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We are committed to play our part in the property industry through the influence we have in project monitoring for funds and developers, by monitoring the impact our operations have, and the impact of key Client buildings and by increasing awareness and doing our part to drive consumer behavior change.

We have a stewardship role in the communities we create. ISO14001 accreditation is part of the ‘E’ (Environmental strategies) that underpin our holistic ESG strategy.

The UK has committed to being Carbon NetZero by 2050 and this is having a significant influence on investment decisions, design, delivery and operations as 52% of global warning comes from property. We are a residential real estate-focused company that works with investors to embed ESG strategies through build, into operation through design, retrofit and accreditation.

As consumer choice pushes through to rhe capital markets 'green loans and bonds' well conceived stock that boasts high ESG credentials will drive yields and rent premiums distinguish performing assets and drive total returns. The time to get on the board is now.

Ringley's Sustainability Strategy & Policy

In 2025 The 2030 agenda for sustainable development was adopted by all United Nations member states. Recognised globally, it provides a shared blueprint and at its heart are 17 sustainable development goals (SDGs), which are an urgent call for action by all countries.

The nine, where we feel we can make the largest impact form Ringley's sustainability strategy. As a framework these provide a common language for our sustainability goals, targets and reporting.

Ringley is a residentially led real estate business. We strive continuously to be best-in-class and this objective is inseparable from maintaining a responsible approach in our investment and asset management decisions as well as the sense of stewardship in the communities we create. This ongoing objective is one of the reasons our clients, partners and staff are attracted to and loyal to us.

Our ESG Strategy formalises our approach to integrating Environmental, Social and Governance factors into our investment and asset management strategies and processes. We work with our investors and other partners to identify pertinent ESG factors and opportunities, delivering and reporting on the best possible outcomes in that context.

Within the context of our clear, overarching framework:

E nvironment:	Esustainable 1st
S ocial:	Ecommunity 1st
G overnance:	Eaccountability 1st

By resonating the threads of sustainable 1st, Community 1st and accountability 1st we stand to realise greater impacts and more effectively navigate the ESG factors that pose a risk or opportunity to performance. Together, these support our purpose of pioneering profitable real estate solutions to deliver aspirational living and working brought to life by engaging communities to foster a sense of stewardship.

Social Value

A joined up social value strategy begins with a Boardroom commitment to create social value both through teams at organisational level and then to find social needs where each asset is located and to champion these from the outset of the pre-app planning stage, into operations and beyond. There is no blanket approach to social value as in the same way no two properties are the same, each location and its needs will differ too.

It is now considered unwise to go to planning, even the pre-app without putting the social need on parallel to the built form: single person households, rising numbers of cyclists, youth training, start-ups, creative industries, homelessness, early years care, outreach health or social care, back to work training or whatever it may be. Then by finding local charities there may be existing social provision to tap into or connect with before considering what social value can be provided on site. During construction it is pretty much a given that there is an expectation that X apprenticeships will be pitched per £xM construction costs. But lasting social value will be about the altruistic objective beyond the built form.

Summary of Ringley's ESG Strategies

Operational Carbon: We will

Apply green principles to property management in respect of: water, waste, energy consumption, materials selection, pollution and ecology as well as health & wellbeing. Choose AAA** appliances, clean energy and monitor our carbon footprint and, where we are appointed as Asset Manager, measure our Client's buildings carbon footprint too.

Carbon Footprint

Responsibility for our carbon footprint includes recruting local 1st, new ways of working and monitoring how we travel. Our carbon footprint is 2.305 tonnes per employee which is 1/3rd of the London average (6.9 tonnes).

We monitor:

	Bus, overground, national rail, tube, bicycle, scooter.
	We have reduced our fleet, use AI to aid route planning and use electric and hybrid vehicles.
	Our digital transformation is advanced we are paperless 1st, print double sided and recycle.
	We plant trees, usually in Clients gardens.
	We are all electric. Our energy is responsibly sourced. Our Cat 5 and 6 lighting is efficient and we use sensors and longer lasting LED bulbs where we can. Our computer networks have local power cooling installed to turn monitors off.
	Interest free loans are available to our people.

