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Development of a New Business Model to Measure Organizational and Project-Level SDG Impact—Case Study of a Water Utility Company

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  • Paul Mansell

    (Bartlett School of Construction and Project Management, University College London, London WC1E 7HB, UK
    Nathu Puri Institute for Engineering & Enterprise, London South Bank University, London SE1 0AA, UK)

  • Simon P. Philbin

    (Nathu Puri Institute for Engineering & Enterprise, London South Bank University, London SE1 0AA, UK)

  • Tim Broyd

    (Bartlett School of Construction and Project Management, University College London, London WC1E 7HB, UK)

Abstract

Achievement of the United Nations’ 2030 Global Goals for Sustainability is of paramount importance. However, for engineers and project managers to take meaningful action, they need the practical tools, processes and leadership to turn grand rhetoric into viable engineering solutions. Linking infrastructure project sustainability performance to sustainable development goals (SDG) targets is problematic. This article builds on the previous development of an innovative infrastructure business model, called the “Infrastructure SDG Impact-Value Chain” (IVC) to link local-level project delivery with global-level SDG impacts. It uses a case study of a water utility company to demonstrate how the IVC business model can integrate the “triple bottom line” to ensure the balanced definition of success across economic, environmental and social thematic areas. The results led to a proposed methodology for business leaders to align stakeholders on a common definition of project success during the design phase. The study includes the selection of longer-term outcomes and strategic SDG impacts, which, it is suggested, are improved definitions of project success. Although the findings that are from a single case study cannot automatically be extended to the entire water industry, the study’s methodology has potential to be used to evaluate multiple projects across different sectors. The practical application is significant since it offers the flexibility to be used at both project and portfolio levels, thereby linking tactical delivery to organisational SDG impacts and leading to improved investment decisions with increased likelihood of success in achieving the SDG 2030 targets.

Suggested Citation

  • Paul Mansell & Simon P. Philbin & Tim Broyd, 2020. "Development of a New Business Model to Measure Organizational and Project-Level SDG Impact—Case Study of a Water Utility Company," Sustainability, MDPI, vol. 12(16), pages 1-24, August.
    • Handle: RePEc:gam:jsusta:v:12:y:2020:i:16:p:6413-:d:396777
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    Cited by:

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    3. Annebeth Roor & Karen Maas, 2024. "Do impact investors live up to their promise? A systematic literature review on (im)proving investments' impacts," Business Strategy and the Environment, Wiley Blackwell, vol. 33(4), pages 3707-3732, May.
    4. Dimitrios Bouras & Styliani (Stella) Sofianopoulou, 2023. "Sustainable Development Assessment of Organizations through Quantitative Modelling," Sustainability, MDPI, vol. 15(11), pages 1-21, May.
    5. Paul Mansell & Simon P. Philbin & Efrosyni Konstantinou, 2020. "Delivering UN Sustainable Development Goals’ Impact on Infrastructure Projects: An Empirical Study of Senior Executives in the UK Construction Sector," Sustainability, MDPI, vol. 12(19), pages 1-29, September.
    6. Iñaki Heras‐Saizarbitoria & Laida Urbieta & Olivier Boiral, 2022. "Organizations' engagement with sustainable development goals: From cherry‐picking to SDG‐washing?," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 29(2), pages 316-328, March.
    7. María Garrido-Ruso & Beatriz Aibar-Guzmán & Albertina Paula Monteiro, 2022. "Businesses’ Role in the Fulfillment of the 2030 Agenda: A Bibliometric Analysis," Sustainability, MDPI, vol. 14(14), pages 1-35, July.

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