Skandvig Terra PLC Stakeholders  

Internal Stakeholders:

1. Yannick Pedersen

· Director of the FreshWater Division (line 17)

· Situational leadership (line 19-20)

·   Fast thinker (in response to shortages of potable water due to climate change, he was able to find alternative sources of potable water (line 15-18)

· Had clashes with Ariadne regarding the water treatment plant update delays (line 24-26)

2. Ariadne Johansen

· Director of the Engineering Division (line 22)

· Autocratic leadership, leading to delayed tasks involving the Fresh Water Division (water treatment plants update) due to having different priorities (line 23, 24-26)

3. Jayne Dees

· Director (line 106)

· Proposed for SVT to develop low-cost water purifiers (line 112)

· Made her own research which is to operate water purifiers using solar power (line 113-115)

· ​​Spent three months teaching English in village schools in Sudan in 2019 (line 106-107)

4. SVT Employees

   1. Newly hired employees for Engineering Division

· 300 vacancies filled for highly skilled and specialised employees that can work well in team environment (line 65 -68)

· Went through induction training including a visit to SVT’s factory in Norway (line 71)

2. Old employees

· After 10 years of employment under SVT, employees are offered 3 months paid leave to join the Outreach Program in LEDCs || (line 99)

· Employees taught in schools, dug wells, repaired infrastructure and provided training to local people (line 101)

· Travel expenses, accommodation cost and salaries covered by SVT (line 100)

· 6000 employees took part (line 103)

3. Employees that join SVT following acquisition of H4

· Work three eight-hour shifts per day

· Given one-time incentive for agreeing to the new flexible-working contract

5. SVT’s Marketing Department

·   Used secondary market research to investigate the spending patterns of low-income families in LEDCs and their access to media. (line 134-135)

6. SVT’s Human Resource Department

·   Met resistance following takeover of H4 since long-serving employees from H4 resist the changes made by SVT, essentially an organisational culture clash (line 59)

·   Since a quarter of H4 employees decided to resign, SVT’s HR organised recruitment to fill 300 vacancies (line 66).

·   Chose carefully where to advertise the vacancies and all vacancies were filled within 3 months = efficient (line 69-70)

7. Board Member

·   Impressed by Jayne’s idea regarding water purifiers needing to be operated by solar power, be simple to use, inexpensive and long-lasting (10 years) because it fitted well with SVT’s vision statement. (line 114-115)

·   Have not agreed on the pricing strategy of WF15 (line 127)

8. Directors

·   Several believed that WF15 should be a not-for-profit operation, a minority felt that SVT should go further and subsidise the product to make it affordable to as many people as possible. (line 127-129)

·   Two directors are against subsidising the WF15, believing that it will negatively impact SVT’s overall profitability. (line 129-130)

External Stakeholders:

1. Rival Engineering Company, H4 PLC

· Manufactures steam and gas turbines in four factories in UK (line 50)

· Originally family-owned business (line 51)

· Complete takeover by SVT’s Engineering Division in 2015 (line 49-50)

Before takeover:

·   work 5 days per week from 8 to 5; ~27% of total week (line 52)

·   competitive salaries (line 53)

·   no financial/ non-financial rewards offered (line 54)

After takeover:

·   factories operate 24 hours every day (line 58)

·   employees work 8 hours per day (three eight-hour shifts) (line 58)

·   employees receive one-time incentive payments (line 60)

·   employees agree to new shift pattern every 6 months (line 62)

·   employees who do not want to sign contract under SVT were offered generous payments to leave (line 63)

2. Geng PLC

· Major water supplier in UK (line 32-33)

· Acquired by SVT Fresh Water Division (line 32)

3. NGOs/Charities

· Identify projects (line 104)

· Work together with SVT to make best use of SVT employees (line 104-105)

4. Customers (Sudanese People)

· People in less economically developed countries (LEDCs) (line 97)

· Poor people that could not afford potable water and water purifiers (line 108-109)

5. James Azuki, WF15 Creator

· An university student from Tanzania (line 120-121)

· Won the competition held by SVT in search for low-cost, easily transportable water purifiers (line 120)

· His design, WF15, won the competition and SVT agreed to retain its name. (line 122)

6. World Health Organization

· Set up guidelines for potable water (line 124-)