Green policies: what you need to know

The optimum working temperature is 19C, each 1C rise increase energy by 8%. On average there are 45 days you don't need aircon at all and 107 days you don´t need heating.

Sunlight is FREE. Reduce artificial light to help avoid sick building syndrome. Use sensors. Use daylight bulbs and you'll need less bulbs.

Lighting an average office wastes enough energy to make 1,000 cups of teas. Cat 5 lighting is energy efficient and can last 12 times longer & consume 1/5th less energy & save 90% in running costs.

Energy from a monitor left on overnight could print 800 pages or microwave 6 dinners. Switch off at lunchtime to reduce 1/3 of the C02 produced by the PC.

Energy from 15 computers is equivalent to the gas consumption of 1 car.

Energy from a copied turned off at night could make 35 cups of tea or copy 1,500 pages.

Consume responsibly, consider product materials, manufacture, distance to market, lifecycle and end of life impact. Champion best practice, deploy a range of initiatives to drive behaviour change of our customers and supply chains.
Minimise travel: employ local 1st, choose video conferencing 1st, support hybrid working, switch to green vehicles and green travel modes where practicable, share cars, use route planning tools and be part of a ride to work scheme.
Reduce our impact to operational net zero through recycling and tree planting carbon offset programmes.

Embodied Carbon: We will

Play our part in creating sustainable cities and communities and thereby support life on land including: thought leadership, ESG evaluation/scoring of decisions, and to bring biodiversity, ecology and even rooftop City Farms into the equation.
Champion all electric buildings with on-site energy creation and heat recovery. Exceed BREAM in new build and find opportunities to adopt BREAM In-Use to adapt and retrofit stabilised assets.
Promote low carbon construction techniques such as timber; modular or prefab pods and seek to minimise or offset emissions during the construction process.
Find the opportunities in value engineering to promote sustainable sourcing, consider lifecycle costing and end of use disposal, repair methods and component longevity.
Design in behaviour change and wellbeing: harvest sunlight, connect materials, views and spaces to nature, plan for activity without compromise on aesthetics or comfort.

Social value strategy: We will

Support our people to be charitable through match funding of donations raised and to give their time and partner with mental health charities.

Giving Back

Ringley recognises that doing something for the community we live in is important. We encourage our people to take part in volunteering opportunities (St John’s Ambulance, the Roundhouse, Kick Academy, mentoring young people in the workplace) and see this as an excellent way to gain new knowledge, improve social connections and obtaining new skills such as coaching, first aid or customer service.

We offer free first consultation as well as 10% discount on conveyancing fees to NHS staff via the Medic Care programme.

Our Charities

Our official charities are those that provide clean water to those with none, because without safe water not much else matters!

Ringley's commitment to Water Projects increases as we grow because part of what we give is the money we save. We liked the idea of a moral reason to choose to pay service charges before other less necessary household bills such as Sky TV.

So when customers pay their service charges on time the postage/admin costs we save (stamps, envelopes, reminders, final notices…..) for not having to chase them is donated to Water Projects

Support For Our People’s Fundraising

No company can force charitable giving or its values on its people or wider society instead we support like minded individuals by match funding the contributions they raise.

Fundraising efforts Ringley has supported include:

Promote good health, be family friendly, help with child care costs and provide opportunities to 'walk and work' as well as open up our gym and yoga sessions to staff and our community. Our wellbeing programme includes motivational messaging, topic based support networks and by fostering a culture that celebrates the everyday.
A Family Friendly Workplace
Policies to retain our its people, support working parents and manage talent include:
- ‘family days’ for those who run evening meetings;
- working from home;
- adjusted working hours to cover school pickup/drop off;
- we pay child allowance for any children born whilst a parent works at Ringley: £1,000 for the 1st child, £500 each child thereafter;
- job share roles.
Help with childcare costs

We are pro-family and provide Fideliti childcare vouchers give our people a tax efficient help towards registered childcare.
Enable our Clients to connect their residents to each other, to offer and receive help, Freecycle, start interest groups and clubs, bring outside services in, and foster a sense of stewardship, belonging and community living.
Provide 1,000 youth learning hours to those between 15 and 18 in partnership with local schools and colleges.

