All-in on sustainability: Places for People

Places for People’s Branwen Evans shares comprehensive insight into how one of the UK's largest social landlords is leaving no stone unturned when it comes to sustainability and net zero.

Why is sustainability important to Places for People? 

Sustainability sits at the very heart of what we do at Places for People. Why? Because, at the end of the day, our mission is to create communities where people don’t just live but thrive. 

For us, embedding sustainability into everything we do is the ultimate win-win. It doesn’t just protect the planet but helps us build communities that stand the test of time, while enhancing customers’ overall health and wellbeing. We’re not just planning for today: we’re laying down the solid foundations that will allow current and future communities to thrive, no matter what tomorrow brings. 

As one of the largest social landlords in the UK, how important is it that you are seen to be leading the way in this area? 

With our size and influence, we’ve got a unique responsibility and opportunity to show that meaningful change is possible, and to inspire others to follow suit. Being at the forefront of sustainability is also crucial to maintaining our credibility with stakeholders. Customers are increasingly looking for homes that aren’t just affordable, but environmentally friendly and built to last. 

Investors, too, are focused on organisations with clear, robust ESG (environmental, social, governance) strategies. They want to see that we’re actively reducing our environmental impact and addressing social issues. After all, it’s not just about profits. It’s about purpose.

Your website states that you are pioneering new solutions to reduce your carbon footprint and become more sustainable. What are these solutions? 

A great example is the Spelthorne Leisure Centre, which we operate. It’s set to be one of the world’s most energy-efficient leisure centres, designed using Passivhaus technology to slash energy use by 70 per cent compared with a typical centre. It will also generate £10 million annually in social value, which is a huge win for the community. It’s the kind of thing that makes you stop and think, why aren’t we doing this everywhere? 

In our workplaces, we’re harnessing smart technology to make meaningful changes. For example, our advanced building management systems monitor building performance in real time, helping us reduce our energy use and carbon footprint. 

We also have rainwater harvesting to reduce water waste, we're rethinking retrofits and developments to tackle sustainability challenges head on; and in our developments, we’re experimenting with sustainable materials such as hydrotreated vegetable oil fuel and eco-friendly tarmac, paving the way for greener construction practices. 

In what ways are you helping staff to be more sustainable? 

Helping both our customers and colleagues embrace sustainability is about giving them the tools and opportunities to make a difference — and sometimes taking bold steps to guide greener choices. 

For colleagues, our focus is on education and empowerment. Initiatives like Unlock Next Gen cultivate sustainability champions across the business, while PfP Thrive delivers training programmes and apprenticeships that develop and invest in essential green skills. From retrofitting to renewable energy, we’re equipping our workforce for the future. 

Occasionally, we also need to make tough calls and have made a commitment to restricting access to certain unsustainable products, ensuring that sustainable choices become second nature to our colleagues. 

What about residents? 

For customers, it’s about making sustainability practical and accessible. Improving the energy efficiency of their homes is a clear win-win. It keeps their spaces warmer, reduces heating bills, and lowers emissions, all at once. 

Through surveys, face-to-face engagement, and the insights of our community connectors, we’re getting a clear picture of our customers’ priorities. For example, we’re prioritising better access to recycling facilities, which we know many communities care deeply about. This two-way exchange means we’re not just shaping our initiatives but refining them based on what works in practice.  

How have you sought to achieve buy-in from staff? 

We’ve made sustainability a collective effort, rather than something siloed within a single team. For example, when developing our carbon baseline, we involved all our diverse business areas and ran workshops with data providers to ensure they understood their role in driving progress. Sustainability objectives have also been tied directly into the goals of our executive and board members, embedding accountability at the top. 

Sometimes the world of ESG can be a bit of an alphabet soup, so we’ve developed tools such as the ‘ESG Easy Explainer’ for our colleagues, which demystifies our goals and makes them relatable. We’ve amplified our messaging through our sustainability champions ‘Unlock Next Gen’ and promoted our achievements in the annual and ESG reports to ensure our colleagues and customers understand the tangible progress we’re making. 

What about from residents? 

Engagement has been key here. While shaping our ESG strategy, we collaborated with our National Customer Group and conducted broader customer insights work, including a survey of over 700 customers, to understand their priorities and expectations. 

