Knightsbridge Sustainability Strategy and Action Plan

SUSTAINABILITY STRATEGY AND ACTION PLAN

Sustainability Strategy and Action Plan

1

TABLE OF CONTENTS

3 5 13 14 15 16 18

Foreword Executive Summary Strategic Context The Importance of Sustainability for Businesses Our Vision Our Business Plan and Place & Public Realm Strategy The Role of the Knightsbridge Partnership

22 23 24 25 26 27 28 29 30 32 34 38 54 58 60 62 67 70 72 73

Methodology: Our Approach to Developing the Strategy and Action Plan Co-design and Engagement Sustainability Mapping: Knightsbridge Baseline Public Policy Analysis Member Sustainability and ESG Strategies Impact on the Strategy The Strategy: A Partnership Approach The Benefits of Working in Partnership Encouraging Innovation Harnessing AI to Accelerate Delivery The Action Plan Delivery Pathways Monitoring and Reporting Governance and Oversight Appendices A. Co-Design and Engagement B. Analysis of Baseline Sustainability in Knightsbridge C. Public Policy Analysis D. Member Sustainability and ESG Strategies E. Sustainability Frameworks F. Glossary of Terms

75 92 92 93

G. Action Plan Independent Peer Review Acknowledgements Disclaimers

2

Sustainability Strategy and Action Plan

KNIGHTSBRIDGE PARTNERSHIP FOREWORD

Knightsbridge is one of London’s most distinctive places: internationally recognised, locally valued, and shaped by an extraordinary mix of architecture, people, experiences and businesses. As expectations of sustainability continue to rise, Knightsbridge has an important opportunity to lead in creating luxury, high end experiences, products and places that are not only exceptional, but also environmentally and socially responsible.

The long term sustainability of Knightsbridge is a shared endeavour. The Knightsbridge Partnership plays a key role in delivering economic success and helping to steward the environmental and social sustainability of the area by bringing partners together, aligning priorities and enabling collective action across the district.

This Strategy has been shaped through extensive engagement and dialogue, and it is grounded in what is achievable through collective action across Knightsbridge.

It sets out how we will work together to deliver this ambition. It recognises that sustainability must be practical, place based and focused on delivery. Many of the challenges we face – from climate resilience and resource efficiency to biodiversity, health and wellbeing – cannot be addressed by any one organisation acting alone. They require collaboration, alignment and sustained partnership working.

Sustainability Strategy and Action Plan

I am excited by the ambition as we embark on this bold journey for Knightsbridge to be a truly sustainable district, which balances the needs of people and nature, fosters innovation, and sets new standards for excellence.

Over the next five years, we look forward to working closely with residents, stakeholders and partners to turn this Strategy into action – supporting initiatives, enabling collaboration, and championing projects that will help ensure Knightsbridge remains a sustainable, resilient, healthy and thriving place for the long term.

STEVEN MEDWAY CEO Knightsbridge Partnership

3

4

Exec Summary

EXECUTIVE SUMMARY KNIGHTSBRIDGE, AS ONE OF LONDON’S TWO INTERNATIONAL CENTRES, STANDS AT THE FOREFRONT OF GLOBAL DESTINATIONS, RENOWNED FOR ITS LUXURY, HERITAGE, AND ARCHITECTURE. The Knightsbridge Partnership’s Sustainability Strategy and Action Plan harnesses the collective strengths of over 300 businesses and property owners, and residents, community groups and stakeholders.

Our mission is clear: to deliver transformational change through targeted support, evidence-led action, and unwavering commitment to environmental, social, and economic sustainability.

Exec Summary

5

OUR SUSTAINABILITY VISION A vibrant, adaptable, and inclusive international destination, one that not only enriches Knightsbridge by championing environmental stewardship, social well-being, and economic prosperity, but is also resilient to future challenges.

ESTABLISHING THE BASELINE Our strategy is grounded in a robust understanding of Knightsbridge’s current environmental and social conditions. Through spatial analysis and mapping, we have identified key opportunities and challenges:

AIR QUALITY Elevated nitrogen dioxide and particulate matter concentrations along Brompton Road present health risks and reinforce the urgency for low-emission transport and building deep retrofits.

ENERGY PERFORMANCE Analysis of Energy Performance Certificates (EPCs) shows that substantial progress is needed to meet 2030 minimum energy standards, with commercial buildings accounting for a significant share of local emissions.

Photography by Rory Langdon-Down

GREEN INFRASTRUCTURE While Knightsbridge benefits from proximity to Hyde Park, core commercial streets lack greenery, highlighting the need for more street-level trees and biodiversity corridors.

Premium

RESILIENCE The traffic-heavy routes through Knightsbridge experience significant noise pollution, and certain areas are vulnerable to surface water flooding, underscoring the importance of sustainable drainage and acoustic interventions.

Present

107%

Edit

Replace

Share

SOCIAL VALUE Mapping reveals pockets of deprivation nearby, emphasising the importance of inclusive growth, creating good jobs and community well-being.

6 18

19

Exec Summary

20

21

22

23

24

25

26

Page

WHY SUSTAINABILITY MATTERS FOR KNIGHTSBRIDGE IN AN ERA OF FIERCE COMPETITION AMONG LUXURY DISTRICTS, KNIGHTSBRIDGE IS COMMITTED TO LEADING BY EXAMPLE. Embracing sustainability is not just a responsibility: it is a strategic advantage. It attracts talent, builds investor trust, meets evolving consumer expectations, adds to asset value, and ensures long-term business resilience.

Our approach goes beyond compliance, driving innovation, building resilience, fostering social inclusion, and creating enduring value for all.

Exec Summary

7

A PARTNERSHIP-DRIVEN APPROACH As the property and occupier Business Improvement District, Knightsbridge Partnership convenes local authorities, businesses, and community groups to accelerate delivery across all areas of sustainability. Our strategy is grounded in robust research, spatial analysis, and stakeholder engagement, aligning with: The UN’s Sustainable Development Goals, which set out 17 global objectives to end poverty, protect the planet, and ensure prosperity for all by 2030 The Triple Bottom Line which balances economic, environmental and social sustainability in which sustainability is measured not just by financial outcomes, but also by the positive impact on people and the planet. At the district level this means enriching Knightsbridge: Economic Sustainability Supporting a thriving and resilient local economy by fostering innovation, attracting investment, and enabling businesses to grow, while ensuring that prosperity benefits the whole community.

Environmental Sustainability Prioritising climate change mitigation, better air quality, circular economy principles across all sectors, green infrastructure, energy efficiency, and sustainable transport.

Social Sustainability Promoting inclusivity, well-being, and equal opportunities for all, with a focus on community engagement, access to services, and improving quality of life across diverse groups.

PEOPLE

PLANET

PROSPERITY

Photography by Colin Dack

8

Exec Summary

ACTION AND ACCOUNTABILITY Our detailed action plan comprises 60 targeted initiatives and 7 priority actions across the following interconnected themes:

AIR Greenhouse gases and local air quality

ECONOMY Migrating to a circular economy

LAND Biodiversity and nature recovery

PEOPLE Health and well-being, social value and inclusion and transport

Exec Summary

WATER Conservation and Resilience

9

THE PRIORITY ACTIONS

1

BIODIVERSITY & NATURE RECOVERY: Deliver street trees, connected green corridors and nature based cooling across core commercial streets to create a resilient and nature-supporting Knightsbridge.

2

WATER CONSERVATION: Leak detection, rapid repair and conservation measures to save water across participating buildings and priority locations.

3

CIRCULAR ECONOMY: Delivery of a district programme combining waste and recycling audits and packaging reduction guidance, training and trial projects.

4

GREENHOUSE GASES & LOCAL AIR QUALITY: Retrofit Accelerator Programme to reduce carbon emissions and improve local air quality by increasing building energy audits and implementation of priority measures across the district.

5

TRANSPORT: Reduce traffic and improve air quality by consolidating deliveries, improving routing, enabling cargo bike/EV last mile, and improving kerbside management.

6

HEALTH & WELL-BEING: Work with Transport for London (TfL), the Royal Borough of Kensington and Chelsea (RBKC) and Westminster City Council (WCC) to develop safe and attractive walking and cycling links to and through Knightsbridge.

7

SOCIAL VALUE & INCLUSION: An internship and placements programme linking local schools/universities with Knightsbridge businesses.

Progress will be tracked through SMART Key Performance Indicators, transparent reporting, and continuous improvement, thereby ensuring accountability and celebrating success.

10

Exec Summary

THE POWER OF COLLABORATION By working together, we amplify our impact, share expertise, and deliver large-scale projects that benefit the entire district.

Knightsbridge will become synonymous with sustainability in luxury, attracting visitors, investors, and talent who value environmental and social responsibility.

A CALL TO ACTION This strategy and action plan is a living document and also an invitation to every member of our community to join us in shaping a sustainable future. Together, we will build a Knightsbridge that is resilient, inclusive, and thriving for generations to come.

Our strategy harnesses the collective strengths of our members, residents and stakeholders, provides targeted support to businesses, and delivers a coordinated, evidence-led action plan. This approach ensures that Knightsbridge not only meets its sustainability ambitions but sets a benchmark for excellence among global destinations.

Exec Summary

11

STRATEGY & ACTION PLAN THIS SECTION SETS OUT THE STRATEGIC CONTEXT, PARTNERSHIP ROLE AND DELIVERY FRAMEWORK FOR TURNING KNIGHTSBRIDGE’S SUSTAINABILITY AMBITIONS INTO PRACTICAL ACTION.

Photography by Rory Langdon-Down

12

Sustainability Strategy and Action Plan

STRATEGIC CONTEXT KNIGHTSBRIDGE PARTNERSHIP Knightsbridge Partnership (KP) is the occupier and property owner Business Improvement District for the Knightsbridge and Brompton Road area, representing over 300 businesses and property owners. We manage an internationally renowned destination for over 75 million visitors a year.

By harnessing the power of partnership, working with Westminster City Council (WCC), Royal Borough of Kensington and Chelsea (RBKC), Mayor of London, Transport for London (TfL), Victoria BID, Exhibition Road Cultural Group, Belgravia and Knightsbridge Neighbourhood Forum, The Knightsbridge Association, resident groups, residents, property owners and occupier businesses, we aim to drive transformational change in Knightsbridge.

Sustainability Strategy and Action Plan

13

THE IMPORTANCE OF SUSTAINABILITY FOR BUSINESSES We recognise that competition amongst luxury districts on a national and global stage has never been stronger. Hotels, restaurants and brands are more discerning about their location and visitors have increasingly high expectations of destinations including their sustainability, biodiversity, public realm, and accessibility credentials.

Embracing sustainability in all business functions across all three emissions Scope Types (see Glossary), rather than as a bolt-on side activity, is vital for business success in the following ways:

1. EMPLOYEE EXPECTATIONS Embedding sustainability into organisational culture attracts and retains talent.

2. INVESTOR TRANSPARENCY Clear Environmental and Social Governance (ESG) disclosure and action to build trust, attract capital, and align with investors’ focus on long-term value.

3. CONSUMER DEMAND Brands that demonstrate authentic sustainability commitments earn loyalty and outperform competitors.

4. STRATEGIC ADVANTAGE Sustainability differentiates businesses, strengthens brand trust, and deepens stakeholder relationships.

5. REGULATORY READINESS Proactive compliance with evolving sustainability regulations mitigates risk and positions companies as leaders.

6. RESILIENCE BUILDING Sustainable practices enhance adaptability and reduce vulnerability to global disruptions.

7. INNOVATION CATALYST Sustainability drives new solutions, markets, and revenue streams through circular economy and renewable technologies.

8. LONG-TERM VALUE CREATION Purpose-driven strategies foster brand strength, customer loyalty, and investor confidence for enduring success.

14

Sustainability Strategy and Action Plan

OUR VISION FOR KNIGHTSBRIDGE IS A vibrant, adaptable, and inclusive international destination, one that not only enriches Knightsbridge by championing environmental stewardship, social well-being, and economic prosperity, but is also resilient to future challenges.

Photography by Rory Langdon-Down Sustainability Strategy and Action Plan

15

KNIGHTSBRIDGE PARTNERSHIP BUSINESS PLAN AND THE KNIGHTSBRIDGE PLACE AND PUBLIC REALM STRATEGY Sustainability is integral to both the Knightsbridge Partnership Occupier and Property Owner Business Plans and a key priority within the Knightsbridge Place and Public Realm Strategy.

Place and Public Realm Strategy Our ambitious plans for Knightsbridge will make walking, cycling and public transport use more attractive and safer, improve air quality, enhance climate resilience, contribute to climate mitigation and support nature recovery. https://knightsbridgepartnership.com/ reimagining-the-future-of-knightsbridge/ Enhancing the environment and social value Our plans for Knightsbridge and how we will convene partners to work together to deliver a sustainable district that meets present needs without compromising future generations' ability to meet theirs. We will balance environmental protection, social inclusion, and economic viability for long-term well-being.

