Making An Impact

2 Finsbury Avenue is a large mixed-use construction project and is part of the wider Broadgate Campus in the City of London. It will consist of two towers, 38 and 23 storeys high, providing 70,000 sq ft of office and retail space.

The client British Land sees sustainability and the circular economy as key drivers for the project, with ambitious targets. As the principal contractor, Sir Robert McAlpine were engaged early in the project and worked collaboratively with the design team and supply chain to achieve significant reductions in whole life carbon impacts.

By undertaking a thorough pre-demolition audit, this identified significant quantities of materials that were suitable for reuse in the new scheme. This included 26 tonnes of structural steel beams, 330m2 of aluminium, and 9538m2 of raised access flooring. The materials were disassembled in a sympathetic way to ensure their integrity and then stored appropriately prior to reuse.

The material reuse saved approximately 412tCO2e when compared to using newly manufactured alternatives.

Commit

Sir Robert McAlpine have signed the pledge as the organisation is committed to environmental stewardship and embracing the circular economy in its construction operations.

Plan

Sir Robert McAlpine have embedded the circular economy into its sustainability strategy as one of three target areas going forwards. Guidance will be developed to assist project teams with identifying and driving circular practices throughout the project lifecycle.

Partner

Sir Robert McAlpine will work collaboratively with clients, design teams, supply chain partners, and other stakeholders to identify and realise circular solutions. It will require collective will and effort to achieve the most significant impact.

Act

Each construction project will follow a defined process to identify opportunities to pursue circular solutions from inception through to delivery and be assessed in its performance. Company-wide performance will be assessed on an ongoing basis, with necessary action taken to ensure long-term behaviour change.

Share

Sir Robert McAlpine will communicate and promote circular initiatives through a wide range of communication channels, in order to demonstrate the positive impact and drive change in the industry.

Recolight sometimes gets asked to recycle brand new LED lights, when the members of our compliance scheme have unsold, remaindered stock. We now have a well established procedure to divert these away from recycling, and instead we make them available to charities and needy families. This reduces their energy bills, reduces carbon emissions, and reduces waste.

Commit

We signed the pledge because it captures our vision of the need to increase reuse and remanufacture, and we want to support, encourage, and celebrate all such action.

Plan

When asked to recycle new products by our members, we set up our own reuse hub, to link donors and recipients. We also identified partners that could receive new products and make them available to others. This ensure the products are used rather than recycled. They also reduce energy bills and carbon emissions of recipients.

Partner

The partners we work with now include: 

Former prime minister Gordon Brown’s “Multibank” initiative. This acts as a food bank for products. We have sent over 13,000 brand new LED light bulbs to their central hub, for distribution to needy families. These LED light bulbs help reduce the energy bills of recipients, and also reduce carbon emissions.

The Donate-a-light charity. We have diverted over 5,000 unsold commercial light fittings to this organisation, avoiding unnecessary recycling. They store unused lights, and then make them available to charities, hospices, community groups, and faith organisations. The ligthting products provided are all LED, and are used to replace old incandescent and fluorescent fittings. This reduces carbon emissions, and also reduces energy bills for the recipient organisations.

Act

Whenever we get a request to recycle new product, we have a policy to always request permission to divert them to one of our partners. We have also made product available on our own reuse hub.

Share

• We have publicised our actions on LinkedIn.

• We have informed all of our members that we now seek to divert new products rather than recycle them.

• We have encouraged other schemes in our sector to work with Multibank.

• Some Recolight staff have also been involved in installing the lighting products at recipient sites.

Donate-A-Light is a UK-based social enterprise that captures surplus and end-of-line LED lighting products from manufacturers and redirects them to charities, hospices, care providers and community organisations (for FREE).

Instead of being recycled or sent to landfill, these products are reused in real projects—delivering immediate environmental and social value.

To date, over 11,000 lighting products have been saved, saving more than 70,000 kgCO₂e of embodied carbon. Beneficiaries also achieve up to 60% reductions in lighting energy consumption, significantly lowering operating costs at a time when many organisations are under financial pressure.

This model demonstrates a practical circular economy in action—extending product life, reducing waste, avoiding new manufacturing emissions, and delivering measurable impact for both people and the planet.

Commit

Donate-A-Light was established in response to a clear inefficiency within the lighting industry: large volumes of perfectly serviceable LED products were being treated as waste due to project changes, over-ordering, or end-of-line stock.