Education & Youth Development
We run a number of outreach youth and educations programmes including work experience, internships and apprenticeships to help young people understand the norms of a professional office environment, peer support and see real opportunities to add value. ). Placements cover the following disciplines: Finance, Property Management, Customer Service, IT and Law.
Under 16´s
We offer Year 11 placements to GCSE students who are provided a mentor. Students are encouraged to develop their inquisitive skills to not only to do their assigned task but also to find out how their task fits into the bigger picture.

Schools we support include: College of North West London, Haverstock School, South Camden Community School, Acland Burghley School, La Sainte Union School, The Compton School, St Georges RC School, Westminster City School, Pimlico Academy, Quintin Kynaston, St Marylebone CE School, St Augustine's Gray Coat Hospital School.

if you want us to support your school contact: careers@ringley.co.uk
16-18 Year Olds
Ringley works with Colleges to provide six ten week placements where students can get involved more deeply in business improvement, marketing and IT project work.

Colleges supported include: College of North West London, Westminster City Academy, Pimlico Academy, Merton College, Newham College.

if you want us to support your college contact: careers@ringley.co.uk

Invest in our People: Provide opportunities for our people to add to their education and personal development including paying for relevant part time degrees and masters qualifications as well as RICS, ACCA, IRPM, ARLA, AAT qualifications and support skills development through apprenticeships in IT and Customer Service.

Apprenticeship opportunities

Ringley has fully embraced both vocational and technical apprenticeships as our MD, Maryanne Bowring explains: ‘Ringley is an organisation that fundamentally believes in investing in its staff, building them up to be the best that they can be and supporting their progress along the way.

Opportunities For Young People

It all started when in 2010 two local lads battled against each other to become Ringley’s first apprentice. After a 2 week work trial and exam based assessments we still couldn’t choose between Jasper and James so we secured both a placement and have not looked back since. Mary-Anne Bowring is part of the official network of Ambassadors for Apprenticeships and has supported many 'Apprenticeship Summits' including providing an employer’s view to Apprenticeship Training organisations.

Training contracts

We prefer to support our people to attain professional qualifications. There is no substitute for on the job training and as skills and experience matures then we believe true connections are made between academic learning and practical application. We provide training contracts to support AAT*, ILEX* and RICS* qualification.

Rics * RICS – Royal Institution of Chartered Surveyors

Aat logo * AAT – Association of Accounting Technicians

Ilex logo * ILEX – Institute of Legal Executives

Investor in People

We became an recognised ‘Investor in People’ in 2000 and we’ve been re-recognised 3 yearly since. An accolade rarely bestowed on small companies and a tribute to the Board’s commitment to do the best by our people. Everyone at Ringley knows if we are to expect 5 star service, first we must look after our people. We recruit for EI and attributes, then through peer mentors, job partners and the multi-disciplinary range of professionals we have in-house, we train talent.

Our KPI to become an ‘employer of choice’ is reflected in what our people say about us:

79% of our people said "Ringley injects new ideas to keep relationships fresh"
93% of our people said "Ringley gives people continuous learning opportunities"
89% of our people said "Whatever I do in the future Ringley will have left an impression on me"
79% of our people said "I believe Ringley is managing & improving its impact on the environment"

Talent management

Our success depends on attracting, developing and retaining the best people. We do this by assessing training needs and investing in their development, encouraging open communication and considering health, safety and well-being.

All fee earners and property managers get profit share in their work. This gives a real motivation for all to invest in their customer relationships and as skills and experience grows to earn more profit share. In addition to market salaries hitting personal targets triggers performance related pay too.

