Bio-Design Group - Management Practice and Law Module by Sam Hayes

CTM Diagram Sam Hayes - 16034643

SWOT

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Profile

Management, Practice and Law

Employee Profiling:

Company Type:

Module Number: P30028 Module Leader: Karl Kjelstrup-Johnson

The Birimingham based Bio-Design Group pride themselves on the ability to deliver in building design, research, education, health, policy and strategic planning. BDG is split into two divisions: ?Bio|Inspire?a 501(c)(3) non-profit organisation generating a model of practice delivering optimal impact for our partners and the communities they serve. ?Bio|Architects?, a Limited Liability Partnership (LLP) architecture practice, focusing on biomimetic design and research to achieve our commercial and ecological objectives.

In accordance with The Equality Act 2010, BDG strives to remain diverse by offering equal opportunities achieved through implementing the Myers Briggs ?16 Personalities? profiler tool (2018). Utilising this tool ensures a wide range of personalities, thus expanding depth and variety of creative input, understanding and knowledge. The combination of personalities enables compatible and adaptable relationships of the project team, that help to increase efficiency of inter nal workflow and exter nal operations in society.

Strengths: - Established global network of partnerships and relations - Subsidised design work reduces risk - Pinder product sales increase company cash flow and assets - Niche USP biomimetic architectural market and applied innovate design - Growing awareness and demand of the necessity of ecological design

Weaknesses: - Relatively new company needs to promote identity into wider markets - Number of staff limits the amount of work it can take on, potentially losing business - High company expenses of air travel - Communication and language barriers can be a hindrance - Generating new biomimicry solutions can be timely and expensive

Oppor tunities: - No shortage of work in developing countries ? large market - High demand for buildings providing health and educational facilities - One scheme often leads to another project near by - Research into biomimicry can lead to ground breaking and profitable discoveries - BDG can seek to expand their work into ?BRICS?five major emerging economies - Collaboration with univeristies offering Biomimicry modules thus potential new staff

Threats: - Increasing competition within the architectural non-profit market such as MASS Group, Open Architecture Collaborative, Inscape Publico etc. The Bio | Design Group believes its biomimicry approach gives them a USP over the other companies. - BDG?s published biomimicry research can be utilised by other companies enabling them to compete with similar design, so it is important for BDG to continuously stay proactive.

Profiling Sam Hayes - Managing Director

Workforce Inter nal:

Type: Consul Code: ESFJ-A

Role: Sentinel Strategy: People Master y

SMART

The office operates with professionalism and a deep duty of care and responsibility, aligned with the RIBA?s code of conduct and principles.

(Specific, Measurable, Achievable, Realistic, Timely)

3 SMART Goals | Project - May Contain Peanuts - To lower child malnutrition levels in Mali by 30% within 3 years of SIM construction - B|A to achieve 30% annual profit within 3 years of business start up - To ensure 100% of B|I SIM construction is through sustainable building resources Long ter m - Develop schools and community hubs in the same rural villages as our health clinics to increase Malian literacy rate to 70% in 15 years.

Relationships / Partners Mar keting and Networ king: BDG utilise social media channels and PR to track success of projects but also to build new relationships in the effort to grow the business and its publicity.

Conduct: The Bio | Design Group adheres to RIBA?S Code of Professional Conduct & Principles. BDG use the term 'Partners' oppose to the hierarchical term 'Clients', promoting equal status and a collaborative approach on schemes.

Growth and Recognition: BDG aim to acquire SEED certification in acknowledgement of their virtuous impact and growing public value. Attaining SEED network status, BDG would aim to grow the business by sharing their knowledge and expertise through developing a consultancy service.

Click to access LinkedIn Profile Contracts:

Risks / Benefits Bio | Inspire - 501(c) (3) non-profit

Subcontractor s:

Bio | Architects - LLP

Project-MCP

Satisfaction / Fr ustration:

Stakeholder s Exter nal:

Making a positive impact on the lives of developing communities is BDG?s primary focus and the success can be measured for example, by local economic growth, increased lifestyle wellness, employment and reduction in malnutrition/mortally rates. Regular project progression meetings with stakeholders and community representatives enable feedback to be attained in order to respond to frustrations and promote satisfaction across the board.