At the same time, many charities and community organisations were operating with outdated, inefficient lighting due to lack of funding.

Recognising this disconnect, Donate-A-Light was created to bridge the gap—redirecting surplus lighting to where it is most needed.

We signed the Circularity in Practice pledge to formalise our commitment to advancing reuse as a core principle of the circular economy. Our work aligns directly with the initiative’s aim to encourage collaboration across value chains and move beyond linear “take-make-dispose” models toward practical, scalable reuse solutions.

Our commitment is simple:

• Prioritise reuse over recycling wherever possible

• Reduce embodied carbon by extending product life

• Deliver measurable environmental and social impact

• Build partnerships across the lighting supply chain

We believe reuse is one of the most immediate and effective actions available to reduce waste and carbon in the built environment.

Plan

Our approach is built around a structured circular model:

1. Capture surplus supply
We work with lighting manufacturers, distributors and contractors to identify surplus, slow-moving or end-of-line stock.

2. Assess and categorise
Products are reviewed for suitability, grouped into usable quantities, and logged with key data including type, wattage and estimated carbon value.

3. Match to need
We prioritise organisations delivering clear community benefit—such as hospices, care homes and community hubs—and match available stock to real project requirements.

4. Deliver measurable outcomes
Each project is assessed for:

• Embodied carbon savings (via reuse vs new manufacture)

• Energy reduction (through LED upgrades)

• Financial savings for beneficiaries

5. Report and improve
We track outputs across all projects, allowing us to continuously refine allocation, logistics and impact measurement.

Our methodology ensures that reuse is not ad hoc, but structured, scalable and outcome-driven.

Partner

Collaboration is central to our model.

We work with:

• Manufacturers and suppliers – donating surplus stock

• Circularity Initiatives – identifying reuse opportunities, where we can collaborate

• Warehousing & Logistics partners – supporting collection and redistribution

• End beneficiaries – implementing installations and reporting outcomes

• Reuse Platforms – We sell some surplus products at low cost to encourage uptake and reuse (on a not-for-profit basis

We also actively engage with industry stakeholders to promote reuse as a viable alternative to recycling or disposal.

Internally, we ensure stakeholders understand the value of circularity by:

• Sharing impact data (carbon, energy, financial savings)

• Providing case studies and project examples

• Demonstrating how reuse aligns with net zero and ESG objectives

This collaborative approach ensures circularity is embedded across the value chain—not treated as an afterthought.

Act

Donate-A-Light has implemented circular practices directly into day-to-day operations.

Key actions include:

• Diverting surplus lighting from waste streams into reuse channels

• Creating structured stock systems to enable efficient redistribution

• Developing eligibility criteria to prioritise high-impact community projects

• Embedding carbon and energy calculations into project assessments

Measured impact to date includes:

• 11,000+ lighting products saved

• 70,000+ kgCO₂e embodied carbon saved

• Up to 60% reduction in lighting energy consumption for beneficiaries

• Significant annual cost savings for charities through reduced electricity use

In addition, reuse avoids:

• Manufacturing emissions from new products

• Waste processing impacts

• Transport emissions associated with disposal and replacement

This demonstrates that circularity is not theoretical—it can be implemented today with immediate, measurable results.

Share

We actively promote circularity and reuse across the lighting industry and wider built environment.

This includes:

• Publishing case studies demonstrating real-world impact

• Sharing project data on carbon, energy and financial savings

• Engaging with manufacturers to encourage surplus redistribution

Using platforms such as LinkedIn and industry events to raise awareness

We also highlight a key behavioural shift:

• Reuse should be considered before recycling.

By showcasing successful projects, we aim to:

• Challenge traditional disposal practices
  
• Encourage others to adopt circular models
  
• Demonstrate that reuse is both practical and scalable

Our goal is to help normalise circular thinking across the industry—turning isolated actions into standard practice.

From Empty Buildings to Community Homes: A Pilot Model for Adaptive Reuse as Social Housing

Converting underused historic and heritage buildings into permanent affordable housing. Starting with Canute’s Palace (Grade I listed warehouse, Southampton), this pilot demonstrates how adaptive reuse — whether heritage, industrial, or commercial buildings — can prevent demolition, reduce waste, and create homes for people on waiting lists. A scalable model for communities nationwide. and design for disassembly through thoughtful collaboration in our retrofit first office fit-out, while also demonstrating reuse doesn’t have to look ‘recycled’.

