Arden University

MSc Project Management Level 7

PRM7005 – Sustainability in Theory and Practice (Part 2)

Individual Report

STU65947

Dr. Chioma Ezenwa

3150
Table of Contents
List of Abbreviations .............................................................................................................................. ii
List of Figures .......................................................................................................................................... ii
List of Tables ........................................................................................................................................... ii
1 Literature Review: Development & Value of Sustainability in a Business ...................................... 1
1.1 Introduction ............................................................................................................................ 1
1.2 Research Method .................................................................................................................... 1
1.3 Development........................................................................................................................... 2
1.4 Sustainability ........................................................................................................................... 2
1.5 Sustainable Development ....................................................................................................... 2
1.5.1 The History ...................................................................................................................... 3
1.5.2 Business & Sustainable Development: Jacobs vs. Eni Energy ......................................... 4
1.5.3 Business and Sustainability Value: Jacobs vs. Eni Energy ............................................... 6
1.5.3.1 Environmental Dimension........................................................................................... 6
1.5.3.2 Economic Dimension................................................................................................... 6
1.5.3.3 Social Dimension ......................................................................................................... 6
1.6 Conclusion ............................................................................................................................... 8
2 Sustainability Reporting .................................................................................................................. 9
2.1 Challenges ............................................................................................................................... 9
2.1.1 Multiple Reporting Frameworks ..................................................................................... 9
2.1.2 Multiple Target Audiences .............................................................................................. 9
2.2 Benefits ................................................................................................................................. 10
3 Conclusions & Recommendations ................................................................................................ 11
3.1 Jacobs: Challenging Today, Reinventing Tomorrow ............................................................. 11
4 Appraisal & Reflection .................................................................................................................. 12
4.1 Description ............................................................................................................................ 12
4.2 Feelings ................................................................................................................................. 12
4.3 Evaluation ............................................................................................................................. 13
4.4 Analysis ................................................................................................................................. 13
4.5 Conclusions ........................................................................................................................... 13
4.6 Action Plan ............................................................................................................................ 13
References ............................................................................................................................................ 14
Appendix A – Team Calendar ............................................................................................................... 15

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List of Abbreviations
CS - Corporate Sustainability
DJSI - Dow Jones Sustainability Index
ESG - Environmental, Social and Governance
GRI - Global Reporting Initiative
KLD - Kinder, Lydenberg, and Domini Index
KPI - Key Performance Indicators
R&O - Risk & Opportunity
SD - Sustainable Development
SDG - Sustainable Development Goals
SPI - Sustainability Performance Indicators
SUPs - Single Use Plastics
UN - United Nations

List of Figures
Figure 1-1 UN 17 Sustainable Development Goals ................................................................................. 3
Figure 1-2 Relationships among social, environmental and economic sustainability. ........................... 4
Figure 4-1 Gibbs Reflective Cycle .......................................................................................................... 12

List of Tables
Table 1-1 Company & Sustainability Background – Jacobs vs. Eni Energy ............................................. 4
Table 1-2 Sustainability Development – Jacobs vs. Eni Energy............................................................... 5
Table 1-3 Value of Sustainability – Jacobs vs. Eni Energy ....................................................................... 7
Table 2-1 Reporting Benefits – Internal vs. External ............................................................................ 10
Table 3-1 Conclusions and Recommendations for Jacobs .................................................................... 11

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1 Literature Review: Development & Value of Sustainability in a
Business

ABSTRACT: Academia and work experience clearly indicate the importance of implementing
sustainability practices in day-to-day operations. In order to drive change, requires the
participation of society as well as companies. Especially companies are having to rethink their
business models and consider smarter operating models for acting in an ecological, economic,
and social way. Business models can be textual (e.g. business plans) or frameworks (e.g.
procedures). Frameworks support the designing of business models and should provide the
consideration of sustainability. Though limited by word count, this paper uses key aspects
from available literature to provide a holistic view by indicating evolution of sustainability,
definitions, development, and value because these prove to be the main themes in
sustainability.