It’s vital that our strategy reflects the needs and aspirations of those most impacted by our operations, and to reinforce this, we included a customer foreword in the ESG strategy, keeping the customer voice front and centre in our plans. 

Our sustainability goals are like a well-planned journey to a distant peak, and net zero by 2050 is the summit

Ultimately, it’s about making sustainability something everyone feels a part of, driving real change that’s aligned with what matters most to those we serve.

How are you measuring progress? 

Now that we have a carbon baseline in place, we’re gearing up to set tailored carbon reduction targets across the business, which will serve as benchmarks to measure our progress, keeping us on track for hitting net zero by 2050. 

We also hold ourselves accountable through annual reporting, particularly with our ESG report. This report is how we track performance against key metrics, such as tackling damp and mould or improving the energy efficiency of our homes. It’s a tool for reflection, helping us identify what’s working, what needs improvement, and where we can focus our efforts next. It’s also a critical way to stay transparent with our stakeholders. 

Our first-ever ESG strategy, published at the end of 2024, was a huge milestone for us. But as proud as we are of this achievement, we know the real work lies ahead: monitoring progress against these targets, adapting as needed, and providing support where challenges arise. 

What challenges have you experienced during your sustainability journey? 

Data availability has been one of our biggest hurdles. We’ve made significant progress in calculating our first carbon baseline across the group, but it hasn’t been a simple task. The size and complexity of Places for People adds layers of difficulty, and I know the wider sector is tackling similar issues. 

Then there’s the balancing act with customer needs. Affordability is often a priority for the people we serve, and we must weigh that carefully against our sustainability goals. Sometimes regulatory requirements need to take centre stage, and we must figure out how to integrate our initiatives without overburdening anyone. It’s about finding that sweet spot where we’re making progress on all fronts. 

Finally, there’s the skills gap. The green skills required to meet our targets — such as retrofitting homes, installing low-carbon heating systems, or managing biodiversity — are in high demand across the sector, but the workforce isn’t there yet. We’re addressing this through upskilling initiatives, training and apprenticeships. 

What are your long-term sustainability goals? 

The way I see it, our sustainability goals are like a well-planned journey to a distant peak, and net zero by 2050 is the summit. The climate transition plan we are committed to publishing by 2027 is our map, charting the safest and most effective route through the challenging terrain of decarbonisation. 

We then have specific targets under environmental and social pillars that act as checkpoints along the trail. For example, we’re committed to integrating renewable energy technology into at least 60 per cent of new-build homes by 2030. We’re also mapping biodiversity baselines in our existing communities by 2028, so we can identify priority areas for improvements. 

On the social front, we are committed to delivering £250 million of social value per year within our housing business by 2028, creating tangible benefits for our customers. Governance, meanwhile, is the gear and tools that ensure we’re well-equipped to make this journey. It’s about having the right systems and processes in place to support our progress and ensure we stay on track. 

For those who aren’t making as much progress as they would like on sustainability, what advice would you give them? 

First off, I’d say don’t feel daunted by the scale of the challenge. It’s easy to feel like you’re standing at the foot of a mountain when it comes to sustainability, but the trick is to take it one step at a time. Even those seemingly minor changes, like switching to energy-efficient lighting or introducing recycling bins can snowball into real, measurable progress.

Next, get to grips with your data. You can’t fix what you don’t understand, right? Start by figuring out your baseline — whether that’s energy use, waste, or carbon emissions — and pinpoint the biggest impacts. Once you’ve got that map, you can chart your course with realistic goals and focus on those efforts that give you the biggest bang for your buck, often delving into the supply chain and carbon emissions within that.

Collaboration is an absolute game-changer, too. There’s so much value in learning from others, the experience and insights that they have. Partner up, share insights, and don’t be afraid to ask questions. A lot of great ideas come from these connections.

And lastly, celebrate the wins, no matter how small. Shouting about what’s going well builds momentum and helps shift mindsets.

Sustainability isn’t about perfection. It’s about progress.

Main image: Branwen Evans, group director (sustainability and policy), Places for People. (Cr: Places for People)