The Bio-Design Group has important relationships and a growing network across the public sectors, specialist construction fields and many NGO?s. The maintenance and development of an exter nal workforce is vital to the success of projects and the growth of the company. BDG's professional duties include informing stakeholders on project progression to keep them on side as their support and cooperation can be essential to the success of the SIMs.

Finance:

Products:

Two financial structures are implemented by The Bio | Design Group which adhere to ARB and RIBA?S Code of Professional Conduct Principles. Precise payment schedules are issued to partners on appointment containing hourly rate and lump sum fee strategies.

Money acquired through the sales of 'Pinder Products' on the MCP project continues to improve the infrastructure between villages reducing isolation and the maintenance of the clinics.

BDG intend to start schemes operating at reduced rates with Bio | Inspire and then progressing with Bio | Architects, charging full fees and generating profit.

Some profits will be utilised to help ignite BDG?s next plan of providing these rural villages with schools and community hubs.

There is always risk that projects do not reach the supervision of the more profitable B|A, however design work undertaken by B|I is largely subsidised by fundraising and grants, reducing financial risk.

Assets

Current Assets: -

Intellectual Proper ty:

Value

Positive Cashflow Accounts Receivable Bad Debt Allowance Fees Ear ned Unbilled Prepaid Expenses / Insurance Other - Lease Security Deposit etc.

Ethos: BDG designs environments that promote health and education in developing countries where demand for aid is vital. By implementing a biomimetic approach, innovative design and economic strategies to enhance the lives of people and their communities. Using natural solutions, refined over 3.8 billion years of evolution, we design exciting, ecological and restorative architecture. To rejuvenate the world we live in the shift from the industry age to an ecological age needs to be accelerated. Through intelligent biomimetic design and close collaboration with organisations, BDG specialise in developing strong Social Impact Models (SIMs), which leads to a more sustainable future through empowering communities.

Fixed Assets: - Product Stock - Fur niture and Specialist Equipment - Software ? BIM, Rhino, Grasshopper, Adobe Suite, Vectorwork & V-Ray. - Company Owned Vehicles - Property Leasehold and Improvements - Accrued Depreciation

Copyr ight:

Non-Quantitative: Knowledge and Experience

- Shared architectural professionalism, all with RIBA certification. Holistic approach adopted within BDG to encourage collaboration of knowledge, skills and experience.

Facts:

Service

- Advanced understanding and knowledge of biomimicry and its applications in enhancing design.

BDG utilise the non-profit Bio | Inspire division to crowdsource ideas and acquire grants and fundraising to help subsidise initial design work and research. B | I offer highly reduced rates to partners in the projects through work stages 0-3. This permits design packages to be produced and enables contractor to bid for the work. BDG will then seek to complete the work through stages 4-7 utilising the service of Bio | Architects at full rates.

Partnerships and Relationships

The key services The Bio-Design Group offer are;

- The growing interrelationships available to The Bio | Design Group facilitates new business and enables the company to seek advice and expertise within and outside the AEC industry, whilst ahearing to the responsibilities of the architect.

Tailored Social Impact Models, which aim to advance the workings and quality of life within developing communities, not only with the ambitious to enhance the buildings they occupy but enrich the economic, ecological and restorative potentials of their society.

- Advanced software skills (BIM, Grasshopper, Rhino, Adobe Suite and Vectorworks)

Biomimetic Resear ch and Design, which capitalises on solutions refined in nature to inform the scheme and the creation of the buildings, offering intelligent, innovative and exciting alter natives to conventional design.

Time and Resource Management - Diligent inter nal operation and organisation developed by BDG ensures accurate budgeting, optimal resourcing and precise scheduling.

Lifelong Suppor t, BDG believe in taking responsibility and duty of care for the communities their projects service by maintaining relationships beyond Workstage 7.

- This in tur n manages stakeholders expectations throughout the process of design and construction, whilst supporting the completion of projects are on time.