We recognise it is about making choices that ensure our planet's ecosystems, economies and communities can thrive long-term, not just today.

16

Building business resilience A key strand of our resilience work with businesses is ensuring Knightsbridge is a climate-resilient district.

This strategy and action plan builds the capacity of businesses, the community, and infrastructure to prepare for, adapt to, and rapidly recover from the impacts of climate change, such as flooding or extreme heat.

The delivery of the Knightsbridge Place and Public Realm Strategy will result in planting over fifty new trees, providing shade and cooling for the area, and over seventy planting beds and sustainable urban drainage which will absorb heavy rainfall and support biodiversity.

Our approach is about planning for climate events, building stronger resilience to future shocks, and bouncing back rather than just reacting to them.

Promoting the International Centre As part of attracting customers, visitors and investment to the luxury International Centre, we recognise the role sustainability plays in purchasing and investment decisions.

Knightsbridge will become synonymous with sustainability in luxury across all the commercial sectors in Knightsbridge, specifically hospitality, retail, wellness, office and property.

Sustainability Strategy and Action Plan

DRIVING TRANSFORMATIONAL CHANGE

01

02

03

04

Place & Public

Enhancing the quality

Building business

Promoting the

Realm Strategy

of the environment and

resilience

International

social responsibility

Sustainability Strategy and Action Plan

Centre

17

THE ROLE OF KNIGHTSBRIDGE PARTNERSHIP IN DELIVERING SUSTAINABLE CHANGE As the driving force behind Knightsbridge’s sustainability ambitions, the Knightsbridge Partnership is uniquely positioned to turn vision into action.

Our leadership ensures that sustainability is woven into every aspect of district development, aligning purposefully with our overall strategy and action plan.

1 CONVENING POWER AND STRATEGIC LEADERSHIP The Knightsbridge Partnership brings together a diverse range of stakeholders to align priorities, share best practice, and drive coordinated local action.

We act as a bridge, bringing together businesses, Neighbourhood Forums, WCC, RBKC, TfL, the Greater London Authority (GLA), residents, and community groups to shape and deliver a shared sustainability strategy. This inclusive approach ensures that our action plan reflects the diverse needs and ambitions of all stakeholders, building community ownership and collective responsibility for our district’s sustainable future.

The Sustainability Strategy is evidence-led, locally relevant and grounded in robust research, spatial analysis, and engagement with the local community, ensuring that the action plan interventions are targeted, impactful, and relevant to Knightsbridge’s unique context as a luxury global destination and place to live and work.

2 PLACE GOVERNANCE & STEWARDSHIP We adopt a long-term outlook for Knightsbridge, embedding sustainability into operational services and district improvements that create lasting value. By prioritising enduring impact over short-term gains, we ensure that every action directly supports our sustainability objectives, from reducing emissions to enhancing public spaces and social inclusion.

As a trusted local custodian, we ensure that sustainability is embedded across all aspects of place management, business operations, communications and public realm improvements.

The Knightsbridge Partnership is also committed to becoming a net zero carbon organisation by 2030, delivering sustainable operations across all three scope types.

18

Sustainability Strategy and Action Plan

3 FACILITATING DELIVERY We take an active role in coordinating partners to translate strategic priorities into tangible outcomes.

By piloting innovative projects and scaling up successful initiatives, we accelerate progress across all pillars of sustainability (environmental, social, and economic) and ensure our action plan delivers real benefits for Knightsbridge.

We will provide tailored support to businesses across all sectors, helping our members to: • Understand and comply with evolving sustainability regulations and expectations.

• Access practical guidance, training, and resources on energy efficiency, waste reduction, circular economy, and social value.

• Benchmark and improve their environmental, social, and governance (ESG) performance.

• Connect with local initiatives, suppliers, and community projects that enhance social value, well-being, sustainability and corporate reputation.

• Collaborate to deliver sustainability, well-being and social value projects locally.

• Share knowledge and celebrate success through the Knightsbridge Sustainability Forum and sector-specific networks.

4 LEVERAGING INVESTMENT We champion the business case for sustainability, attracting new investment to fund green infrastructure, social value programmes, and economic innovation.

By unlocking additional resources, we amplify the impact of our action plan and secure Knightsbridge’s reputation as a district committed to long-term value creation.

5 INNOVATION & LEARNING We provide a collaborative platform for sharing best practice, insights, and lessons learned. By supporting knowledge exchange across our business members and wider community, we foster a culture of continuous improvement that keeps Knightsbridge at the forefront of sustainable urban development and ensures our action plan evolves to meet emerging challenges.

Sustainability Strategy and Action Plan

19

OUR APPROACH TO SUSTAINABILITY As a long term custodian of Knightsbridge, which is one of London’s most renowned historic districts, we are taking the Triple Bottom Line approach to delivering an exemplar sustainable district.

This approach captures the true value and costs of doing business and our strategy and action plan will support and facilitate the migration towards sustainable business practices across all sectors and all our business members.

PEOPLE AND SOCIAL VALUE / SOCIAL SUSTAINABILITY Promoting inclusivity, well-being, and equal opportunities for all is a central tenet of our approach. We are committed to creating an accessible, inclusive, and welcoming district for everyone in Knightsbridge. This means ensuring fairness, equity, and community well-being by actively engaging residents, employees, customers, visitors, and suppliers.

By championing fair wages, good employment practices, and embracing diversity, we aim to enrich the lives of all stakeholders. We also prioritise community engagement, access to services, and improving quality of life across all groups, ensuring that prosperity and opportunity are shared throughout the district.

PLANET – ENVIRONMENTAL STEWARDSHIP / ENVIRONMENTAL SUSTAINABILITY Protecting natural resources, reducing pollution, and preserving biodiversity are at the heart of our environmental ambition.

Knightsbridge prioritises green infrastructure, energy efficiency, and low-emission transport to reduce carbon emissions and poor local air quality and contribute to London’s net zero goals. We support businesses, local authorities, TfL, and stakeholders in reducing

20

the area’s ecological footprint, through waste reduction, water conservation, adoption of renewable energy, and a commitment to circular economy principles. Our efforts also extend to supporting nature recovery and sourcing materials ethically, all to maintain ecological balance and enhance local biodiversity.

Sustainability Strategy and Action Plan

ECONOMIC VIABILITY / ECONOMIC SUSTAINABILITY We recognise that true success is measured not just by financial outcomes, but also by the positive impact on people and the planet. Supporting a thriving local economy in Knightsbridge means fostering innovation, attracting investment, and enabling businesses to grow, ensuring that prosperity benefits the whole community.

Our strategy is designed to encourage inclusive growth and a robust and resilient economy that is aligned with environmental and social value goals. By sharing the positive impact of the Knightsbridge economy, we aim to enrich the local community, London, and wider supply chains.

At the district level, the Triple Bottom Line balanced approach recognises that enriching Knightsbridge relies on economic, environmental, and social sustainability being addressed equally. This holistic perspective ensures that actions benefit people and the planet alongside economic development, creating a vibrant, resilient, and sustainable district for the future.

While Knightsbridge Partnership does not directly control the delivery of sustainability ambitions and targets, the strategy facilitates collaboration by convening partners and influencing action towards shared goals. In this context, the strategy aligns its climate objectives to support businesses deliver science based targets for setting greenhouse gas reduction targets. Knightsbridge Partnership convenes collective areabased emissions reduction, establishing Knightsbridge as a model of climateresponsible city stewardship.

People and Social Value

Economic Viability

Economic Stewardship

Sustainability Strategy and Action Plan

21

METHODOLOGY: OUR APPROACH TO CO-CREATING THE STRATEGY AND ACTION PLAN This strategy and action plan has been developed as a rigorous, evidence led programme for delivery, grounded in data, shaped by stakeholders, and aligned to the policy and market environment in which Knightsbridge operates. The approach began by establishing what the evidence says matters most in Knightsbridge: where environmental, economic and social risks are concentrated, where the greatest opportunities for improvement sit, and where collective action can unlock outcomes that no single organisation could achieve alone.

To ensure the strategy is coherent and comparable with best practice, the UN Sustainable Development Goals (SDGs) were used as a unifying framework for structuring engagement and framing priorities. This enabled businesses, residents, local authorities and partners to discuss sustainability through a shared language that is already widely used across government, London wide strategy, and corporate ESG reporting, ensuring the resulting priorities are both locally relevant and strategically aligned.

The evidence base was assembled through: 1. Mapping and analysis of existing datasets 2. Review of major relevant policies across London, borough and neighbourhood levels 3. Assessment of sustainability and ESG strategies across member organisations and sectors 4. Review of neighbouring place based initiatives 5. Co-design with stakeholders and residents.

22 Nations: Department of Economic and Social Affairs: Sustainable Development United

Sustainability Strategy and Action Plan

CO-DESIGN AND ENGAGEMENT

Two co-design workshops brought together businesses, residents and key stakeholders to agree priorities and develop the action plan, complemented by a wider public drop in consultation to test the draft strategy and capture broader feedback.

Engagement also provided a clear steer on what “good” looks like in practice.

Stakeholders expressed strong support for the partnership led, place based direction and the ambition for Knightsbridge to lead on sustainability as a global destination. At the same time, they emphasised the importance of focus and sequencing: prioritising a smaller number of high impact objectives, backed by clear accountability, SMART measures, and early “quick wins” that demonstrate progress and maintain momentum.

The consultation surfaced several recurring delivery priorities. Participants called for cross sector collaboration to accelerate learning and avoid duplication; for a strong, explicit articulation of sustainability as an economic and resilience opportunity; and for practical interventions that address day to day pressures, particularly deliveries and servicing, circular economy infrastructure and support, and targeted work to influence Scope 3 emissions through supply chains, logistics and procurement.

There was also strong support for nature recovery and greening, including an “urban forest” ambition that improves biodiversity, cooling and air quality.

Photography by Colin Dack

Sustainability Strategy and Action Plan

23

OUR APPROACH MAPPING: SUSTAINABILITY TO KNIGHTSBRIDGE BASELINE SUSTAINABILITY

The strategy is underpinned by a spatial baseline (Appendix B) that identifies where environmental conditions and social outcomes are most in need of improvement, and where interventions can deliver the greatest cumulative benefit. Mapping and analysis were used to understand Knightsbridge’s current performance across green infrastructure, air quality, noise exposure, flood risk, building energy performance and socio economic context.

This provides a clear evidence base for targeting action geographically and thematically, and for monitoring progress over time.

The baseline highlights a central structural challenge: Knightsbridge benefits from proximity to major green assets such as Hyde Park, but the core commercial streets show limited street level greening. This reinforces the importance of targeted public realm greening, such as street trees, planting, biodiversity corridors, and sustainable drainage, both to improve everyday experience and to strengthen resilience to heat and intense rainfall.

Air quality and noise mapping show a consistent pattern: the highest exposures are concentrated along the district’s major traffic corridors, including Brompton Road / Knightsbridge and the Hyde Park Corner approaches, where elevated NO₂ and particulate matter coincide with intensive vehicle activity.

24

The evidence therefore supports a combined package of measures such as accelerating low emission transport, reducing the impacts of deliveries and servicing, mitigating construction impacts, introducing green buffers, and prioritising retrofit on corridor buildings to address operational emissions and improve environmental quality. Noise exposure mirrors this pattern, strengthening the case for traffic management, electrification and targeted acoustic interventions that improve health and wellbeing for those who live, work and visit the area.

Flood risk mapping identifies surface water vulnerability in specific locations, reinforcing the value of permeable surfaces, SuDS and rain garden style interventions to reduce runoff and strengthen climate resilience.

Building energy analysis (including EPC review) indicates that significant progress is required to meet minimum energy standards, underscoring the importance of coordinated action on building performance, particularly given the scale of emissions attributable to commercial buildings.

Finally, deprivation mapping shows Knightsbridge is comparatively less deprived, but sits near areas of higher deprivation, supporting the case for a strategy that treats social value, access to opportunity and inclusive growth as core outcomes alongside environmental performance.

Sustainability Strategy and Action Plan

PUBLIC POLICY ANALYSIS The policy review (Appendix C) considered the hierarchy of frameworks that influence Knightsbridge, from global and national direction (including net zero obligations), to London-wide priorities, to borough policy in RBKC and WCC, and neighbourhood planning objectives. The review was designed to be practical rather than exhaustive, recognising that sustainability policy and regulation are evolving rapidly.

Sustainability Strategy and Action Plan

The analysis aligns the Sustainability Strategy with the prevailing direction of travel across core themes: net zero and climate resilience; retrofit and whole life carbon; healthy streets, air quality and emissions reduction; circular economy and waste; biodiversity and nature recovery (including biodiversity net gain); water management and SuDS; and the growing emphasis on measurement, disclosure and transparency.

