Three Day Sustainability Workshop

THREE DAY SUSTAINABILITY WORKSHOP

The Workshop Timeline

A sustainability workshop is a journey of discovery, we call it a studio, which brings together great minds, hearts and the spirit of legacy. The studio process starts long before the workshop begins, and is a vital part of a successful workshop. There are 3 main items that can be completed, collected and curated that help to bring the 'wicked' problems around sustainability to life.

SDG Questionnaire

SDG Questionnaire

A short questionnaire aimed to understand the hearts and minds behind your organisation through the Global Goals by using tough ethical dilemmas to hone in on what matters most to your team.

Audio or Video Questions

Audio or Video Questions

Short audio recordings and quick videos capture the chaos of everyday challenges and we can use these quick snapshots to understand the complex problems, making them real and tangible during the workshop.

Tangible Artefacts

Tangible Artefacts

Curating real artefacts these can be news articles, pictures, quotes anything that helps to illustrate during the workshop how the organisation works and the daily challenges your organisations faces in the wider industry.
  • DAY ONE
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    Kicking off at 8AM, the first day consists of a live event, introductions with the team and a deep dive into the pressing issues facing the organisation.
  • LIVE EVENT
    The Cornerstones of Sustainability Seminar
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    Our founder, Alexander Pond, presents the 5 cornerstones of sustainability, a seminar that covers the role of leadership through influence and leading a legacy of positive impact.
  • BREAK
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    Time to have a tea or coffee, catch up on what's happening in the outside world, fire off some emails, take a call or two and allow the work so far to sink in.
  • INTRODUCTIONS
    Getting to know what success looks like
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    Making personal introductions so get to know each other, covering the process ahead and the outcomes before starting to drill down into specific areas of interest for this workshop.
  • LUNCH
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    A break for a healthy lunch and time to digest the mornings activities share stories and get some fresh air before the afternoon session.
  • CONTEXT
    Getting into the challenges - the open debate
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    We explore via an open forum with your team what the issues, challenges and frustrations are with the systems, processes, industry norms and the wider global issues.
  • DAY TWO
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    The second day of proceedings takes us into the first two modules working through the circular economy and systemic design.
  • CIRCULARITY
    The deep craft of leadership
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    The topic of the circular economy dovetails perfectly with the first aired General Assembly talk on developing true legacy, led by Alexander Pond - module 1, The Circular Economy.
  • CIRCULARITY
    Mapping the life cycle for the production of products or services, moving from a linear to circular model
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    Together, we life cycle map the everyday processes, resources and investments that go into running the organisation to develop your products and services so we can begin to move from linear to circular thinking.
  • BREAK
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    Time to have a tea or coffee, catch up on what's happening in the outside world, fire off some emails, take a call or two and allow the work so far to sink in.
  • CIRCULARITY
    Define existing feedback loops, create new loops to close the circle
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    Feedback loops should extend the shadow of the future and increase reciprocity by encouraging positive and critical feedback which is actively reinforced into the system. We highlight opportunties for internal and external feedback to fold into your processes to increase productivity and achieve smart simplicity.
  • CIRCULARITY
    Identify opportunities to challenge a redesign and innovation
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    It was Buckminister Fuller who said "To change something, build a new model that makes the existing model obsolete". We identify areas where we can challenge the redesign of new models to drive sustainable action.
  • CIRCULARITY
    Compare with the competition and contrast circularity with the wider industry and global market
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    Using software, data, tools and access to our own network of resources we compare and contrast sustainable performance to find competative innovations to reverse engineer and unpack them to discover how they work.
  • LUNCH
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    A break for a healthy lunch and time to digest the mornings activities share stories and get some fresh air before the afternoon session.
  • DESIGN
    Special guest speaker
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    Based on your industry sector we invite one of our partners to attend as our special guest to open the afternoon session. They bring their own style, ideas and concepts to the table to stimulate new thinking.
  • DESIGN
    Define the natural and industrial systems impacted by the organisation
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    Developing a delineation between the natural and industrial systems impacted by the work the organisation does, considering the differences and theoretically experimenting with less disruptive systems.
  • BREAK
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    Time to have a tea or coffee, catch up on what's happening in the outside world, fire off some emails, take a call or two and allow the work so far to sink in.
  • DESIGN
    Identify waste and duplication using a systems map
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    Now it's time to tear down the product or service, disassembling the organisation into it's components to reduce waste and duplication whilst encouraging circular thinking about the repocussions of actions by design.
  • DESIGN
    Calculate the 'True Cost' of the organisation based on the investment of time, the impact on nature and the impact on networks
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    Based on the short book by Dan Hill, Dark Matter and Trojan Horses, we calculate the true cost of the organisations activities specifically highlighting the 'hidden' costs of time, nature and networks - the messy politics taking place above the organisation.
  • DAY THREE
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    The last day of the workshop tackles the last module, culture, before bringing the workshop to a close by creating a clear action plan.
  • CULTURE
    Culture eats strategy for breakfast seminar
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    Oliver Hill, Head of Operations at AG and culture expert shares the 'slight edge' approach to building on strengths, understanding weaknesses and developing resiliant and effective teams.
  • CULTURE
    Identifying 'champions', the influencers inside and outside the organisation
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    We build a network of shared interests, invest in developing their interests and attach them to the wider network to find others who believe in similar principles and begin creating ripples of 'change'.
  • BREAK
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    Time to have a tea or coffee, catch up on what's happening in the outside world, fire off some emails, take a call or two and allow the work so far to sink in.
  • CULTURE
    Define touchpoints to interact with different behaviorial groups
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    Switch from categorising stakeholders by title to their behaviours. Grouping people by behaviour and creating processes specifically for certain behaviours.
  • LUNCH
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    A break for a healthy lunch and time to digest the mornings activities share stories and get some fresh air before the afternoon session.
  • NEXT STEPS
    The plan of Action
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    Time to focus and come to conclusions. The workshop ends with a simple top 5 opportunities to move towards a sustainable future highlighting who, what, how so that measurable sustainable work can begin straight way.
  • DINNER
    Erpingham House
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    What better way to end a productive day then a celebration and wind down with a social at Erpingham House, a beautiful grade 2 listed 100% plant-based, plastic-free restaurant promoting healthy, sustainable foods.

