of distribution

or potentially, ultimate obsolescence. Research alreadyfacilities to the world’s largest users of distribution space.

shows that green buildings generate significant bene-

Our business model enables us to grow by accessing

fits. Green buildings command 3% higher rental rates,

and managing a variety of capital sources around therealize an average increase of 7.5% in building value,

globe. Our investment management business is a power-

deliver 3.5% higher occupancy rates and improve

ful engine of growth with more than $19 billion of

return on investment by an average 6.6%.1

industrial assets under management. Our equity partners
obtain access to ProLogis’ high-quality portfolio throughC O R P O R AT E G O V E R N A N C E

our contribution of properties and benefit from profes-

We are committed to furthering meaningful corporate

sional management and our strong ties with global

governance practices and maintaining a businesscustomers. ProLogis has the opportunity to establish

environment of uncompromising integrity. We continue

relationships with equity partners around the world,

to enhance these objectives through our governancealigning our interests with theirs. In addition, our invest-

policies and compliance with the Sarbanes-Oxley Act

ment management business enables us to expand withof 2002, the Foreign Corrupt Practices Act and theless of our overall capital invested, since we generally

rules of the New York Stock Exchange (NYSE).

retain a 20 to 25% interest in the funds. In this way,

Our highest governance body is the board of trustees,

we leverage our operating system and achieve higher

followed by our senior executives. The ProLogis board isreturns on invested capital.

responsible for reviewing and approving strategic plans,

We are a globally diversified company. We anticipate

corporate actions and financial objectives. The chair-that 80 to 85% of our new development in 2008 will

man of the board is currently the chief executive officer

be outside the United States. This diversification helps

for continuity and involvement purposes. The board

mitigate the impact of an economic downturn in any

adheres to a well-defined code of ethics and partici-

one region of the world and helps support sustained

pates in a company-wide ethics challenge conductedeconomic growth.

each year by our legal department.

Our response to universal climate change has been

Following our Annual Meeting of Shareholders

to increase our environmental awareness and green

in May 2008, our board of trustees will comprise 10

practices, which includes, but is not limited to, ourmembers who are elected annually. We require thatinvolvement with CCX and the commitment to develop

a majority of our board be independent under listing

all new buildings to LEED standards in the United

standards adopted by the NYSE. To determine whether

States and to BREEAM standards in the United Kingdom.

a trustee is independent, the board must affirmatively

We believe that environmentally friendly facilities will

determine that there is no direct or indirect material

become increasingly sought after by tenants and that

relationship between the company and the trustee.

1 McGraw-Hill Construction, Green Building SmartMarket Report, 2006.

16

P R O L O G I S S U S TA I N A B I L I T Y R E P O R TPrior to the election of any member of the board, theOur compensation philosophy is to reward superiorboard governance and nomination committee screenscompany and executive performance and to attract

all potential candidates with a brief biographical sketch,and retain highly competent executives upon whose

conducts interviews and retains executive search firms

judgment, initiative and leadership our success depends.

as necessary. The committee may look at a variety of

Our board’s compensation committee focuses on

factors to identify potential candidates including eachcompleting regular performance reviews for our seniorindividual’s focus on environmental, economic andexecutives and is responsible for setting compensationsocial responsibility.

levels in accordance with company goals and objec-

The board receives an update on sustainability

tives; the committee also oversees programs in hiring,

initiatives during quarterly board meetings and attends

motivating and retaining key employees and in creating

to each item as appropriate. To address economic sus-

short- and long-term shareholder value.

tainability, the board’s audit committee is charged with

You may communicate with any of the trustees,monitoring the quality and integrity of the accounting

individually or as a group, by writing to them c/o Edward

and reporting practices of the company. Due to the

S. Nekritz, Secretary, ProLogis, 4545 Airport Way,

newness of our sustainability initiatives, it is currently

Denver, Colorado 80239. All communications should

not feasible to accurately track the board’s performanceprominently indicate on the outside of the envelope that

related to the entirety of our sustainability measures.

they are intended for the full board, for outside trustees

Moving forward, we plan to establish a formalized eval-

only or for any particular group or member of the board.

uation process to assess our board’s commitment toour sustainability goals.

MEMBERSHIPS AND INDICES

We take precautionary measures to address risk

We are members of: the National Association of Industrial

management in both operational planning and with new

and Office Properties, the National Association of Realinvestments. We have operational controls in place for

Estate Investment Trusts, the Chicago Climate

emergency management, carry comprehensive insurance

Exchange, the Real Estate Roundtable, the U.S. Green

coverage and conduct a thorough underwriting process.