25

Photography by Rory Langdon-Down

MEMBER SUSTAINABILITY AND ESG STRATEGIES A review of a representative cross section of member sustainability and ESG strategies (Appendix D) was undertaken to understand the current level of maturity and ambition across sectors, and to identify where district level coordination could add the most value. Within the sample assessed, most organisations have published strategies or significant ESG commitments, demonstrating strong momentum but with meaningful variation in depth, targets and transparency.

The review identified clear strengths to build upon: leadership on climate commitments among more advanced organisations (including science based targets), sector specific innovation (notably in fashion 26

and hospitality operations), and the use of established frameworks that support structured governance and accountability.

These leading practices provide a foundation for peer learning and for practical, sector relevant delivery support across the partnership.

Equally, the analysis highlighted where partnership and collaborative action can accelerate progress. A recurring opportunity is to connect corporate commitments to Knightsbridge specific local initiatives, so that member action contributes to visible, place based outcomes while also supporting ESG goals, reputation and regulatory readiness.

Sustainability Strategy and Action Plan

IMPACT ON THE STRATEGY This process consistently found that Knightsbridge’s highest value interventions are those that address: emissions from buildings and the built environment, the quality and resilience of the public realm (including greening and drainage), the operational “systems” of the district (waste, reuse, servicing and deliveries), and exposure to air and noise pollution on major corridors, supported by clear metrics and accountability.

The strategy therefore prioritises actions that are measurable, partnership enabled, and capable of delivering early visible progress while building towards longer term structural change.

Photography by Colin Dack

Sustainability Strategy and Action Plan

27

THE STRATEGY: A PARTNERSHIP APPROACH The Knightsbridge Sustainability Strategy has seven key delivery themes: Biodiversity and Nature Recovery, Circular Economy and Waste Recycling, Health and Well-being, Greenhouse Gases and Local Air Quality, Social Value and Inclusion, Transport and Water, each with their own actions.

The Knightsbridge Partnership acts as the convenor, catalyst, and coordinator for sustainability in the district, leveraging its unique position as the Business Improvement District (BID) representing over 300 businesses and property owners.

The strategy is underpinned by a partnershipdriven approach that recognises the collective power of businesses, local authorities, residents, and stakeholders to share expertise and resources to deliver transformational change.

28

Sustainability Strategy and Action Plan

THE BENEFITS OF WORKING IN PARTNERSHIP IMPACT 1 GREATER AND EFFICIENCY

By working together, businesses and stakeholders can achieve more than any single organisation could alone. Partnership enables the pooling of resources, sharing of expertise, and delivery of large-scale projects that benefit the whole district.

2

ENHANCED REPUTATION AND ATTRACTIVENESS

A collaborative approach to sustainability strengthens Knightsbridge’s position as an International Centre, attracting visitors, investors, and talent who value environmental and social responsibility. Businesses benefit from increased customer loyalty, improved brand trust, and a stronger competitive edge.

3

SHARED LEARNING AND CONTINUOUS IMPROVEMENT

The partnership model fosters a culture of shared learning, transparency, and continuous improvement. By monitoring progress, reporting on outcomes, and celebrating achievements, Knightsbridge Partnership and its members can adapt to new challenges and opportunities, ensuring long-term success.

4 DELIVERING SOCIAL AND ENVIRONMENTAL VALUE

5

A RESILIENT KNIGHTSBRIDGE

Working in partnership enables Knightsbridge to deliver tangible social and environmental value, improving air quality, supporting biodiversity, enhancing community well-being, and contributing to London’s net zero and sustainability goals.

Resilience is central to the Sustainability Strategy because it protects the long term success of Knightsbridge as an international destination while safeguarding the everyday experience of those who live, work and visit. In Knightsbridge, resilience has multiple, interconnected forms, including:

Climate resilience reducing exposure to risk of flooding, overheating and poor air quality through greening, sustainable drainage, prioritising active travel, and building improvements Operational resilience ensuring buildings, utilities and local servicing systems can continue to function during shocks and disruptions

Economic resilience helping businesses and property assets remain competitive as regulation, investor expectations and consumer preferences shift Social resilience supporting health, wellbeing, inclusion and access so the benefits of change are shared, and community trust is maintained.

By taking a partnership-led, evidence based approach, the strategy contributes to strengthening Knightsbridge’s capacity to prepare for, withstand, adapt to and recover from future challenges, ensuring the district remains an attractive, resilient and sustainable International Centre.

Sustainability Strategy and Action Plan

29

ENCOURAGING INNOVATION We will scan for new innovations (see examples in box below), champion and pilot new approaches, and support businesses to adopt cutting-edge solutions.

SECTOR

INNOVATION / INITIATIVE

WHAT IS INNOVATIVE

Hospitality (restaurants, cafés, bars)

Low emissions kitchens with advanced filtration

High efficiency electrostatic and carbon integrated into kitchen extract systems t significantly reduce cooking emissions an odour in dense urban areas.

Hospitality (restaurants, cafés, bars)

Returnable packaging system

Digitally tracked, reusable takeaway pack with shared return points, washing and lo infrastructure.

Hospitality (restaurants, cafés, bars)

Digital surplus food redistribution

Use of digital marketplaces to redistribut food in real time to customers and comm

Hotels

AI enabled energy and cooling optimisation

Use of AI analytics and digital twins to co optimise HVAC, cooling and plant perfor

Hotels

Low GWP refrigeration transition

Shift to natural and ultra-low GWP refrig paired with leak detection and heat reco

Offices

Circular management of office churn

Digital reuse marketplaces to redistribute IT and fit out materials with ESG reportin

Property owners & asset managers

Material passports and circular construction data

Digital records of materials and compone to enable reuse, residual value and embo carbon tracking.

All sectors

AI led pilots and innovation Structured pilots testing new sustainabili challenges solutions before district wide roll out.

30

Sustainability Strategy and Action Plan

WHY IT MATTERS FOR KNIGHTSBRIDGE

HOW IT SCALES

Addresses air quality hotspots along high footfall streets and supports better health

KP endorsed technical guidance and preferred suppliers; joint procurement for clusters of venues.

Reduces single use waste in one of London’s high takeaway and delivery demand areas.

Single reuse operator across the district; shared drop points in public realm and buildings.

te surplus munities.

High food turnover and premium hospitality provide opportunities to reduce surpluses.

KP led onboarding campaign; integration with preferred platforms.

ontinuously rmance.

Hotels are high energy users

Cohort based pilots with leading hotels; anonymised benchmarking across the district.

gerants overy.

Cuts high impact refrigerant emissions and supports compliance with tightening regulation.

Preferred supplier frameworks; joint audits and training.

e furniture, ng.

High churn and premium fit outs generate valuable reuse opportunities.

KP endorsed platform and reuse hub integration.

Supports heritage sensitive retrofit and futureproofs major assets.

Portfolio level adoption; alignment with planning and funding requirements.

Reduces risk and accelerates adoption of proven solutions.

Annual KP innovation programme with clear success metrics.

filtration to nd

kaging ogistics

ents odied

ity

Sustainability Strategy and Action Plan

31

HARNESSING ARTIFICIAL INTELLIGENCE TO ACCELERATE DELIVERY The opportunity presented by Artificial Intelligence (AI), which is transforming how businesses, economies and societies operate, will be actively embraced. Harnessing AI will help accelerate delivery of the Sustainability Strategy, reduce complexity, improve decision making and make progress more measurable. Used responsibly, AI can augment sustainability expertise across the Knightsbridge district and businesses, strengthen collaborative delivery and improve the quality, consistency and timeliness of reporting.

AI WILL ENABLE BUSINESSES IN KNIGHTSBRIDGE TO ACCELERATE SUSTAINABILITY DELIVERY BY: EMBEDDING SUSTAINABILITY ACROSS OPERATIONS Providing opportunities to optimise and meaningfully embed sustainability, which is an inherently complex system, across business operations and Scope 1, 2 and 3 emissions.

As Knightsbridge’s key sectors adopt AI, evidence led and lower risk decision making can be supported through the simulation of options and scenarios before investment decisions are made.

IMPROVING ENERGY AND CARBON PERFORMANCE Enabling smarter energy management across complex buildings and operations, supporting more efficient use of resources and accelerating progress towards net zero carbon.

EMBEDDING CIRCULAR ECONOMY PRINCIPLES Integrating circular economy thinking into the redesign of business operations, supply chains and fitouts from the outset, rather than as a retrofit or bolt-on.

STRENGTHENING REGULATORY READINESS AND COMPLIANCE Supporting understanding of, and compliance with, increasing regulatory requirements and sustainability reporting obligations.

FREEING CAPACITY FOR DELIVERY Enabling faster and more in-depth management reporting by automating routine data checks, drafting and analysis, freeing sustainability teams to focus on strategic thinking, engagement and implementation.

BUILDING RESILIENCE AND SERVICE QUALITY Providing predictive insights (for example, peak demand, congestion or waste volumes) to support proactive planning and more resilient operations.

32

Sustainability Strategy and Action Plan

KNIGHTSBRIDGE PARTNERSHIP WILL ALSO PROMOTE OPPORTUNITIES TO USE AI TO DELIVER SOCIAL SUSTAINABILITY AND WIDER COMMUNITY BENEFITS, INCLUDING:

INCLUSION AND ACCESSIBILITY Identifying new ways to improve access to information, navigation and services, helping make Knightsbridge more inclusive for people with different needs, abilities and backgrounds.

HEALTH AND WELLBEING Working with partners to explore how AI can analyse air quality, noise, heat and crowding data to identify risks and target interventions that improve everyday health and quality of life.

ENGAGEMENT AND PARTICIPATION Using AI to better understand community needs and tailor communications, increasing participation while helping ensure a broader range of voices are heard.

“

The Knightsbridge Partnership’s much-needed strategy for the area outlines how it will enhance the public realm for the benefit of residents, businesses and visitors while sensitively protecting and restoring the neighbourhood’s architecture and heritage features.

MELVILLE HAGGARD Chair, The Knightsbridge Association

Sustainability Strategy and Action Plan

33

ACTION PLAN The detailed action plan consists of 60 actions and 7 priority actions.

The 60 actions are categorised as follows:

BIODIVERSITY AND NATURE RECOVERY

CIRCULAR ECONOMY, WASTE AND RECYCLING

GREENHOUSE EMISSIONS AND LOCAL AIR QUALITY

HEALTH AND WELL-BEING

SOCIAL VALUE AND INCLUSION

TRANSPORT

WATER

LEADERSHIP AND GOVERNANCE

MONITORING AND REPORTING

The actions are also mapped against the UN’s Sustainable Development Goals and their contribution to economic, environmental and social sustainability.

THE PRIORITY ACTIONS (DETAIL IN APPENDIX G) There are seven priority actions, one for each of the key sustainability themes, which have been selected based on:

34

STRENGTH OF EVIDENCE

POTENTIAL SCALE OF IMPACT

DELIVERABILITY THROUGH PARTNERSHIP AT THE DISTRICT LEVEL

ABILITY TO UNLOCK CO-BENEFITS ACROSS OTHER THEMES

Sustainability Strategy and Action Plan

1 BIODIVERSITY & NATURE RECOVERY: “SPONGE KNIGHTSBRIDGE”, TREES, GREENING AND URBAN COOLING. A coordinated programme to deliver street trees, connected green corridors and nature based cooling across core commercial streets to create a resilient and nature-supporting Knightsbridge.

Photography by Rory Langdon-Down

2 WATER CONSERVATION: LEAK DETECTION & RAPID REPAIR (DISTRICT-WIDE).

A partnership programme to save water by conservation measures and identifying and fixing leaks quickly across participating buildings and priority locations.

3 CIRCULAR ECONOMY: RECYCLING UPLIFT AND PACKAGING REDUCTION. Delivery of a single district programme combining waste and recycling audits and packaging reduction guidance, training and trial projects.

Sustainability Strategy and Action Plan

Photography by Rory Langdon-Down

35

4 GREENHOUSE GASES: LOCAL AIR QUALITY: RETROFIT ACCELERATOR PROGRAMME A coordinated programme to reduce carbon emissions and improve local air quality by increasing building energy audits and implementation of priority measures across the district.

Photography by Rory Langdon-Down

5 TRANSPORT: SUSTAINABLE DELIVERIES

le

Wellness places V3.4

Premium

Reduce traffic and improve air quality by consolidating deliveries, improving routing, enabling cargo bike/EV last mile, and improving kerbside management107%

Edit

Replace

Animation

nce

6

Remove object

HEALTH & WELL-BEING: HEALTHY STREETS NETWORK FOR WALKING, CYCLING OR WHEELING GenerateWork similar with TfL, RBKC and WCC to

develop safe and attractive walking and cycling links to and through Knightsbridge.

Corners

Opacity

36

Sustainability Strategy and Action Plan

7 SOCIAL VALUE & INCLUSION: INTERNSHIPS & PLACEMENTS (SCHOOLS/UNIVERSITIES PROGRAMME).

Run an internship and placements programme linking local schools/ universities with Knightsbridge businesses.

