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Sustainability. A large leaf with the sun shining on it, with the blue sky in the background.

SUSTAINABILITY REPORT

2022/2023

OUR SDGs

To enable us to summarize, meet our purpose and advertise key goals to achieve this to like-minded clients and partners, we have used the UN’s Sustainable Development Goals. We have selected some primary and secondary goals but recognise that one way or another our work, and what we care about, involves them all. Our selected goals are linked to our own operational impacts, the deliverable services we offer, and the outcomes within these for the benefit of clients and other stakeholders.

Our primary SDG goals:

  • 3 Good Health and Wellbeing
  • 4 Quality Education
  • 8 Decent Work and Economic Growth
  • 11 Sustainable Cities and Communities
  • 12 Responsible Consumption and Production
  • 13 Climate Action

Our secondary SDG goals to enable the primary:

  • 9 Industry Innovation and Infrastructure
  • 16 Peace, Justice, and Strong Institutions
  • 17 Partnerships for The Goals

Please see a reference to each goal in the footnotes of this page. 1

Our services relate to and deliver against the three pillars of Sustainability and the SDGs we have identified as follows:

Environmental
• Sustainable Interior Design – SDGs 3, 12, 11
• SKA rating development & ongoing scheme management– SDGs 9, 13, 12, 11, 16, 17
• SKA Rating Assessments – SDGs 13, 12, 11
• Sustainability Consultancy – SDGs 9, 13, 12, 11
• SKA Product Label – SDGs 9, 12, 13
• Sustainability Training – SDGs 4, 9, 13, 12, 11
• SKA Rating Training – SDGs 4, 9, 13, 12, 11, 17

Social
• Interior Design for wellbeing – SDGs 3, 12, 11
• Wellbeing Consultancy – SDGs 3
• Working from Home Space Consultations – SDGs 3, 11
• Design for Wellbeing training – SDGs 3, 4, 11
• Wellbeing Book (by Elina Grigoriou) – SDGs 3, 4, 11

Economic
• Interior Design and Sustainability Consulting projects and their briefs setup for Value economics
• A Better Place methodology creation and service – SDGs 3, 9, 11
• Training courses on value-based project economics – SDGs 4, 8, 11, 12, 16, 17
• Publications, Public Speaking and podcast contributions on all topics of Sustainability – SDGs 4, 8, 9, 16, 17


SCOPE OF OUR IMPACT

We recognize our responsibilities, impact and opportunities are found in three groups of stakeholders and areas of impact:

Internal Team & Op Performance

Clients & Markets

Industry & Society


OUR MISSION & GOALS FOR 2023-2025

Team Grigoriou Interiors

Because of our purpose, and where we and the industry are along the journey to deliver on our Goals, we have created our company mission and goals for 2023-2025; to establish and grow our company’s impact in the national and international markets, in our industry and wider society, and to support more sustainable and flourishing lives for all.

We have also reviewed and shared our company Values which we believe ensure harmony with our purpose and can support and inform the approach. Our values are Resilience, Pioneering (Courage), Trust (Openness, Collaboration, Authenticity, Respect), Joy, Beauty, Creativity, and Knowledge.

We promote these values in practice as follows…

  • Doing the right thing even if no one is looking.
  • Acknowledging the legacy, we leave and helping others create theirs.
  • Working where the need is rather than only because it gives pleasure.
  • Loving nature and all that is part of its system.
  • Owning and managing our strength and power.
  • Creating work that will be used ethically. Working with clients whom we trust to use what we give them for good.

SUSTAINABLE DEVELOPMENT STRATEGY

Below is the essence of our sustainable development strategy for present and future scenarios, whatever challenges may come:

  • Annual corporate and project-based carbon footprint measurement and reporting.
  • Main impacts identification and annual review.
  • Reduction of the main impacts to reach Net Zero 2030 and 2050 alignment respectively.
  • Continuous review, learning and implementation of improvements in our processes, services, values, and strategy considering the results from the above points.
  • Continuous review of our marketing strategy, image and messages that reflect our values, aims and strategy with transparency, as well as our transition through the achievement of Net Zero to Net Positive.
  • Supporting and fostering the comfort, health and wellbeing of our team, occupants in spaces of projects we are working on, and delivery teams of projects either on site or down the supply chains.
  • Continuous training of all the staff in relevant matters and technologies i.e. AI tools used in interior design, Whole Life Carbon assessments, national regulations and best practice industry guides, wellbeing science and practice insights, value and measurement methodologies, and others.

ENVIRONMENTAL CARE

Within our project work we target them with a hierarchy of similar criticality, but this is also reflected on geographic and sector impacts which can skew the issues enabling sustainable outcomes.

Our GHG Emissions & Net Zero Commitment

Our GHG scope 1 and 2 emissions have been measured at an ever-increasing scale over the last 2 years, and in 2022 we did a full measure of all sources and scopes, including scope 3. We are in the process of working on our Net Zero plan that will enable us to align in real terms to Net Zero carbon in 2030.

