Executive Education Master

Executive Master in Sustainable Leadership

    Leading Sustainable Change

    The Executive Master in Sustainable Leadership empowers you to lead your organization’s sustainability initiatives. It equips you with the leadership skills, confidence, and mindset to navigate sustainability challenges, while providing the tools to design, implement, and guide others in executing effective solutions from day one in your organization.

    Key outcomes of the programme include:

    • Developing the mindset and motivation to drive change
    • Analyzing complex sustainability challenges and their interconnections
    • Leading the design of impactful sustainability solutions
    • Leading the execution and implementation of sustainability strategies
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    Why take an Executive Master in Sustainable Leadership?

    The Executive Master in Sustainable Leadership is a transformative journey, both personally and professionally. Unlike a diploma, a Master’s offers in-depth academic rigor, strategic insights, and the advanced leadership skills needed to drive real, long-term change.

    By enrolling, you are investing not only in your ability, and your company’s capacity, to deliver impactful sustainability solutions, but also in your own development as a leader who can inspire others and navigate complex challenges. This programme’s main learning goals include:

    You will achieve this within a highly valuable knowledge-sharing network, connecting with classmates, faculty, industry partners, and the DTU Executive Education alumni association. This collaborative environment ensures you gain diverse perspectives and practical insights to tackle sustainability challenges effectively.

    Personalized for your career and work challenges

    The Executive Master in Sustainable Leadership follows an applied learning approach throughout the programme. Every assignment and case is designed not only to enhance your knowledge but also to directly address real-world challenges, many of which can be implemented in your daily work life from day one.

    Each course is grounded in practical, real-world contexts, ensuring you learn academic content that is immediately relevant and actionable. This includes:

    • Simulations of sustainability challenges within real companies or contexts
    • Sessions outside the traditional classroom environment
    • Projects within your own company
    • Collaborative projects with partner organizations
    • Study trips to local, Nordic, or global partners

    Personal Leadership Development

    As you move through the courses you will develop your personal leadership capacity through a Personal Leadership Development plan. It includes identifying when you are or can be using leading tools in your daily work and life, so that your skill development is immersed in your everyday.

    Programme structure

    Our curriculum gives you a solid foundation of practical business skills and experience combined with applying knowledge in the real world. Teaching formats include case discussions, immersive team simulations, introspective exercises and feedback, real-world projects, group assignments, and study tours.

    The programme is divided into four semesters.

    Read more about the programme details.

    Ready to take the next step? Download our brochure for more details or start your application today.

    Download brochure

    * We are constantly striving to improve the Executive Master in Sustainable Leadership programme and its contents to offer you the newest and most relevant research, knowledge and experiences in rapidly changing markets. Please note that the programme may be subject to change and can be updated continuously.

    Class profile

    The Executive Master in Sustainable Leadership is designed for leaders and future leaders who wants to be at the forefront of sustainable solutions. This includes:

    • Early career executives in private, public, and non-profit sectors alike, determined to solve sustainability challenges in their organizations
    • Technology driven entrepreneurs seeking to strengthen their understanding of complex problem solving and operationalizing sustainability
    • Intrapreneurs aspiring to lead sustainability transition within their organizations
    • Leaders aspiring to gain a holistic and multidisciplinary understanding of sustainability in global business

    The Executive Master in Sustainable Leadership aims for a diverse group of participants across sector (private, public, nonprofit), industry, size of organization, and demographics (cultural background, age, and gender). As sustainability is multidisciplinary and complex in nature, it is essential that leaders know how to lead in different societal and cultural contexts, with people from various backgrounds.

    Blending knowledge and practice

    In order to achieve this innovative goal, the Master in Sustainable Leadership is bringing together a multi-disciplinary learning ecosystem founded by two internationally experienced sustainability experts in their own fields, who have joined forces to create an entirely new programme format: Academic Director Dr. Salla Laasonen and Director of Practice Jackie Stenson.

    The aim of the programme is to deliver not only science-based high quality education, but also tangible societal impact. That is what makes the programme innovative in its design, as it builds on two equally strong pillars: academic excellence and impact.

    Lifelong network within a professional community

    Working together intensively over 21 months creates safe and trusting relationships. You will be part of a network of inspiring peers with whom you speak the same language, know well from having lived challenging times, and trust to help you with honest opinions and contacts.