KEYWORDS: Development, Sustainability, Sustainable Development, Value, Corporate

Sustainability

1.1 Introduction
The last decade or so has seen an increase in discussion surrounding sustainability,
sustainable development (SD) and corporate sustainability (CS) including sustainable
strategies (United Nations 2014). These terms together with globalisation, pollution, climate
change has become anything from catchphrases, jargon to slogans for all concerned (Ukaga,
Maser, & Reichenbach 2011).

As a result, awareness of sustainability as a viable business strategy and a way of life continues
to develop as time goes by. For example, Jacobs (2020) as a company are creating green
teams, promoting automation, enhancing work-life balance, rethinking workplaces to saving
energy, using renewable resources (Stanford 2010).

In parallel, there has been an increase in focus on sustainability in academic works causing
misunderstanding between industry. To solve this, it is important to have the participation of
society and companies to support sustainability.

Just like HSE was a new concept and has evolved over time, sustainability is now in a similar
position and is a newer concept in management (Montiel & Delgado-Ceballos 2014)

1.2 Research Method

To review sustainability and other related studies written by academics, a search for
literature, books was carried out. Searching for key words and/or a combination of
sustainability, development, and value produced a rather large amount of information. To
further refine the information, another criterion limiting literature from the last decade was
used to assess whether its content was relevant with regards to sustainability and corporate
business. The findings very briefly are presented in the following sections.

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1.3 Development
Development can be defined as ‘an evolutionary process’, according to Reyes (2001) as a
social condition within a nation, and according to Todaro and Smith (2006) as a
multidimensional process that involves major changes in social structures, attitudes, and
institutions, as well as economic growth, reduction of inequality, and eradication of absolute
poverty.

To explain the concept of development, several theories have been presented over the
decades, these have included the Modernisation, Dependency, World Systems and
Globalisation theories. While each theory displays its own strengths and weaknesses, they
have created a pathway for discussion on “sustainability” and “sustainable development”.

1.4 Sustainability
In a general sense, the word sustainability can be defined as the quality of being able to
continue over a period. However, as argued by Mensah and Enu-Kwesi (2018), the definition
must also emphasise the notion of cross-generational equity, which is clearly an important
idea but poses difficulties, since future generations’ needs are neither easy to define nor
determine.

For this reason, it is important to continually develop and improve in all aspects of economic,
environmental, and social dimensions (Evers 2018), a viewpoint supported by UN (2014)
stating that sustainability seeks to prioritise and integrate social, environmental, and
economic dimensions in addressing human challenges in a manner that will continually be
beneficial.

Various academics, researchers and practitioners (Mensah & Enu-Kwesi, 2018) apply this
concept to development by stating that sustainability is aimed towards improving and
sustaining a healthy economic, ecological and social system for human development.

This, therefore, provokes thoughts on the way people and in-turn organisations should lead
their economic and social operations while drawing on the available environmental resources
for development.

1.5 Sustainable Development

The Brundtland Report (WCED 1987) definition of sustainability used until today is “the ability
to meet the needs of the present without compromising the ability of future generations to
meet their own needs”.

Sustainable development on the other hand, is the sum-product of actions, decisions, and
innovations towards the improvement of the quality of human life within the capacity of our
supporting ecosystems.

The origins of sustainability and development as a concept is presented next stressing on the
urgency of making progress in the three essential dimensions to SD, environmental
protection, economic development, and social equity (Lackmann, Ernstberger, & Stich, 2012)

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1.5.1 The History
The discovery and use of fire were probably the first event that started altering the natural
composition of our environment. However, the events since the industrial revolution such as
the realised potential of fossil fuels became the main driver of environmental impact at global
levels in the 20th century. The energy crisis of 1970s demonstrated the extent to which
society became dependent on non-renewable energy.

The 1990s led to an increased interest in sustainable development partly due to the release
of the Brundtland Report of 1987 and the Rio Conference of 1992 both emphasising one
common goal: protection of the planet.

The start of the 21st century highlighted general awareness about human-induced threats
such as deforestation, fossil-fuels burning, exploitation of air, land and sea use and chemical
pollution, started to gain traction. It is at this point that sustainability was born and shown to
be the only viable answer to achieve the UN common goal: protection of the planet.