OUR 2022 EMISSIONS

Scope 1: no direct emissions
Scope 2: 1,120.19 kgCO2e
Scope 3: 13,900.21 kgCO2e

Our 2024 goal is to finalize our Net Zero 2030 plan in real terms and submit it to the SBTi to formalize our commitment and targets.

Our project and education service streams are also aiming for all projects and client organisations to work towards Net Zero by 2030. We have created company strategies for Net Zero and delivered courses and talks for others to align in kind.

Circularity

We are aiming for 100% circularity and are in the process of perfecting our start on reporting and planning. Our goal for 2024 is to measure in real terms all the initiatives we have in place to keep resource use to a minimum and maximise circularity. But, we know, words are words and numbers really should be doing the talking… we hear you!

We are members of the UK Green Building Council, signatories to the Declares industry initiatives for Net Zero alignment, and part of the Ellen McCarthy Foundation community, supporting and participating in industry wide change to climate and circularity issues.

We are Development Partners of the SKArating environmental assessment methodology and board members of the scheme. We support and steer the scheme’s on-going work towards driving fit out and refurbishment projects towards net zero and resource-efficient outcomes.

Industry contributions over 2022 by our whole Team:

  • Chair of the SKA rating board and Technical Advisor to the RICS team managing SKA rating – 30 hours.
  • Training new SKA rating assessors and professionals wishing to know how to use the scheme to reduce project environmental impacts – 320 hours.
  • Present and train industry audiences on Net Zero & Circularity, including in-house sessions, conferences and online events – 260 hours.
  • Participation in a BSI resource efficiency industry-standard committee – 8 hours.
  • Specialist contributor to the BSI B/558 Sustainability of Construction Works Committee – 2 hours.
  • Specialist contributor to the WLC standard update for interior fit out and refurbishment projects and issues related to these in the whole life carbon measurement approach – 2 hours.

The above does not report on the online impact through our knowledge sharing campaigns to increase industry and market awareness of key environmental issues and knowledge. Our goal is to report on this impact in 2024.

HUMAN WELLBEING

WFH Space Consultations

We launched a brand-new service to support occupant comfort for those working from home or those choosing a hybrid work lifestyle. We believe that the space at home where we work in needs to support as fully people and their productivity, as would a central shared office. We hope more companies and individuals make use of this new service to ensure the support of comfort and enable wellbeing.

Read the case study here from one of our clients: grigoriou.co.uk/projects/case-study-wellbeing-creativity-and-productivity-the-key-to-improving-your-work-from-home-space/

GRIGORIOU EDUCATION

We have been training and educating industry for a number of years now, but in late 2022 we made the decision to formalise and enhance the ability for more of the industry to upskill and help themselves and more clients in sustainability. We developed and now have launched a new distinct business stream called Grigoriou Education.

Our education platform provides comprehensive and innovative knowledge on sustainable design and delivery practices, empowering individuals, and professionals to create environmentally friendly and socially responsible spaces. Through engaging and interactive courses, workshops, and resources, we aim to inspire and educate a new and existing generation of professionals who are committed to creating beautiful, functional, and sustainable spaces that positively impact the planet and all its inhabitants.

As specialists in the industry, we have created three streams of training courses that reflect the topics of the 3 Pillars of Sustainability. All courses, long and short, combine years of practice and knowledge, to allow others to gain specialist skills relating to sustainable design, strategy, assessments and measurement in the built environment from the comfort of their own home or workplace.

Within the site, we offer a range of sessions, including free introductory sessions in Wellbeing and lots of sub-topics in it, Low Carbon and Circular Design which are open public wide.

Our industry impact under the Social pillar goals includes:

  1. Sold over 1500 books on Wellbeing In Interiors: Philosophy, Design and Value in Practice.
  2. The Design for Wellbeing online training course: To date 40 international students have taken the course, who are now practicing wellbeing in interior design.

Team Happiness & Wellbeing

Systemic interventions are critical to ensure that climate change goals are sustained. The opening up of the world following COVID lockdowns put a significant workload on our team, impacting most members’ health and ability to feel well. This was combined with the adjustments of new ways of working and the low sustainability performance response of the world when we need it to be doubling down on effort and action, seeing it take a slow and sometimes questioning route.

Even if we said that meeting the environmental goals are more important than people’s health, which we would not, does not make sense in the context of sustainability. For example, supporting the wellbeing of our team is a key goal as it ensures our team’s mental and emotional resilience in such challenging topics of sustainability and the related environments we work in, can be sustained and performance can be constantly improved.

We do a few things to aid this goal, some of these include;

  • Working from home flexibility with hybrid option, national and internationally based
  • Ability for family-work balance achievement.
  • Continuous upskilling and training.
  • Working from Home individual assessment for all the team.
  • Twice a year team in-person hangout/reunion, usually involving food and culture.
  • 28 days of holiday a year plus birthday day off, in addition to national bank holidays.
  • A one hour a week non-work meeting with all the GI team members. It is online due to geographies, and it encourages team bonding, trust and wellbeing.
  • We hold 3-month review meetings to ensure healthy team relationships, review performance areas and clarify work motivation.
  • We undertake a weekly wellbeing and sentiment survey to measure staff happiness levels and encourage motivation at work, via Friday Pulse.

