In an interview with Green Savers, Bárbara Bouçon, Managing Director of district.space, explains that sustainability cannot be treated as an added cost or as a one-off initiative; it must be present in the decisions that define the business. At district.space, ESG principles are integrated from the outset and influence choices such as locations, partners, materials used, and programs developed for communities.
This vision also extends to how workspaces can contribute to more efficient resource use and to urban regeneration. The company argues that positive impact and profitability can go hand in hand, through models that promote efficiency, attract talent, strengthen ties to communities, and make organizations more resilient. “Sustainability is not a department nor a set of indicators. It is the way we manage the business every day,” emphasizes Bárbara Bouçon.
District.space was born with ESG criteria integrated from the start. In practice, how do these principles influence the strategic and operational decisions of the company?
In district.space, ESG principles were not added to the project at a later stage; they are part of its creation and guide all strategic and operational decisions. They influence how we choose locations, the partners we work with, the materials we use, the programs we develop for the community, and even how we plan the network’s expansion.
We strive for each new space to have a positive impact on the territory where it is located, prioritizing circular economy practices, solutions that promote resource-use efficiency, and a close relationship with the local business and associative fabric. More than minimizing negative impacts, we want to contribute to creating lasting value for companies, for people, and for cities. For us, sustainability is not a department nor a set of indicators. It is the way we manage the business every day.
Many organizations today talk about sustainability, but they do not always manage to translate it into concrete actions. What distinguishes a genuinely sustainable strategy from mere communication?
The difference lies in the coherence between what the organization communicates and the way it makes decisions. When sustainability is part of the strategy, it influences structural business choices, it does not depend on sporadic campaigns nor does it arise only to meet regulatory demands. On the other hand, a sustainable strategy requires long-term commitment and translates into consistent actions, even when these involve investments or changes in the way of working. Indeed, this continuity is precisely what lends it credibility.
Today, employees, investors, and customers can easily distinguish when there is genuine concern and when we are merely facing a narrative. Sustainability has ceased to be a reputational issue and has become a true factor of trust and competitiveness.
There remains the idea that investing in sustainability implies increased costs. Does your experience show that it is possible to reconcile positive impact and profitability?
Undoubtedly. The real question is no longer how much it costs to invest in sustainability, but how much it costs to ignore it. Organizations that are more efficient in resource use, capable of attracting talent, meeting investors’ expectations, and anticipating market demands become more resilient and competitive.
Sustainability should not be viewed as an added cost, but as a way to reduce risks and create long-term value—a value that manifests in operational efficiency, talent retention, partner trust, and the ability to prepare the business for an increasingly demanding economic context.
Our experience shows that positive impact and profitability are not incompatible goals. On the contrary, when sustainability is integrated from the genesis of a project, it becomes a growth engine rather than a limiting factor.
The environmental dimension tends to dominate the ESG debate. Do you think that social and governance aspects continue to receive less attention than they deserve?
Yes. The environmental dimension is essential, but we must not forget that sustainability depends on the balance among the three ESG pillars. Issues such as the quality of working conditions, diversity, inclusion, transparency, ethics, or the relationship with communities have a direct impact on an organization’s ability to create value sustainably. An energy-efficient building, by itself, does not make a project sustainable if it does not contribute to improving people’s experience or generate a positive impact in the territory where it is located.
In the coming years, I believe the social and governance dimensions will gain increasing weight, precisely because they are decisive for building more resilient organizations and prepared for the future.
How can workspaces contribute to reducing the environmental footprint of companies and their employees?
Workspaces can play a very significant role because they enable the optimization of resource use and reduction of waste. Flexible models avoid underutilized areas, promote more efficient occupancy of buildings, and reduce redundant investments in infrastructure. At the same time, decisions related to energy efficiency, furniture reuse, circular economy, and intelligent management of consumption also contribute to lowering the environmental impact of operations.
There is also an important behavioral component. Working daily in a space where all these practices are part of the culture raises users’ awareness and encourages more responsible habits, both inside and outside the professional context.
Urban regeneration is one of district.space’s bets. What role can the private sector play in the sustainable revitalization of cities?
The private sector has a fundamental role because it brings investment capacity, innovation, and execution. When this investment is guided by a long-term vision, it can go far beyond the physical rehabilitation of buildings and contribute to energizing the local economy, attracting new companies, creating jobs, and reinforcing the vitality of communities. We believe urban regeneration should be understood as an integrated process. It is not enough to rehabilitate heritage; it is necessary to create conditions for people to want to live, work, and invest in those territories.
This is the logic we aim to apply at district.space. Each unit is designed according to the reality of the city in which it belongs, establishing local partnerships, promoting impactful initiatives, and contributing to create ecosystems of collaboration that endure beyond the physical space.
How can a coworking space generate positive social impact in the communities where it is located?
A coworking space can be much more than a place to work. It can function as a platform linking companies, entrepreneurs, institutions, associations, and the local community. By promoting training programs, events, partnerships with regional organizations, and opportunities for collaboration among its members, it creates networks of knowledge and cooperation that would be hard to emerge spontaneously.
Do you feel that the companies seeking your spaces today are more concerned with sustainability criteria than five years ago? What has changed?
Undoubtedly. Five years ago, sustainability was often seen as a differentiating factor, but today it is beginning to be treated as a real decision criterion. Entrepreneurs have more informed questions, seek to understand the environmental and social practices of the spaces where they settle, and value organizations that can demonstrate commitment through concrete actions and practices, not just intentions.
At the same time, there is greater pressure from investors, customers, and employees, who expect higher levels of responsibility, transparency, and commitment. Many organizations have realized that these issues have a direct and significant impact on their reputation, on their ability to attract talent, and even on business competitiveness. There is still a path to go, but the shift in mindset is already quite evident.
In your opinion, what are the main obstacles that still prevent Portuguese companies from integrating sustainability at the core of their strategy?
The main obstacle remains the perception that sustainability represents only a regulatory obligation or a cost center. If it is viewed that way, it will hardly be integrated into the organization’s strategic decisions. There is also some difficulty in measuring the impact of initiatives and linking those metrics to business indicators. When companies realize that sustainability can contribute to increased efficiency, reduced risks, attracted talent, or easier access to investment, the perspective changes significantly.
More than a lack of intention, I would say that many organizations still face an integration challenge. Sustainability cannot be confined to a single area; it must be part of the company culture and involve leadership, because only then does it influence how the business grows.
In light of current climate and social challenges, what changes do you consider urgent in how organizations think about growth and value creation?
We need to move beyond a short-term view focused solely on financial results. Growth will continue to be essential, but it must be accompanied by greater responsibility in resource use, in valuing people, and in how organizations contribute to the territories where they operate.
The most competitive companies will be those that can integrate economic performance, social impact, and environmental sustainability into a single strategy, no longer treating these dimensions as independent objectives.
In the future, value creation will be increasingly measured by organizations’ ability to generate trust among employees, investors, customers, and communities. That trust is not built only by what companies say, but above all by the decisions they make and the impact they leave behind. It is this integrated vision that will make the difference for the most future-ready organizations.
