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• Dr Heather Smith

The purpose of this module is to equip you with critical research, analytical and academic skills required for postgraduate study in sustainability. It will support you in navigating interdisciplinary knowledge, evaluating evidence and applying research methods to real-world sustainability challenges. You will require a thorough understanding of the background literature, as well as qualitative and quantitative research and analytical techniques.  The module places emphasis on applied learning, enabling you to connect theory with practice, develop reflective skills and research capabilities, including project scoping and planning, research design and analytical skills, alongside competencies related to risk management and resource allocation.  A key part of this module is the consideration of ethics, professional conduct and the role of a researcher within the wider industry/organisational context

Academic skills & practice


• Literature reviews: sourcing, evaluating and synthesising literature,
• Academic writing and argument development,
• Referencing system and avoiding plagiarism,

Research design & methods:


• Research design: qualitative, quantitative and mixed methods,
• Data collection techniques (e.g. surveys, interviews, case studies),
• Data analysis and interpretation,

Project management:


• Project scoping and definition,
• Project planning,
• Project risk assessment and mitigation,
• Resource planning and allocation,

Ethics and the role of the researcher


• Ethics in sustainability research and professional practice.

On successful completion of this module you will be able to: 

• Undertake a literature review by critically evaluating academic and non-academic sources relevant to sustainability challenges and identify key gaps in knowledge for a particular research topic.
• Evaluate and apply appropriate qualitative and/or quantitative research methods to sustainability-focused problems.
• Design and scope a research project, including identification of research methods, resources required and risk management approaches.
• Evaluate ethical dilemmas and the role of the researcher within the context of their chosen industry or organisation.
• Produce reflective logs to track and reflect on personal learning and development in relation to sustainability practice, academic and professional skills.

• Dr Hendrik Reefke

This module introduces the main concepts and principles that underpin logistics and supply chain management, particularly in the context of sustainability, resource efficiency and managing increasingly complex global supply chains. Organisations face growing pressure to reduce environmental impacts, improve resilience and create long-term value through more responsible management of products, materials and operations.

The module presents the fundamental principles of contemporary logistics and supply chain management within a business context, exploring how effective supply chain strategy can contribute to sustainable competitive advantage.

Overarching aspects of supply chain sustainability are examined, alongside the principles of circular economy and how these can be applied across value chains. Particular attention is given to the opportunities and challenges associated with transitioning from traditional linear models towards more circular systems based on reuse, repair, recovery and improved resource productivity.

The module also explores how innovation can support this transition, including new business models, technologies and organisational approaches. Through the simulation and applied activities, students will evaluate the trade-offs and decisions involved in redesigning supply chains for improved sustainability and business performance.

The central aim of this module is to develop an introductory understanding of:

• Supply chains and competitive advantage including the principles of logistics and supply chain management and the potential impact on a focal firm’s competitive position and its organisational vision and performance.
• Different types of supplier relationships from arm’s length transactional to Joint Ventures, explores the nature of collaboration between supply chain members and supplier networks.
• The principles of sustainable supply chain management, including key global trends, stakeholder expectations and strategies for improving environmental, social and economic performance.
• Fundamental principles of circular economy and their application to supply chains, including reuse, repair, remanufacture, recovery and improved resource productivity.
• How organisations can manage the transition from linear to more circular business models through participation in the supply chain simulation.
• The use of key metrics and performance indicators commonly applied to assess circularity, sustainability and operational performance.

On successful completion of this module you will be able to: 

1. 1 Critically analyse the principles of logistics and supply chain management, and evaluate their contribution to organisational performance and sustainable competitive advantage.
2. 2 Evaluate approaches to circular innovation, supply chain integration, collaboration and relationship management, and assess their implications for operational, financial and sustainability outcomes.
3. 3 Critically assess the principles of sustainable and circular supply chains, including the challenges and opportunities associated with transitioning from linear to circular models.
4. 4 Apply relevant concepts, tools and evidence to evaluate strategic options for circular innovation, improving supply chain sustainability, resilience and resource efficiency across different sectors.
5. 5 Develop and justify a practical business strategy or proposal that supports the implementation of circular innovation and improved supply chain performance.

• Dr Gill Drew

The ISO 14000 family of standards provides valuable guidance in developing indicators for monitoring and auditing environmental performance. Environmental and social life cycle analysis are important tools for evaluating quantitatively the sustainability of complex projects, services and products.  The tools and concepts taught in this module will enable students to assess the sustainability of a case study from an environmental and social standpoint in order to support voluntary and regulatory requirements.  Analysis of relevant case studies is used to demonstrate the assessment process, including selection of appropriate indicators, data collection and impact assessment methods. The module also provides practical insights into the development and management of audit and monitoring programmes.

