Sustainable products need to be manufactured using environmentally and socially responsible practices throughout the supply chain. This module examines how this can be done within a manufacturing operation, and how that extends to a company's upstream supply chain. The module then examines how companies are increasingly marketing their products as "green", and therefore we examine what constitutes truly eco- and socio-friendly products from marketing defined as greenwashing. Moreover, "greenhushing" is a relatively new term that is used to create a more sustainable product, but may not be marketed that way for fear of being criticized as "not green enough". Marketing with the use of 3rd party certifications is a more objective approach. You'll learn more about this and other types of sustainable certification processes.

In this module, we transition to sustainable finance and accounting principles, including the concept of the Triple Bottom Line (TBL). We then discuss the role of environmental services as a means of introducing the concept of negative externalities and the financial risks associated with them. That leads to a discussion of natural capital and triple-bottom-line accounting. The case study of Puma and the Environmental P&L is used to show how environmental costs can be calculated, with students left to assess Novo Nordisk's Environmental P&L as an exercise. Other emerging accounting protocols are discussed, including methodologies proposed by the Sustainable Accounting Standards Board (SASB). Finally, we examine financial measures to mitigate carbon emissions, including carbon markets, carbon taxes, and cap-and-trade mechanisms.

More companies are embracing sustainability as integral to their corporate strategy, and are communicating their results through annual sustainability reports. This module discusses the motivation behind sustainability reporting, embodied in a company's commitment to ESG: Environmental, Social, and Governance. This module begins with ESG, what it is, and why it is important. We then explore sustainability reports and learn how to interpret what's in them. Next, we discuss the methodologies most companies use today to generate those reports, such as the Global Reporting Initiative and the new European Corporate Sustainability Reporting Directive. Finally, the module covers the impact of investors on adopting more sustainable business practices not so much to better humanity and the planet, but as a means to reduce financial risk. Finally, we return to the topic of ESG and how its metrics are driving investor and consumer behavior alike.

We are often overwhelmed at the changes necessary to become more sustainable - in our own lives and in the companies we work for. This final module of the course (and specialization) discusses Sustainability Leadership Skills. We begin by exploring Social Entrepreneurship as one way to become a sustainability leader, highlighting several companies that were launched with sustainability as a foundation. We then transition to the relatively new role of Chief Sustainability Officer, or CSO, and what this C-suite position is all about. Although, becoming a sustainability leader can happen in any position within an organization, so we discuss ways to become an agent of change, focusing on how to effectively communicate about sustainability with upper management. Of course, being a sustainability leader where we work is only part of the goal of living more sustainably. With that in mind, we discuss ways to incorporate sustainability in daily life, from what we eat to what we wear to what we buy. That gives us the confidence to participate in making our communities more sustainable. This module is about empowerment, enabling individuals like you to take responsibility for the actions necessary to create the sustainable future we all want.