“Empty buildings are not waste – they’re untapped assets waiting to house the people our communities have forgotten.”

HouseLottery is pioneering adaptive reuse as a solution to the UK housing crisis. We convert underused buildings — heritage, industrial, commercial — into permanent affordable homes, creating social value while reducing environmental waste.

Our pilot project, Canute’s Palace in Southampton, transforms a 12th century Grade I listed warehouse into social housing. This isn’t just preservation — it’s justice. With 1.3 million people on housing waiting lists and 670,000 empty historic buildings across the UK, adaptive reuse offers a proven alternative to demolition and new build.

Canute’s Palace will deliver:

Permanent affordable homes for people on waiting lists
Community facilities – a café and cultural space
Annual Medieval Summer Festival – bringing the city together
Environmental responsibility – reduced carbon, zero demolition waste
Heritage preservation – restoring a Grade I listed building with specialist care
This pilot proves adaptive reuse works and shows how to scale it across communities nationwide.

Commit

I founded HouseLottery in response to a crisis I’ve witnessed firsthand: empty historic buildings demolished while 1.3 million people wait for homes. As someone born and raised in Southampton, I watched beautiful heritage structures demolished in my youth, a waste of architecture, history, and potential.

I witnessed the demolition of Southampton’s last thatched cottage – a piece of our heritage lost forever. That moment crystallized my mission: adaptive reuse, not demolition.

After decades overseas, I returned to see the problem worse. The housing emergency is real. The solution exists – but it requires courage to challenge the status quo.

I signed the Circularity Pledge because adaptive reuse embodies everything I believe in:

Waste prevention – historic buildings are not rubbish; they’re assets
Circular economy – reuse over demolition
Social justice, homes for people in need, not luxury developments
Environmental responsibility – lower carbon, preserved heritage
Canute’s Palace is my proof of concept. A Grade I listed 12th century warehouse can become permanent social housing, a community café, and a cultural hub. This isn’t charity – it’s systemic change.

I’m signing this pledge to signal that circular practices aren’t just environmental – they’re essential to solving the housing crisis. Every empty building represents a choice: demolish and waste, or adapt and serve.

The Circularity Pledge aligns with my mission to prove that adaptive reuse works and to inspire other communities to do the same.

Plan

Our Methodology:

HouseLottery’s approach to adaptive reuse is grounded in three core principles: heritage preservation, community engagement, and financial viability.

Phase 1: Assessment & Stakeholder Engagement We identify underused buildings (heritage, industrial, commercial) and engage with local authorities, heritage experts, architects, and communities. For Canute’s Palace, we secured pre-application advice from Historic England and consulted with conservation specialists to understand structural and heritage requirements.

Phase 2: Feasibility & Design We work with specialist architects (like Denz Beck, Hampshire Conservation Architect) to develop conversion plans that respect heritage while meeting modern building standards. For Grade I listed buildings, this requires meticulous care but it’s achievable.

Phase 3: Funding & Partnership We identify funding sources (grants, social investment, Community Land Trusts) and build partnerships with housing developers, social enterprises, and local authorities. We’re exploring Community Land Trust models to ensure permanent affordability.

Phase 4: Implementation & Community Benefit Once approved, we deliver the conversion with community involvement. Canute’s Palace will include permanent social housing, a community café, and an annual Medieval Summer Festival – ensuring the building serves the whole city.

Our Goals:

Deliver Canute’s Palace as a pilot model (5+ homes, community facilities)
Demonstrate that Grade I listed buildings can be converted cost-effectively
Build a replicable framework for other communities
Create permanent affordable housing (via Community Land Trust)
Reduce demolition waste and preserve heritage
Inspire nationwide adoption of adaptive reuse for social housing
Success Metrics:

Homes delivered and occupied
Heritage preserved to Grade I standards
Community engagement and local support
Funding secured and partnerships established
Model documented and shared with other communities

Partner

Building Support for the Concept:

HouseLottery is a concept I’m developing to demonstrate that adaptive reuse of empty buildings can solve housing shortages. It’s not yet a formal organization – it’s a vision I’m testing with stakeholders to see if it’s viable.

