Having a sustainability strategy guarantees neither results nor the ability to demonstrate them.
In sport and major events, many organisations have already approved sustainability commitments; others have yet to define them. In both cases, the challenge is putting them into practice: as long as sustainability is managed apart from the business, it remains secondary, and a gap opens between the impact committed to and the impact delivered.
What usually happens
Initiatives accumulate without shared criteria for prioritising or discarding them.
Each department pursues its own objectives, and sustainability is not among them.
When the season or the event arrives, sustainability projects cease to be a priority.
Indicators measure activity and rarely report on the change achieved.
Sponsors, host cities and federations ask for evidence of impact that is hard to provide.
If everything is a priority, nothing moves.
The solution
We embed sustainability in the organisation's strategy and turn it into business value.
Five services to generate impact with demonstrable results:
01 · Strategy
An impact strategy designed to be executed.
Eight weeks of design · Annual plan · Support through execution
The usual approach
A catalogue of initiatives
Clear priorities, measurable from the start
Sustainability, the remit of one department
Objectives and metrics owned by cross-functional teams
Dozens of activity indicators
Outcome indicators that inform both decisions and reporting
The plan is delivered and the work ends
An annual plan in execution, with support until the organisation can carry it on its own
02 · Measurement
Impact Measurement & Certifications
The social, economic and environmental change the organisation generates, measured with SROI and other standards, and support towards ISO 20121 or B Corp certifications.
03 · Sponsorship
Sponsorship & Partnerships
Securing sponsors and partners with proposals that combine purpose, experiences and impact, so that each partnership leaves a measurable legacy and earns its renewal with evidence.
04 · Communication
Impact Communications
A narrative and a name of its own for the strategy, bringing the organisation together around it and making it visible to the public, sponsors and institutions, with messages backed by data.
05 · Carbon
Carbon Footprint & Decarbonisation
Calculating the emissions of the organisation and its events to verifiable international standards, and a reduction strategy, with actions and timelines, to meet the targets set.
Impact counts when it can be demonstrated.
Methodology
TIM System
The Impact Makers System
The system that turns strategy into impact
Our approach is agile: co-creation workshops and asynchronous work that align stakeholders and commit each department to what the organisation wants to achieve. The result is a strategy set out in a clear document that the whole organisation understands and in which each department knows its part.
Strategy · 8 weeks
01DiagnosisWhere the organisation stands today: what works, what it has achieved and the challenges it faces.
02The art of the possibleBenchmarks, trends and success stories that raise the level of ambition before deciding.
03Strategic directionPurpose, vision and the change the organisation wants to bring about, with the impact outcomes it sets out to achieve.
04Strategic pillarsThe obstacles to overcome, what to stop doing, and the pillars for the next three to five years.
Execution · 12 months
05Annual planObjectives and key results for the year, each with a multidisciplinary team responsible for it.
06Execution cyclesThree four-month cycles aligned with the season or the events calendar, with a progress meeting every two weeks.
07Review and adjustmentAt the end of each cycle, a review that measures progress and impact, adjusts the plan and defines the next one.
08Annual closeThe year's results are checked against the strategy and the next annual plan is prepared.
Experience in sport, strategy and impact in one team.
We are involved in every project from start to finish. We draw on a network of expert collaborators in different fields who join the team as each project requires. We work in Spanish, English and French.
Stephane Bazire
Co-founder · Operations, sustainability and sponsorship
He has spent more than 25 years at Formula 1 and MotoGP circuits, tennis tournaments and international competitions, in operations management, sustainability strategy, business development and sponsorship activation. He knows that sustainability only advances when it is part of the operation and the business model, not when it is added on for compliance, and he knows from the inside both the challenges of embedding it in an organisation and what a brand expects from a sponsorship.
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Head of Sustainability, FIA
Head of ESG, Silverstone Circuit: Shift to Zero strategy, ISO 14001 and 20121, net zero roadmap
Director of Operations and of Strategy and Sustainability, Circuit de Barcelona-Catalunya
Senior Director, Think Beyond
Valencia Open 500 ATP; FIFA Confederations Cup 2013; World Roller Games Barcelona 2019
Master's in Sustainability (EOI) and Business Agility (ESADE); B Multiplier, B Lab Spain
Flor Graham
Co-founder · Strategy, impact and communications
She has more than 20 years of experience in strategy. She was marketing director at large companies and, since 2018, has worked as an independent consultant specialising in strategic planning and execution with OKRs, for clients including Médecins Sans Frontières, The Hunger Project, TMB, Vueling and Grupo Planeta.
She is an expert in agile methodologies and in designing working sessions that help teams make decisions and reach their goals.
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Marketing Director, Penguin Random House
Senior Consultant, Accenture Barcelona Innovation Center
Co-founder of Franciscana, a pioneer of the Design Sprint in Spain
Lead Strategy Consultant and OKR Coach, Learning by Helping
Master's in Digital Business (ISDI) and PMD (ESADE); Design Thinking (IDEO.org); Social Entrepreneurship (University of Oxford)
Lecturer in agile methodologies, ISDI
Let's begin
Let's turn strategy into real impact.
In a 30-minute call, we review the organisation's context, identify its challenges and define the next step.
