UNIVERSITI TEKNOLOGI MARA (UiTM)

CAWANGAN PAHANG KAMPUS JENGKA

FACULTY OF BUSINESS MANAGEMENT

DIPLOMA IN OFFICE TECHNOLOGY AND MANAGEMENT

(BA132-5E)

ORGANIZATIONAL MANAGEMENT AND PRACTICES

(OBM350)

PREPARED FOR:

MISS ZAIDATUL NADHIRAH BINTI ROSLAN

DUE DATE: 10 JANUARY 2025

PREPARED BY:

NO. NAME UITM ID NO

1. NUR ALIYA BINTI ZAKARIA 2022874686

2. NUR ALYA SYAZA BINTI MAZLAN 2022481754

3. NUR ALEEYA BINTI MOHD ARIFIN 2022467478

4. MUHAMMAD HARITH DANISH BIN MOHD AZIZI 2022894558

5. MUHAMMAD IKHMAL DARWISY BIN ILZALNIZAM 2022454598

 ACKNOWLEDGEMENT

ACKNOWLEDGEMENT

First of all, we are grateful to The Almighty God for allowing us to complete this assignment,
we are grateful to Allah who gave us sound minds and sound health to accomplish the
assignment successfully.

We would like to express our deepest appreciation to Miss Zaidatul Nadhirah, our lecturer who
has guided and provided us with all the information needed to complete this assignment.
Biggest thanks to all the members for their kind support and their contribution to this
assignment since site visits, the presentation and especially in writing this assignment.

Lastly, we would like to take this time to sincerely thank our family for their steadfast love,
unending support, and unceasing prayers during this entire journey. Their presence in our
lives has made all the difference, and their faith in us has given us tremendous strength and
support. We are incredibly fortunate to have them at our side, whether in the form of small
deeds of compassion or larger acts of care.

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 TABLE OF CONTENTS
NO CRITERIA PAGE

1 Introduction 3-6

2 Company Overview 7-9

3 Green Office Practices 10 - 11

4 Employee Involvement, Supervision, Engagement 12 - 13

5 Challenges and Solutions 14

6 Evaluation and Impact/Future Sustainability Plans 15 - 16

7 Conclusion and Recommendations 17 - 18

9 References 19

10 Appendix 20

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 INTRODUCTION

Overview of the Company

The Selangor State Land and Mines Office (PTGS) is an organization responsible for efficiently
managing, planning, and implementing land administration matters. Additionally, it plans,
maintains, and executes financial and accounting affairs for the department. PTGS also
processes land applications, registers approved land ownership, and securely stores
ownership documents while handling and processing all land-related transaction
registrations. The organization oversees land ownership and development processes, issues
licenses and permits for land use or transfer, manages tax collection, and enforces land
regulations and legislation to ensure compliance.

MOTTO
Excellent Service, Quality Prioritized.

QUALITY POLICY
Committed to achieving continuous excellence in providing effective and high-quality services
towards customer satisfaction.

VISION
Peneraju Perkhidmatan Tadbir Urus Tanah Yang Terbaik Dan Cemerlang Menjelang 2025

MISION
Mentadbir Urus Tanah negeri Selangor selaras dengan Dasar-Dasar Kerajaan Melalui
Perkhidmatan yang Cekap dan Inovatif kepada Pelanggan

OBJECTIVE
• Menyediakan Sistem Penyampaian Perkhidmatan Yang Berkesan
• Menjamin Pulangan Yang Berterusan Kepada Kerajaan Negeri dan Rakyat
• Memperkasa Modal Insan Melalui Budaya Pembelajaran Berterusan

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The government organization in charge of managing the land and minerals Selangor is the
Shah Alam Land and Mines Office (Pejabat Tanah dan Galian Shah Alam) in Selangor. They
work on a number of projects, including managing applications for new land, issuing grants,
and registering land titles. This office also deals with land ownership-related matters, such as
resolving disputes and upholding land laws. In addition to encouraging planned development,
the office works to guarantee efficient and sustainable land use and helps developers and the
public with land and mineral issues.

In relation to the management of land and minerals in the region, the Shah Alam Land and
Mines Office performs several crucial duties. Some of their duties include:

1. Land Title Registration: All landowners must have valid grants, and this office oversees the
registration of land titles.

2. Grant Issuance: They are in charge of giving eligible owners land grants.

3. New Land Applications: The office handles new land applications and gives details on the
necessary steps

4. Dispute Resolution: They also assist in settling conflicts about land ownership and
guaranteeing that land laws are upheld.