    The participants will automatically be members of the Alumni Association when they start the Executive Master in Sustainable Leadership programme. The purpose of joining the association is to maintain and expand the close personal relationships established during the course of the programme. This also enlarges each participant’s professional network because it unites members of all classes through course-related activities and discussions on the association’s online platform and LinkedIn group. The alumni association offers year-round events and activities to foster lifelong learning in the areas of leadership, innovation, technology and sustainability, and connection between alumni and external experts.

    Application, admission, practicalities, and finance

    Next class starts: 
    The next class of the Executive Master in Sustainable Leadership programme begins on 1. September 2025.

    The programme is four semesters long and teaching takes place in-person in the Copenhagen region as three- to five-day teaching blocks every month. Teaching will take place both during the week and the weekend.

    Admissions:
    The academic requirement for joining the Executive Master in Sustainable Leadership programme is that you must have the scope to lead, implement, and/or execute sustainability within your organization, and either experience in sustainability, experience in leadership, or both. You must also have a bachelor or professional bachelor degree in any natural or social science discipline, as well as three to five years of experience. The admission process typically starts with an informal discussion of the programme, and the candidate’s needs and constraints. Once the candidate submits the application, an admission interview is scheduled with the Programme Director.

    Enrollment in the programme cannot be used for residency or visa application purposes. Participants must already be able to be physically present in Denmark at least once a month.

    Fee: 
    The tuition fee for the Executive Master in Sustainable Leadership is DKK 190,000 excl. VAT.

    The fee includes live cases, networking events and catering, and all materials. Travel costs for study trips are not included. The cost of the programme can be covered by you, your company, or you can arrange to split the cost between both parties. Substantial cost savings can be gained by applying for the Gross Income Tax Credit (bruttolønsordning). For further information, please go to SKAT.dk.

    The state subsidy for part-time education is determined in the Finance Act for one year at a time. DTU reserves the right to make any adjustments to the participant payment.

    Do you have questions or do you wish to register for the programme? Please send an e-mail to Programme Manager Sara Sewell at sasew@dtu.dk or give a call on (+45) 93 51 89 08

    start application process

    Our Learning Ecosystem

    The Executive Master in Sustainable Leadership is built on a multi-disciplinary learning ecosystem of partners who will collaborate on cases and projects, contribute to cutting-edge knowledge, teach courses, and enable participants to practice their skills in a real-world environment.

    These partners represent a variety of stakeholders involved in sustainability solutions, including universities, international organizations, corporations, social organizations, regional and national associations, ecosystem hubs, think-tanks and thought leaders.

    Each course is taught by a professor from DTU or a visiting faculty member from one of the world’s leading universities, institutions, or industries. We have several exciting partnerships in our learning ecosystem that we look forward to announcing in the near future

    Advisory Board

    The Advisory Board for the Executive Master in Sustainable Leadership currently consists of members from DTU and external faculty who are both designing the programme’s content and will be teaching faculty on the program.

    Salla Laasonen

    Academic Director, DTU Executive Education

    Dr. Laasonen is Academic Director at DTU Executive Education and co-director of the Master in Sustainable Leadership. Before transferring to DTU, she was Assistant Professor at the Business Society Management Department at Rotterdam School of Management (RSM), Erasmus University, where she taught the Global Business and Sustainability Master, the International Business Administration and part-time PhD programmes. Before joining RSM, she was a visiting scholar at Standford University and George Washington University, and completed her PhD at the University of Turku, Finland. Her research specializes in stakeholder management and dialogue, cross-sector partnerships, and the scientific facts behind sustainability issues.

    Jackie Stenson

    Managing Director, UNLEASH

    Jackie is the Managing Director of UNLEASH, a non-profit that runs innovation programs that unleash the next generation of young changemakers tackling their communities’ most pressing sustainable development challenges. She has also developed and taught programs for: Harvard, MIT, Georgia Tech, INSEAD, and the UN Global Compact Network UK, among others. She co-designed and teaches in the Technical University of Denmark (DTU)’s Executive Master in Sustainable Leadership program.
    Jackie has a BS in mechanical engineering from Harvard and an MPhil in Engineering for Sustainable Development from the University of Cambridge. She has been featured on the Forbes 30 Under 30 list, and has received multiple fellowships from Cartier, MIT’s D-Lab, and Echoing Green. An engineer by training, Jackie has designed socially impactful technologies in 11 African countries and India.

    Camilla Engelshardt

    Direktør for Ledelse, Lederne

    Camilla Engelshardt has worked with digital transformation for more than 25 years. Today she is applying her tech skills in sustainability. Her focus is to strengthen leaders to move from ESG compliance and risk to strategy and value creation, since she strongly believes that leaders will play a crucial role in society’s path towards a more sustainable future.