- Responsible for the development and running of the social impact model. - Responible for crowdsourcing projects and forming benefical partnerships to aid the SIM. - Using B | I and B | A to develop the design and compete the construction of the clinics. - Responsible for contracts and employing consultants and contractors

Considering the cost of premises, payroll, utilities, insurance and depreciation, BDG aim to breakeven in their third year of operation from revenue in Pinder Sales and architectural service fees. Funding, Grants and Investments:

Profitability and Resour ces: - Front loaded payment strategies ensure positive cash flow and sufficient resourcing from the beginning of any project. - B | I reinvest all profits back into the company to help generate future projects. - B | A aims to achieve profits of 20/30%

- Responsible for RUFT quality and production. - Operation of fabrication labs. - Distribution of Peanut Paste. - Recruiting initial volunteers to work at clinics - Responsible for working with farmers creating long-term solutions to overcome poverty and hunger that are science backed. - Help farmers grow their own food and make it profitable. - Provide better farming technologies and techniques: affordable processing equipment, better linkages to markets to sell the products; helping build new agribusinesses. - Responsible for wotking with Bio-Design Group in delivering projects around Mali. - Students and Teachers a like involve themselfs in all aspects of the design and construction phases lear ning vaulable skills for their development. - Fosters and encourages the production of African architects to continue producing such project.

Workprocess 1. Quar ter ly Meetings: - Directors of The Bio | Design Group meet every 3 months to collaborate ideas and deliberate over the most promising SIMs to crowdsource and implement. - Involvement of B | I and B | A from the conception of projects allows for smooth transition and communication between companies. - Allocation of funds, operational goals, resourcing and a critical path analysis will be determined during these meeting to ignite the projects. - These proceedings ensure the projects are programmed efficiently and delivered on time. 2. Crowdsour cing: - Bio | Inspire contact NGO?s and other relevant companies offering design services and SIM ideas. - Collaboration with these organisations builds connections and relationships around the world within and outside the AEC industry, particularly within the public sectors. - To generate the most success out of projects these relationships assist and inform the development of SIMs whilst helping to secure future business. 3. Resear ch:

Transition

- The Bio | Design Group will then proceed with immersive research and analysis of the broader needs of the community that the project will serve. - This will cover local material usage, ver nacular methods of design and construction, native flora/fauna, cultural values and environmental conditions.

Key LO_1 -Understand the basic micro and macro principles of business and the ability to formulate an appropriate systematic business model to achieve the realization of a declared commercial objective LO_2 -Appraise the complex formal relationship with the client / multiple stakeholders how their expectations should be managed throughout the design and construction processes, including the preparation of the brief, anticipating for adaption and change LO_3 -Evaluate and implement basic effective financial and value principles of cost control in the changing business and project contexts of architecture LO_4 -Demonstrate a deep and systematic understanding of the interrelationship of professional duties and responsibilities of the architect and the notion of 'professionalism' LO_5 -Apply knowledge of current concepts of contract that govern relationships within the core and wider project team anticipating adaption and change LO_6 -Work effectively in multiple teams with reasonable professionalism towards society, clients, the project team and other architects LO_7 -Make a comparative analysis and select appropriate forms of appointment and contract to safeguard the roles and responsibilities of all the parties involved

- Crowdsourcing - Social Impact Model - Biomimetic Research and Design

- To ensure functional design, collaboration with local representatives and relevant companies is vital to acquire knowledge of what is important to them. - Biomimetic research will be carried out and implemented into the design process to enhance the scheme to become truly ecological, efficient and sustainable. 4. Social Impact Model:

- Strategic Definition

- Utilising all the research and knowledge gained from collaboration with the communities and relevant organisations the Social Impact Model will be refined and completed by Bio | Inspire.

- Preparation and Brief

- The appropriate action will be taken by BDG and associated organisations to begin to introduce the SIMs into the communities.

- Design Concept - Developed Design

- Case Study / May Contain Peanuts (MCP) Mali currently face three major challenges; severe malnutrition, poor housing and lack of education. BDG have designed health and education clinics and developed SIM?s for rural villages of Mali to help improve their situation.

- Technical Design

5. Design:

- Construction

- Once contracts are agreed, Bio | Inspire commence work associated with the RIBA work stages 0 ? 3 at reduced rates for NGO?s and other organisations, subsidised by grants and fundraising. - Biomimicry is key to the concept design approach.

- Handover and Close Out - In-Use

- Developed SIM - Developed Biomimetic Research and Design

- Design packages are generated by B | I to enable contractors and subcontractors to bid for projects and to attain planning permission. 6. Development and Completion: - Once planning has been approved and the partners have raised money to proceed with the construction of the buildings, Bio | Architects aim to take over and resume the projects at full rates, taking them through RIBA work stages 4 ? 7. - The Bio | Design Group offer a lifelong relationship that goes beyond stage 7. Taking responsibility and a duty of care for the projects whilst lear ning from issues and feedback over time to inform future projects.