5. Public Services: This office provides developers and the general public with a range of
services, such as guidance on the use of land and minerals.

6. Sustainable Development: They help to guarantee that the region develops in an orderly
and sustainable manner.

This office works to guarantee efficient land resource management and deliver high-quality
services to the community.

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Purpose of Report

This report has been written to carefully examine the information gathered from interviews as
well as our observations. Evaluating how well the company's green office initiatives promote
sustainability and lessen their impact on the environment is the main objective. By analyzing
these efforts, we hope to identify their advantages and disadvantages, which will aid in
determining how effective they are overall.

The report will contain the evaluation as well as a thorough synopsis of the main procedures
that we saw throughout our investigation. This synopsis will outline the precise steps the
business has taken to carry out its green initiatives, offering insight into what is successful and
what might require improvement. Additionally, we will take into account the answers obtained
from the interviews, which will provide insightful viewpoints from employees about their
experiences and thoughts on green office practices.

The report will provide specific recommendations based on the results of our observations and
interviews. In order to maintain sustainability as a top priority, these suggestions will center on
how the business can improve or expand its green office space. This report's ultimate goal is
to present a thorough summary of our findings, the knowledge gleaned from the interviews,
and practical suggestions for future advancements. This methodical approach guarantees that
the report will be a useful tool for the company's decision-makers.

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Green Office Objectives

A green office initiative has several goals, all of which are to encourage sustainability in the
workplace. Reducing the overall environmental impact of office operations is one of the main
goals. This entails minimizing the production of waste, conserving energy, and using less
water. Businesses can greatly reduce their carbon footprint and help to preserve the
environment by putting practices like recycling programs, energy-efficient lighting, and water-
saving fixtures into place.

Improving employee engagement and awareness of sustainability practices is another

important goal. Employers can motivate staff to embrace eco-friendly practices at work and at
home by cultivating a culture of environmental responsibility. This could entail offering
incentives, educational resources, and training sessions to staff members who actively engage
in green projects. Involving staff members in sustainability initiatives fosters a feeling of
belonging and a common goal within the company in addition to helping the environment.

Last but not least, a green office initiative seeks to enhance workers' general health and well-
being. Employers can increase worker satisfaction and productivity by implementing healthier
work practices that include access to natural light, better air quality, and non-toxic materials.
Employees and the company as a whole stand to gain from a more positive workplace culture
brought about by a commitment to sustainability.

Employee Supervision

One of the most common responsibilities of administrative office managers is probably

supervising subordinates. Planning, organizing, staffing, directing, and controlling are some of
the categories into which the different activities that makeup supervision can be divided. Many
managers say that being a supervisor is one of their favorite jobs. The manager's level of skill
and leadership ability has a big impact on how effective the supervisor is. More leadership
abilities are needed for some supervisory roles than for others.

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 COMPANY OVERVIEW

Organization’s objectives of implementing green office

This office is progressing toward the full implementation of the green office concept through
their specific program known as “EKSA (Ekosistem Kondusif Sektor Awam)” According to the
person we interviewed, this plan was proposed a few years ago; however, it was scheduled
for full implementation next year, 2025, due to certain conditions that need to be addressed.

EKSA (Ekosistem Kondusif Sektor Awam), is a program with the goal of encouraging
environmentally friendly office practices. The idea is a component of a larger initiative to
promote environmental responsibility and motivate businesses to implement more
environmentally friendly procedures.

The EKSA program prioritizes some important areas:

1. Sustainability Practices
EKSA promotes offices to adopt sustainable practices like recycling, waste reduction, and
energy conservation. This includes actions like promoting the use of digital documents,
reducing the amount of paper used, and installing energy-efficient lighting.

2. Eco-Friendly Infrastructure
The initiative encourages the construction of environmentally friendly workplaces. This can
include making sure the workplace is supportive of both environmental health and employee
well-being, incorporating green spaces into the design of the office, and using sustainable
materials

3. Awareness and Training

EKSA emphasizes the importance of raising awareness among employees about sustainable
practices. Training sessions and workshops are often organized to educate staff on how they
can contribute to the green office initiatives.

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Employee Supervision Strategies
In order to effectively implement sustainability practices into day-to-day operations in the
future, employee supervision techniques for establishing a green office will be essential. The
office will implement the following specific strategies:

1. Clear Goal Communication

All staff will receive a clear explanation from supervisors of the green office initiative's goals.
To keep everyone informed and inspired, this will entail setting clear objectives, such as cutting
energy use or raising recycling rates, and providing frequent updates on progress.

