Submission by Buckley Gray Yeoman.
Being a good ancestor
Practice
1. Does the practice have a clearly stated purpose aligned with the planetary emergency? We are looking for a bold ambition here, and a practice culture which recognises the need for long-term thinking. For example, a strong mission, a theory of change, or a sustainability roadmap.
Sustainability is in our DNA. Since 1997, BGY has lived by “We take what we find,” transforming existing buildings to meet client needs while tackling the climate emergency. We challenge demolition as the default at every turn.
Our 2022 Carbon Reduction & Regenerative Practice Plan aligns with Architects Declare and Science Based Targets, creating a robust framework for measuring all emissions and setting clear reduction targets–with transparent reporting to keep us accountable.
Beyond carbon metrics, our approach rests on five core principles: maximising site potential, using materials intelligently, enhancing biodiversity, prioritising wellbeing, and designing for adaptability
These principles guide our annual reviews and ensure every project advances social good, meaningful stakeholder engagement, and ecological resilience.
2. Does the practice have a clear succession plan, which passes on ownership and protects the values and legacy of those who built and contributed to the practice? For example is the practice an employee owned trust.
Buckley Gray Yeoman was one of the pioneering architectural practices to become an employee-owned trust in 2020. Our founding directors recognised that to sustain the core values of innovation, sustainability, and collaboration, a succession plan that places employees at the heart of the business was essential. This plan ensures that everyone has a stake in the future of Buckley Gray Yeoman.
Employees elect a representative to sit on the Employee Ownership Trust (EOT) board, providing feedback and suggestions through Townhalls and Open Mic sessions. We also are constantly refining our employee forums to enhance engagement and ensure that employees have a meaningful voice in shaping the culture and direction of the practice. Transparency is maintained through quarterly updates on the company’s performance, allowing each member of staff to feel invested in the business. This approach ensures that everyone understands how they can contribute to driving success and meaningful change.
3. Does the practice share research and knowledge for the benefit of society and the wider world? For example, you regularly carry out post occupancy evaluation and share information with others.
Our practice is committed to advancing collective knowledge in the built environment. As Chair of NLA’s Retrofit & Conservation Expert Panel, we rethink existing buildings to preserve and adapt them for the climate emergency, pioneering adaptive reuse strategies and tackling housing regeneration challenges. Insights are shared via policy recommendations, case studies and practitioner workshops to shape conservation and retrofit projects across London.
We also lend our expertise to Article 25’s “More Than a Building” campaign. One of our team sits on Article 25’s Next Gen Board, co hosts presentations and round table discussions with industry figures, fostering open dialogue on sustainable humanitarian design and sharing lessons globally.
In partnership with a UCL PhD candidate, we conducted a post occupancy evaluation of the Verse Building in Old Street, examining natural ventilation and occupant behaviour’s impact on energy performance. Results have been presented at industry conferences and distilled into an open access report, ensuring our findings inform both our practice and the wider discourse on performance based, user centred design.
Project
1. Does the practice advocate for long-term thinking at the outset of projects? Do you initiate projects with long-term thinking and challenge the client on design life? Also, can the practice demonstrate that this approach has worked with a shorter or longer design life, or an innovative approach to financing or payback period?
Long term thinking underpins every commission, driving us to challenge demolition and champion adaptive reuse for both environmental and economic gain. By scrutinising client assumptions, future flexibility and lifecycle payback, we regularly uncover solutions that preserve and revitalise existing buildings.
For instance, YY London, a 1980s office block slated for demolition, was transformed via deep retrofit and reclad to best in class environmental standards–extending its service life far beyond the original design intent. Similarly, at Portland House (Thirty High), we questioned the assumption that low floor to ceiling heights necessitated replacement. By proposing a retrofit instead of a rebuild, we preserved the structure, extended its usable lifespan and delivered stronger long term returns for our client.
2. Do your projects take account of the future climate and the need for resilience? For example, do the projects demonstrate flexibility, design for adaptation, design for disassembly, non-deterministic solutions, or demountable structures.
All our projects embed climate resilience from day one, combining SuDS, solar shading and fabric upgrades to reduce flood risk, overheating and energy demand. At Campus Reading International, impermeable paving became rain gardens with arc planters that manage stormwater and boost biodiversity. At Waterloo Central, photovoltaic panels are integrated into the façade to provide future proof shading and generate on site renewable energy, buffering the building against grid volatility.
We also champion design for disassembly through CLT and hybrid structures. Our two storey CLT extension at Technique slashes embodied carbon and can be demounted for reuse. The same strategy drives our work at 206 Marylebone Road and the Broadgate Tower extension, where prefabricated timber and steel hybrid frames allow components to be separated, recycled or relocated as needs evolve.
3. Do the majority of your projects go beyond mitigating negatives and towards optimising positives? For example, are they meeting or exceeding the RIBA 2030 Challenge.
Many of our projects aim to go beyond mitigating environmental harm to optimise positive outcomes, echoing RIBA 2030 targets for energy, carbon and water. Recognising that project contexts vary, we expect a significant portion of our current pipeline of work to meet these aspirations. To gauge our progress, we are launching a internal project tracking tool this year to monitor performance against RIBA 2030 & UK NZCBS metrics, enabling transparent reporting and iterative refinement.