THE COMPLETE LIST OF ACTIONS HAS BEEN PRIORITISED TO COMMENCE IN THE IMMEDIATE, SHORT, OR MEDIUM TERM. RESOURCE PLANNING AND PRIORITISATION WILL BE REVIEWED ANNUALLY. The action plan is intended to be a living document, regularly updated as actions progress and new opportunities are realised.

It is an action plan for the Knightsbridge community of businesses, residents, the public sector and neighbouring organisations, with opportunities for Share Present collaboration in delivery and sharing expertise and resources.

Sustainability Strategy and Action Plan

37

DELIVERY PATHWAYS THIS SECTION OUTLINES THE DELIVERY PATHWAYS FOR THE SEVEN PRIORITY ACTIONS. The pathways summarise how the baseline evidence and stakeholder priorities translate into practical, sequenced interventions, and how those interventions are expected to contribute to district wide outcomes over time.

The pathways provide a clear route from strategic intent to delivery, while recognising that outcomes for Knightsbridge will be achieved through partnership working.

1

BIODIVERSITY & NATURE RECOVERY

2

WATER CONSERVATION — LEAK DETECTION & RAPID REPAIR

3

CIRCULAR ECONOMY — RECYCLING UPLIFT & PACKAGING REDUCTION

4

GREENHOUSE GASES & LOCAL AIR QUALITY

5

TRANSPORT — SUSTAINABLE DELIVERIES

6

HEALTH & WELL-BEING — HEALTHY STREETS NETWORK

7

SOCIAL VALUE & INCLUSION — INTERNSHIPS & PLACEMENTS

38

Sustainability Strategy and Action Plan

“

The collaborative approach to design at each stage has engaged residents, amenity societies, the neighbourhood forum, businesses and the area’s two local councils and TfL. This has resulted in a remarkable shared vision and strategy that can create a truly sustainable place to live and ensure Knightsbridge retains its international status as a luxury district.

SIMON BIRKETT Chair, Knightsbridge Neighbourhood Forum

Sustainability Strategy and Action Plan

39

1 BIODIVERSITY & NATURE RECOVERY (GREENING, COOLING, SUDS)

STARTING POINT: EVIDENCE AND NEED Baseline mapping highlights that while Knightsbridge benefits from proximity to major green assets, the core commercial streets have limited street-level greening, reinforcing the case for targeted trees, planting, green corridors and sustainable drainage.

STRATEGIC OBJECTIVE Increase nature recovery and climate resilience in the public realm through coordinated greening and resilience design, improving everyday comfort and reducing heat and surface water risk.

40

Sustainability Strategy and Action Plan

DELIVERY PATHWAY

1

Identify potential locations using baseline maps and partner intelligence to prioritise streets/junctions where greening and SuDS will deliver the greatest cumulative benefit.

2

Convene delivery partners through the sustainability forum to agree programme scope, delivery windows, funding routes and maintenance responsibilities

visible early wins - street trees, planted areas/SuDS to 3 Deliver build confidence, support co-funding and create case studies.

through property collaboration by aligning greening 4 Scale opportunities (e.g., pocket gardens/green roofs) with estate works and refurbishment cycles.

monitoring and stewardship via annual reporting and 5 Embed agreed standards for what counts and how it is maintained.

EXPECTED OUTCOMES More street-level greening and water management interventions, strengthening biodiversity and helping mitigate overheating and surface water flooding risk.

Sustainability Strategy and Action Plan

MEASURING PROGRESS (HEADLINE INDICATORS) New trees planted and new SuDS /planted area (m²).

41

2 WATER CONSERVATION (LEAK DETECTION AND RAPID REPAIR)

STARTING POINT: EVIDENCE AND NEED Evidence identifies water conservation and future shortages as a key challenge for London.

STRATEGIC OBJECTIVE Reduce avoidable water loss and improve water efficiency across participating buildings through a repeatable, supplier-enabled conservation and rapid repair model.

42

Sustainability Strategy and Action Plan

DELIVERY PATHWAY a “rapid repair pledge” with participating owners/occupiers to 1 Create commit to identifying and fixing leaks quickly (KP convening role).

2

Align Thames Water, suppliers and property owners to signpost preferred leak detection and efficiency measures

with a cohort of willing members to establish a baseline 3 Pilot and prove the operational model before scaling.

district-wide through comms and sustainability forum 4 Scale engagement, using case studies to encourage take-up at scale.

Integrate with broader water actions (e.g., greywater reuse, 5 rainwater harvesting) as participating portfolios mature.

EXPECTED OUTCOMES Reduced potable water use intensity at participating sites and enhanced resilience messaging and practices throughout the district.

Sustainability Strategy and Action Plan

MEASURING PROGRESS (HEADLINE INDICATORS) Water use intensity (participating sites).

43

3 CIRCULAR ECONOMY — RECYCLING UPLIFT & PACKAGING REDUCTION (SINGLE DISTRICT PROGRAMME)

STARTING POINT: EVIDENCE AND NEED Stakeholder feedback prioritised operational systems that require collaboration, including waste, reuse and servicing.

STRATEGIC OBJECTIVE Increase recycling performance and reduce waste through a joined-up district programme combining audits, training, supplier coordination and sector specific guidance and pilots on packaging reduction.

Photography by Rory Langdon-Down

44

Sustainability Strategy and Action Plan

DELIVERY PATHWAY a single programme offer so members see a simple route: 1 Create packaging and waste audit → improvements plan → staff training → supplier reporting.

2

Coordinate preferred suppliers with external partners such as ReLondon to standardise audit approach, provide sector specific guidance and data outputs.

high-impact sectors first (hospitality/F&B) for food waste 3 Target separation and takeaway/packaging reduction interventions.

supporting infrastructure pilots (refill / reverse vending points; 4 Enable additional on-street recycling where feasible) to build demand.

learning through comms and case studies and link to 5 Embed sustainable procurement standards.

EXPECTED OUTCOMES Higher recycling rates, more consistent waste practices across members, and reduced single-use packaging and food waste impacts.

Sustainability Strategy and Action Plan

MEASURING PROGRESS (HEADLINE INDICATORS) Waste recycling, waste audits completed, single-use packaging replaced with circular economy alternatives, plus food waste separated/diverted and venues using food waste tracking.

45

4 GREENHOUSE GASES & LOCAL AIR QUALITY (RETROFIT ACCELERATOR PROGRAMME)

STARTING POINT: EVIDENCE AND NEED The baseline indicates significant progress is needed to meet minimum energy standards, commercial buildings are a major source of carbon emissions, and mapping highlights poor air quality along key corridors, supporting a coordinated building performance programme.

STRATEGIC OBJECTIVE Accelerate retrofit delivery across participating buildings to reduce operational energy use and emissions, supporting both decarbonisation and local air quality improvement.

Photography by Rory Langdon-Down

46

Sustainability Strategy and Action Plan

DELIVERY PATHWAY an accelerator task group of owners/occupiers, boroughs/ 1 Convene GLA offers and accredited suppliers into a single, easy-to-understand programme.

2

Prioritise repeatable early measures (audits, metering/controls optimisation, lighting and fabric improvements) to generate momentum and comparable data.

into deeper interventions via aligned pathways (Green 3 Scale Leases; EPC uplift; performance-led approaches such as NABERS UK where relevant).

Integrate with corridor priorities and complementary actions 4 (deliveries/servicing reduction, greening buffers).

5 Report outcomes using trends and proxies.

EXPECTED OUTCOMES More property owners and tenants engaged in retrofit activity; improved energy performance trends; improved readiness for standards and disclosure; contributions to air quality improvement.

Sustainability Strategy and Action Plan

MEASURING PROGRESS (HEADLINE INDICATORS) Energy audits completed, EPC A/B (or uplift proxy), operational energy intensity (kWh/m² where feasible), smart meter/ sub-meter coverage and sample building monitoring

47

5 TRANSPORT (SUSTAINABLE TRANSPORT)

STARTING POINT: EVIDENCE AND NEED Stakeholder feedback highlighted deliveries and servicing as a key operational pressure, and baseline mapping shows highest exposures along traffic corridors, supporting action to reduce impacts from freight and servicing.

STRATEGIC OBJECTIVE Reduce traffic impacts and improve local environmental conditions by consolidating deliveries, improving routing, enabling low-emission last-mile solutions and improving kerbside management.

Photography by Rory Langdon-Down

48

Sustainability Strategy and Action Plan

DELIVERY PATHWAY a cross-sector task and finish group (boroughs/Transport for 1 Establish London, estates, freight operators, retail and hospitality) to define an operating model and participation terms (KP convening role).

2

Define a pilot (priority streets/time windows, servicing behaviours, consolidation options) to enable comparable before/after measurement.

Pilot consolidated/low-emission last-mile solutions with 3 willing businesses and preferred providers; use learnings to refine the model.

through estates and sector cohorts, aligning with waste/recycling 4 Scale collection optimisation and EV/fleet transition where feasible.

via guidance and reporting, creating case studies and 5 Embed annual progress updates.

EXPECTED OUTCOMES Reduced servicing impacts on key streets; increased adoption of consolidated/low-emission services; contributions to better air quality and improved public realm experience.

Sustainability Strategy and Action Plan

MEASURING PROGRESS (HEADLINE INDICATORS) Servicing vehicle movements on key streets and percentage of businesses using consolidated/low-emission lastmile services.

49

6 HEALTH & WELL-BEING — HEALTHY STREETS NETWORK (WALKING/CYCLING/WHEELING LINKS)

STARTING POINT: EVIDENCE AND NEED Engagement with residents and stakeholders identified place-based well-being improvements and partnership delivery as central, with priority given to practical interventions and visible early wins.

STRATEGIC OBJECTIVE Work with partners to identify and improve safe, attractive and accessible walking/cycling/wheeling connections to and through Knightsbridge, supporting health, visitor experience and mode shift.

50

Sustainability Strategy and Action Plan

DELIVERY PATHWAY strategic links with TfL, WCC and RBKC, aligning with the Place 1 Agree & Public Realm Strategy delivery.

2

Develop investment cases and potential quick wins (e.g., targeted schemes, wayfinding and accessibility integration) to build momentum and evidence.

behaviour change and participation through 3 Support campaigns, incentives and engagement with employers/venues.

supporting infrastructure (cycle parking/stands, travel 4 Enable plans for sites) through partnership and property collaboration.

and adapt using proportionate indicators, case studies 5 Monitor and annual reporting.

EXPECTED OUTCOMES Increased participation in active travel and healthier streets experience, supporting wider environmental goals and improved place quality.

Sustainability Strategy and Action Plan

MEASURING PROGRESS (HEADLINE INDICATORS) Active travel mode share / campaign participation (sample cohort) and cycle stands added (plus travel plan uptake where used).

51

7 SOCIAL VALUE & INCLUSION — INTERNSHIPS & PLACEMENTS (SCHOOLS/UNIVERSITIES PROGRAMME)

STARTING POINT: EVIDENCE AND NEED The Strategy baseline includes socio-economic context and recognises inclusion and access to opportunity as core outcomes alongside environmental performance.

STRATEGIC OBJECTIVE Create a practical pathway connecting local schools/universities with Knightsbridge businesses through internships and placements, supporting inclusive opportunity and local social value.

52

Sustainability Strategy and Action Plan

DELIVERY PATHWAY a business member cohort willing to offer placements and 1 Broker internships, setting minimum quality and fair access principles.

2

Coordinate with borough education/employment partners and relevant community networks to ensure routes to opportunity are clear and accessible.

a first intake and document learning (what roles work, 3 Pilot support needed, barriers to participation) to refine the programme model.

annually using a repeatable calendar, employer 4 Scale recognition and case studies, linking to wider skills and learning activity where relevant.

Report outcomes through participation figures and qualitative 5 impact case studies in annual progress reporting.

EXPECTED OUTCOMES More local young people accessing paid/unpaid opportunities (as defined), stronger community connection, and improved visibility of the district’s social value contribution.

Sustainability Strategy and Action Plan

MEASURING PROGRESS (HEADLINE INDICATORS) Young people engagement (capturing internships/placements qualitative feedback).

53

MONITORING AND REPORTING Effective monitoring and transparent reporting are central to the successful delivery of the Knightsbridge Sustainability Strategy and Action Plan.

The Knightsbridge Partnership is committed to ensuring that progress is measured, communicated, and continuously improved, enabling accountability to members, stakeholders, and the wider community.

MONITORING FRAMEWORK

1. KEY PERFORMANCE INDICATORS (KPIS): Each action has corresponding district-based SMART Key Performance Indicators (KPIs) which have been established to track progress across all seven sustainability themes.