2. Education and Training

Training sessions on sustainable practices will be offered by the office. To encourage
employees to participate actively in the initiative, supervisors will host workshops to teach
them eco-friendly practices, energy conservation, and waste reduction.

3. Setting Expectations and Responsibilities

Employees will be better able to comprehend their contributions if roles and responsibilities
regarding to the green office initiative are clearly defined. Supervisors will establish guidelines
for team and individual involvement in sustainability initiatives.

4. Feedback and Monitoring

To evaluate the adoption of green practices and pinpoint areas for development, the office will
conduct routine monitoring. Giving employees constructive criticism will promote
accountability and help them understand how to improve their work.

5. Rewards and Recognition

Putting incentive programs into place will encourage staff members to adopt sustainable
practices. A sustainable culture will be promoted within the company by praising individuals or
groups that exhibit extraordinary dedication to the green office initiative.

6. Establishing a Supportive Environment

By providing essential resources, like recycling bins and energy-efficient equipment,
supervisors will establish an environment that encourages sustainable practices and facilitates
employees' adoption of environmentally friendly behaviors.

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Supervisors will successfully lead their teams in embracing sustainable practices by putting
these strategies into practice, which will ultimately help the green office initiative succeed in
the future.

Green Committee Organization Chart

The land office does not have a specific green committee organization chart. However, there
are several staff members responsible for managing green office practices, although their
names were not provided. Attached below is the general organization chart of the land office.

Person-In-Charge for Green Practices

The individual responsible for green practices is Miss Nur Amira Idayu binti Amiruddin, the
person we interviewed.

Miss Nur Amira

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 GREEN OFFICE PRACTICES

According to the individual we interviewed, several green office practices and initiatives have
been gradually implemented since the beginning of this year.

Among these efforts is the dissemination of information via posters that describe goals related
to various practices and are sent to the emails of every employee. Employees are encouraged,
for example, to go paperless, save water and electricity, and spend five minutes tidying their
workstations before and after their shifts. The purpose of the informational emails is to make
staff members aware of their respective roles in preserving a sustainable workplace. The
posters reinforce the value of neatness and resource conservation in the workplace by acting
as ongoing reminders of the procedures that must be followed. By regularly updating
employees on the objectives and practices, supervisors can create awareness and encourage
participation in sustainability efforts. This method not only informs employees but also holds
them accountable for their actions, as they are reminded of their responsibilities. The
appropriate authorities have also carried out inspections in order to collect data, which is then
reported to the State Secretary's Office (SUK).

1. Paperless
The emphasis on a paperless approach and resource conservation can also be linked to
employee supervision. Supervisors can implement tracking systems to monitor paper usage
and energy consumption, providing feedback to employees on their progress. This data-driven
approach allows supervisors to identify areas for improvement and address any non-
compliance effectively.

2. Save water and electricity

With the goal to promote a culture that places a high value on sustainability, supervisors are
essential. Supervisors affect employees' attitudes and behaviors regarding water and
electricity conservation by setting an example and communicating the value of these practices
on a regular basis. Providing clear guidelines on how to reduce consumption such as turning
off lights when not in use or fixing leaks can empower employees to take action.

3. 5 minutes practice
The practice of tidying workstations for five minutes before and after shifts can be integrated
into performance management strategies. Supervisors can monitor adherence to this practice
during regular check-ins or through informal observations. Recognizing and rewarding

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employees who consistently follow this practice can reinforce positive behavior and encourage
others to participate.

4. Inspections
The inspections conducted by the relevant authorities serve as an external supervisory
strategy that ensures the organization meets health and safety standards. Supervisors can
use the findings from these inspections to inform employees about areas that require attention
and improvement. This not only enhances accountability but also fosters a culture of
continuous improvement. It reflects a supervisory strategy focused on employee well-being.
By actively monitoring the work environment and responding to employee feedback,
supervisors demonstrate their commitment to creating a safe and healthy workplace. This
proactive approach can enhance employee morale and engagement, as employees feel
valued and cared for. The replacement of the carpets is one important issue that has been
addressed because it was discovered that the dust accumulation from the old carpets was
negatively affecting the health of the employees. The inspections conducted by the authorities
play a crucial role in assessing the effectiveness of these initiatives. They make sure that the
practices being used comply with health and safety regulations by gathering data. In response
to employee health concerns, the company decided to replace the carpets, demonstrating its
dedication to creating a healthier workplace. In addition to addressing urgent health concerns,
this proactive approach fosters a sustainable workplace culture.