Executive Summary Sam Hayes | 16034643 MArchD Applied Design in Architecture

Management, Practice and Law Module Leader: Karl Kjelstrup-Johnson Module Number: P30028

Profile

Content

Value 4 - 6 Service 7 Work Process

Assets 9 Workforce 10 Relationships / Partners Risks / Benefits

11 - 12 13 - 14

Examples 15 Bibliography

Profile

Company Type: Bio-Design Group pride themselves on the ability to deliver in building design, research, education, health, policy and strategic planning. BDG is split into two divisions: ‘Bio|Inspire’ a 501(c)(3) non-profit organisation generating a model of practice delivering optimal impact for our partners and the communities they serve. ‘Bio|Architects’, a Limited Liability Partnership (LLP) architecture practice, focusing on biomimetic design and research.

Employee Profiling: In accordance with The Equality Act 2010 (legislation.gov.uk, 2010), BDG strives to remain diverse by offering equal opportunities (gvoc. org.uk, 2013) achieved through implementing the Myers Briggs “16 Personalities” profiler tool (2018). Utilising this tool ensures a wide range of personalities, thus expanding depth and variety of creative input, understanding and knowledge. The combination of personalities enables compatible and adaptable relationships that help to increase efficiency of internal workflow and external operations.

Personal Profile: Type:

Consul

Code:

ESFJ-A

Role:

Sentinel

Strategy:

People Mastery

Roles:

Analysts

Sentinels Explorers Diplomats

Value

The Challenge:

“Across the world, Severe Acute Malnutrition (SAM) is the largest killer of children under five years of age, contributing to nearly half of all childhood deaths (-) an estimated 20 million children suffer from SAM, and malnutrition contributes to the death of more than 3 million children a year.” (Project Peanut Butter, 2016)

Case Study: Mali is considered one of the poorest countries in the world. The majority of the population cannot read or write, which contributes to a tragic poverty cycle (UNICEF, 2017). BDG have strategically chosen sites in Mali to integrate their SIMs to help break this crisis cycle.

‘Ready-to-Use Therapeutic Food’ can boost survival rating from 25% to a staggering 95% (PPB, 2016). BDG has partnered with PPB to help broaden their reach and to ensure the quality of the product meets UN specification to supply to multiple clinics, designed by BDG.

Value

To control the supply chain and quality of products, local small hold farmers exclusively produce peanuts, palm fruits, soybeans and milk, which are bought by local factories to manufacture RUTF. To help the small holder farmers B|I have also partnered with ICRISAT an international non-profit organisation that undertakes scientific research focused on making agriculture profitable, and overcoming, poverty, malnutrition and environmental degradation. The waste produced by the factories is sold back to the farmers as animal feed. The peanut shell is separated out and mixed with a bio-polymer to create ‘Pinderboard’ developed by BDG as an environmentally friendly composite material. It is a highly sustainable, ecological alternative to timber formaldehyde composites. The composite can be used to make building materials, furniture and other products. From the clinics Pinderboard and RUTF will be available for locals to feed their children and improve their homes. Designed by BDG, the clinics were built by employing and training local people and constructed entirely out of Pinderboard Products. The clinics work closely with communities to educate people on health and diet but also agricultural and manufacturing processes by which the products were generated. This in turn develops skills and encourages employment in local factories whilst inspiring ‘agri-preneurs’ (afdb.org, 2018) to start their own small hold farms thus the cycle can continue and flourish.

One for One: PinderBoard will be used by Malians as an affordable and sustainable alternative to timber but sold at a profit to developed districts and countries. Jars of peanut butter (Pinderbutter) and peanut oil (Pinderoil) will also be produced and sold commercially, marketed as a ‘one for one’ business model creating a source of revenue for the Mali program. With the global wellness industry being one of the worlds fasted-growing markets driven by fitness/nutrition fads and protein consumption (Greene, 2017), along with over a third of consumers preferring sustainable brands, this business model is proven successful (Unilever, 2017).

