POST-EVENT REPORT
REPORT CONTENT process, ensuring that different views are incorporated and integrated. A challenge is the need for continual massaging of the timing of finalising the programme against the recruitment of new partners and sponsors. Correct audience attendance/delegate numbers Our marketing strategy is key for this issue, targeting predefined groups of people, media and representative organisations. As discussed in the CEO’s report, a challenge for future events will be to improve the delegate booking process to allow greater pre-event engagement. Post-event engagement has provided valuable input for next year’s event. Sponsor engagement/management Our aim is to ensure that we have delivered on our promises to sponsors, or exceeded expectations. Dedicated staff members are appointed to facilitate this process, and checks and balances are put in place. Potential improvements include more face-to-face meetings and possibly a preevent group meeting of sponsors and exhibitors.
Perception There are no specific policies governing the material issue of perception because it is allpervasive. All aspects of the event can create both a positive and negative perception; managing this involves putting together the best possible event, and doing so in a manner that has the least negative impact. We also endeavour to demonstrate our efforts to our stakeholders through information boards, and through the post-event report. Potential growth in this area could be to clarify our stance on problematic issues (e.g. serving meals that are not sustainable choices) so that more effective communication reaches all service providers. Environmental impacts Energy use, waste and water are discussed in the Environmental Sustainability section of this report, and procurement issues are discussed in the Economic / Environmental sections of this report. Marketing effectiveness As indicated above, marketing of the event is carefully targeted to appropriate individuals,
representative organisations and sector-focused media. Management takes place on a daily basis involving the CEO, and sales, event and marketing managers. Potential improvements include more direct meetings with the media and organisational partners. Event sustainability Event management The organisers of Sustainability Week are increasingly committed to ensuring that the events and activities taking place before, during and after the week are as sustainable as reasonably possible in terms of their impact on the environment. The team is aware of the typical impacts and material issues that are associated with Sustainability Week, however, every year brings a few new challenges, even if they are in the form of dealing with (and even training) new supplier representatives, for example. ‘Event greening’ activities included correspondence and engagement with certain key suppliers such as venue, caterers, exhibitors and sponsors regarding ways in which they could reduce the impact of their involvement, and how they could assist us to report on sustainability. Various other interventions that relate to specific environmental issues, such as energy, water and procurement were been discussed and actioned with key role players Stakeholder engagement Because the success of Sustainability Week is dependent on effective engagement with all stakeholder groups, the company conducted a stakeholder identification process by means of a workshop. This ensured that we were clear about who to engage with, how to engage and what to engage about. Using guidelines provided by GSA Campbell Consulting, the committee conducted a stakeholder identification process that examined how the events impact or influence stakeholders, and how the events, and the business impact or influence stakeholders. This data was plotted on a matrix that allowed the team to establish the relative importance of each key stakeholder group. The team engaged with stakeholders proactively about key issues, including the GSA Campbell Event Greening Guidelines, which seek to create awareness and understanding of sustainability impacts and the avoidance thereof. Links to the Guidelines were included in email correspondences with stakeholders leading up to the events. The table overleaf contains the list of key stakeholder groups and some information regarding engagement around Sustainability Week.
44
www.sustainabilityweek.co.za