In conclusion, incorporating employee supervision techniques with green office practices

entails monitoring, performance management, effective communication, and responsiveness
to employee needs.

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 EMPLOYEE INVOLVEMENT, SUPERVISION, ENGAGEMENT

Effective supervision, consistent engagement, and staff involvement are critical to the Green
Office Program's success. Despite the implementation of several programs, such as the
Electricity-Saving Programme, to encourage energy-saving and sustainable practices, these
initiatives have encountered obstacles that hinders them from reaching their full
potential. Neither management nor staff have shown the necessary level of commitment or
passion for these efforts.

OBSERVATIONS

1. Lack of Active Participation

Despite the office's commitment to promoting awareness through posters and various
campaigns, the efforts have not resulted in employees taking concrete action. To illustrate, the
employees frequently forget to turn off lights, computers, and electrical outlets after using
them. Workers seem to place more importance on their core responsibilities than incorporating
sustainable practices into their daily routines.

2. Supervision Deficits

They have established a system that designates a certain person to patrol the office and keep
an eye out for instances of power waste being put in place. This function is critical in detecting
problems such as wasteful energy use. But this task has been carried out inconsistently. The
efficiency of the effort is reportedly undermined by the fact that the person in charge frequently
does their patrols in a superficial manner. Nevertheless, this function has not been performed
well, and the initiative's goal has been undermined by a lack of thoroughness.

3. Leadership and Influence from Higher Management

The Green Office Programs’ apparent lack of commitment from upper management is a major
factor in its limited effectiveness. The initiative is less likely to be seen as a priority by staff if
there is no clear leadership and no active involvement from the top management.
Sustainability activities are deprioritized in this environment due to the management's lack of
consistency with green initiatives.

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4. Cultural and Attitudinal Barriers

The existing workplace culture lacks the presence of a feeling of shared accountability for
sustainability. Despite the great efforts of individuals, there is no unified plan or shared
responsibility to guarantee that energy-saving and sustainability measures are continuously
implemented.

Based on these observations, the managers and the supervisors didn't have strong and
assertive leadership skills because they failed to manage and bring all the employees to
contribute properly for the Green Office program.

LEADERSHIP STYLES APPLIED IN THE COMPANY

Laissez-faire Approach

Based on my view, the leadership style used by the company is the laissez-faire approach
based on minimal supervision done by the supervisors. Eventhough the management has
assigned tasks, it didn’t come into fruition as they didn’t provide clear instructions and
guidance to ensure consistent progress. The lack of surveillance has resulted in ineffective
accomplishment as the person assigned for each task didn’t perform the tasks in a desirable
manner.

The lack of support and active involvement from upper management shows to the employees
that the Green Office Program is not a priority. As a result of the lack of leadership influence,
most employees show no interest towards the program.

Although duties such as keeping an eye and doing patrols in the office on energy-saving
procedures have been delegated, there is no procedure available to hold employees
responsible for their work. This has decreased the program's overall efficiency and fostered a
passive mentality.

To conclude, the superiors did not have what it takes to be an effective leader as they failed
to get others to cooperate on the Green Office Program.

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 CHALLENGES AND SOLUTIONS
These challenges often stem from multiple factors, including individuals, the environment, or
even government regulations. Identifying these challenges is a crucial first step, enabling
employers or organizations to devise effective solutions to stay on track toward meeting the
green office goals outlined in EKSA.

One big challenge faced by PTGS is budget limitations. As a sub-unit of the Selangor
Government's main organization, PTGS operates within a fixed budget allocated to each
department. Transitioning to a green office often requires changes, such as replacing outdated
or inefficient equipment to meet the necessary standards. To address this, managers must
carefully monitor and optimize budget usage within the organization. Additionally, the
department could consider establishing its own emergency savings fund to support essential
expenditures related to achieving green office objectives.

The second challenge faced by PTGS is poor file management. An excessive number of
physical documents in one space can create a cluttered and disorganized environment. This
issue arises due to the lengthy procedures required for disposing of documents at the archive
center. For example, certain types of documents must reach their expiration dates before they
can be sent to the archive center. Meanwhile, the continuous daily printing of documents
exacerbates the problem. To address this issue, employers should allocate a dedicated space
or room specifically for file management, rather than relying on a few racks placed near
employees’ workstations. Additionally, employees should be encouraged to adopt digital
practices, such as scanning documents and saving them to cloud storage, to reduce the
reliance on physical copies and save space.