Value

07 Social Impact Models:

Conduct and Reviews:

Work Stages:

Service

Work Process

1. Meetings: BDG hold quarterly meetings where directors of both companies discuss ideas and potential SIMs. Collaboration internally allows smooth transition between sister companies as team members are involved from the onset. The meetings cover budget and resources along with funding and marketing actions required to initiate the programmes. The most promising SIMs will be crowd sourced, senior staff generating operational goals for the company, allocating funds to start the ball rolling. Critical path analysis will ensure on-time and efficient project delivery.

2. Crowdsourcing: B|I will contact organisations of interest to offer design assistance and ideas. It benefits BDG to collaborate with these companies building relationships and stronger networks around the world both within and outside the design industry, particularly within the educational and health sectors. This informs the development of new Social Impact Models, whilst helping to secure more business.

3. Research:

BDG starts by immersive research analysing the broader needs of the local community, local methods of design and construction, locally sourced materials collaborating with relevant companies and local representatives to acquire knowledge of what is important to them to ensure aesthetic, well-designed and purposeful buildings. 360-degree research is attained throughout the process with feedback from the communities and organisations to ensure BDG is constantly adapting to optimise welfare for its end users.

4. Social Impact Model:

Case Study â&#x20AC;&#x201C; May Contain Peanuts (MCP) - Mali currently faces three major challenges - severe malnutrition, poor housing and education. Collating the research BDG develops the SIM for the rural villages of Mali using the sustainable, non-profit company B|I.

5. Design:

6.Development and Completion:

B|I produced design work for new clinics providing health services and educational facilities on agriculture, nutrition and diet, at a reduced rate subsidised by grants and fund raising.

The design packages enabled planning permission to be attained, as well as contractors and specialist subcontractors to bid for the projects, such as Lumos and FACE. Once the partners raised the funds for the next part programme, Bio|Architects offered their services at full rates to develop and complete the projects. BDG keeps in touch beyond stage 7 believing in maintaining relationships and taking responsibility for the buildings produced and the communities they serve. Any issues are rectified and used to inform future projects.

Assets

Non-Quantitative: Knowledge and Experience: Members of BDG share mutual backgrounds in architectural academia, the majority RIBA certified, this enables a common language and cohesion between colleagues. A holistic approach is implemented within our practice encouraging collaboration amongst employees, many excelling in specialist fields, advising on projects when appropriate. Assets include knowledge and experience with biomimetic design and research, advanced software skills with BIM, Grasshopper, Rhino, Adobe Suite, V-Ray and Vectorworks to enable innovative design solutions. Partnerships and Relationships: The growing network available to BDG enables them to seek business and advice globally within and outside AEC industry. BDG aim to grow their status and recognition to land larger schemes enabling B|A to acquire more profitable projects. Time and Resource Management: The internal operation and work process developed ensures accurate budgeting and optimal resourcing on projects. This in turn helps programmes to be executed efficiently, effectively and on time.

Intellectual Property/Copyright BDG develops collaborative and robust SIMs owned by them and the communities they serve. However, the right to use research on previous SIMs is retained in order to inform future partners and used as beneficial precedent for future projects. Important IP is developed during the process of the biomimetic and SIM research but also with the projectâ&#x20AC;&#x2122;s outcome data.

Workforce

Internal:

External BDG has a growing network of partnerships across many public sectors and specialist construction fields, such as engineering. The innate nature of â&#x20AC;&#x2DC;Consulâ&#x20AC;&#x2122; management ensures loyalty to these connections utilising them whenever necessary. Maintaining and growing our external workforce is vital to success, as collaborating all skill sets within the partnerships also enables internal employee expertise to be continuously enhanced thus delivering better projects. BDG endeavours to keep all stakeholders updated and satisfied, as keeping them on side is fundamental to a successful scheme.

Relationships / Partners

Conduct: Aligned with ARB and RIBA’S Code of Professional Conduct Principles, one of the most important qualities of the BDG is its innate affinity towards helping people. Moving away from the hierarchical term ‘clients, and instead using the term ‘partners’ gives equal status on projects whilst encouraging a collaborative approach. This cooperative structure is broadly accepted and recognised for its benefits across the industry. (NBS, 2013)

Contract: BDG develops SIMs and biomimetic work for mostly NGO’s, non-profits and Health and Educational Sectors whose interest is in serving and improving developing communities. In order to procure business, three types of contract are offered; NEC 3, JCT and PPC 2000.