THESE DISTRICT INDICATORS • are intended to align with and contribute towards business’s own indicators and targets • will measure progress against economic, environmental and social sustainability, • are aligned with local, regional, and national targets, and the UN Sustainable Development Goals.

The district-based monitoring framework measures inputs, outputs, and outcomes, and will prioritise tracking and reporting of outcomes whenever practical, proportionate, and beneficial.

INPUTS Staff time Consultancy support Budget Member and stakeholder resources

54

OUTPUTS Energy audits Retrofits Engagement events Trees planted

OUTCOMES Air quality improvement Less waste, more recycling Nature recovery

Sustainability Strategy and Action Plan

INPUTS WHAT WE INVEST TO ENABLE DELIVERY Inputs are the resources that the Knightsbridge Partnership and its members and partners commit to enable delivery of the Sustainability Strategy, such as governance capacity, funding, partner time, data systems, and technical expertise. Inputs ensure initiatives can be implemented consistently across the district and monitored transparently.

OUTPUTS WHAT WE DELIVER AND CAN DIRECTLY COUNT Outputs are the tangible activities and deliverables completed through the Action Plan. They are measurable in the short term and demonstrate implementation progress, for example, audits completed, pilots delivered, infrastructure installed, or businesses engaged.

OUTCOMES THE CHANGES WE AIM TO ACHIEVE Outcomes are the real world changes that result from implementing the Strategy. They reflect progress toward the district’s 2030 goals, such as cleaner air, reduced operational emissions, improved climate resilience, increased nature recovery, and reduced residual waste. Outcomes are tracked through a combination of district indicators, partner data and trend analysis.

Sustainability Strategy and Action Plan

55

2. DATA COLLECTION AND ANALYSIS The Knightsbridge Partnership will work with members, local authorities, and partners to gather robust data using a combination of: • Business self-reporting and surveys • Environmental sensors and digital monitoring (e.g., air quality, energy use) • Publicly available datasets (e.g., EPC ratings, waste statistics) • Feedback from community and stakeholder engagement Photography by Colin Dack

3. BASELINE AND BENCHMARKING: A clear baseline will be established for each priority KPI, enabling year-on-year comparison and benchmarking against best practice both within Knightsbridge and across comparable districts.

4. ACTION TRACKING: Progress on specific actions within the plan will be tracked using a project management approach, with clear responsibilities, timelines, and milestones.

56

Sustainability Strategy and Action Plan

REPORTING AND TRANSPARENCY

1. ANNUAL SUSTAINABILITY REPORT The Knightsbridge Partnership will publish an annual Sustainability Report, summarising progress against KPIs, key achievements, challenges, and case studies. This report will be shared with members, stakeholders, and the public, and will highlight both quantitative outcomes and qualitative impact.

2. MEMBER AND STAKEHOLDER UPDATES Regular updates will be provided to members through our newsletters, forums, and events.

Knightsbridge Partnership will also engage with local authorities, neighbourhood forums, and community groups to share progress and gather feedback.

3. OPEN DATA AND ACCOUNTABILITY Where possible, data and progress metrics will be made publicly available through Knightsbridge Partnership’s website and digital dashboards, supporting transparency and enabling external scrutiny.

4. CONTINUOUS IMPROVEMENT Monitoring and reporting will not be static.

Knightsbridge Partnership will review and refine KPIs, data sources, and reporting methods annually, responding to new evidence, member feedback, and evolving best practice. Lessons learned will inform future strategy updates and action planning.

Sustainability Strategy and Action Plan

57

GOVERNANCE AND OVERSIGHT The Knightsbridge Partnership team and Strategic Board will oversee the monitoring and reporting process, with the Knightsbridge Partnership Sustainability Forum providing expert leadership in the respective areas.

An annual performance review will be conducted with findings used to inform governance decisions, resource allocation, and future priorities.

In summary, robust monitoring and transparent reporting will ensure that the Knightsbridge Sustainability Strategy and Action Plan delivers real, measurable benefits for businesses, the community, and the environment, building trust, driving improvement, and demonstrating leadership in economic, social and environmental sustainability.

58

Sustainability Strategy and Action Plan

APPENDICES

APPENDIX A:

CO-DESIGN AND ENGAGEMENT APPENDIX B:

ANALYSIS OF BASELINE SUSTAINABILITY IN KNIGHTSBRIDGE APPENDIX C:

PUBLIC POLICY ANALYSIS APPENDIX D:

MEMBER SUSTAINABILITY AND ESG STRATEGIES APPENDIX E:

SUSTAINABILITY FRAMEWORKS APPENDIX F:

GLOSSARY OF TERMS APPENDIX G:

ACTION PLAN Visit the Knightsbridge Sustainability Hub via www.knightsbridgepartnership.com for the full appendices

Sustainability Strategy and Action Plan

59

APPENDIX A: CO-DESIGN AND ENGAGEMENT The strategy was co-created with the Knightsbridge community to ensure it reflects real world priorities, delivery constraints and opportunities for collaboration. The approach to co-design included two co-design workshops for businesses, residents and stakeholders to agree the priorities and to further develop the strategy and action plan, and a consultation drop-in session was held to listen to the wider community.

Stakeholders prioritised the following sustainable development goals in order of importance for action in Knightsbridge:

GOAL 11 Sustainable Cities and Communities

GOAL 12 Responsible Consumption and Production

GOAL 13 Climate Action

GOAL 4 Quality Education

GOAL 7 Affordable and Clean Energy

GOAL 9 Industry, Innovation and Infrastructure

GOAL 3 Good Health and Well-being Stakeholders also identified Goal 17: Partnerships for the Goals as vital for local delivery.

60

Sustainability Strategy and Action Plan

THE KNIGHTSBRIDGE PARTNERSHIP HELD A PUBLIC DROP-IN CONSULTATION SESSION IN FEBRUARY 2026 TO GATHER FEEDBACK ON THE DRAFT SUSTAINABILITY STRATEGY AND ACTION PLAN. The session brought together residents, sustainability practitioners, neighbouring organisations and sector representatives, providing valuable insight into priorities, opportunities and practical considerations for delivery.

Stakeholders expressed strong support for the overall direction of the strategy, particularly its partnership-led, place-based approach and ambition to position Knightsbridge as a leader in sustainable urban destinations.

There was a clear appetite for greater collaboration across sectors, with suggestions to convene regular sector specific roundtables to share best practice, accelerate learning and avoid duplication of effort.

Participants encouraged the Knightsbridge Partnership to concentrate on a smaller number of high impact objectives, supported by clear sequencing and early delivery of visible “quick wins”. Stakeholders emphasised the importance of consideration of where the greatest carbon and resource savings can be achieved, for example balancing hard to

Sustainability Strategy and Action Plan

retrofit buildings against opportunities to influence Scope 3 emissions through supply chains, logistics and procurement.

Feedback highlighted the importance of making the economic dimension of sustainability explicit, positioning sustainability as a driver of business resilience, competitiveness and longterm value.

There was strong support for nature recovery and greening, including calls for an “urban forest” approach that expands tree canopy, green infrastructure and nature-based solutions to address biodiversity loss, heat stress and air quality. Local operational issues were also raised, particularly deliveries and servicing, the need for reuse hubs to capture materials discarded between tenancies, improved on-street recycling provision, and interest in deposit return schemes, while recognising the practical challenges of some recycling systems.

Stakeholders support the strategy’s ambition and emphasise the importance of SMART objectives, clear accountability and early delivery, to build confidence, demonstrate progress and maintain momentum.

61

APPENDIX B: ANALYSIS OF BASELINE SUSTAINABILITY IN KNIGHTSBRIDGE ENERGY PERFORMANCE CERTIFICATES Published Energy Performance Certificates (EPCs) were analysed, which indicates that significant progress needs to be made to comply with 2030 minimum energy standards.

Moreover, emissions from commercial buildings account for 51% and 69% of borough emissions for RBKC and WCC, respectively, indicating the significance of reducing Scope 1 and Scope 2 emissions from commercial buildings.

It is noted however that EPCs are not a real indication of operational performance.

62

Sustainability Strategy and Action Plan

1. GREEN INFRASTRUCTURE AND TREE COVER The two maps illustrate existing tree canopy and green space distribution. Knightsbridge benefits from adjacency to Hyde Park, a major ecological asset, but the core commercial streets show limited greenery. This gap underscores the need for street-level trees, planting, sustainable urban drainage, and biodiversity corridors to enhance climate resilience, cooling, carbon sequestration, and ecological connectivity.

Figure B.1. Tree Canopy Cover, London Data Store (2024)

Sustainability Strategy and Action Plan

Figure B.2. Greening, Greater London Authority (2024)

63

2. AIR QUALITY: NITROGEN DIOXIDE AND PARTICULATE MATTER The air quality maps reveal elevated NO₂ and particulate matter concentrations along the major traffic corridors of Brompton Road, Knightsbridge, and Hyde Park Corner.

These pollutants pose health risks and align with high-traffic zones, reinforcing the need for accelerating adoption of low-emission transport, area wide approaches to reduce the impact of deliveries and servicing, measures to reduce the impact of construction, green buffers and retrofitting commercial buildings on these corridors.

Figure B.3. Annual average concentrations of Particulate Matter (PM2.5), Greater London Authority (2019)

Figure B.4. Annual average concentrations of Nitrogen Dioxide (NO2), Greater London Authority (2019)

64

Sustainability Strategy and Action Plan

3. NOISE POLLUTION Noise mapping shows intense acoustic exposure along the same traffic-heavy routes, compounding health and wellbeing impacts.

Strategies such as traffic calming, encouraging use of electric vehicles, acoustic barriers, acoustic cameras, and pedestrian-priority streets will reduce noise and improve quality of life and experience for everyone who lives, works or visits Knightsbridge.

Figure B.5. Levels of exposure to noise, Department for Environment, Transport and Rural Affairs (2022)

4. FLOOD RISK Flood risk maps identify areas vulnerable to surface water flooding, particularly near junctions and low-lying streets. Integrating sustainable drainage systems (SuDS), permeable paving, and rain gardens will mitigate run-off and strengthen climate resilience.

Figure B.6. Flood Risk, Greater London Authority (2019) (Key below)

Sustainability Strategy and Action Plan

65

5. SOCIO-ENVIRONMENTAL HEATMAPS Mapping of deprivation by Lower Layer Super Output Areas (LSOAs) indicates, as could be expected, that the immediate neighbourhood is comparatively less deprived, although within proximity are areas of much higher deprivation.

Figure B.7. Levels of deprivation, English Indices of Deprivation 2019

NB: The Living Environment deprivation low score includes measures such as the standard of housing, access to private outdoor space, pollution and traffic hazards.

66

Sustainability Strategy and Action Plan

APPENDIX C: PUBLIC POLICY ANALYSIS A policy analysis was conducted to ensure the Sustainability Strategy and Action Plan align with key policies, regulations and strategic priorities. A summary of key policies is shown in the table below. The policy analysis examined key documents at the global, national, local, and neighbourhood levels. This is not an exhaustive policy analysis and was created in a dynamic environment in which policy and strategy are being updated.

