About

BioRegional began back in 1992 because they recognised that over-consumption of resources is the major driving force for environmental degradation. They reasoned that if they could produce more of their goods from local resources, especially waste and renewable resources, in an efficient way, then they could reduce the impact of the goods and services they were using.

Pooran, the co-founder of BioRegional, found that there was enough sustainably managed wood available but unused from coppice woodland in south east England to supply the entire UK barbecue charcoal market at the same time as they were importing 98 per cent of their charcoal often from unsustainably managed sources.

Concerned about the impact of paper on the world’s forests and their biodiversity, Sue found that they could meet the UK’s needs for paper from recycled waste paper, supplemented with agricultural crops and residues such as surplus straw. So began two areas of their work. Working with others, they had no shortage of other ideas and decided to start their own organisation, BioRegional Development Group, which was registered as a charity in 1994.

The organisation was founded as a charity because in developing these new ideas a lot of public education about the issues and research and development needed to be carried out. But they always intend for their projects to be models which could be taken into the mainstream economy, either through the establishment of new companies, as in the case of BioRegional Charcoal and BioRegional MiniMills, or by working in partnership with existing companies, as in the case of BedZED and Local paper for London. The market focused approach complements EU and government policies which have an equally positive impact, as in the case of the Landfill Tax, and they are keen to pass on their experiences to government. But the main difference about BioRegional is that they deliver real-life practical solutions.

BioRegional is an entrepreneurial charity, which initiates practical sustainability solutions, and then delivers them by setting up new enterprises and partnerships around the world. They assist and encourage others to achieve sustainability through consultancy, education and informing policy.

BioRegional operates internationally with offices in North America, China and South Africa, as well as their base in the UK.

Strategy

BioRegional Principles - Zero Carbon making buildings more energy efficient and delivering all energy with renewable technologies

BioRegional performs well because they are based at BedZED. Their staff are also more aware of the need to reduce energy use, so are more likely to turn lights and equipment off when they aren’t being used. Although approximately 20 per cent of BedZED’s electricity comes from the solar PV panels, the remainder of their energy is from “brown” sources.

Zero Waste - Reducing waste arisings, re‐using where possible and zero waste to landfill or mass incineration

BioRegional conducted a waste audit for the office in 2007. The audit found that each BioRegional worker is producing approximately 1.18 kg of waste per week. This compares to a 1994 study of London offices which suggests 3.69 kg per worker per week, and a more recent study of the financial services industry which suggest 9.54 kg per worker per week. The main waste streams in the bin were non‐recyclable plastics and food waste.

Sustainable Transport - Reducing the need to travel and using low carbon modes to reduce emissions

Transport is the second largest component of BioRegional’s ecological footprint and is an area they are already trying to address. For example, to reduce their transport demand they try to use teleconferencing where possible and some staff members also live and work on site. BioRegional also offers staff financial incentives for cycling to work related events, and recently ran the Cycle to Work scheme that enabled five of them to get tax free bicycles. Staff and visitors can use their showers in the office, store towels and dry clothes there, and use a range of secure cycle parking facilities. Staff can also use pool bike and the City Car Club cars parked at BedZED.
Most of our emissions come from flights. From 2006 to 2007, BioRegional staff flew 385 622 kilometres, including 66 984 kilometres of domestic flights.

An internal staff transport survey was conducted and revealed that most people get the train to work and only two people drive, this is very low for an organisation based in outer London. The overall distance travelled is also relatively low.

Local and Sustainable Materials - Using products that have a low embodied energy

BioRegional is signed up to the Mayor’s Green Procurement Code and tries to buy recycled, sustainable and low impact materials wherever possible. They buy second hand furniture where possible, and redecorate their office with natural, low‐impact paints. Their recent refurbishment of their kitchen used 100 per cent FSC certified wood and other low impact materials. After a review and research into ICT equipment in the past year, they now only buy equipment with an EPEAT rating of Silver or Gold where possible or from a green supplier that exceeds EPEAT requirements and make their equipment last as long as possible before recycling it. They also only use local, recycled and recyclable paper for their printing needs.

Local and Sustainable Food - Reducing waste and choosing low meat, local, seasonal and organic diets

BioRegional employees eat lunch together most days of the week, and they provide catering for some visitor groups. Although they prepare most of their food in the office with fresh, local, seasonal and organic ingredients; their food is all vegetarian or vegan; and they manage to avoid too much food waste, all of this food and drink makes up a significant part of BioRegional’s ecological footprint.

Sustainable Water - Reducing water usage in buildings and in the products they buy; preventing local flooding and water course pollution

Due to the design of BedZED, water use in the office is reduced, for example, through aerated taps and low flush toilets which also re‐use rain water. They also have (aerated) showering facilities available for cyclists. In 2009 they replaced the old dishwasher with a more efficient model. They only use tap water in the office and meetings, and generally require this to be the case for meetings they organise in external venues.
In 2006/7 they used a total of 49200 litres of water. This equates to approximately 1878 litres of water per employee. For small offices the target figure is 4400 litres 1, more than double the BioRegional average. BedZED is also designed to reduce flooding, so there is no need to do anything more on this area.

Natural Habitats and Wildlife - Protecting and expanding old habitats and creating new space for wildlife

BioRegional offices have a sedum roof and 17 different species were found on the roofs. They are also hoping to develop a Biodiversity Action Plan for their offices and BedZED. They are also working closely with the London Borough of Sutton on plans for the wider Hackbridge area.

Culture and Heritage - Reviving local identity and wisdom; support for and participation in the arts

BioRegional employees do a lot of social activities together, including a guitar club who perform at events like Business Planning, the Christmas party and other gatherings; a new football club; and informal outings after work every now and again. Some of thier projects such as Carshalton Lavender and BioRegional HomeGrown charcoal also help to protect and enhance local culture and heritage.

Equity and Fair Trade - Inclusive, empowering workplaces with equitable pay; support for local communities and fair trade

BioRegional is a certified Living Wage Employer, and a recent salary review sought to ensure that staff receive appropriate and comparatively equitable pay; the difference between their Executive Director and lowest paid employee remains within the 4:1 ratio. All their tea and coffee are Fairtrade certified or from the “fair trade plus” supplier Just Change. Their insurance comes from an ethical insurance company. Their offices are also accessible for disabled users, although improved access to the show home still needs work. They operate good policies on equal opportunities, and have worked over the past year to improve staff participation in important decisions through changes to their organisational structure and regular Project Updates meeting.

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