Marketing and Networking: To achieve success on the MCP project, marketing and networking were key to build relationships with ICRISAT, PPB and ESIAU (The Higher School of Engineering, Architecture and Urbanism). BDG relies on the success and impact of the projects to be tracked through PR and social media channels to initiate new rapports thus developing new business opportunities and exposure. It is important to develop soft skills in our employees to foster continuing and new working partnerships, thus promoting partner satisfaction and service quality.

Growth and Recognition: BDG seek to secure SEED certification in recognition of their positive impact and increasing public value. SEED is a network of organisations whose principles support the improvement of social, economic, environmental and design qualities of communities. SEED is a global movement that provides a system of support to its associated organisations and the communities they serve. With this new-found status, the company’s name would become more globally marketed and trusted, encouraging more business and partnerships. BDG would also look to use their experience, expertise and SEED network to offer consulting services. After the MCP project, BDG’s next business opportunity is to develop much needed community hubs and schools in the same villages as the clinics.

Relationships / Partners

May Contain Peanuts:

Satisfaction/Frustration: BDGâ&#x20AC;&#x2122;s key focus is formulating SIMs that make a positive impact. Success is measured by monitoring the effect of the SIM. On project MCP this can be gauged by the decrease in malnutrition and mortality rates, increase in jobs and employment and ultimately economic growth. In order to monitor satisfaction and frustration, during each RIBA Plan of Work stages, regular feedback meetings occur with partners and representatives of communities to discuss project progression. The feedback is recorded as minutes and appropriate action taken to limit any issues that arise.

Risks / Benefits

Finance: BDG operate under two financial structures which adhere to ARB and RIBAâ&#x20AC;&#x2122;S Code of Professional Conduct Principles. Clear payment programmes are issued to partners on appointment, informing the stages of lump sum payments/hourly rates ensuring positive cash flow so employees are paid regularly every month. BDG aims to complete projects by initially utilising Bio|Inspire and then progressing with Bio|Architects, charging full fees and generating profit. There is always risk that projects do not reach the supervision of the more profitable B|A, however design work undertaken by B|I is largely subsidised by fundraising and grants, reducing financial risk.

Bio|Inspire adheres to the associated laws by operating under a 501(c) (3) non-profit organisation status. Enabling B|I from sales, property and income tax exemption. After overheads such as bills and employment tax are paid residue funds are invested back into the company. B|I is not financially driven but maintains cash flow to allow smooth operation, cover overheads and staff salaries.

Bio|Architects is structured as a Limited Liability Partnership (LLP) providing a flexible internal structure so that unlimited members are protected from the debts and other obligations of the LLP. Company House protects the name by law and prevents copyright and companies trading under the same name. Members are self-employed and thus benefit from paying Class 2 tax and Class 4 National Insurance increasing their take home salary (Gannons.co.uk, 2018).

Risks / Benefits

Profitability and Resources: Both payment strategies are front loaded to ensure positive cash flow and sufficient resourcing from the outset. This also helps protects the company’s finances if, for instance, a project terminates early.

Bio|Inspire reinvest profit back into the company. Bio|Architects intend to achieve a net profit margin of between 20-30%. To achieve a higher margin the business needs to control overheads and mitigate significant loss-making ventures. By producing annual financial documentation, the company can isolate problematic and successful areas. Time and resource management is also essential to the profitability of the business and is continually monitored and refined.

Products: Products generated by BDG can be lucrative sources of income. Profits are utilised to achieve successful SIMs and assist with other projects/ partnerships.

Case Study

Project MCP:

Profits generated through sales continue to improve infrastructure between villages reducing isolation and the quality of the clinics. Some profits will be utilised to help ignite BDG’s next plan of providing these rural villages with schools and community hubs.

Funding, Grants and Investments: As a charitable organisation Bio|Inspire can receive grants and funding from different sources depending on what issues their SIMs are addressing. For project MCP, a health and education focused scheme, money was sourced from World Bank, Children’s Investment Fund Foundation, United Nations, World Food Programme, Save the Children and World Health Organization. BDG has recently acquired funding from The Leverhulme Trust in recognition of the importance and benefits of continued bio-mimetic research.