GLOBAL FRAMEWORK

UN SUSTAINABLE GOALS 17 Goals & 2030 target

NATIONAL POLICY

NATIONAL GOVERNMENT POLICIES Planning Transport, Net Zero,

Energy Nature Recovery

LONDON POLICY

MAYOR OF LONDON Net Zero 2030 Climate resilience Bio Diversity

London Plan Nature Recovery

BOROUGH POLICY

RBKC & WCC Local Plans Sustainability, net zero & biodiversity NEIGHBOURHOOD POLICY

BELGRAVIA & KNIGHTSBRIDGE Neighbourhood Plan & Forums

LOCAL DELIVERY

KNIGHTSBRIDGE PARTNERSHIP Business Plans Sustainability Strategy and Action Plan

Place & Public Realm Strategy

POLICY & STRATEGIES AT EACH LEVEL INFORM AND SHAPE THE NEXT LEVEL 67

APPENDIX C: PUBLIC POLICY ANALYSIS POLICY AREA

NATIONAL AND INTERNATIONAL

LONDON (MAYOR OF LONDON

Net Zero & Climate

100% reduction in greenhouse gas (GHG) emissions by 2050 compared to 1990 and 81% reduction by 2035. The UK Government has established a legally binding target to be Net Zero by 2050, which covers all emissions (Scope 1, 2 and 3)Paris Agreement 2015

Net zero by 2030

Built Environment & Energy

Retrofit efficiency and heat as national priorities. At least 95% of all electricity coming from clean sources (renewables & nuclear) by 2030. Established Great British Energy to power Britain with clean, secure, home-grown energy and to become a global leader in clean energy

Zero carbon for major developments, wholelife carbon assessment

Air Quality & Emissions

WHO-aligned PM2.5, Environment Act 2021

Air Quality Neutral/ Positive, expanded ULEZ

Waste, Plastics & Circular Economy

Extended Producer Responsibility, plastic bans, 65% waste recycled by 2035

Circular economy mandates, Library of Things, food focus

Nature & Biodiversity

Environment Act (2021) set legally binding targets, aiming to halt species decline by 2030 and reverse it by 2042, alongside creating 500,000 hectares of new habitat, implementing Biodiversity Net Gain (BNG) for developers. Proposed Nature Restoration Fund (NRF) for strategic, large-scale habitat recovery via developer levies

10% BNG, pollinator & habitat corridors, green infrastructure

Water, Flood, Resilience

Environment Act targets, SuDS in development

Citywide. SuDS and urban resilience

Reporting, Monitoring & Metrics

Sustainability reporting obligations on businesses: mandated climate disclosures (TCFD-aligned) for large firms in strategic reports (Governance, Strategy, Risk, Metrics/Targets) and upcoming UK Sustainability Reporting Standards (UK SRS). BNG, carbon budget, recycling, air quality KPIs

City and borough dashboards, Londonwide metrics

68

Sustainability Strategy and Action Plan

LOCAL AUTHORITY N) (RBKC AND WCC)

Z

NEIGHBOURHOOD (KNIGHTSBRIDGE AND BELGRAVIA)

Net zero councils by 2030, boroughs by 2040 borough-wide community and business engagement programmes

UN SDG integration, strong on carbon

“Retrofit First” (WCC) and Circular Economy Statements (RBKC), prioritising building upgrades/ retention, solar deployment, and major development. assessments

Knightsbridge Neighbourhood Plan aim is to “Make Knightsbridge the best residential and cultural place in London in which to live, work, study and visit’. Historic retrofit, energy hierarchy and emission reduction policies. Encourage retail and hospitality that serve the local community, protect public houses, and promote community facilities

Local Air Quality Action Plans (both), enhanced EV/mobility infrastructure, 100+ air quality monitors (RBKC), focus on healthy/active travel, vulnerable groups

“Air quality neutral” standard, WHO guidelines, noise mitigation. Real-time local monitoring, strengthened air requirements

Single-use plastics procurement bans, food waste separation and AD, community repair/reuse hubs, Circular Economy Statements, duo-bin innovation (WCC)

Zero-waste retail & hospitality, plastic reduction campaigns

Greening & Biodiversity Strategies, “No Mow May” (WCC), Bee Superhighway (RBKC), 10% BNG rules, green infrastructure and spatial plans, biodiversity action plans

Enhanced greening/nature locally, space protection

SuDS for new development, permeable surfaces, smart metering, BREEAMaligned standards, water equity (WCC), runoff reduction with resident engagement (RBKC)

SuDS, water resilience, community preparedness

100+ sensors, AMRs, public consultation, open data portals, Defra/ WRAP/BREEAM reporting, transparent progress tracking

KPIs/local tracking for air, carbon, biodiversity, water

Sustainability Strategy and Action Plan

69

APPENDIX D: MEMBER SUSTAINABILITY AND ESG STRATEGIES A representative cross-section of Knightsbridge Partnership’s businesses’ sustainability and ESG strategies were reviewed. Of the 50 Knightsbridge Partnership members analysed, 29 organisations have published sustainability strategies or significant Economic, Social and Governance (ESG) commitments.

These span multiple sectors with varying levels of complexity and ambition.

THE KEY STRENGTHS, GAPS AND OPPORTUNITIES ARE SUMMARISED HERE.

STRENGTHS Strong representation of sustainability strategies across major sectors, with more than half of organisations maintaining formal approaches Leading climate commitments from multiple organisations, including science-based targets and ambitious timelines Sector-specific expertise and innovation, particularly in fashion sustainability and hospitality operations Framework alignment amongst advanced organisations, providing structured approaches and accountability Innovation leadership from several companies, demonstrating circular economy technologies and comprehensive measurement

70

Sustainability Strategy and Action Plan

THERE ARE OPPORTUNITIES TO FILL GAPS TO IMPROVE SUSTAINABILITY PROGRESS IN KNIGHTSBRIDGE

OPPORTUNITIES Raise to a consistent level strategy maturity and ambition across the partnership, with more organisations adopting specific targets and timelines Accelerate circular economy measurement and reporting Opportunity to support biodiversity and nature recovery Promote specific strategies to reduce and recycle water Further integration of social and environmental justice considerations Opportunities for integration of local and community-specific considerations and Knightsbridge-focused initiatives Extend Scope 3 emissions reduction, reporting and targets beyond the most advanced organisations More information sharing, published transparency and measurement amongst many organisations, could enhance delivery and accountability

Sustainability Strategy and Action Plan

71

APPENDIX E: SUSTAINABILITY FRAMEWORKS ACRONYM

NAME / LINK

EXPLANATION

BREEAM

Building Research Establishment Environmental Assessment Method

UK-developed method for assessing, rating, and certifying the environmental and sustainability performance of buildings.

CDP

Carbon Disclosure Project

Global non-profit running a system for companies and cities to publicly disclose environmental impacts and climate strategy.

FSC

Forest Stewardship Council

Leading certification for sustainable forest management and products from responsibly managed forests.

GRESB

Global Real Estate Sustainability Benchmark

ESG benchmark and reporting framework for real estate assets and infrastructure.

GRI

Global Reporting Index

Independent global standard for sustainability impact reporting.

GSTC

Global Sustainable Tourism Council

International standard and certification for sustainable tourism and hospitality.

ISO 14001

International Organisation for Standardisation: Environmental Mgmt.

The most widely recognised international standard for environmental management systems.

LWG

Leather Working Group Certification

Global certification recognising excellence in sustainability and environmental practices within the leather industry.

MSCI

Formerly Morgan Stanley Capital International

Assesses companies on their financially relevant sustainability risks and opportunities. A AAA-rating means a company leading its industry in managing the most significant sustainability risks and opportunities

NABERS UK

National Australian Built Environment Rating System

A voluntary, performance-based rating system for commercial office buildings in the UK (adopted from Australia) that measures operational energy efficiency using a 1-to-6 star scale

Passiv Haus

Passiv Haus

International building standard for ultra-low energy buildings with rigorous insulation and air-tightness.

Rainforest Alliance

Rainforest Alliance

International certification for sustainably produced food, forest, and tourism products.

RE100

Renewable Energy 100

Global business initiative to accelerate 100% renewable electricity procurement among large companies.

SBTi

Science Based Targets initiative

Science-based climate commitment setting, ensuring corporate emissions reductions are in line with Paris Agreement targets.

Reducing Scope 1, 2, and 3 emissions to zero or to a residual level that is consistent with reaching net zero emissions (90% emissions)

TCFD

Task Force on Climate-related Financial Disclosures

International financial reporting framework for consistent climate-related risk and opportunity disclosure.

UK Plastics Pact

UK Plastics Pact

Cross-sector initiative to eliminate problematic plastics and promote recyclability/circular economy in the UK.

UN PRI

United Nations Principles for Responsible Investment

Global standard for responsible investment practices in ESG and sustainability.

WELL

WELL Building Standard

International certification for health and well-being in building design and operation.

72

Sustainability Strategy and Action Plan

APPENDIX F: GLOSSARY OF TERMS This glossary sets out some of the key sustainability terms mentioned in the strategy.

These terms reflect the core language and concepts underpinning sustainability commitments, reporting and analysis for the Knightsbridge Partnership and similar organisations.

TERM

DEFINITION

Absolute emissions reduction

Reduction in total amount of greenhouse gas emissions, not just relative to business size or output.

Baseline year

The starting year against which future progress (e.g. emissions reduction) is measured.

Benchmarking

Comparing performance, usually quantitatively, against peers or recognised standards.

Biodiversity

The variety of plant and animal life in the world or in a particular habitat, used as a measure of environmental health.

Circular economy

An economic model focused on resource efficiency, keeping materials in use, recovering and regenerating products and materials.

CO₂ reduction

Actions to reduce output of carbon dioxide (sometimes used as a shorthand to include carbon dioxide and other greenhouse gases like methane).

Commitment

A public declaration of intent or goal (e.g. to reach net zero by 2030).

Decarbonisation

The process of reducing carbon emissions from activities, buildings, supply chains, and products.

Embodied carbon

All greenhouse gas (GHG) emissions from the entire lifecycle of a building or product, covering raw material extraction, manufacturing, transport, construction, maintenance, and eventual demolition or disposal, but excluding operational energy use (heating, lighting).

Emissions Scope (1, 2, 3)

Categories for greenhouse gases: Scope 1 = direct, Scope 2 = purchased energy, Scope 3 = indirect (supply chain, products).

Energy intensity reduction

Decrease in energy use per unit of output, area, revenue, etc.

Green infrastructure

Networks of green spaces, parks, trees and other natural assets that provide ecological and social benefits.

Greenhushing

Deliberately downplaying or failing to disclose sustainability achievements to avoid scrutiny, criticism or external challenge.

Greenwashing

Marketing or communications which exaggerate or misrepresent the environmental or sustainability credentials of a business or product.

Sustainability Strategy and Action Plan

73

APPENDIX F:

GLOSSARY OF TERMS

Net zero

Achieving net zero carbon means total greenhouse gas (GHG) emissions produced are equal to the amount removed from the atmosphere, resulting in no net increase in warming gases. It is reached by drastically cutting emissions first, then offsetting any remaining, unavoidable emissions through carbon removal methods, like planting trees or technology, to stabilize global temperatures and combat climate change.

Nature recovery

Actions to restore habitats, biodiversity, and ecological resilience (e.g., planting trees, supporting wildlife corridors).

Ongoing target

A commitment or objective that is reviewed, renewed or continually applied, not linked to a single deadline.

Operational emissions

Greenhouse gases produced by a company’s activities, buildings, and business operations (not supply chain).

Plastic pledge

Commitment to eliminate problematic plastics, increase recycling or use only recyclable packaging.

Science-based targets

Targets for lower emissions set in accordance with climate science, especially the Paris Agreement.

Scope 1 emissions

These are emissions from sources that an organisation owns or directly controls.

Scope 2 emissions

These emissions are a consequence of a company's activities but occur at sources not owned or controlled by the company. They result from the generation of purchased energy consumed by the organisation.

Scope 3 emissions

This scope covers all other indirect emissions that occur in an organisation’s entire value chain, both upstream (suppliers) and downstream (customers and disposal). Scope 3 emissions are typically the most complex to measure, reduce and track.

Single-use plastic

Plastic items meant to be used once before disposal, often targeted in sustainability pledges.

Sustainability Strategy

An organisation’s documented approach, aims, and actions for environmental and social responsibility.

Urban Greening Factor (UGF)

A measure of how much green space (planting, trees, green roofs) is included in new developments.

Value chain

The entire set of activities and supply relationships that add value from raw material to delivery of the final product.

Waste hierarchy

Prioritising waste avoidance, followed by reduction, reuse, recycling, and finally recovery or disposal.

Water conservation

Measures designed to reduce water use or improve efficiency.

Whole Life Cycle Carbon Assessment

Analysis of carbon produced from all stages of a building’s or product’s lifecycle, including materials, construction, use, and end-of-life.

74

Sustainability Strategy and Action Plan

PRIORITY ACTIONS

APPENDIX G:

ACTION PLAN P1

BIODIVERSITY & NATURE RECOVERY: TREES, GREENING AND URBAN COOLING A coordinated programme to deliver street trees, connected green corridors and nature based cooling across core commercial streets to create a resilient and nature-supporting Knightsbridge.

KNIGHTSBRIDGE PARTNERSHIP’S CONVENING ROLE Align TfL, WCC/RBKC and major owners on locations, delivery windows, funding and maintenance responsibilities.

KPI(S) KPI 1 (New trees planted) KPI 2 (New SuDS & planted area m²).

CO BENEFITS. This action also supports Action 20 (urban heat island mitigation), strengthens the case for Action 33 (Healthy Streets) by improving comfort/shade, complements Action 46 (rainwater harvesting) and Action 47 (leaks) through wider water resilience messaging, and can help buffer corridor pollution impacts alongside Actions 39–40 (deliveries strategy) by improving streetlevel environmental quality.

SUPPORTING CLIMATE RESILIENCE AND URBAN COOLING ACROSS KNIGHTSBRIDGE. More trees. More shade. More nature.

A cooler, greener district.

Sustainability Strategy and Action Plan

75

PRIORITY ACTIONS

APPENDIX G:

ACTION PLAN P2

WATER CONSERVATION: LEAK DETECTION & RAPID REPAIR (DISTRICT-WIDE) A partnership programme to save water by identifying and fixing leaks quickly across participating buildings and priority locations.

KNIGHTSBRIDGE PARTNERSHIP’S CONVENING ROLE Coordinate suppliers/AMR providers, estates and members around a “rapid repair pledge” and preferred support routes.