Validation of the Concept: I’ve consulted with heritage and housing specialists to validate the idea:

A Hampshire Conservation Architect confirmed that mixed-use adaptive reuse (social housing + community café) is feasible for Grade I listed buildings, if managed by a skilled team.
Historic England provided pre-application advice on Canute’s Palace.
SPAB offered guidance on conservation standards.
A social housing architect reviewed the concept and supported the approach of serving community need.
Stakeholder Interest: I’ve engaged with Southampton City Council and shared the concept with local communities. Interest has been positive, but formal partnerships haven’t been established yet because HouseLottery itself is still in development.

Why I’m Signing the Circularity Pledge: I’m signing as an individual founder, not as a formal organization. This pledge commits me to exploring adaptive reuse as a solution and to documenting what I learn so others can replicate the model.

The Reality: This is a pilot concept. It may succeed. It may not. But the principle is sound: empty buildings + housing need = opportunity. I’m testing whether that principle can become reality.

By sharing this case study, I’m inviting others to:

Validate the concept
Identify barriers and solutions
Join in building the model
Replicate it in their own communities
I’m not claiming formal partnerships I don’t have. I’m being transparent about where I am: a founder with a vision, expert validation, and growing support but still proving the concept works.

Act

Implementation to Date:

HouseLottery’s implementation focuses on proving the adaptive reuse model works and building the foundation for Canute’s Palace.

Phase 1: Feasibility & Validation (Completed) We consulted with heritage specialists to validate that Grade I listed buildings can be converted into mixed-use social housing. This wasn’t theoretical – we got real feedback from architects, conservation experts, and Historic England. The result: confirmation that it’s feasible with skilled teams and appropriate management.

Phase 2: Policy Advocacy (In Progress) We launched a parliamentary petition highlighting the 1993 National Lottery rule that blocks social housing funding. This isn’t just complaining – it’s identifying the systemic barrier and demanding change. The petition documents why 670,000 empty buildings remain unused while 1.3 million people wait for homes.

Phase 3: Stakeholder Engagement (In Progress) We’ve engaged with:

Historic England (pre-application advice)
Southampton City Council (Conservation Officer)
Heritage specialists and social housing architects
Local communities
Organizations like Don’t Waste Buildings and Circularity in Practice
Each conversation validates the concept and builds momentum.

Phase 4: Documentation & Replication (In Progress) We’re documenting every step – barriers, solutions, partnerships, learnings – so other communities can replicate the model. This case study is part of that documentation.

Sustainability: Our approach is sustainable because it’s grounded in real need (housing crisis), real assets (empty buildings), and real expertise (heritage specialists, architects, housing advocates). We’re not relying on charity or goodwill – we’re building a model that serves communities and makes economic sense.

Share

Sharing Our Journey:

HouseLottery is committed to transparency – documenting our work so others can learn, replicate, and scale adaptive reuse across the UK.

Public Communication: We share our progress through multiple channels:

LinkedIn – regular posts about the project, barriers we face, and solutions we discover
Parliamentary Petition – a public call to reform the 1993 National Lottery rule, with documented evidence of why it matters
Case Studies & Documentation – like this submission to Circularity in Practice – showing what’s possible and what needs to change
Direct Engagement, conversations with policymakers, architects, housing advocates, and communities
Why Transparency Matters: We’re not hiding our challenges. We’re naming them:

Grade I listed buildings require specialist care (and investment)
Planning systems move slowly
Funding rules block social reuse
But none of these are insurmountable
By being honest about barriers, we invite others to help solve them.

Inspiring Replication: Our goal is to prove the model works – then show other communities how to do it. We’re documenting:

Which buildings are suitable for adaptive reuse
How to navigate heritage conservation requirements
Funding pathways (grants, CLTs, social investment)
Partnership models that work
Community engagement strategies
Quantifiable Impact (Our Goal): Within 12 months, we aim to:

Secure planning approval for Canute’s Palace
Demonstrate feasibility of Grade I listed conversion
Build a replicable framework
Inspire at least 3 other communities to explore similar projects
Within 3 years:

Deliver 5+ permanent social homes at Canute’s Palace
Establish a community café and cultural space
Host the first Medieval Summer Festival
Document lessons learned for nationwide adoption
The Bigger Picture: This isn’t just about one building. It’s about proving that adaptive reuse – circular economy in practice can solve the housing crisis. Every empty building represents a choice: demolish and waste, or adapt and serve.

By sharing our journey, we’re inviting the UK to choose differently.