Beyond project delivery, we contribute thought leadership to advance industry understanding of net positive design. In a recent Architects’ Journal opinion piece, we examined the new Climate Change Committee report’s implications for practice, positioning it as a wake up call and urging colleagues to adopt rigorous performance targets from project inception (“The new Climate Change Committee report is a wake up call for architects”). By combining practical tools with public advocacy, we aim to help shift the profession towards genuinely regenerative design.
Co-evolving with nature
Practice
1. Does the practice use biophilia within the office or regularly host meetings and retreats in natural settings? For example do you have extensive planting within the office or rely on natural patterns and imagery for stress relief or quiet areas.
Our practice embraces biophilia through abundant greenery in all our workspaces. During the COVID 19 lockdowns, team members adopted a plant from our communal collection and nurtured it at home. Upon returning, everyone reinstated their thriving plants, instantly restoring a lush, living office. This initiative fostered wellbeing, reduced stress and improved air quality. For larger gatherings and client meetings, we often retreat to the Shoreditch Arts Club, where banana plants and other greenery in the foyer create a vibrant, restorative setting. These living accents connect us to nature, boost creativity and reinforce our commitment to a green workplace.
2. Can the practice share examples where it has considered nature in decision making? For example by having a nature proxy to encourage eco-centric decision making, using natural systems as inspiration for the company structure, recognising the seasonal nature of people’s capacity and workload or celebrating equinoxes and solstices together.
Yes, No.
3. Is the practice supporting nature locally and nationally? For example, does the practice support local gardens, gardeners, planting programmes, rewilding programmes or advocate for changes in legislation to protect nature.
This year, we began supporting Arnold Circus, a community charity dedicated to regenerating and maintaining the historic bandstand and Boundary Gardens at the heart of the Boundary Estate near our Shoreditch office. Founded by local residents in 2004, Arnold Circus had fallen into disrepair; it’s now a vibrant, well tended oasis cherished by both our employees and the wider community. Looking ahead, we’re extending this approach beyond London, actively seeking out other neighbourhood green spaces to support around our Bristol and Madrid offices–nurturing pockets of nature wherever we work.
Project
1. Can the practice demonstrate projects which strive to match the performance of a mature ecosystem? As a minimum this would mean achieving biodiversity net gain.
Many of our commissions begin with existing urban buildings set amid expanses of impermeable surfacing, so we always prioritise biodiversity enhancement, aiming to exceed Urban Greening Factor and Biodiversity Net Gain targets.
At Edward Street Quarter, we planted new trees along pedestrian routes between the buildings, guiding visitors into a central landscaped courtyard that doubles as a vibrant public space and key thoroughfare. At YY London, we carved into the original façade to introduce planted terraces on every floor and created a secluded, biodiverse roof terrace. Meanwhile, at Campus Reading International, we transformed the late 1990s business park palette–minimising hard landscaping and layering native and adaptive species–to foster ecological resilience and natural variation throughout the site.
2. Is the practice working on material stewardship? For example, evidence could be shown through repeated use of low carbon materials, extensive material libraries and research or publications supporting responsible use of materials and elimination of waste.
Material stewardship underpins our approach, driving the repeated use of low carbon and reclaimed materials to minimise waste and embodied carbon. At Broadgate Tower, we are pioneering the reuse of structural steel, diverting tonnes of metal from landfill and proving that existing frames can meet modern performance standards. Across multiple schemes, we specify CLT for its renewability and carbon sequestering qualities, while fit outs at Davies House and Storey feature naturally low embodied carbon finishes such as cork and linoleum.
On Giltspur Street, we employed an innovative slab jacking technique to change slab level in situ to create an additional floor, eliminating the need for new concrete pours and reducing material waste. Behind the scenes, our evolving material library and ongoing research ensure that every project benefits from best practice guidance on sourcing, reuse and end of life recycling, embedding circularity at every stage.
3. Do the majority of projects demonstrate the use of biologically-inspired approaches such as Bioregionalism, Biophilia, Biomimicry, Ecomimicry (also referred to as Ecosystems Thinking, Industrial Ecology or Industrial Symbiosis) or BioTRIZ?
We integrate biologically inspired strategies across our projects, assessing the connection between occupants and nature through our sustainability reviews and empowering teams with Climate Literacy CPDs on biomimicry, biophilia and related disciplines. On several schemes, we are integrating bio solar roofs, blending photovoltaic arrays with biodiverse green membranes of native sedums and grasses to mimic natural systems, enhancing energy generation, rainwater management, thermal regulation and pollinator habitats in one multifunctional layer.
At 25 Cannon Street, we applied Terrapin Bright Green’s 14 Patterns of Biophilic Design to both the public garden and rooftop terrace. We orchestrated diurnal and seasonal shifts in texture, colour, scent and movement; provided prospect and refuge zones; integrated clean water features; and specified cladding panels that echo organic shapes. The result is a built environment that weaves nature into daily routines and sustains long term connections between people and place.