KPI(S) KPI 46 (Water use intensity – participating sites)

CO BENEFITS. Builds a practical “resource efficiency” cohort that also supports Action 45 (greywater reuse) and Action 46 (rainwater harvesting) uptake, reinforces Action 19/25 (retrofit and building performance) by linking water/energy savings, and strengthens the evidence base for Action 59 (district data capture) by creating a repeatable reporting process with members.

REDUCING AVOIDABLE WATER LOSS ACROSS PARTICIPATING BUILDINGS. Faster repairs. Better data. Smarter water use across the district.

76

Sustainability Strategy and Action Plan

PRIORITY ACTIONS

APPENDIX G:

ACTION PLAN P3

CIRCULAR ECONOMY: RECYCLING UPLIFT AND PACKAGING REDUCTION. Delivery of a single district programme combining: • Action 8 packaging minimisation, working with ReLondon to redesign packaging to reduce material use and shift to recycled/returnable packaging • Action 9 waste audits, recycling guidance and training (incl. consistent roll out support for workplace recycling) KNIGHTSBRIDGE PARTNERSHIP’S CONVENING ROLE Convening partners to share sectorbased best practice

KPI(S) KPI 9 (Packaging minimisation), KPI 3 (Waste recycling); KPI 4 (Waste audits completed)

CO BENEFITS. Directly enables Actions 4–6 (food waste separation, take away packaging reduction, supplier engagement), underpins Action 12 (reverse vending/refill network) and Action 13 (additional on street recycling points) by improving demand and correct use, strengthens Action 10/11 (reuse hub + circular construction) by normalising reuse behaviours, and provides an easy engagement route into Action 58 (comms calendar) and Action 56 (resource library).

HELPING BUSINESSES REDUCE WASTE AND IMPROVE RECYCLING. Less packaging. Better reuse. More practical circular economy behaviour.

Sustainability Strategy and Action Plan

77

PRIORITY ACTIONS

APPENDIX G:

ACTION PLAN P4

GREENHOUSE GASES & LOCAL AIR QUALITY RETROFIT ACCELERATOR PROGRAMME A coordinated programme to reduce carbon emissions and improve local air quality by increasing building energy audits and implementation of priority measures across the district.

KNIGHTSBRIDGE PARTNERSHIP’S CONVENING ROLE Align borough/GLA retrofit officers, accredited suppliers and owners/ occupiers into a simple cohort offer; share learning and case studies.

KPI(S) KPI 26 (Energy audits completed); KPI 27 (EPC A/B floorplate % / smart meter data)

CO BENEFITS. Provides the delivery pathway for Action 24 (Green Leases / EPC B acceleration) and Actions 25–26 (building performance + fabric/airtightness), creates a platform to progress Action 22 (heat pumps) and Action 23 (solar PV) in engaged portfolios, supports Action 27 (NABERS UK) for office cohorts, and improves local air quality outcomes that complement corridor-focused measures under Actions 39–40 (sustainable deliveries).

ACCELERATING RETROFIT AND BUILDING PERFORMANCE IMPROVEMENTS. Lower emissions. Better energy use.

Cleaner air across key corridors.

Photography by Rory Langdon-Down

78

Sustainability Strategy and Action Plan

APPENDIX G:

PRIORITY ACTIONS

ACTION PLAN P5

TRANSPORT: SUSTAINABLE DELIVERIES Reduce traffic and improve air quality by consolidating deliveries, improving routing, enabling cargo bike/EV last mile, and improving kerbside management

KNIGHTSBRIDGE PARTNERSHIP’S CONVENING ROLE Convene boroughs/TfL, estates, freight operators, retailers and hospitality to agree an operating model, pilot locations, and participation terms.

KPI(S) KPI 44 (Servicing vehicle movements on key streets); KPI 45 (Businesses using consolidated/ low-emission last mile services)

CO BENEFITS. Accelerates Action 39 (mobility/consolidation hubs), improves the effectiveness of Action 42 (smart routing/time windows for waste & recycling collections), supports Action 41 (EV charging/fleet electrification) through demand signals, and makes public realm/active travel delivery under Action 33 more attractive.

REDUCING DELIVERY IMPACTS ON KNIGHTSBRIDGE’S STREETS. Fewer vehicle movements. Smarter routing. Cleaner last-mile delivery.

Sustainability Strategy and Action Plan

79

PRIORITY ACTIONS

APPENDIX G:

ACTION PLAN P6

HEALTH & WELL-BEING: HEALTHY STREETS NETWORK Work with TfL, RBKC and WCC to develop safe and attractive walking and cycling links to and through Knightsbridge.

KNIGHTSBRIDGE PARTNERSHIP’S CONVENING ROLE Prioritise “most important links”, coordinate trials and investment cases, align with place/public realm schemes.

KPI(S) KPI 29 (Active travel mode share / campaign participation, sample cohort) and KPI 43 (Cycle stands)

CO BENEFITS. Reinforces Action 43 (cycle parking) and Action 44 (site specific travel plans), strengthens outcomes for Actions 14–16 (air quality / exceedances) by shifting trips away from vehicles, complements Action 1 (greening) by improving comfort and shade along routes, and supports inclusion goals under Action 37 (access improvements) by embedding accessible wayfinding and safe routes into street design.

CREATING SAFER, HEALTHIER ROUTES THROUGH KNIGHTSBRIDGE. Safer routes. Better access. Healthier movement through Knightsbridge.

80

Sustainability Strategy and Action Plan

PRIORITY ACTIONS

APPENDIX G:

ACTION PLAN P7

SOCIAL VALUE & INCLUSION INTERNSHIPS & PLACEMENTS (SCHOOLS/UNIVERSITIES PROGRAMME) Run an internship and placements programme linking local schools/ universities with Knightsbridge businesses.

KNIGHTSBRIDGE PARTNERSHIP’S CONVENING ROLE Broker participating employers, coordinate with borough education/ employment partners, ensure fair access and clear routes into opportunities.

KPI(S) KPI 40 (Young people engagement) (captures internships/placements and related youth engagement).

CO BENEFITS. Builds participation and employer engagement that supports Action 38 (school/youth engagement programme) and can be linked with Action 53 (skills & learning / carbon literacy) to create “green skills pathways”, strengthens the case for Action 35 (Living Wage & ethics) through employer commitments, and provides high quality case studies to power Action 60 (annual progress report) and Action 49 (Sustainability Forum) storytelling.

CREATING PRACTICAL PATHWAYS INTO OPPORTUNITY Internships, placements and youth engagement that connect local talent with Knightsbridge businesses.

Sustainability Strategy and Action Plan

81

APPENDIX G: FULL ACTION PLAN REF NUMBER

PRIMARY MAIN PROJECT DESCRIPTION SUSTAINABILITY COMMERCIAL THEME SECTORS

DELIVERABLES

1

Biodiversity and nature recovery

Cross-sector

Increase greening across the key commercial streets of Knightsbridge

Plant at least 50 space to create a recovery: tree ca to enhance the h

2

Biodiversity and nature recovery

Property

Pocket gardens, green roofs, rain gardens, prioritise nature‑based cooling and supporting biodiversity

Identify and ada improvements, p harm wildlife.

3

Circular economy, waste recycling

Property

Sustainable procurement standard

Promote best sus commercial secto potential pollutio

4

Circular economy, waste recycling

Hosp & F&B

Food waste prevention & separation

Promote SMART

5

Circular economy, waste recycling

Hosp & F&B

Take‑away and food packaging reduction

Work with ReLon compostable spe

6

Circular economy, waste recycling

Hosp & F&B

Food supplier engagement

Promote preferre

7

Circular economy, waste recycling

Cross-sector

Plastics elimination, low‑carbon materials switch (products/displays)

Provide guidance high‑environmen

8

Circular economy, waste recycling

Retail

Packaging minimisation

Work with ReLon switch to recycle

9

Circular economy, waste recycling

Cross-sector

Waste audits & recycling guidance and training

Promote to busin Provide advice a 2025, with micro

10

Circular economy, waste recycling

Property

“Don’t Skip, Donate” reuse hub (CIC)

With other BIDs SMEs/community

11

Circular economy, waste recycling

Property

Circular economic construction

Adopt circular de Design‑for‑disass Prioritise recycled Require supply‑c

12

Circular economy, waste recycling

Other

Reverse‑vending & refill station network

Identify host site

13

Circular economy, waste recycling

Other

Additional on‑street recycling points

Identify and insta

82

Sustainability Strategy and Action Plan

APPENDIX G:

S

0 new trees, choosing a diverse selection of climate-resilient species, and 2000 square metres of new green a climate resilient 'Sponge Knightsbridge' and support biodiversity. Prioritise nature‑based cooling and nature anopy expansion, permeable landscapes, and connected green corridors. Work with TfL and other partners health of currently existing trees in public locations

apt opportunity spaces to support nature and embed delivery and maintenance in commercial property prioritising green roofs/walls, permeable landscapes, connected green corridors and lighting that does not

stainable practice in procurement of services and goods; and provide training and guidance for each key or. This will include guidance on procuring AI services to take into consideration energy and water use and on impacts.

T Bins, provide guidance on preparation, waste tracking; portioning standards; organics collection

ndon and preferred suppliers to audit and advise businesses on how to reduce packaging and use re‑usable/ ecifications.

ed local/verified suppliers; emissions disclosure clauses

e, case studies, best practice and new innovations to support businesses replace plastics and ntal impact materials with certified low‑carbon alternatives

ndon to provide advice and best practice in the redesign of packaging to reduce excessive material use and ed/returnable packaging

nesses waste audits and action plans, provided by preferred suppliers, provide workplace staff training. and support for a consistent roll‑out and compliance with Simpler Recycling for workplaces (from 31 Mar o‑firms by 31 Mar 2027) Regulations, to achieve the London target for recycling target (65% by 2030)

and property owners establish a reuse hub for surplus construction/PPE/FF&E materials, with retail to local y

esign methods in estate development: sembly, modular construction, and material passports. d and low‑carbon materials (e.g., cement and steel alternatives). chain transparency to mitigate impacts of critical minerals.

es for deposit‑return machines; roll out public refill points and street bins designed for waste separation

all extra collection points; trial vape/“problem material” streams with quarterly reviews

Sustainability Strategy and Action Plan

83

APPENDIX G: FULL ACTION PLAN REF NUMBER

PRIMARY MAIN PROJECT DESCRIPTION SUSTAINABILITY COMMERCIAL THEME SECTORS

DELIVERABLES

14

Circular economy, waste recycling

Cross-sector

Repair cafés or fix-it clinics

Promote repair o repairs café for t

15

Greenhouse gases and local air quality

Property

Heritage Partnership Agreement

Work with prope Agreements (HPA fireproofing with

16

Greenhouse gases and local air quality

Hosp & F&B

High‑GWP refrigerant phase‑down

Promote the valu (HFCs) to low‑GW

17

Greenhouse gases and local air quality

Hosp & F&B

Switch commercial kitchens from gas to induction

Raise awareness operational carb

18

Greenhouse gases and local air quality

Hosp & F&B

Seasonal/local/low‑carbon menu redesign

Provide guidance

19

Greenhouse gases and local air quality

Property

Retrofit: Rapidly accelerate building‑level energy efficiency to reduce operational carbon

Promote borough retrofits, promot

20

Greenhouse gases and local air quality

Cross-sector

Urban heat island mitigation (e.g., cool roofs, reflective surfaces)

Promote natural/ sunlight, absorb

21

Greenhouse gases and local air quality

Cross‑sector

District heating/cooling network – feasibility

Identify the feasi Identify and revie Carry out energy

22

Greenhouse gases and local air quality

Property

Replace central gas/oil plant with air source heat pumps

Promote benefit

23

Greenhouse gases and local air quality

Property

Solar PV on Knightsbridge roofs

Identify priority r

24

Greenhouse gases and local air quality

Cross-sector

Support commercial occupier tenants, promote Green Leases to reduce operational carbon

Promote and del operation of the Expand green cla Support tenants Support with cam of buildings.

