Using sustainability to strengthen cohesion in a young spin-off

A small dispersed team co-created its own sustainability framework — and became a team in the process.

The approach is based on three principles. Four days of foundational training on sustainability. Co-created deliverables: a risk matrix, a code of conduct, and a selection process. Collective work, with each deliverable validated by the entire team.

The challenge

A newly created spin-off in the energy sector was growing rapidly with a small procurement team spread across different locations. There was no systematic approach to sustainability and few shared practices to maintain team cohesion.

EIPM’s approach

A collective action-learning initiative began with four days of training on the fundamentals of sustainability. The sub-teams then co-created the sustainability risk matrix, the supplier code of conduct, and the supplier selection process, with each deliverable being collectively validated.

The impact

The dispersed team demonstrates strong cohesion and shared accountability. Common processes have been adopted throughout the organization. Measurable sustainable performance is integrated into supplier-related decisions.