Building Council, the U.S. Environmental Protection

Before any capital is committed to a new investment,

Agency’s ENERGY STAR program, the U.K. Green

our investment committee looks at the economic, social

Building Council, the Urban Land Institute and theand environmental impact of each investment, reviews

National Brownfield Association.

investment memos and conducts an economic analysis
to ensure prudent investments.

We are listed in the Domini 400 Social Index, theFTSE4Good Index and will apply for the Dow Jones
Sustainability Index in 2008. Institutional Shareholder

Continuous Dividend GrowthComposition of Revenue(per share)(in billions)$30.5 Billion Total
Market Capitalization

1%

$1.60

95 96 97 98 99 00 01 02 03 04 05 06 07

44%

55%

$1.8
$2.4

$1.48

$1.46

$1.44

$1.42

$1.38

$1.34

$1.30

$1.24

$1.07

$1.01

$0.94

$1.84

$6.2

(as of December 31, 2007)

CDFS

EquityFund Management

Debt

Property Operations

Preferreds

05 06 07

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

17

Services (ISS) assigned ProLogis an Industry Corporate

Prior to committing any capital for new investment,

Governance Quotient (CGQ) rating of 89.3 as of Marchwe participate in a comprehensive due diligence27, 2008. ISS’ CGQ is the most widely recognizedprocess – part of which includes analyzing the land to

third-party measure of corporate governance. The organi-

identify the presence of any foreign chemicals. Where

zation ranks U.S. companies using 65 different variables

appropriate, we conduct a brownfield redevelopment

across eight categories: board of directors, charter andprocess to completely remove unsafe and unhealthy

bylaw provisions, executive and director compensation,

particles, creating a clean, blank slate for new develop-

audit, anti-takeover provisions, stock ownership,

ment. We also seek land designated as brownfield andprogressive practices and director education.

remediate contaminated soil to support reuse. In 2007,
we redeveloped 460 acres of brownfields – 185 in

LOCAL RESOURCES

ProLogis appreciates the value that comes from

North America and 275 in Europe.
We place a high importance on maintaining consistenthiring local nationals in each market where we conduct

messaging when marketing our business. Every public-

business. No one knows the local geography, trends or

facing employee adheres to a detailed disclosure policy,

business practices better than someone who is native

and we follow all NYSE guidelines regarding press

to that market. More than 99% of our 1,515 employees

release announcements and other marketing collateral.

are local nationals; we have only 13 expatriates working

The majority of our senior marketing staff belongs toin markets other than their home countries.

one or more professional organizations, such as the

In addition to our workforce, we utilize local con-Business Marketing Association and the American

struction materials and suppliers for all of our property

Marketing Association, and adheres to guidelines

development. By buying from suppliers within 500 miles

established by these groups. We are in full complianceof the facility, we ensure that the materials are not being

with our marketing communications regulations andtransported over long distances to get to the site.

do not have any violations to report for 2007.

PRODUCT / CUSTOMER RESPONSIBILITYDIVIDEND GROWTH AND

We seek to exceed customers’ expectations with excep-

COMPOSITION OF REVENUE

tional levels of service. We are proud to maintain high

ProLogis has distributed over $1.9 billion in common

levels of customer retention and satisfaction, which individends to investors since January 1, 2000. We haveturn benefit ProLogis’ shareholders economically throughincreased our dividend every year, from $1.34 per share

low turnover and other customer receivable costs. We

in 2000, to $1.84 per share in 2007, representing a

regularly measure customer satisfaction by conducting

compounded annual growth rate of over 4.6%. For thesurveys that ask our customers in North American tofive years ending December 31, 2007, ProLogis com-rate their ProLogis personal contacts in areas of leasing,mon shares provided a total return (price appreciation

property management and maintenance. Surveys areplus reinvested dividends) of approximately 205% toconducted every two years; the next will be performed

investors, compared with 83% for the S&P 500 andin 2008.

78% for the Dow Jones Industrial Average.

The consistency and quality of our distribution

Through ProLogis’ property operations, development

facilities are imperative to our economic sustainability.

and investment management segments, we have diver-

All of our properties are regularly assessed for necessary

sified our sources of income and enhanced our financial

improvements as a part of our property maintenancestability. In 2007, our net operating income totaled

procedure. As part of this process, we retrofitted$1.7 billion, 45.8% of which came from development,

3.4 million square feet of distribution space in 2007

11.5% from investment management and 42.7% fromwith new lighting systems for improved efficiency

property operations.

and a healthier atmosphere.