84

Sustainability Strategy and Action Plan

APPENDIX G:

S

of goods, existing London-based repair cafes and with the local authorities explore the potential for a local the local community and businesses

erty owners to explore with WCC, RBKC and Historic England the suitability of Heritage Partnership A) to enable streamlined consent for works like double or secondary glazing, repairs, heat pumps and hin listed buildings.

ue of auditing and sign-post products and services to support businesses switch from hydrofluorocarbons WP gases, including joint supplier framework

amongst chefs of the benefits of induction hobs and promote to F&B and hotel sectors, reducing bon and improving local air quality

e on appraising menus and recipes to reduce carbon and waste

h/GLA building energy use audit offers; implement priority measures; track kWh/£ saved. light to deep te audits & support implementation

l/passive cooling design, use of light-coloured or reflective materials on buildings and footways to reflect less heat, and reduce temperatures, thereby lowering risk of heat-related health risks

ibility and develop a strategic outline case. ew central London comparable projects. y mapping and develop a delivery model

ts of air source heat pumps to property owners to encourage replacement of fossil fuel heating

roofs and develop solar PV feasibility cases working with property owners

liver positive commercial tenant engagement and support businesses where they are responsible for the e building or energy supply. auses in leases and promote the Better Buildings Partnership's Green Lease Toolkit. s to EPC B minimum mpaigns to promote positive behaviours by tenants, which can significantly influence the in use performance

Sustainability Strategy and Action Plan

85

APPENDIX G: FULL ACTION PLAN REF NUMBER

PRIMARY MAIN PROJECT DESCRIPTION SUSTAINABILITY COMMERCIAL THEME SECTORS

DELIVERABLES

25

Greenhouse gases and local air quality

Cross-sector

Buildings energy performance to reduce operational carbon

Work with prope Encourage instal collection & met LED relighting & HVAC/BMS optim fault‑finding; com Plug‑load manag policy Retail stores ene Plant operations

26

Greenhouse gases and local air quality

Property

Buildings' fabric & air‑tightness to reduce operational carbon

Promote best pra

27

Greenhouse gases and local air quality

Office

Promote and encourage participation in NABERS UK

Promote particip leading/market-l

28

Greenhouse gases and local air quality

Cross-sector

Renewable energy procurement

Promote renewa

29

Greenhouse gases and local air quality

Cross-sector

Aggregated Power Purchase Agreement (PPA)

Aggregate deman participation ter

30

Greenhouse gases and local air quality

Property

Retrofit‑first advocacy & pilot portfolio

Campaign for inc buildings

31

Greenhouse gases and local air quality

Cross-sector

Smart city infrastructure (e.g. IoT for air/water/energy monitoring)

Explore potentia green buildings, a for energy, senso emissions, and im

32

Health and wellbeing

Cross-sector

Community fitness & well-being offers

Organise and pro

33

Health and wellbeing

Cross-sector

Healthy Streets network (walking/ cycling/wheeling)

With TfL, RBKC a

34

Health and wellbeing

Cross-sector

Promote and encourage active and sustainable travel modes to staff and visitors

Work with TfL an training. Promot

35

Social value and inclusion

Cross-sector

London Living Wage & ethics briefings

Encourage LLW a

86

Sustainability Strategy and Action Plan

APPENDIX G:

S

erty owners and occupiers and promote: llation of SMART energy measures - encourage businesses to install SMART energy meters, occupier data tering uplift smart controls - Whole‑floor LED, occupancy/daylight sensors; scheduled shut‑downs misation - Ensure systems up to date, including building zoning, tune set‑points, time schedules, resets; mfort checks gement & OOH switch off behaviour and policies - Auto‑shutdown IT/peripherals; clear‑desk power‑down

ergy optimisation - use of LED, sensors & controls; doors‑closed policy s optimisation - support businesses deliver boiler/chiller tuning; heat‑recovery; OOH schedules; sub‑metering

actice and new innovations in draught‑proofing, vestibule seals, blinds, window maintenance

pation in NABERS UK and measures such as metered performance and targets to reach 6 Stars: Worldleading efficiency

able energy suppliers through Place Support Partnership

nd across landlords/tenants and investigate securing long‑term renewable PPAs; develop standard rms

centives (rates relief, tax credits, fast‑track planning) and incubate pilots for hard‑to‑retrofit heritage

al for Knightsbridge 'Smart Place' with smart grids, intelligent transport, water management, waste systems, and environmental monitoring for cleaner, more resilient cities. Key components could include smart grids ors for air/water quality, smart traffic lights, IoT bins, and tech-enabled green spaces to optimize usage, cut mprove quality of life.

omote outdoor exercise, including organised groups for walking and running

and WCC develop safe and attractive walking/cycling links to Knightsbridge

nd boroughs to deliver active travel campaigns, incentives and support, such as Dr Bike and free cyclist te the wellbeing benefits

adoption; provide member briefings on employment law/ethical employment practice

Sustainability Strategy and Action Plan

87

APPENDIX G: FULL ACTION PLAN REF NUMBER

PRIMARY MAIN PROJECT DESCRIPTION SUSTAINABILITY COMMERCIAL THEME SECTORS

DELIVERABLES

36

Social value and inclusion

Cross-sector

Internships & placements

Run an internship

37

Social value and inclusion

Cross-sector

Improve access to Knightsbridge

Improve inclusion toilets available t

38

Social value and inclusion

Cross-sector

School/youth engagement programme

Annual programm sustainability in K

39

Transport

Cross-sector

Mobility & consolidation hubs / cargo bikes

Develop with est

40

Transport

Cross-sector

Sustainable deliveries strategy

Appraise, develo of kerbsides as p

41

Transport

Other

Electric vehicles

Install EV public vehicles

42

Transport

Other

Smart‑routing waste and recycling collections & time‑windows

Optimise routes

43

Transport

Cross-sector

Cycle parking

Increase on‑stree within buildings

44

Transport

Cross-sector

Site specific travel plan

Provide site spec

45

Water

Property

Audit and implement measures to recycle grey water

Promote to busin for non-potable Introduce water

46

Water

Property

Rainwater harvesting for irrigation and cleaning

Promote rainwat toilet flushing, irr sustainability and

47

Water

Cross-sector

Leak detection and rapid repair programme

Leak detection a daily across Lond and heating, sign Protects rivers, a water-stressed c

48

Water

Property

Water bottle refill

Encourage busine

49

Leadership and governance

Cross‑sector

Sustainability Forum

Convene quarter district and also

50

Leadership and governance

Cross‑sector

Sustainability Board Lead

Nominate board

51

Leadership and governance

Cross‑sector

Scanning and signposting suitable external funds opportunities

Regularly scan pu

88

Sustainability Strategy and Action Plan

APPENDIX G:

S

p programme with local schools/universities

n and provide support for vulnerable groups, including accessibility improvements and wayfinding. Make to visitors

me to introduce young people from both boroughs to Knightsbridge, its approach to area management, Knightsbridge, careers in Knightsbridge etc.

tates and BIDs micro‑hubs; consolidated deliveries; cargo‑bike/EV last‑mile pilots

op and promote opportunities to consolidate deliveries; improve routing; cargo‑bike/EV last‑mile; better mgt part of an area-wide strategy charging points, encourage businesses to introduce charging points and migrate their fleets to electric and delivery windows to achieve efficiency gain and cost reduction

et cycle stands as part of public realm schemes and support additional cycle parking for staff and residents

cific travel plans and sustainable travel information guides

nesses the benefits of systems to reuse grey water in their buildings: sinks, showers, and washing machines purposes such as toilet flushing, irrigation, or cooling towers. efficient fixtures and equipment.

ter harvesting (RWH) in buildings to collect, filter, and store rain from roofs for non-potable uses like rigation, cooling, and watering planting. This reduces mains water demand and costs while enhancing d managing stormwater

and rapid repair programme. Find and fix leaks, stopping billions of litres of treated water from being lost don, a huge waste of a vital resource. Less water wasted means less energy needed for treatment, pumping, nificantly lowering the carbon emissions associated with the water cycle in London. aquifers, and ecosystems from depletion by ensuring water is used efficiently, especially crucial in a large, city like London.

esses to offer water bottle refill service or install water fountain points in their buildings

rly open forum meetings to facilitate collaboration, celebrate successes and track progress for the whole specific sectors

d member to champion the sustainability programme and chair the sustainability forum

ublic sector for suitable funding for key projects and coordinate drafting funding applications

Sustainability Strategy and Action Plan

89

APPENDIX G: FULL ACTION PLAN REF NUMBER

PRIMARY MAIN PROJECT DESCRIPTION SUSTAINABILITY COMMERCIAL THEME SECTORS

DELIVERABLES

52

Leadership and governance

Cross-sector

Industry accreditation participation

Signpost and enc Sustainable City

53

Leadership and governance

Cross-sector

Sustainability Skills & Learning and Carbon Literacy Hub

Promote and inc members.

Provide a Carbon

54

Leadership and governance

Other

The Knightsbridge Partnership becoming a net-zero carbon organisation

Audit the baselin end 2030.

55

Leadership and governance

Cross-sector

Accredited sustainable supplier directory & buyer guidance

Promote the ReL tax=&type_of_sol

56

Leadership and governance

Cross-sector

Maintain the Sustainability Hub resource library

Maintain an up t exemplar case st

57

Leadership and governance

Cross-sector

Sustainable business directory & “shop local”

Publish Knightsb lavendergreen.co

58

Leadership and governance

Cross-sector

Sustainability comms calendar

Annual calendar

59

Monitoring and reporting

Cross-sector

District‑wide data capture & reporting

Baselines and mo

60

Monitoring and reporting

Cross-sector

Annual Progress Report

Publish a summa

90

Sustainability Strategy and Action Plan

APPENDIX G:

S

courage businesses to participate in recognised sustainability accreditations such as B-CORP and WCC's Charter

crease participation in ESG and sustainability training and courses provided by Seedl, which are free to

n Literacy training service for businesses

ne current carbon footprint and develop a road map to becoming net zero across all three scope types by

London circular economy businesses searchable directory https://cematchmaker.com/directory/?sector_ lution_tax=recycling

to date sector‑specific library of sustainability information on best practice, regulation updates, incentives & tudies

bridge sustainable business directory and run a “buy local” campaign, promoting businesses such as https:// o.uk/about-us/sustainability/ (Clean Air Day, LCAW, CE Week) with content & member calls‑to‑action

onthly reporting: energy/water, recycling, biodiversity, transport; harmonised definitions

ary annual report on progress against the actions and case studies.

Sustainability Strategy and Action Plan

91

INDEPENDENT PEER REVIEW Dr. Rosa Schiano Phan from the University of Westminster conducted an independent peer review of the draft strategy to verify its robustness, and her feedback has been integrated into the final strategy and action plan.

ACKNOWLEDGEMENTS The Knightsbridge Sustainability Strategy and Action Plan has been developed through a collaborative, evidence led process, and reflects the collective insight, expertise and commitment of a wide range of partners and stakeholders.

The Knightsbridge Partnership would like to thank its member businesses and property owners, whose engagement, openness and leadership have helped shape the priorities and ambitions set out in this strategy. Their willingness to share experiences, sustainability commitments and practical challenges has been essential in ensuring the strategy is grounded in real world delivery.

We are grateful to residents, the Knightsbridge Association, Knightsbridge and Belgravia Neighbourhood Forums and community groups for their constructive input and participation through workshops and consultation activities, helping to ensure that the strategy reflects local needs, supports inclusivity, and enhances quality of life for those who live, work and visit Knightsbridge.

The Partnership also acknowledges the valued contributions of Westminster City Council, the Royal Borough of Kensington and

92

Chelsea, Transport for London, the Greater London Authority, neighbouring Business Improvement Districts, and strategic partners, whose policy insight, technical expertise and ongoing collaboration have informed the development of a place based and policy aligned approach.

We would like to thank Attis Partners (www.attis.partners) for their strategic advice, analytical support and facilitation in the development of this Sustainability Strategy and Action Plan, including baseline analysis, stakeholder engagement and the structuring of a coherent, evidence led framework for delivery.

Finally, we recognise the role of Dr Rosa Schiano-Phan, who provided independent insight and review, helping to strengthen the robustness, clarity and credibility of the strategy.

This document represents a shared commitment to collaboration and continuous improvement. The Knightsbridge Partnership looks forward to working with all partners to translate this strategy into meaningful action and lasting positive impact for the district.

Sustainability Strategy and Action Plan

DISCLAIMERS This document has been prepared by Attis Partners on behalf of The Knightsbridge Partnership. The information, analysis and recommendations contained in this document are based on data, policies, stakeholder inputs and other information available at the time of preparation. While Attis Partners has taken reasonable care to ensure the accuracy and robustness of the content, no warranty is given as to the completeness, accuracy or currency of the information, and it should not be relied upon as a substitute for professional, legal, financial, technical or specialist advice.

Attis Partners does not accept responsibility or liability for any loss, damage, cost or expense incurred by any party as a result of reliance on this document, or for decisions made or actions taken based on its contents.

Any projections, targets or ambitions referenced are indicative and should be treated as forward looking statements subject to uncertainty and change.

This document may not be reproduced, distributed or used for any purpose other than that for which it was prepared without the prior written consent of The Knightsbridge Partnership.

This strategy and action plan is intended to provide a framework for collaboration, guidance and prioritisation, rather than a definitive or exhaustive statement of actions or outcomes. Delivery of the actions set out herein is dependent on a range of factors outside the direct control of Attis Partners, including decisions taken by The Knightsbridge Partnership, its members, local authorities, businesses, landowners, occupiers and other third parties, as well as changes in policy, regulation, funding and market conditions.

Sustainability Strategy and Action Plan

93

KNIGHTSBRIDGEPARTNERSHIP.COM sustainability@knightsbridgepartnership.com 94

Sustainability Strategy and Action Plan