Inside Howard de Walden Estate’s sustainability strategy lies the reality that over 70% of its total carbon footprint comes from the goods and services it procures, highlighting importance of engaging their supply chain to achieve their business objectives.
A long-term owner, developer and manager of London’s Marylebone Estate, Howard de Walden’s ambition to achieve net zero by 2040 depends largely on the goods and services it procures, and therefore on the actions of its suppliers. With procurement touching everything from property development to marketing, events and office services, the supply chain is critical to ensuring the estate remains resilient and fit for a carbon-conscious future.
Setting clear expectations through policy
Howard de Walden Estate established a new Sustainable Procurement Policy over a twelve-month period. Developed in collaboration with internal sustainability team and cross-functional teams, the policy applies to all corporate and supply chain activity.
The policy sets clear expectations for suppliers, covering carbon reduction, waste, biodiversity, climate resilience, social value and responsible sourcing. This is now embedded into all new supplier contracts and tenders. Guidance packs and one-to-one onboarding support were introduced to help suppliers understand what was required and how to respond.
“The policy was designed to clearly communicate our sustainability expectations and our commitment to working with suppliers who align with those values.”
Bringing suppliers into the conversation
Rather than relying on documentation alone, Howard de Walden focused on creating space for dialogue and collaboration. The Sustainable Procurement Policy was formally launched at an in-person Supply Chain Breakfast held in March 2025 at one of the estate’s central London properties.
The event brought together contractors, consultants and service providers for presentations and panel discussions that explained why procurement was central to the net zero strategy, what the new policy required in practice, and how suppliers need to respond.
Interactive workshops and supplier case studies gave attendees the opportunity to ask questions, share challenges and learn from peers, helping to demystify sustainability terminology and clarify expectations around reporting, materials, waste and social value.
Crucially, the breakfast reframed sustainability from a contractual obligation into a shared process, giving suppliers confidence to propose low carbon solutions and innovations aligned with the estate’s long-term goals.
The programme was deliberately curated to reach beyond a single event. More than 65 suppliers attended the breakfast, with follow-up communications (including recordings and onboarding materials) shared with over 200 additional suppliers.
In total, around 250 active suppliers, approximately 98% of Howard de Walden’s supply chain, have now engaged through the event, questionnaires or onboarding / tender process. Ongoing tracking through supplier questionnaires and internal dashboards ensures progress is monitored consistently across both new and existing suppliers.
“This approach has helped shift supplier relationships from transactional to more collaborative, laying the foundations for long-term progress.”
Lessons from the journey
Looking ahead, Howard de Walden sees this programme as an essential part of future-proofing the estate. The initiative has shifted supplier relationships from transactional to transformational, laying the foundation for long-term, sustainable progress. By embedding sustainability into procurement and engaging suppliers directly, the business has created a framework for shared responsibility and continuous improvement.
