Regg3 hosted a workshop at The Canopy, a space at the University of Cambridge that brings together a community of startups and entrepreneurs tackling global sustainability challenges.

The workshop brought together eight representatives from companies and associations operating in the United Kingdom from different sectors, with the goal of exploring and applying Regg3’s regenerative model.

1.What do we mean by Regeneration Beyond Sustainability?
Moving from a degenerative approach that depletes resources and creates scarcity to a regenerative one involves fostering collaboration and abundance, establishing favorable conditions for both the environment and society.

This requires surpassing the green economy, which often limits itself to communicating corporate giving practices that remain marginal to a company’s core business.
Traditional sustainability tends to focus on regulatory compliance or mitigation actions, such as achieving carbon neutrality or net zero. The ultimate goal, however, shouldn’t just be neutrality but net positive impact. Regeneration represents the ideal horizon, emphasizing innovation to rebuild ecological systems and strengthen social frameworks, generating real value and transformation.

This paradigm shift is necessary to overcome two common challenges such as greenwashing, which merely communicates superficial results, and greenhushing, which withholds information for fear of criticism.

2. What differentiates “Impact” from “Output”?
Output represents what an organization produces in quantitative terms: the number of activities carried out, projects completed or beneficiaries reached. To measure it, the organization's internal data are sufficient.
Impact, on the other hand, concerns the significant and lasting changes generated by the organization's activities within the relevant natural or social system. To assess it, it is necessary to combine data from the organization with data from the external context.

3. What are the Impact Areas of a Regenerative Model?
Regenerative impact areas are based on measurable, objective indicators designed to assess the effects of an organization’s actions on ecosystems and communities.

The six environmental areas, such as Biodiversity and Material Footprint, and six social areas, such as Education and Nutrition, presented during the workshop were carefully selected.

These areas derive from advanced academic research and the latest literature on regenerative economics. Key references include Fritjof Capra’s systems theory and the Doughnut Economics framework by Kate Raworth.

The key points addressed during the learning session provided the foundation for understanding Regg3's regenerative model. Participants were involved in a four-step practical application of the model.

1.Selecting the Impact Area
Participants were asked to select the impact areas most relevant to the business model and operations of a company of their choice.

We used the Nutrition area as an example for an imaginary company, identified as Company A, operating in the food industry in Italy.

2.Choosing the Territorial Context
Next, participants identified the countries or territories in which the organization operates to analyze local needs.

In the case of Company A, we chose Italy and examined the context related to access to nutritious food in the country.

3.Calculating the Impact Demand in a Territorial Context
In this phase, participants examined threshold data, which define critical values for each impact area (e.g., the upper limit for biophysical indicators and the minimum for social indicators), and context data, which provide information about the local environment and social needs. The gap, that is, the regenerative action space between the threshold value and the context in which the organization operates, was calculated.

In the case of Nutrition, we established the threshold value of 2700 kcal per person per day, which is the minimum caloric intake to avoid malnutrition, according to international guidelines. Furthermore, it was considered that 100% of the population should have access to this amount of calories every day. In Italy, although the average amount of calories consumed exceeds this threshold value, a problem of food insecurity persists, with about 1.3 million Italians unable to reach 2700 kcal daily. These people, in fact, consume only 1480 kcal twice a week, creating a gap of 1220 kcal that needs to be closed. This gap highlights the need for interventions to ensure uniform access to nutritious food.
(Source: FAO; Food and Agriculture Organization of the United Nations)

4.Target data
The last step involved collecting target data, i.e., specific information on the company's activities and the impacts of its operations in relation to areas of environmental and social impact, for each country in which the company is active.

In the case of Company A (target), data were collected on food waste and activities aimed at improving access to food. For ease of analysis, these data were converted to kcal. The example shows a total of 1,400,000,000 kcal of food waste, which is a negative impact for the company as it contributes to the gap. To improve access to nutritious food for vulnerable people, Company A could focus on redistributing excess food by collaborating with other organizations through strategic partnerships.

The final session of the workshop was a crucial moment of reflection and dialogue, where we had the opportunity to gather feedback from participants. Among the main topics discussed, we explored:

• Are you considering replacing/replicating existing GRI standards and similar KPIs with your own?

No, our goal is not to replace existing standards such as GRI, but rather to complement and enhance them. We want to add value by improving the measurability and interpretation of the data already collected with our product and model. The goal is to provide companies with concrete tools to measure regenerative impact and go beyond simple regulatory compliance.

• How do you sell impact quantification?

Through R3 certificates, which are digital tokens that represent the regenerative value created by an organization. They can be purchased, used and later resold in the R3 secondary market when the company achieves certain regenerative standards. This system enables companies to monetize regenerative value, promoting transparency and investment in sustainable initiatives.

• There are differences in regional and national needs. Are you limited only to national data?

We recognize the importance of regional and national differences, as the impact of regenerative actions varies by geographic context. We have data at the national level, while regional data can be obtained through more detailed statistical databases, but these involve additional costs.
The Regg3 model is designed to be adaptable and contextualized, allowing each impact area to be assessed taking into account the specific characteristics and priorities of each territory.