Fast forward to 2015, and the UN revisited and identified three principles of sustainable
development: social development, economic development, and environmental protection.
This led the UN to come to an agreement with member countries on 17 SDGs in 2015 (Figure
1-1). This framework provides a good representation of what sustainability is all about, aiming
to eradicate poverty, tackle climate changes and fight inequality.

Source: Adapted from https://sdgs.un.org/

Figure 1-1 UN 17 Sustainable Development Goals

The major benefit about sustainability and sustainable development was that it encouraged
people and companies to think about the long-term implications of their actions,
technologies, and businesses for short-term gains. The next two sections present the above
information when applied to a Company and/or business, in this case, the company is Jacobs
and Eni Energy.

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1.5.2 Business & Sustainable Development: Jacobs vs. Eni Energy
Like everything else, sustainable development requires a balanced approach on economic,
social and environmental dimensions (Figure 1-2). This approach has put pressure on
institutions to shift their approach because of the widening income and other gaps in society
and the breach of planetary boundaries, which places humanity increasingly at risk.

Source: Adapted from https://www.osea.com/Sustainability/

Figure 1-2 Relationships among social, environmental and economic sustainability.

This, however, has led businesses to put on the “Sustainable” label on everything, gaining the
status merely by introducing minor changes to their policies such as waste management or
carbon footprint. This has led sustainability down the path of going from an important idea
of significance into a buzzword.

A high-level summary of both companies together with their sustainability strategy (program)
compared in Table 1-1

Jacobs (USA) Eni Energy (Europe)

Professional Services & Solutions Integrated Energy Company
Company
Company
• Approx. 52K employees • Approx. 31K employees
Background • Across 30 countries • Across 66 countries
• Approx. U$13 billion revenue • Approx. U$79 billion revenue
Sustainability
PlanBeyond Eni for – A Just Transition
Program
Strategy Planning beyond today for a Committed in the present to build
Definition sustainable future for everyone. the future
Table 1-1 Company & Sustainability Background – Jacobs vs. Eni Energy

The strategies presented above allow for a comparison of how the companies have developed
in their respective financial years against the 3 sustainability pillars. This information is
presented in Table 1-2

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 Source: Adapted from https://www.jacobs.com/about/sustainability Source: Adapted from https://www.eni.com/en-IT/just-transition.html
Economic Pillar

Partnerships Plan – Enabling change through smart solutions Cooperation Model – Based on long-lasting partnership & cooperation
Target 2019 Result 2020 Goal Target 2018 Result 2019 Goal
Energy Investment / U$2 billion in Congo &
Global Giving / New program to re-align Model to be repeated in
U$2.7 million diversification Nigeria accounting for
volunteer program with strategy Angola & Ghana
program 60% & 20% of electricity
Social Pillar

People Plan – Being the employer of choice Operating Model – Reduce risks and environmental & social impact
Target 2019 Result 2020 Goal Target 2018 Result 2019 Goal
Reduce motor vehicle -20.8% compared to
-66% since 2007 Continue reduction rate Reduce TRIR Target Zero injuries
incidents 2015
Environmental Pillar

Places Plan – Creating sustainable places to live and work Path to Decarbonisation – A defined path to decarbonisation
Target 2019 Result 2020 Goal Target 2018 Result 2019 Goal
Reduce carbon Reduce emissions
First measure of data -20% by 2022 -9% since 2010 Target -43% by 2025
emissions intensity index
Table 1-2 Sustainability Development – Jacobs vs. Eni Energy

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1.5.3 Business and Sustainability Value: Jacobs vs. Eni Energy
When we talk of sustainability and its value to a business, we should refer to corporate
sustainability. Corporate sustainability is a growing priority for business leaders because it is
not only about managing environmental risks while integrating social and economic values
into corporate policies (Lackmann, Ernstberger, & Stich 2012) but due to several factors such
as changing stakeholder expectations and growing awareness across the globe.

Sustainability is typically discussed in three distinct dimensions (aka pillars):

1.5.3.1 Environmental Dimension

Earth’s resources are limited and in order to sustain a healthy ecosystem requires a reduction
in negative human impact through environmental management systems such as ISO 14031.

