Advanced Resource Development for Sustainable Growth Training Course – Amman, 20 Jun – 1 Jul 2027

Resource Development for Sustainable Growth is a 2-week advanced training course for strategy, operations and resource planning managers who decide how materials, energy, water, skills and capital will support expansion without exceeding ecological or financial limits. Rising input costs, tighter disclosure expectations and fragile supply bases make resource choices a growth question rather than a cost question. Participants build a resource development roadmap with Jupiter Prime Training.

Why Resource Development for Sustainable Growth Matters Now

Three forces shape resource development today. Investors and lenders now read resource intensity alongside revenue growth, customers expect products designed for reuse and recovery, and volatile commodity markets punish organisations that depend on a single input. Handled well, resource strategy lowers exposure and opens new revenue from recovered materials; handled badly, expansion stalls when inputs become scarce or costly. The course draws on the GHG Protocol for emissions accounting, the GRI Standards for disclosing material, energy and water use, and IFRS S1 and IFRS S2 for linking resource risks to financial statements.

Who Gains Most from Resource Development for Sustainable Growth

• Strategy functions that set growth targets and test them against input availability and cost
• Operations units responsible for material yield, energy intensity and water use across sites
• Resource planning teams that forecast demand for inputs, skills and productive assets
• Capital allocation and investment committees that fund efficiency and recovery projects
• Sustainability functions that translate resource performance into disclosure and targets

A business gains most when its strategy lead, an operations head and a capital planning partner attend together and return with one shared view of which resources limit growth and how to expand them.

Resource Development for Sustainable Growth Capabilities

Participants learn to treat inputs as assets to be developed, not only costs to be cut, and to connect each resource decision to the growth path it enables.

• Calculate resource intensity per unit of output across materials, energy and water — for operations directors setting efficiency targets
• Map critical inputs and their substitution options using a resource dependency matrix — for strategy heads testing growth plans
• Design circular loops for recovery, remanufacture and by-product exchange — for product and supply leads
• Build a capability and capital resource plan aligned to expansion phases — for investment committees
• Weigh efficiency projects with marginal abatement and payback curves — for finance partners ranking proposals
• Communicate resource risks and targets in GRI and IFRS S2 terms — for boards and investors

Key Resource Development for Sustainable Growth Terms

• Resource intensity — the quantity of material, energy or water consumed per unit of product, revenue or service delivered
• Decoupling — growing output or revenue while total resource use stays flat or falls
• Circular loop — a route that returns used products or materials to productive use through reuse, repair, remanufacture or recycling
• Material flow analysis — a mass balance tracing inputs, products, losses and waste through a site or value chain
• Marginal abatement cost curve — a chart ranking resource or emissions measures by cost per unit saved and by volume
• Resource development roadmap — a phased plan matching growth targets to the inputs, capabilities and capital that will supply them

Resource Development for Sustainable Growth Day by Day

Day 1: Resource Limits and Growth Logic

• Planetary Boundaries and Resource Scarcity Signals — Framing the Growth Ceiling
• Commodity Volatility and Input Price Exposure — Prioritising Vulnerable Product Lines
• Absolute Versus Relative Decoupling — Choosing the Organisation's Target Ambition
• Resource Productivity Benchmarks Across Sectors — Positioning Against Peers
• Investor and Lender Resource Expectations — Shaping the Board Narrative

Day 2: Mapping Inputs and Dependencies

• Material Flow Analysis and Mass Balance — Locating Losses Across Sites
• Resource Dependency Matrix — Ranking Inputs by Criticality and Substitutability
• Energy and Water Baselines — Setting Reference Years for Targets
• Supplier Concentration Analysis — Deciding Where to Diversify Sourcing
• Scope 1, 2 and 3 Boundaries Under the GHG Protocol — Linking Inputs to Emissions

Day 3: Efficiency as a Growth Lever

• Yield Improvement and Scrap Reduction Methods — Selecting Plant Priorities
• Energy Intensity Reduction Through Process Heat Recovery — Sequencing Upgrades
• Water Recycling and Reuse Loops — Balancing Capital Cost and Supply Security
• Lean Resource Mapping on the Shop Floor — Choosing Pilot Lines
• Marginal Abatement Cost Curves — Ranking Efficiency Projects for Funding