• Introduction to the International Standards including the ISO 14000 family,
• Indicator selection and analysis,
• Methods to analyse sustainability performance data and develop the appropriate business response,
• Environmental life cycle analysis,
• Social life cycle analysis,
• How to design and implement auditing and monitoring schedules aligned with the ISO 14000 standards.

1. 1 Design and implement a strategy to assess the environmental sustainability of a project, process or technology.
2. 2 Critically evaluate different environmental and social appraisal metrics.
3. 3 Formulate an audit programme, including objectives and performance monitoring processes, based on sustainability performance data, legislation and codes of practice.
4. 4 Assess the effectiveness of audit programmes and sustainability assessments to identify approaches to improve environmental performance.

• Professor Richard Kwiatkowski

Success in management, particularly at senior levels in organisations, depends on understanding organisations, the people in them and the relationship between the internal and external environments within which they exist; and in ensuring that they work effectively. In the context of sustainability, this is even more critical since the multiplicity of actors and stakeholders involved is especially acute, and the potential long-term benefits on society and the planet of effective leadership are so significant.

Organisations are run by and for people, and the success or failure of an organisation depends on the people in that organisation. This module aims to enhance the awareness of self and others in organisations, and in the other organisations then interact with, using a variety of models and modes, such that that baseline awareness allows action, and therefore leading for sustainability can be consciously and deliberately be enhanced.

It is rarely an absence of planning that causes organisational difficulties; it is often the failure of management in understanding and managing complex personal, interpersonal and organisational systems that can lead to significant problems.

Similarly, an acute and critical understanding of these dynamics can lead to profound and enduring success and benefit for the individual, the team, the organisation and wider society.

In this module you will be introduced to various aspects of people and organisations. This module combines models, theories and ideas from organisational behaviour, psychology, management and sociology, in order to provide students with a practical understanding in recognising, understanding and utilising what has been termed the "human factor" in organisations; including ways of conceptualising organisations and how people behave within them. We shall consider the impact of the external environment; and begin to address notions of organisational change and the various ways in which leading can take place.

This module will focus on application and will allow students to reflect on and apply theories and techniques in their own real-world context as sustainability professionals, utilising a structured portfolio approach in order to enhance their own Leadership behaviours.

Optional on line materials to support learning will be made available.

It may also be that students will wish to undertake a work-based project or thesis in this area; several of the faculty involved will be pleased to discuss this with you

• Personal Leadership understanding and awareness in the organisation (covering topics such as learning, personality, psychological capital and emotional intelligence).
• Groups and teams in the organisation (including team dynamics and synergy).
• Management and Leadership processes (including ethical leadership, leadership and change, organisational politics).
• Leadership; considering styles and competencies required to lead effectively in the sustainability context (including influence).

• Differentiate ways of conceptualising people in organisations (for example using ethics, politics, management, and change frameworks.
• Assess and evaluate the importance of relationships at work (for example group dynamics, effective teams and leadership).
• Critically engage with relevant models, theories and ideas in order to enhance personal capability linked to their personal and professional development agenda.
• Appraise realistically how they may have increased their personal influence and their capability to lead for sustainability, and project that plan into the future.

• Professor Paul Burgess

Human population growth and increased resource use per capita requires improved management of our global ecosystem. Approaches such as the 'Sustainable Development Goals', 'Natural Capital', 'Ecosystem Services', and 'Planetary Boundaries' provide frameworks for businesses and wider society to resolve the synergies and trade-offs between major economic, environmental and social challenges.  The 'Circular Economy' approach refers to the development of restorative industrial systems that are grounded on the lessons of non-linear, feedback-rich ecosystems.  The third approach is to explore the nexus between renewable energy, food, and other ecosystem services using per capita energy and food consumption. This module introduces and critiques the above frameworks and examines their application to resolve real-world problems and create commercial opportunities.  

The knowledge, skills and behaviours you will gain during this programme are as follows:

• Definitions of sustainability; the Sustainable Development Goals, moving from an “Empty World” to a “Full World”.
• Natural capital, ecosystem processes and succession; the role of energy; feedback systems; biodiversity and system restoration.
• Using an ecosystem services and “doughnut economics” approach: quantifying trade-offs and synergies; improving water management, reducing greenhouse gases emissions, enhancing stability, resistance and resilience, and issues of equity.
• Introduction to the circular economy: opportunities for businesses.
• How design, manufacturing practice and management can contribute to a circular economy.
• Case study: trade-offs, synergies, and opportunities to enhance well-being and ecosystem service provision in terms of energy, food, feed and wood for a case study area.