From this dimension, both chosen companies have similar programs in place. While Jacobs
look at reducing their impact from office operations, Eni Energy on the other hand look into
total reduction of the impact from electricity generation operations.

What is interesting to see here is that Jacobs as a company include their global giving and
volunteering program under this dimension as opposed to Eni Energy including a similar
program under the economic dimension.

1.5.3.2 Economic Dimension

Managing the rate and consumption level while preventing degradation and enabling
economic growth falls into this dimension. In this dimension, companies are struggling to fulfil
their present and future needs all while staying competitive.

Another dimension, clearly showing the difference in leadership though process. Jacobs focus
more on improving their innovation hubs while Eni Energy consider access energy and
education as driving factors.

1.5.3.3 Social Dimension

The final dimension can be expressed in professional and ethical terms, technology and
education. Corporate social activities engage technology and people with education related
to the health support activities, skill preservation and enhancement for present and future
generations.

This dimension when looked at holistically, is the only dimension where commonality
between the two companies exists. It is good to see that in general most companies
worldwide tend to have a good level of commitment to this dimension. This scenario was
also noticed between Jacobs and EDF Energy which were the two selected companies in the
group presentation.

Table 1-3 summarises why and how the two companies value sustainability in the organisation.

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 Places Plan – Creating sustainable places to live and work
We will increase operational efficiency through responsible resource
consumption and reduce our emissions. We will give back and engage with
Environmental
the places in which we live and work by building enduring partnerships in
Dimension
the community,
• Climate Action Plan (100% renewable energy and Net Zero Carbon
in 2020 and a long-term goal to be carbon negative by 2030
• Adopt office-based sustainability plans, (removal of single-use
plastics across business in Jan 2020)
• Launch Global Giving & Volunteering program
• Promote local engagement activities via Employee Networks
Partnerships Plan – Enabling change through smart solutions
We will use our knowledge, skills and experience to enable positive change
and create a legacy. We will improve how we do business for ourselves and
Dimension
Economic
the broader industry through collaboration with our clients, suppliers and
other stakeholders.
• Incorporate UN SDG impact reporting into Jacobs reporting tools
• Integrate sustainability planning into delivery of Jacobs Innovation
Hubs
• Launch new global Sustainability & Resilience Project Framework
People Plan – Being the employer of choice
Our people are the heart of our business. We need to attract and retain
Social Dimension
the best talent that can create the smartest solutions for our clients. We
will ensure the safety, security and wellbeing of our people. We will be
active in prioritising inclusion and diversity in our workforce and our
culture as we believe that will help us perform our best.
• Train 1.5K Positive Mental Health Champions
• Provide 100% of employees with Conscious Inclusion training
• Develop a plan for measuring employees’ well being
• Deliver sustainability awareness campaigns via Employee Networks
Source: Adapted from https://www.jacobs.com/about/sustainability
Table 1-3 Value of Sustainability – Jacobs vs. Eni Energy
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Path to Decarbonisation – A defined path to decarbonisation
Eni’s commitment in promoting a well-defined path to decarbonization lies
mainly in reducing its activities’ emissions, developing renewable energies,
and guaranteeing access to energy with a well-defined plan to reduce
greenhouse gas emissions
• Net zero carbon footprint (upstream activities by 2030, all activities by
2040)
• Zero process flaring by 2025
• Carbon efficiency index improvement of 2% until 2021
Cooperation Model – Based on long-lasting partnership & cooperation
To support local development, to minimize socioeconomic gaps, and to
engage all stakeholders. In this way, the company’s method of working aims
at filling the gaps of local development and developing local resources for
local growth.
• Access to energy: 4,600 families benefiting from access to clean
cooking technologies
• Education: 2,730 students attending schools that were renovated and
with services improved by Eni
Operating Model – Reduce risks and environmental & social impact
To make access to new energy resources more efficient and minimise risks
throughout the whole production cycle, Eni plans to conduct its business using
an operating model of excellence aimed at safeguarding people and assets,
respecting the environment, and engaging in research and development.
• Continue the design and development of professional paths tied to
digitalization and Energy Transition
• Continue the Human Rights training campaign
• Anti-corruption training
Source: Adapted from https://www.eni.com/en-IT/just-transition.html
1.6 Conclusion
From the information presented above, it is evident that sustainable development cannot be
attained without the support from organisations and the people that make up organisations.
This requires organisations to invest time and money to generate new knowledge while
ensuring that competencies and standards of business operations are kept current. Because
no matter how one looks at it, a balanced combination is what makes up our environment.