The third challenge PTGS encounters is inconsistent discipline among coworkers. For
instance, some employees may struggle with remembering routine tasks, such as switching
off electrical plugs before leaving the office. While they might consistently follow these
practices for a week, after a holiday or break, they may forget in their haste to leave. To
mitigate this issue, the administration department should regularly remind employees of green
office practices. Weekly memos posted in office communication groups, with messages like
"Save Energy," "Save Water," and "Let’s Build a Green Office," can serve as effective
reminders to reinforce sustainable habits.

The fourth challenges that PTGS faced is distracted due to main job. Administrative
managers state that because they have real jobs, most employees are unable to properly
manage files. When they get orders to pack up and collect all the files that are no longer in

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use for disposal purposes, they just do it for a moment and continue their work. If nothing is
done, this will continue. Their workspace will swell with their growing number of files every
day. So, to deal with this problem, the superiors need to do an audit several times a year.
Perhaps to some extent it can put pressure on employees to pack and manage their own
files. It should also require awareness from the employees themselves. So that the file will
remain organize.

The fifth challenges that PTGS faced is sharing building with another organization. Since
the PTGS section is under Pejabat Setiausaha Kerajaan (SUK), they share certain facilities,
including the meeting room, with other government departments. The fact that they must
reserve the conference room in advance makes things a little more difficult. They stated that
they only have two meeting rooms in the company and have to share them with other
departments. If the meeting room on their floor is full of reservations, they have to move to
another department's meeting room which is quite far from their department. As a solution,
they can voice to their superiors about the limited meeting room that needs to be shared with
other departments. The superiors will probably take their complaint and provide a
conference place to help the employees. Another way, they can build their own department
outside the SUK building. It may involve large costs, but with their own building, they no
longer need to share facilities with other parties and can renovate their offices easily and
quickly.

The final issue PTGS encountered was a shortage of employees. Due to a shortage of
employees, they were forced to perform double duty. In addition, a lack of employees may
result in more work and less productivity, which could cause delays and worse service
quality. Customer satisfaction may suffer as a result, and customer attrition may increase.
The human resources department can provide opportunities and hire recent graduates to fill
open positions as a solution. They could be able to offer fresh perspectives to the company
and lessen the workload for workers who must do two jobs.

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 EVALUATION AND IMPACT/FUTURE SUSTAINABILITY PLANS

EVALUATION AND IMPACT

Despite their many flaws, there are some accomplishments achieved by the company in the
Green Office Program. Those successes are measured and evaluated based on various
criteria, including in creating initial awareness among the employees.

1. Increased Awareness Among Employees

Campaigns, emails, and posters are among the essential tools in educating and raising the
awareness of the employees on green practices. They are encouraged to adopt practices
such as conserving energy, reducing waste, and keeping their workstations tidy and
neatly. However, there has been much change in behaviour and progress as a result of
minimal leadership involvement. Employee feedback recommends that more hands-on
management and well-designed initiatives are required to promote involvement among
employees.

2. Minimization of the Effect on the Environment

The company’s offices are adapting energy-saving measures such as reducing on power
usage, and utilizing the Internet Cloud technology as a method to become a paperless
environment. Employees are reminded to switch off idle devices and to use less paper by
using the posters as I mentioned before which helps reduce carbon emissions. However, the
success of these initiatives has been limited by the absence of regular monitoring and
accountability.

3. Comments on Supervision Strategies

Employee commitment to green practices and suggestions are used for evaluating the
monitoring system. Even though there are assigned duties like patrolling for energy waste, the
effectiveness of these monitoring measures has been decreased due to a lack of
accountability, emphasising the need for better monitoring. Although the program has
increased awareness overall, its limited leadership engagement and limited supervision
processes make it difficult to achieve consistent and significant results.

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FUTURE SUSTAINABILITY PLANS
To guarantee long-term success and sustainability, PTGS has listed a number of upcoming
plans for enhancing its green office initiatives:

1. Applying Sustainability Into the Company Policies

The company's regular operating procedures will include green practices. This includes
guidelines on utilising eco-friendly office supplies, standards for reducing on paper use, and
necessary energy-saving measures.

2. Improving Employee Engagement

PTGS is considering organising training sessions to educate their employees on the value of
sustainability and the practical applications. To encourage participation and enthusiasm from
all employees, rewards like appreciation and awards for outstanding contributions to green
practices will be implemented.