Examples of peanut shell composite material â&#x20AC;&#x2DC;Pinderâ&#x20AC;&#x2122; and biomimicry applications

Bibliography

Legislation.gov.uk. (2010). Equality Act 2010. [online] Available at: http://www.legislation.gov.uk/ukpga/2010/15/contents [Accessed 11 Jan. 2018] Gvoc.org.uk. (2013). Equal Opportunities Policy. [online] Available at: http://www.gvoc.org.uk/sites/g/files/g1752596/f/201410/Equal%20Opportunities%20Policies.pdf [Accessed 11 Jan. 2018] Free personality test, type descriptions, relationship and career advice | 16Personalities. 2018. Free personality test, type descriptions, relationship and career advice | 16Personalities. [ONLINE] Available at: https:// www.16personalities.com. [Accessed 09 February 2018]. Project Peanut Butter. 2018. The Challenge — Project Peanut Butter. [ONLINE] Available at: http://www.projectpeanutbutter.org/challenge/. [Accessed 09 January 2018]. Project Peanut Butter. 2018. RUTF and Home Therapy — Project Peanut Butter. [ONLINE] Available at: http:// www.projectpeanutbutter.org/the-ppb-solution/rutf/. [Accessed 09 January 2018]. UNICEF Mali - The children - The Life Cycle. 2018. UNICEF Mali - The children - The Life Cycle. [ONLINE] Available at: https://www.unicef.org/mali/3922.html. [Accessed 20 December 2017]. ICRISAT – Science of discovery to science of delivery. 2018. ICRISAT – Science of discovery to science of delivery. [ONLINE] Available at: http://www.icrisat.org/. [Accessed 11 December 2017]. African Development Bank. 2018. African Youth Agripreneurs Forum - African Development Bank. [ONLINE] Available at: https://www.afdb.org/en/african-youth-agripreneurs-forum/. [Accessed 11 December 2017]. Greene. 2017. on Fox News. 2018. How wellness trends may shape health industry in 2017 | Fox News. [ONLINE] Available at: http://www.foxnews.com/health/2017/02/23/how-wellness-trends-may-shape-health-industry-in-2017.html. [Accessed 01 February 2018]. Unilever global company website. 2018. Report shows a third of consumers prefer sustainable brands | News | Unilever global company website. [ONLINE] Available at: https://www.unilever.com/news/press-releases/2017/report-shows-a-third-of-consumers-prefer-sustainable-brands.html. [Accessed 01 February 2018]. Knowledge@Wharton. 2018. The One-for-one Business Model: Avoiding Unintended Consequences. [ONLINE] Available at: http://knowledge.wharton.upenn.edu/article/one-one-business-model-social-impact-avoiding-unintended-consequences/. [Accessed 01 February 2018]. RIBA Plan of Work 2013 - View the Plan . 2018. RIBA Plan of Work 2013 - View the Plan . [ONLINE] Available at: https://www.ribaplanofwork.com/PlanOfWork.aspx. [Accessed 02 January 2018]. Architects Registration Board. 2018. Architects Code: Standards of Conduct and Practice - ARB. [ONLINE] Available at: http://www.arb.org.uk/architect-information/architects-code-standards-of-conduct-andpractice/. [Accessed 02 January 2018]. Lumos Solar Electricity Service – Lumos Solar Electricity Service. 2018. Lumos Solar Electricity Service – Lumos Solar Electricity Service. [ONLINE] Available at: http://www.lumos-global.com/. [Accessed 09 January 2018]. FACE Africa. 2018. FACE Africa. [ONLINE] Available at: http://www.faceafrica.org/. [Accessed 09 January 2018]. SEED Network – Social Economic Environmental Design. 2018. SEED Network – Social Economic Environmental Design. [ONLINE] Available at: https://seednetwork.org/. [Accessed 12 January 2018]. ESIAU Ecole Superieure d’Ingénierie d’Architecture et d’Urbanisme . 2018. ESIAU Ecole Superieure d’Ingénierie d’Architecture et d’Urbanisme . [ONLINE] Available at: http://esiau-mali.com/. [Accessed 02 February 2018]. Gannons Solicitors. 2018. LLP partnership break up | Gannons Solicitors. [ONLINE] Available at: https://www. gannons.co.uk/cases/llp-partnership-break/. [Accessed 02 February 2018]. Marr, B 2012. Key Performance Indicators (KPI): The 75 measures every manager needs to know Wintner, S., 2011. Financial Management for Design Professionals: The Path to Profitability. 1st ed. Chicago: Kaplan AEC Education. Mosey, D. 2013. ACA PPC2000 Standard for of Contract for Project Partnering