This vision can only be accomplished when leaders take active roles to demonstrate the
importance of sustainability. For business leaders to demonstrate this level of commitment,
they must create a sustainable workplace culture by providing access to tools, technology,
information and training to achieve results that engage and motivate their teams. At this end,
it is teamwork that helps achieve a successful and viable bottom line.

The remainder of this assignment task is structured as follows. Section 2 presents information
on sustainability reporting and its influence on ethical and sustainable practices. Section 3
presents final conclusions and recommendations on how the chosen organisation “Jacobs”
can improve; and finally, section 4 a reflective appraisal on the overall group task.

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2 Sustainability Reporting
Global issues such as legislation, increased globalisation, climate change, resource scarcity,
and increased awareness of stakeholders has led to increasing demands for organisations to
act sustainably and more importantly be accountable. As a direct result, the number of
organisations publishing information on their sustainability practices (economic,
environmental, social including governance) is growing steadily.

One of the many ways to communicate these practices is through sustainability reports—a
key platform for communicating sustainability performance and impacts, both positive and
negative to all stakeholders. From the review of available literature, different approaches can
be used when attempting to value, measure, and report on corporate sustainability mainly;
the GRI, Balanced Scorecard, and Composite Indices such as KLD or DJSI.

2.1 Challenges
Trust in organisations is vital to achieving a sustainable economy and world. Daily decisions
are made very cautiously to strike a balance of risk and opportunity because there is either a
direct or indirect impact on stakeholders both internal and external.

The reporting process is not an easy one and presents in itself a few challenges such as:
2.1.1 Multiple Reporting Frameworks
One the many challenges faced is to find a standard technique for valuing CS. While the
purpose and rationale of standards such as ISO 26000 and ISO 14031, frameworks such as GRI
and indices such as KLD and DJSI play a critical role in increasing the quality of reports; it can
lead to confusion due to the differentiating metrics, definitions, and priorities. (Christofi,
Christofi, & Sisaye 2012).

It is a fine line to walk because lack of compliance with these so called ‘best practice’
standards, could result in claims of ‘green washing’ which will affect stakeholders’ trust in the
company.

2.1.2 Multiple Target Audiences

One of the key challenges of sustainability reporting is deciding the target audience. Financial
reports are typically aimed at investors, however, sustainability reports cater to a wider
audience. As discussed in section 2 above, reports describe a company’s approach and
performance on issues of economic, social, environmental and governance significant to
stakeholders.

For large organisations like Jacobs and Eni Energy, everyone is a stakeholder. Companies are
increasingly aware of the need but challenged on the best way to present information to
stakeholders with diverse interests and uses for the report.

Further reading and understanding of how each organisation presents their sustainability
report is available here Jacobs or Eni

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2.2 Benefits
Sustainability reporting is not all challenges and hurdles, it does come with some positive
news in terms of benefits. Again, as highlighted in section 2, reporting helps companies keep
track of our sustainability performance and accountability. The overall process helps gather
stakeholder interests, highlight new upcoming issues and how other companies are dealing
with the same allowing for transparency about risks and opportunities leading to better
decision making.

While there are many benefits to sustainability reporting, they can be grouped into two major
categories as shown in Table 2-1

Definition Examples
Drive performance
- Increased knowledge of R&O
improvements and embed
INTERNAL

- Link between financial & non-financials

sustainability in business
- Influencing long term strategy, plans
core and improve social,
- Benchmark & assess internal performance to
BENEFITS

environmental and
improve
economic impacts.
Reputational benefit from - Reverse negative ESG impacts
reporting, especially the - Improve reputation and brand loyalty
EXTERNAL

first reports, but is - Understand organisation’s true value including

dependent on the balance tangible and intangible assets
and honesty of the - Demonstrate how the organisation influences
reporting and is influenced by expectations about SD
Table 2-1 Reporting Benefits – Internal vs. External

Sustainability reporting has come a long way over the past decade all at the same time with
improvements to reporting frameworks and standards. Every company is free to select a
template that works best for their business model, however, with the IoT era, the next
generation of reporting will arise from the application of lessons learned and technology
solutions, hopefully to become automated and standardised.