On successful completion of this module you will be able to: 

• Evaluate how natural capital and ecosystem service approaches can guide businesses and society to make decisions regarding the use of ecological resources, with a focus on biodiversity, greenhouse gases, and water use.
• Explain how we can enhance the stability, resistance and resilience of human and natural systems.
• Explain how the 'circular economy' provides commercial opportunities.
• Use a per-capita approach to explore the synergies between food, feed, wood, and renewable energy production to guide decision making and identify opportunities in the context of a case-study.

• Dr Theresa Mercer

Effective environmental decision-making requires the integration of robust risk assessment, sound policy and governance and clear communication with diverse stakeholders.

This module aims to provide an integrated understanding of environmental risk governance and policy frameworks, the social and psychological dimensions of risk perception and effective risk communication. It equips you with the analytical and practical skills needed to evaluate complex environmental risks, understand how they are governed and managed and develop appropriate communication strategies for policy, organisational and societal contexts.

• Attitudes towards risk based on psychological, cultural and other dimensions.
• The role of various societal groups (e.g. the media, NGOs) in risk issues.
• Environmental risk analysis, communication, and management.
• Risk governance.
• Delivering organisational change, including implementation challenges and opportunities.
• Evidence-based decision-making.
• Communicating risk messages to individuals, groups, and society at large and errors in communication.

• Evaluate how environmental risks are governed and managed, including the roles of institutions, stakeholders and decision-making processes.
• Analyse the social, psychological and cultural factors that influence perceptions of environmental risk and assess how these factors affect responses to risk management, communication and policy interventions.
• Design and justify effective risk communication strategies tailored to different audiences, contexts and stakeholder groups, drawing on theory, evidence and good practice.
• Critique existing risk assessment, governance and communication approaches and propose improvements that enhance transparency, legitimacy and effectiveness in environmental decision-making.

• Dr Orsolya Ihasz

The aim of this module is to familiarise you with the concepts of social enterprise and intrapreneurism, and enable you to compare and contrast these phenomena with “non-traditional” entrepreneurship.  Both business models overlap extensively with what is regarded as traditional entrepreneurship, but have distinctively different features: while being profit-or surplus-making, their aims typically embrace social outcomes and purposes, and their distribution or sharing of value created is frequently closely linked to these declared values.

You will be introduced to the history and evolution of non-mainstream modes of entrepreneurship and will develop their understanding of how social entrepreneurs/social intrapreneurs and intrapreneurs create and operate enterprises/intrapreneurial activities in different environments.  You will see how such enterprises fit within the spectrum of profit and not for profit entities, and how these are regarded by policy-makers and other stakeholders. 

You will emerge with a clearer idea of whether you would like to make a career in this business environment or, indeed, aspire to found your own social enterprise or pursue a corporate intrapreneurial initiative.

• What social enterprise is: the history and evolution of social enterprise/entrepreneurship
• How social entrepreneurs compare with “mainstream” entrepreneurs
• Legal, commercial and financial structures of social enterprises
• Enabling environment for social intrapreneurism
• Compare and contrast: social vs non-social intrapreneurism
• Measuring the impact of social enterprise and intrapraneurism of all types
• Social enterprise and social intrapreneurism: how they are viewed by policy-makers and other key stakeholders
• Social enterprise, sustainable business and sustainable value creation.

On successful completion of this module you should be able to: 

1. Describe, analyse and categorise the drivers and motives of social entrepreneurs/social intrapreneurs and intrapeneurs.
2. Differentiate and delineate the salient features which distinguish these modes of entrepreneurial behaviour from other 鈥渕ainstream鈥� forms.
3. Define the factors, both environmental and intrinsic, which promote or hinder the development of both a free-standing social enterprise and social intrapreneurism within the corporation.
4. Apply the measures of impact used to define the effectiveness of social enterprises.
5. Explain and appraise the agenda of policy-makers regarding the role, purpose and economic value of social entrepreneurship.

• Dr Kenisha Garnett

Strategic foresight research refers to a range of methods that can be used to identify, analyse and communicate insights about the future. Standard methods include horizon scanning, trend research, and scenario planning. Outputs include emerging issues, trends, visions, scenarios, and wild cards. The methods employed and insights produced are used by both private and public sector organisations to inform a wide range of policy, risk, strategy and innovation processes. Foresight research is a truly inter-disciplinary ‘science’, covering and combining developments in society, technology, economy, ecology, politics, legislation and values.