Creating a just space for people
Practice
1. Does the practice have a progressive EDI policy and can you evidence many forms of diversity, which are welcomed and acknowledged, within the practice?
Our practice is upheld by a robust Equity, Diversity & Inclusion policy that we review annually to ensure it remains progressive and impactful. Each year, we report internal anonymised data on ethnic minority representation, and we voluntarily report our gender pay gap, which continues to narrow as we maintain a 50:50 gender balance.
We actively broaden our recruitment reach and partner with schools in Hackney and Tower Hamlets to spark early interest in the built environment sector among underrepresented communities. Within the studio, we foster authenticity, encouraging everyone to display their pronouns in email signatures and creating spaces where all voices are heard. We also support the “W” programme by providing mentorship, training and networking opportunities for women and other underrepresented groups, helping them advance and thrive in our industry.
2. Does the practice operate a no overtime culture, meet the living wage consistently, and stipulate a fair salary ratio between staff of all levels?
BGY proudly holds accreditation as a Living Wage Employer, ensuring that every member of our team receives a pay rate that genuinely meets their everyday needs, well above the statutory minimum. This commitment supports our belief that fair remuneration drives motivation, reduces turnover and fosters a more inclusive workplace culture.
Our discretionary time ‘in lieu’ policy allows staff to receive paid time off for overtime worked. This flexibility recognises the ebb and flow of project workloads while supporting work–life balance and staff wellbeing.
We also calculate our gender pay gap annually and publish the findings transparently. Where disparities emerge, we implement targeted actions–such as revising our salary bands, offering leadership mentorship for underrepresented groups and standardising recruitment and promotion processes–to narrow the gap and ensure equal opportunity at every career stage.
3. Does the practice support charities, community groups, social enterprises, action groups and others through pro-bono work, charitable giving or in-kind donations?
We channel our expertise and resources into a range of community and charitable initiatives. Through Homes Energy Action Lab (HEAL), we conduct pro bono retrofit assessments for community buildings across Hackney, helping groups reduce energy costs and carbon footprints. We also work at a reduced fee with a local co op on community energy fund projects in Tower Hamlets.
Our Social Value Forum allocates dedicated hours for voluntary outreach, including educational sessions in neighbouring borough schools, and work experience workshops co hosted with BAM for underrepresented students aspiring to careers in construction and design. We’re proud supporters of the “Don’t Waste Buildings” campaign, offering organisational sponsorship and leading case study tours that showcase adaptive reuse best practice.
Beyond direct fees-in kind, we participate in industry fundraisers, such as the Grosvenor Dragon Boat Race and JLL Property Triathlon, Microscope Ball & Variety 75’s PROPS Awards matching employee fundraising and donating in kind services wherever possible. Through these efforts, we strive to make a tangible social impact across east London and beyond.
4. Does the practice publicly refuse to work with certain clients, suppliers or organisations on ethical grounds?
No.
Project
1. Do the projects demonstrate deep engagement with local stakeholders and end users? For example, is there evidence that your project engagement goes beyond consultation towards co-design?
Our projects embrace genuine co design, moving beyond token consultation to forge lasting partnerships with end users and local communities. For Brixton International House, we ran a series of themed workshops, inviting paid participants drawn from the surrounding neighbourhood, to critique plans and elevations, explore precedents and articulate what aspects resonated or fell short. Their insights didn’t just inform but shaped the final proposals, ensuring the design truly reflects local needs and aspirations.
Similarly, in collaboration with Homes Energy Action Lab, we’ve undertaken deep engagement with community groups in Hackney to develop retrofit action plans. Rather than delivering off the shelf reports, we conducted in depth dialogues about how each building is used, mapped pain points and co ideated “quick wins” for energy efficiency. This immersive process fostered ownership among stakeholders and ensured that our technical recommendations align with on the ground realities.
2. Do your projects create connected and resilient places which positively contribute to their neighbourhoods and allow equality of access? For example, do your projects create economic opportunity, retain value locally and generate social value?
Creating connected and resilient places that bolster local economies and guarantee equal access is central to our masterplanning approach.
At Edward Street Quarter, our plan introduced tree lined pedestrian routes and a central landscaped courtyard, knitting new public realm seamlessly into existing streets. This thoroughfare enhances accessibility, drives footfall for local businesses and fosters vibrant community interaction.
Similar principles guide our work in Fish Island, the Truman Brewery and Wheat Quarter. Each masterplan weaves new housing, workspace and cultural venues into established neighbourhoods, preserving heritage buildings, activating underused sites and embedding flexible public spaces. These schemes generate local employment, support pop up markets and creative workshops, creating economic opportunity while ensuring equality of access. By prioritising permeability, mixed use vitality and stakeholder co creation, we deliver places that evolve organically, retain value for residents and build resilience to future change.
3. Do the majority of your projects promote equity in society, and consider all people, not only the building inhabitants? For example, do your projects show due regard for workers within the supply chain and take active steps to avoid modern slavery?
No.