For our selected organisations, FY2019 saw both Jacobs and Eni Energy further demonstrate
their commitment to sustainability reporting by combining annual and sustainability reports
into a single document, annual integrated report.

For Jacobs, the annual integrated report reflects the integral nature of financial and
sustainability focus including commitment to transparency and robustness of non-financial
data. As an added reference, ESG data is reported separately here.

For Eni Energy, the annual integrated report is aimed at representing financial and
sustainability performance, underlining the existing connections between competitive
environment, group strategy, business model, integrated risk management and a stringent
corporate governance system. ESG data is reported within the report itself.

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3 Conclusions & Recommendations
To achieve organisational excellence is to aim to satisfy, or preferably exceed, the needs and
expectations of stakeholders without compromising the ability of other parties to meet their
needs (Garvare and Johansson, 2010). This reaffirms the findings from previous sections, that
the objective of a business is to create value and interaction amongst the economic, social
and environmental dimensions of corporate operations, not only for customers but all
interested parties.

3.1 Jacobs: Challenging Today, Reinventing Tomorrow

As a values-driven company founded on the premise of safety, ethics and integrity together
with a strong Culture of Caring has helped deliver on its definition of sustainability, “ensuring
long-term business resilience and success while positively contributing towards the economy,
society and environment.”

Jacobs have a strong ethical and governance foundation on which to create a more
connected, sustainable world presented high level in Table 3-1 below. Specific details here.

Conclusions Recommendations
• Optimising carbon footprint
Jacobs should improve the
Do things right

• Operating with Integrity

BY capture of Scope 3 carbon
• Creating a Culture of Caring emissions and closely monitor
• Partnering w/ Communities and regularly report on the use
HOW E.g. Climate Action Plan of Carbon Offsets

• Creating an Innovation
Challenge the

BY Jacobs should continue to

accepted

Culture
focus on Sustainability Through
Design and partnerships with
HOW E.g. Digital Twin Modelling Clients and Suppliers
WE

• Resilient Environments
Jacobs should continue to
Aim higher

BY • Mission Critical Outcomes

promote the Sustainability
• Operational Excellence
Communications Network
HOW E.g. STEM programs through working groups

• Culture building &

engagement
BY • Leadership commitment and
Live inclusion

accountability Jacobs must collaborate with

• Development of Talent competitors to further address
inequality within society.
E.g. Engagement of all staff via 8
HOW
employee networks

Table 3-1 Conclusions and Recommendations for Jacobs

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4 Appraisal & Reflection
Today’s dynamic working culture and educational environment requires employees and
students to work together in groups either in person or remotely. In my opinion and from
experience, resilience and adaptability are key to success as recently seen with the Covid-19
pandemic.

To complete a reflective appraisal, a range of models exist to prompt and structure reflection.
For this task, I will be using the Gibbs Reflective Cycle, which is one of the most famous models
of reflection. This model is best suited to this task because it leads through different stages
to make sense of an experience.

Figure 4-1 Gibbs Reflective Cycle

4.1 Description
The assignment brief was made available on iLearn and from previous debriefs it was either
up to students to form their own groups or be assigned into groups at a later stage. From my
experience of working with large teams both in-person and remotely, this was something that
I knew needed attention early in order to consider other members’ personal and work
commitments.

4.2 Feelings
Before we even came together as a group, I started to have mixed feelings already planning
of where we had to be and when. I knew that once the group was created, the challenge
would be on how to organise the work amongst the team members given the different time
zones and more importantly understand and manage the overall process. To work best as a
group, it was important for everyone to contribute and present their thoughts.