Crucially, foresight research is as much about analysing the past and present, as it is about looking to the future. Once we understand how a system has developed and works today, we can explore how it may evolve and what it may look like in the future. Strategic foresight techniques consider a wide range of possible, plausible futures so that planning can be put in place to adapt to and mitigate against various conditions. It is designed to add resilience, adaptability and flexibility to organisations in an increasingly complex and fast changing world.

This module will explore how:

• Horizon scanning can act as a method of gathering new insights that may point us towards affirming or discrediting existing trends and developments, as well as identifying new and emerging trends and developments that are on the margins of our current thinking, but will impact on the future.
• Other foresight methodologies (e.g. scenario planning, visioning, back-casting) can be used to help us to use the trends identified from horizon scanning to identify how the future might develop

In this module, you will adopt a bespoke three-step foresight process to interpret change in the external organisational environment and use the insights generated to anticipate plausible futures and stress-test strategies that support building organisational resilience.

The foresight process will support you in building:

Robust organisational intelligence through systematic horizon scanning and insight generation

Resilience through comprehensive exploration and interpretation of the future to maintain flexibility (ability to adapt) against impending risks and to cease opportunities

Step 1: Build organisational intelligence

A 360o horizon scan of the external environment, both operational (e.g. market and consumer trends, competition) and contextual (e.g. regulatory constraints and opportunities, technological and social change), to systemically analyse those trends and patterns within the industry/sector and beyond that point to persistent trends, discontinuities or sharp disruptions that may challenge the future direction and ambition of your organisation.

Step 2: Develop a set of alternative plausible future scenarios

Build a set of plausible scenarios that explore alternative development pathways for your organisation in the future. The scenarios will reflect both positive and negative factors influencing the development of the organisation over the short to long-term, considering the contrasting role that various external driver of change (e.g. socio-demographic, technological, economic and policy change) will play. The scenarios should also consider discontinuities or sharp disruptive events (e.g. fuel crisis, political conflict or war) that may challenge the organisation’s continuity and its resilience, requiring an analysis of risks, opportunities and trade-offs over the long-term.

Step 3: Create a vision and strategic roadmap for achieving a desirable future (scenario)

Develop a vision and strategic roadmap for achieving the utopian scenario (i.e. most desirable future), defining the pathway and options for achieving the ambitions of your organisation. Apply the scenarios to stress-test the organisation’s future vision / strategy against potential disruption and to better prepare for other impending risks (e.g. financial and regulatory constraints) but also ceasing the opportunities that may arise.

• Assess why organisations engage in strategic foresight research and what strategic foresight aims to achieve - and what it cannot do
• Evaluate the utility and application of different strategic foresight research methodologies
• Examine the role of strategic foresight research evidence in a broad organisational and environmental contexts
• Identify and apply the tools of strategic foresight research in a broad organisational and environmental context; and
• Apply strategic foresight research methods to support a convincing case for action within the organisation and use foresight research evidence to effectively plan for the long-term resilience of the organisation

• Professor Miying Yang

Organisations face increasing pressure to address climate change, resource constraints, and social inequalities while remaining competitive. This module equips you with the knowledge and skills to create sustainable value through innovation, strategy and leadership.

The module develops your ability to design sustainable business models, identify opportunities for sustainable value creation, and build strong business cases for sustainability initiatives. It enables managers to address environmental and social challenges while delivering economic value. The module also engages with real-world challenges and leading sustainability practices, supporting you in applying concepts in practical contexts. Overall, the module prepares leaders to drive responsible, resilient, and commercially viable organisations in a rapidly changing global environment

• Online pre-work,
• Assessment of the current state of sustainability in students’ own organisation,
• Videos introducing key concepts and theories,
• Sustainability challenges and opportunities, and businesses’ role in addressing them,
• Stakeholder mapping and materiality analysis,
• Sustainable business model innovation,
• Digital innovation for sustainability,
• Sustainable value analysis tool,
• Strategic planning,
• Sustainability in practice,
• Collaboration and partnerships,
• Cost-benefit analysis,
• The future of sustainability.

On successful completion of this module you will be able to: 

• Critically evaluate global social, environmental and economic challenges, and interpret their implications for business risks and opportunities,
• Analyse and assess organisational responses to sustainability challenges, including capabilities required for effective implementation.
• Develop strategies for stakeholder engagement and collaboration to prioritise sustainability issues relevant to both the organisation and stakeholders.
• Identify and evaluate opportunities for sustainable value creation, apply economic appraisal techniques, and develop robust business cases.
• Formulate actionable recommendations for improvements, including actions plans, and critically assess barriers to change and approaches to overcoming these.