Day 4: Circular Resource Strategies

• Product Life Extension Through Repair and Refurbishment — Redesigning Service Offers
• Remanufacturing Economics — Deciding Which Components to Recover
• Industrial Symbiosis and By-Product Exchange — Partnering With Neighbouring Operations
• Reverse Logistics Design — Routing Returned Products Back to Production
• Design for Disassembly Principles — Setting Engineering Specifications

Day 5: Capability Resources

• Green Skills Gap Analysis — Prioritising Roles for Reskilling
• Knowledge Retention and Succession Maps — Protecting Scarce Technical Expertise
• Partnership Models With Universities and Vocational Bodies — Sourcing Future Talent
• Workforce Capacity Planning for Expansion Phases — Timing Recruitment
• Innovation Pipelines for Resource Substitution — Funding Research Bets

Day 6: Capital and Asset Resources

• Capital Allocation Criteria With Resource Metrics — Screening Investment Proposals
• Internal Carbon and Resource Pricing — Shifting Project Rankings
• Asset Life Cycle Costing — Choosing Between Retrofit and Replacement
• Green and Transition Finance Instruments — Matching Funding to Project Type
• Scenario Stress Testing of Input Costs — Protecting Expansion Budgets

Day 7: Disclosure and Stakeholder Confidence

• GRI Material, Energy and Water Disclosures — Selecting Reported Metrics
• IFRS S1 and IFRS S2 Risk and Opportunity Linkage — Informing Financial Statements
• ISO 26000 Environment Core Subject — Testing Social Licence for Expansion
• Resource Target Setting and Interim Milestones — Agreeing Board Commitments
• Investor Dialogue on Resource Strategy — Answering Analyst Questions

Day 8: Sector Cases in Practice

• Petrochemicals Feedstock Diversification Case — Weighing Recycled and Bio-Based Inputs
• Food Processing Water and Waste Valorisation Case — Converting Residues Into Revenue
• Construction Materials Circularity Case — Specifying Recycled Aggregate Content
• Logistics Fleet Energy Transition Case — Phasing Vehicle Replacement
• Cross-Case Comparison Grid — Extracting Transferable Resource Lessons

Day 9: Governance of Resource Decisions

• Resource Steering Committee Charter — Assigning Decision Rights
• Resource KPI Dashboards and Thresholds — Triggering Corrective Action
• Incentive Alignment With Resource Targets — Shaping Management Scorecards
• Internal Audit of Resource Data Quality — Strengthening Assurance Readiness
• Change Management for Resource Initiatives Across Sites — Sequencing Rollout

Day 10: Practising the Resource Development Roadmap

• Applying the Dependency Matrix to a Chosen Business Unit — Confirming Critical Inputs
• Applying Abatement Curves to Shortlisted Projects — Building the Investment Sequence
• Applying Circular Loop Designs to Priority Products — Setting Recovery Targets
• Peer Challenge Panel on Draft Plans — Stress Testing Assumptions
• Completing the Resource Development Roadmap — Presenting Phases, Owners and Metrics

Applying Resource Development for Sustainable Growth After the Course

• Run a material flow analysis on one site and use the dependency matrix to rank its three most critical inputs
• Present a marginal abatement cost curve of five efficiency or circular projects to the capital committee for the next funding round

Resource Development for Sustainable Growth Questions (FAQ)

What is resource development for sustainable growth and why does it matter now?

Resource development for sustainable growth is the practice of planning materials, energy, water, skills and capital so expansion stays within resource limits. It matters now because input volatility and investor scrutiny turn resource intensity into a direct constraint on growth.

Which roles gain most from resource development for sustainable growth?

Strategy, operations and resource planning managers gain most. Capital allocation partners and sustainability leads also benefit when they share responsibility for funding efficiency and recovery projects and for reporting resource performance.

How does resource development for sustainable growth differ from a general sustainability reporting course?

It focuses on decisions rather than disclosure. A reporting course explains what to publish; this one shows how to analyse inputs, design circular loops and plan capability and capital so the reported numbers improve.

What do you bring back from resource development for sustainable growth?

You bring back a phased roadmap linking growth targets to the inputs, skills and capital that supply them, together with a ranked list of efficiency and circular projects ready for funding review.

Resource Development for Sustainable Growth: The Way Forward

The resource development roadmap first informs which efficiency and circular projects enter the next capital round. Strategy leads, operations heads and finance partners use it to align expansion phases with input availability, skills and funding. After its first use, revisit the dependency matrix and the abatement curve as commodity prices, technologies and supplier positions shift, and refresh targets.