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4.3 Evaluation
What worked very well was the early engagement of the group and ongoing weekly
discussions (formally or informally) either via WhatsApp or MS Teams (refer Appendix A).
Taking lead of the group and as a current employee of Jacobs, access and/or guidance to
information was easy together with use of online cloud-based collaboration tools. What didn’t
work well was that we assumed everyone had prior work experience to some degree.

4.4 Analysis
I believe that the reason our group work went well was due to the strong initial leadership
and initial division of work. Not everyone likes to work outside their comfort zone and so each
person had a say in what part of the assignment they wanted to work on, and work was
divided accordingly.

I thought that this approach would save us time in the end, but it took multiple attempts to
get the content correct and ready for the feedback session. I think this is owing to the fact we
hadn’t done an initial background of the new team members.

To understand why we failed here directed me to Belbin’s (2010) team roles suggesting that
each person has certain strengths and weaknesses they bring to a group.

4.5 Conclusions
I learned that it is very important to limit the number of critiquing attempts. It is important
that the group plan on how the assigned sections must look and feel. Had we done this early
on, it would have made putting sections together easier with minimal rework. I believe that
the ‘Belbin team roles’ framework will be my guide into the future for any group activities.

4.6 Action Plan

For the next group activity, be it work, or university related, I will ensure that all students are
aware in advance of University guidelines and asking in advance skillsets (strengths) of various
members.

For the people who do not speak nonverbal actions such as looking at them can be used to
include them in discussion. Moreover, asking quiet participant about their thoughts outside
the group may lead their participation within group.

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References
Belbin, R.M. 2010, Management Teams: Why They Succeed or Fail, 3rd edn, Elsevier Ltd,
Jordan Hill, Oxford.

Christofi, A., Christofi, P., & Sisaye, S. 2012, ‘Corporate sustainability: historical development
and reporting practices’, Management Research Review, vol. 35, no. 2, pp. 157 - 172.

Eni 2020, About Us, viewed 10 June 2020, <https://www.eni.com/en-IT/just-transition.html>

Evers, B. A. 2018, ‘Why adopt the Sustainable Development Goals? The case of multinationals
in the Colombian coffee and extractive sector’, EUR thesis, Erasmus University, Rotterdam

Garvare, R., Johansson, P. 2010, ‘Management for Sustainability - A stakeholder theory’, Total
Quality Management & Business Excellence, vol. 21, no. 7, pp. 737 - 744.

Jacobs 2020, About Us, viewed 10 May 2020, <https://www.jacobs.com/solutions>,

<https://www.jacobs.com/insights>, <https://www.jacobs.com/about>

Lackmann, J., Ernstberger, J., & Stich, M. 2012, ‘Market reactions to increased reliability of
sustainability information’, Journal of Business Ethics, vol. 107, no. 2, pp. 111 - 128.

Mensah, J., & Enu-Kwesi, F. 2018, ‘Implication of environmental sanitation management in

the catchment area of Benya Lagoon, Ghana’, Journal of Integrative Environmental Sciences.

Montiel, I., & Delgado-Ceballos, J. 2014, ‘Defining and measuring corporate sustainability: are
we there yet?’, Organization & Environment, vol. 27, no. 2, pp. 113 - 139.

Reyes, G. E. 2001, ‘Four main theories of development: modernization, dependency, word-

system, and globalization’, Nómadas. Revista Crítica de Ciencias Sociales y Jurídicas, vol. 4, no.
2, pp. 109 - 124.

Stanford 2010, Sustainability: A Way of Life, viewed 20 May 2020,

<https://rde.stanford.edu/dining>

Todaro, M. P., & Smith, S. C. 2006, ‘Economic development’, 8th edn, Addison-Wesley,
Reading

Ukaga, U., Maser., C., & Reichenbach, M. 2011, ‘Sustainable development: principles,
frameworks, and case studies, International Journal of Sustainability in Higher Education, vol.
12, no. 2

United Nations 2014, Millenium Development Goals and Beyond 2015, viewed 15 May 2020,
<http://www.un.org/millenniumgoals/bkgd.shtml>

World Commission on Environment and Development, 1987, Our Common Future, Oxford
University Press, Oxford.

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Appendix A – Team Calendar

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