Closed-loop landscaping

As New Zealand’s first 100% Kiwi-based landscaping business to certify as B-Corp, Grasshopper Gardens is showing how long-term planning and accountability can reshape the industry and ‘close the loop’ for all involved.

In a move to tackle global warming, social inequality and scepticism of how companies can meet the demands of our changing world, a growing community of Certified B Corporations™ is hoping to prove that business can be a force for good.

Nearly 10,000 certified companies are working to weave environmental and social performance, transparency and accountability into their mission – something that has been a focus for Grasshopper Gardens since its foundation in 2019.

“One of the first things we did was create a sustainability framework to support our business plan,” says director Stephen Waspe, whose move into business ownership followed years of hands-on experience in landscaping and garden maintenance.

His goal was to create visually appealing landscapes that close the loop between form, function and sustainability – a philosophy that underpins every stage of a Grasshopper project.

“In practical terms, it’s about making better decisions at every step – selecting durable, low-impact materials, managing water effectively, reducing waste, and choosing planting that will thrive in the local environment with minimal ongoing inputs,” says Stephen.

So why make the move to become B-Corp certified?

“We wanted a credible, independent framework to measure and validate what we were doing,” Stephen explains. “It was important that our values were reflected not only in our projects but in how we operate as a whole.”

It also provides clients with reassurance that sustainability claims are backed by a recognised standard.

MEASURING WHAT MATTERS

B-Corp certification is not a light-touch process. It requires businesses to undergo a detailed assessment across governance, environmental impact, workers and community, backed by evidence and verified through a rigorous review.

The grounds of Meadowbank retirement village in Auckland are an excellent example of the ‘closed-loop’ approach of Grasshopper Gardens.

“One of the biggest challenges was the level of detail required,” says Stephen. “It’s not enough to be doing the right things – you need to be able to clearly document and measure them across all areas of the business.”

That meant formalising systems, improving documentation and introducing more consistent ways of tracking impact. At the same time, the process confirmed that many of the company’s existing practices were already aligned with B-Corp principles.

“For example, we exclusively operate battery powered tools, with the exception of ride-on mowers. We partner with Stihl and work very closely with them – we’re given access to any new products and can test before we buy. That’s a relationship we really value!”

Stephen says another advantage to battery-powered tools is how easy they are to use.

“They’re lighter, so staff don’t fatigue as much using them. Plus, they’re quieter – which means we can start earlier in the morning in residential areas.”

CLOSING THE LANDSCAPING LOOP

The company’s ethos is clearly expressed in a recent project at a retirement village in Meadowbank, Auckland. Rather than starting with a blank slate, the work builds on an existing landscape that Grasshopper Gardens had already been maintaining.

Over time, the team identified an opportunity to evolve the gardens into something more sustainable, productive and engaging for residents. The result is a project that centres on connection between systems, the landscape and its users.

“The focus wasn’t on ripping everything up and starting again,” Stephen explains. “It was about improving what was already there and creating a more connected, self-sustaining environment.”

At the heart of the project is a series of communal vegetable gardens, designed to encourage resident participation and shared ownership. These are supported by a wider network of systems that together form a closed-loop approach to landscape management. Rather than treating sustainability as a standalone feature, it is embedded in how the entire landscape functions.

The Meadowbank project demonstrates how relatively familiar techniques can be combined to create something more holistic. Composting, plant propagation and efficient irrigation are all well-established practices – but their integration is what defines the project.

Green waste generated onsite is composted and returned to the soil, while worm farms process food scraps from residents, further contributing to soil health. Many plants are propagated onsite from cuttings and reintroduced into the landscape, reducing the need for external inputs.

Water use is managed through Rain Bird smart irrigation systems, ensuring that resources are applied where and when they are needed. Edible planting is incorporated throughout, including fruit trees such as Black Doris and NZ Queen.

A dedicated berry garden is planted with rhubarb, blueberries, pomegranate, orange berry, blackcurrants and strawberries – a surefire way to encourages residents to engage directly with the space.

Even material selection reflects the project’s ethos. The berry garden is edged with recycled bricks sourced from a house demolition in Onehunga, giving new life to materials that might otherwise have gone to waste.

“We also make our own fertilisers and sprays,” says Stephen. “It’s about reducing reliance on external inputs and creating systems that support themselves over time.”

Together, those elements form a landscape that operates as a cohesive system, where outputs become inputs and long-term performance is prioritised over short-term convenience.

DESIGNING FOR PEOPLE AND PLACE

While the technical aspects of the project are important, its success ultimately rests on how it is used. Accessibility and ease of engagement were key considerations throughout, ensuring that residents could actively participate in the gardens.

The response has been extremely positive. Residents are engaging with the gardens in a variety of ways – planting vegetables, contributing to composting systems, or simply enjoying the process of harvesting produce. That level of interaction reinforces the project’s broader intent.

It is not just about creating a sustainable landscape in technical terms but about fostering a sense of ownership and connection that ensures its sustainability over time.

COST VERSUS LONG-TERM VALUE

As with any project, budget considerations played a role. Grasshopper Gardens approached this by focusing on long-term value rather than upfront cost alone.

“By designing systems that reduce ongoing expenses – like producing plants and fertilisers on site – we were able to justify the initial investment,” Stephen explains. “It’s about looking beyond the immediate build and considering how the landscape will perform over time.”

Projects like Meadowbank also highlight the role landscapers can play in guiding clients toward more sustainable outcomes. While interest in sustainability is growing, Stephen sees the industry as still being in transition.

“There is definitely increasing awareness but overall adoption is inconsistent,” he says. “We still play an important role in leading the conversation and helping clients understand what’s possible.”

Common barriers include perceived cost, limited knowledge and challenges around sourcing more sustainable materials. At the same time, there are clear opportunities for progress – particularly in areas such as water management, material selection and long-term design thinking.

For businesses looking to move in this direction, Stephen advocates a practical approach.

“Start with small, achievable changes and build from there,” he says. “Consistency over time is what leads to meaningful progress.”

BUILDING BEYOND THE BRIEF

Grasshopper Gardens’ work at Meadowbank demonstrates how sustainability can move beyond theory into everyday practice. By integrating systems, prioritising long-term performance, and creating opportunities for user engagement, the project offers a model that is both practical and adaptable.

For Stephen and his team that shift is ongoing and, while B-Corp certification provides a framework, it is not an endpoint.

“It’s about continuous improvement,” he says. “We’re always looking at how we can refine what we do and push things further.”