3. Improving Leadership and Accountability

In order to set an example for staff, management will be playing a greater role in promoting
green practices. Management shall establish specific goals, track results, and be in charge of
encouraging employees to adopt sustainable practices. Those initiatives will be supervised by
an appropriate team or task force to guarantee proper execution and responsibility. By putting
such strategies into practice, PTGS can make a transition to a proactive and lasting approach
to sustainability, guaranteeing that its Green Office Program produces clear benefits for the
environment and the company.

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 CONCLUSION AND RECOMMENDATIONS

The EKSA program is one of the green office projects that the Selangor State Land and Mines
Office (PTGS) has implemented to promote sustainability. These efforts, which include
reducing paper consumption, conserving energy, and implementing ideas for employee
participation, have effectively raised the importance of sustainability. Important issues like
financial limitations, ineffective file administration, and erratic staff discipline draw attention to
areas that need urgent care. The program’s performance has been further hindered by the
lack of strong accountability measures and active leadership involvement.

PTGS's experience shows that meeting green office regulations is not without its difficulties.
Notable obstacles that impede growth include financial limitations, ineffective file
administration, and inconsistent staff discipline. To overcome these obstacles, which are
caused by organizational, procedural, and personal issues, careful solutions are needed.

PTGS can successfully handle financial constraints by putting improved budget management
procedures into place and setting up emergency savings. Clutter and inefficiency problems
can be addressed with the creation of specific file management areas and the use of digital
solutions like cloud storage. Employee discipline and dedication to green practices will also
be strengthened by keeping lines of communication open and constant through memos and
reminders.

By incorporating sustainability into its core operations, PTGS is taking important actions to
guarantee the long-term viability of its green office programs. The organization hopes to create
a uniform framework for environmental stewardship by integrating eco-friendly activities, such
cutting back on paper use and saving energy, into corporate policies.

By improving employee involvement through training programs and incentive schemes, PTGS
is demonstrating its dedication to developing a sustainable culture. In addition to raising
awareness, these actions will encourage staff members to actively engage in green activities.
A deliberate approach to integrating sustainability at all levels is also demonstrated by the
organization's emphasis on responsibility and leadership. By establishing precise objectives,
monitoring advancement, and efficiently overseeing projects, PTGS hopes to set an example
and motivate group efforts.

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If we could make one recommendation to PTGS, it would be to install an automated light that
would turn on when it senses human movement and turn off when it doesn't. Apart from being
able to save electricity, it also can make it easier for workers to leave the workplace without
having to check to see if the lights have been switched off or not. The reason for this is
according to the people we spoke with, employees always go around the workplace to check
and switch out all the lights before they leave. Thus, it's a little difficult for them. They had to
spend a few minutes checking it. Furthermore, automated lighting systems can be a useful
tool for cost and energy savings by reducing the amount of time lights are on and optimising
their energy use. The system can be configured, for instance, to switch off all lights at a specific
time of day or just the lights in vacant rooms. To save energy while maintaining adequate
illumination, the system can also change the colour temperature or dim the lights. This can
help cut down on wasteful energy use and electricity costs.

In future, PTGS has to concentrate on developing a culture of shared responsibility for

sustainability, clear monitoring methods, and increased leadership engagement. By
incorporating green practices into company guidelines and boosting staff engagement with
incentives and training.

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 REFERENCES

Perry, M. (2024, August 22). 30 Ways to Make your Workplace Culture More Eco-Friendly.
Cooleaf. https://www.cooleaf.com/blog/green-workplace

20 Sustainable Business Practices for a Greener Office | GBB°. (n.d.).

https://www.greenbusinessbenchmark.com/archive/20-sustainable-business-practices-
workplace

Staff, B. (2024, December 19). 30 Ways to Make your Office More Eco-Friendly. Bevi.
https://bevi.co/blog/30-ways-make-office-eco-friendly/

Recycle coach. (2024, November 29). https://www.recyclecoach.com/blog/15-innovative-

ways-to-embrace-sustainability-in-the-office

Team, S. (2024, February 2). Green office: 9 sustainable ideas - Roll'eat USA. Roll’eat USA.
https://rolleatusa.com/9-green-office-sustainable-ideas/

Green Office Checklist. (n.d.). Portland.gov.

https://www.portland.gov/sustainabilityatwork/green-business-guides/office

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 APPENDIX

Figure 1: Group photo with interviewee

Figure 2: Interviewee showed EKSA folder Figure 3: Bunting of EKSA Program launching

Figure 4: Office Cubicle Figure 5: Office lighting condition

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