Equal opportunities

We positively ensure that we do not discriminate on the basis of any irrelevant factors whether this be mobility, learning difficulties, race, religion or ethnicity. Our work with people with disabilities and those with learning difficulties has been recognised by three Remploy Awards and and the employment service ‘double tick award’.

‘Double Tick’ Award – Jobcentre Plus awarded us this because we meet the five commitments to employ, retain, train and develop our disabled employees. We also have three Remploy awards for our work with our special needs people and those with learning difficulties.

Governance strategy We will:

Champion gender equality, equal pay, and pay the Living Wage as well as award pay for professional exams passed as foundations to build decent careers and stewardship in the communities we manage.

At Ringley after any prescribed training all our people will receive at least the 'living wage', thereafter we have numerous schemes that support further education and membership of various professional organisations as relevant to each role, as well as pay awards for incremental stages.
Provide thought leadership through our work on committees and lectures to the RICS, UKAA, FPRA and others and News on the Block.
ARMA, RICS, IRPM
We work with industry bodies and our founder has sat on or run various committees for the IRPM, ARMA and RICS to further standards, awareness and professionalism in the property sector.
Mentoring and Public Speaking

We offer up a cross section of industry commentators to speak at Events for the RICS1, Bisnow, International Tall Buildings Conference, News on the Block Seminars, UKAA2, Build to Rent Forum to name a few and trained personnel at the MCHLG3. We have been The Daily Telegraph’s go to expert and contributed to the cladding scandal to further the debate to secure leaseholders voice is heard.
1. Royal Institution of Chartered Surveyors
2. UK Apartment Association
3. Ministry of Housing, Communities & Local Government
There are very few people at Ringley who have not directly mentored a school leaver, intern or work experience person in their time at Ringley.
Our experts are available to speak on a range of topics including:
- Leasehold enfranchisement and leasehold reform;
- Service charge reasonableness and recovery;
- Right to Manage and the role of Court Appointed Manager as a last resort;
- All things cladding, fire and building safety;
- Build to Rent: Rent as a service;
Industry Reforms
Our people are fiercely committed to best practice and bringing about change. We believe repairs can be 'value for money' and we advocate total transparency: right down to every invoice we pay which can be seen online though the Ringley GatewayTM.

Along the journey we’ve bagged a number of innovation awards. We have a money-back-guarantee, send out Questionnaires asking the ultimate question “how likely would it be for you to recommend Ringley” and “what one thing could we do to score higher?” You can find real examples of savings we’ve achieved for clients too https://ringley.co.uk/savings and have a ‘Financial hardship policy’ to work with customers rather than against then in Court.
Run a range of resident engagement programmes and appoint community reps.
Advise and lead Clients on ESG initiatives including achieving accreditation of key assets managed.

We support Clients in their ESG journey to work towards a range of ESG accreditations including for example: Wired Score, Home Quality Mark, Immune Building Standard, Fitwel, Carbon Neutral, Airrated, Shift, BCorp, BREEAM, BREEAM InUse, CDP WELL v2, Well Health Safety, Living FutureCore Green, Building, Living future, Planet Mark, Sustainable Housing, Building with Nature, Active Score, Social Value Portal.

Retain regulation to FCA, RICS, ARLA and the Solicitors Regulation Authority.

Regulatory Body	Associated details	Regulatory Body	Associated details	Regulatory Body	Associated details
Data Protection	Z6912201	Property Ombudsman	TO2437	FCA	312284
RICS	0098739	Law SRA	548090	CABE	10504
TDS	G03857	UKAS	ISOQUAR0026	ARLA	C0122312
VAT	696852176	PII Insurance	Cover up to £5million	Companies House	3302438

Maintain PCI compliance, MFA, secure logins, Cyber insurance, change logs and security patches to industry standards.

We work to the spirit of ISO/IEC 27001 which is the international standard for on how to manage information security: security policies, HR security, asset management, access control, cryptography, MFA, data encryption, operations & communications security, system development and maintenance, supplier relationships, security incident management, business continuity management and compliance.