KEY ACTIVITIES

What do you take away from a workshop

Before the workshop there are a few items that we can do in advance to get us setup and able to hit the ground running on the day.

Process/systems mapping

Process/systems mapping

No flowcharts here, we move towards a map, with a little help from our illustration partners the creation of a map illustrates the vision, giving direction and above all, clarity.

Industry sustainability review

Industry sustainability review

A simple report identifying in clear terms what sustainable activity is influencing industrial impact locally, nationally and globally.

SDG mapping

SDG mapping

Using the SDG Action Manager we start mapping and teach the teams how to map activities and actions to the SDGs and their specific indicators.

Natural and industrial systems mapping

Natural and industrial systems mapping

Much like a process and systems map, the natural and industrial systems map shows a clearly illustrated map of natural and 'man-made' impacts the organisation has on community.

'True Cost' analysis

'True Cost' analysis

The 'True Cost' analysis provides a financial report style analysis and breakdown of the time, nature and network cost the organisation has, forming a key part of the materiality process.

Sentiment analysis

Sentiment analysis

Using our Feedback Platform we curate the organisations sentiment towards policy, regulation and current performance into our platform for analysis.

Strengths assessment

Strengths assessment

Using our partners at Clifton, we provide a top 5 individual and team strengths report to highlight the nuances behind building effective teams, highlighting insightful patterns.

Action plan

Action plan

The action plan brings everything together. Who can make this happen? What scale does the work start at? What scale is the potential impact? What is the scale and nature of investment needed to get started, and to achieve success? How long will it take for the impact to be realised?

Certification

Certification

Lastly we produce certification for the individual team members and the organisation as a whole for completing the workshop and starting a new sustainable legacy.

Need more convincing?
Let's have a coffee...

FAQ's
Is sustainability important to your organisation?
Is your business resilient, able to grow and thrive continuing your legacy for years to come? Let's build a better world for people, for the planet, for prosperity, for peace and for partnerships.
Is sustainability relevant outside your organisation?
Can you continue to ignore the environmental, social and economic pressures and demands on your business? In the 'Decade of Action' ensure your business thrives in the digital, circular economy.
Can you build a network around sustainable growth?
This is your opportunity to lead your industry and become the flagbearers of the next decade for the prosperity of your team, organisation, local community and the wider global community.
What are the big-picture implications?
Failing to act now attacks the natural systems that sustain life on our planet and the economies with which we trade and invest in everyday, acting now places your organisation ahead of the curve.