18

P R O L O G I S S U S TA I N A B I L I T Y R E P O R T

Mission

ProfileOur mission is to be the leading global provider of sustainable

ProLogis is the world’s largest owner, manager and developer

distribution facilities to the world’s largest users of distributionof distribution facilities, with operations in 118 markets acrossspace and to maximize shareholder value through customer serv-

North America, Europe and Asia. We have more than 500 million

ice, organizational excellence and our commitment to corporate

square feet of industrial space in over 2,750 properties, representingsocial responsibility.

over $36 billion of assets owned, managed and under development.
Our customers include manufacturers, retailers, transportationcompanies, third-party logistics providers and other enterprises
with large-scale distribution needs. Headquartered in Denver,
Colorado, we employ approximately 1,500 people worldwide.

Global Presence

North America

United States
Atlanta
AustinBaltimore
Central Valley (CA)Charlotte
ChicagoCincinnati
Columbus
Dallas/Fort Worth
DenverEl PasoGreenville
HoustonIndianapolis
Inland Empire(So CA)
Jacksonville
Las Vegas
Los Angeles
Louisville
MemphisMiami/
Ft. Lauderdale
Nashville
New Jersey/I-95
Norfolk

EuropeOrlandoEasternPennsylvania
Phoenix
Portland
Reno
Salt Lake CitySan Antonio
San Francisco –East BaySan Francisco –South Bay
SeattleSt. Louis
Tampa
Washington D.C.

MexicoGuadalajara
JuarezMexico City
Monterrey
ReynosaTijuana
TolucaBelgium
BrusselsCzech Republic
PilsenPragueOstrava
FranceOrleansMetz
Le Havre
Paris
Marseille
Germany
Hamburg
Frankfurt
CologneMunichHungary
Budapest
Hegyeshalom

Asia

Italy
Milan
PadovaRome
Turin
The Netherlands
Amsterdam
BeLux
Brabant
Tilburg
Rotterdam
PolandPiotrkow
Wroclaw
GdanskKatowice
Warsaw
PoznanRomania
Bucharest
Slovakia
Bratislava
Nove Mesto
Spain
Barcelona
MadridValencia
SwedenGothenberg
Jonkoping
Norkopping
Stockholm
United Kingdom
Birmingham
Daventry
LondonWakefield

China
BeijingChangshaChengduChongqing
DalianFoshanGuangzhou
HangzhouJiaxingNanjing
NingboQingdao
Shanghai
Shenyang
ShenzhenSuzhouTianjin
Wuhan
Wuxi

Japan
Fukuoka
Hiroshima
NagoyaNiigata
Osaka
SapporoSendaiTokyo
South Korea
Seoul
United ArabEmirates
Dubai

CanadaTorontoP R O L O G I S S U S TA I N A B I L I T Y R E P O R T

19World Headquarters
4545 Airport Way
Denver, CO 80239
www.prologis.com+303 567 5000
Europe18 Boulevard Royal
L-2449, Luxembourg+352 26 20 57 40
European Customer Service
Schiphol Boulevard 115
F Tower, Floor 6
Schiphol, Noord Holland
1118 BG Schiphol Airport
The Netherlands+31 20 655 66 66
Japan
Shiodome City Center
1-5-2 Higashi-Shinbashi
Minato-ku
Tokyo, Japan 105-7108+81 3 6215 8480
China
2708 Azia Center
1233 Lujiazui Ring Road
Pudong Shanghai, 200120
P.R. China+86 21 6105 3999

This report was printed with soy-based inks on recycled paper that contains 100% post-consumer waste. The paper was made using renewable wind power, is Green Sealcertified and acid-free. Environmental savings achieved using this paper:

48.23 trees preserved
for the future139.27 lbs. of waterborne waste not created

20,487 gallons ofwastewater flow saved

2,267 lbs. solid
waste not generated

4,463 lbs. net greenhouse gases prevented

34,163,200 BTUs
energy not consumed

Anderson Lithograph, a sustainable and FSC-certified printer, produced this report utilizing cogeneration technology, which resulted in virtually zero VOC emissions released
into the atmosphere. The remaining carbon footprint for the 7,500 printed copies of this report put into circulation is approximately 26 tons of carbon dioxide emissions (CO2).
We have purchased carbon offset credits to cover these emissions.
For questions or feedback pertaining to the content of this report, please contact Investor Relations at 1 800-566-2706.

®