Friday Pulse – workplace wellbeing
Every Friday our team track their happiness levels and monthly we track key factors such as Fairness and respect, work life balance and learning.

Team Diversity & Inclusivity

We are ourselves a diverse procurement option for companies as we are a women-owned company. This experience has shown us first-hand how barriers exist, and some positive policies give us a chance where otherwise we are excluded from due to systemic issues. In the same vein but for the simple advantages that a diverse team offers, we have been mindful to create a team with varying strengths and expression approaches, cultural mixes, and other diversity characteristics. Our main hiring approach looks at the person’s existing skills and knowledge but also looks at the potential they have which we feel is worth investing in.

What we most value at the time of recruiting our team are:

  1. Alignment with our values
  2. A growth and resilient mindset
  3. Their potential for learning and upskilling, together with opportunities for systemic value addition to the team. This means we accept people from different industries, backgrounds, genders, religions, nationalities, and locations i.e. currently three of our members work from abroad and we have a hybrid workplace.

Part of our 2023 goals were to add more gender and race diversity. We worked hard for this in a few initiatives and had some success, but we need to keep this goal for longer term results and show more for our efforts in 2024.

ECONOMIC & VALUE GROWTH

Our Economic aims include:

  • To set the right KPIs which aim for and achieve a sustainable operation for clients, and
  • To measure the things that count and are of real value to life and not just financial cost.

Creating internal measurement frameworks and processes
Over the last two years we have been developing and now created our measurable annual KPIs. Starting in 2023, these KPIs guide and reflect the impact of our goals, actions and services on the environmental, social and wellbeing pillars of sustainability. We are currently working on the next level of targets to create the metric target for each KPI to be measured against and demonstrate any or how much progress had been achieved. The aim is to review our KPI reports each year against the targets and analyse what is working and what needs additional support. The aim is to deliver against the purpose of the company and current set of goals. The KPIs are and should be delivering to these in a practical and authentic way.

On projects themselves we have developed our specialist skills to measure the environmental impact of either SKA rating assessments or the Whole Life Carbon of projects and how close to Net Zero targets they come. Both measurements provide a benchmark and quantification of our interventions on a project-by-project basis and amongst all the various solutions and ideas we propose. For example, in one large workplace project currently in the delivery stage, we have reduced the embodied carbon from the original baseline by half.
We measure the effectiveness of our business beyond the financial bottom line, by the times we are recommended, and the words people use in their introductions. Until we have our KPI based performance measurement in place, we offer some qualitative metrics received by clients, and examples include:

“A proper sustainability consultant and great to work with!”

“From the outset, we hired GI for their expertise in sustainability and health & wellbeing in the built environment. They did not disappoint.”

Past client feeback

FINANCIAL PERFORMANCE

In 2022 the company made a profit increase from 2021 due to the jump following the Covid impact and the increase in sustainability services demand. We run on a 6-month cash flow projection for the first time.

Our 2022 profits were retained in the company to re-invest into the two new business streams product development (WFH Space Consultations and Grigoriou Education), and the investment into introducing stronger internal processes to set foundations for sustainable future growth.

Significant investment in both funds and resources has been made in the update of the Brand and all its collateral, including a new website and marketing campaigns.

We plan on continuing the current model of income and profits driving in turn the company’s sustainable growth.

Footnotes

  1. Below is an outline of each primary goal, adding some context to how we relate to each:

    3 GOOD HEALTH AND WELLBEING
    Ensure healthy lives and promote well-being for all at all ages. This includes the wellbeing of the GI team, our partners, and suppliers, as well as people occupying spaces we design or consult on.

    4 QUALITY EDUCATION
    Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all. Create knowledge share opportunities even for those who can’t afford it. Deliver knowledge that can help leverage change and purpose to design a sustainable built environment.

    8 DECENT WORK AND ECONOMIC GROWTH
    Ensure GI provide a decent place of work and we are economically strong to create a stable environment for the work to be done in, invest in further sustainability services, staff upskilling and free knowledge sharing opportunities.

    11 SUSTAINABLE CITIES AND COMMUNITIES
    Make cities and human settlements inclusive, safe, resilient, and sustainable. the aim of what we design and consult for.

    12 RESPONSIBLE CONSUMPTION & PRODUCTION
    Ensure sustainable consumption and production patterns. Specify and design in responsible ways and develop a completely circular and net positive offering.

    13 CLIMATE ACTION
    Take urgent action to combat climate change and its impacts. Advise, advocate and support everyone to target and achieve Net Zero by 2030.

    The secondary goals (9. Industry Innovation And Infrastructure, 16. Peace, Justice, And Strong Institutions and 17. Partnerships For The Goals) are what we do to enable all the primary ones and are closely related to our values too. Innovating and supporting systemic changes in the industry, is supported through our work to create strong institutions that serve sustainability. And to do anything in life, we need to be in a community or life-minded people, to create partnerships that serve more than just our own circle.
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