    Camilla has an international MBA in creative leadership and innovation from The Berlin School of Creative Leadership.

    Camilla Engelshardt

    Dr. Tim McAloone

    Professor, Department of Mechanical Engineering, DTU

    Prof. Tim McAloone is a leading expert within Eco Design, sustainable product development, innovation and circular economy at DTU Centre for Absolute Sustainability. Systems thinking, planetary boundaries, and evidence-based sustainability are key principles that he will further as co-director of the newly launched DTU Centre for Absolute Sustainability. Most recently, Prof. McAloone has focused on supporting companies in their net-zero emissions targets, through initiatives such as the Science-Based Targets Initiative.

    Tim McAloone professor på DTU Mekanik - medvikende i DTU TECHfolk podcast

    Dr. Francesco Rosati

    Associate Professor, Centre for Technology Entrepreneurship, DTU

    Dr. Rosati conducts research and education on the intersection of entrepreneurship, innovation and sustainable development to understand how entrepreneurship and innovation can contribute to provide solutions to the United Nations Sustainable Development Goals (SDGs). His research has been published in journals such as Business Strategy and the Environment, Journal of Cleaner Production, and Corporate Social Responsibility and Environmental Management. Francesco teaches courses on strategy, entrepreneurship and sustainability management at Master and Executive level. He also serves as mentor for a number of Danish start-ups and organizations.

    Programme Modules and Courses

    The Executive Master in Sustainable Leadership is a 21 month, part-time programme, and grants the qualification of Master of Sustainable Leadership (60 ECTS).

    SEMESTER ONE

    Course 1: Sustainable Leadership Foundations (5 ECTS)

    This course applies your leadership framework and lays out the foundations of sustainable leadership and sets the starting point for the programme Master in Sustainable Leadership. By taking a holistic perspective, we unpack sustainability definitions, trends, and interlinkages. We will also look at key strategic drivers, including ESG, EU taxonomy, Scope 1/2/3 and lifecycle thinking.

    Learning Objectives

    After taking this course, participants will be able to:

    • Understand the core principles, theories, and practices of sustainable leadership
    • Analyze sustainability definitions, trends, and their interconnections from a holistic viewpoint
    • Test and apply your leadership frameworks, such as change management, situational leadership, human behavior and ethical leadership
    • Utilize systemic thinking and recognize planetary and human boundaries in decision-making
    • Incorporate risk and resilience into sustainable business strategies
    • Set effective sustainability goals and create strategic roadmaps
    • Identify and engage with key stakeholders for successful sustainability initiatives
    • Integrate sustainability drivers into value chains and business operations

    Course 2: Complex Problem Framing (5 ECTS)

    To create positive societal impact, it is essential to understand and address complex systems in which sustainability challenges sit, as well as the trade-offs that are associated with sustainability. This course tackles this challenge and unpacks complex problem framing in sustainability solutions across a value chain. By adopting the approaches of human-centered design, design thinking, and inclusive innovation, participants will practice analyzing and synthesizing complex problems into manageable problems that account for the problems’ root causes and surrounding ecosystems and actors. Participants will practice facilitating and design of complex, non-linear processes.

    Learning Objectives

    After taking this course, participants will be able to:

    • Understand basic concepts related to complex problem framing, such as root cause analysis, and system mapping
    • Synthesize complex problems into manageable problems
    • Map and analyze the systems and stakeholders surrounding problems
    • Align critical problems and motivations across agendas and actors
    • Navigate complexity in practice through real-life case work
    • Design, prototype, and test solution concepts
    • Apply appropriate facilitation leadership styles in connection with complex problems
    • Understand human-centered design, design thinking, and inclusive innovation

    Course 3: Business Models for Sustainability (5 ECTS)


    The main goal of this course is to provide participants with tools and frameworks to analyze, evaluate, improve, and create business models that address major sustainability challenges. We will revisit and critique modern sustainability thinking in business, analyze business model innovation through a sustainability lens, and examine how “fundamental” frameworks in strategy and operations can be adapted to build innovative sustainability initiatives. We will then dive deeper into emerging sustainability topics such as Regeneration, Industry Self-Regulation, AI and Society, and Decarbonization. We will engage in various case discussions, simulations, and group exercises throughout the course. Importantly, many of the course’s activities allow participants to apply course concepts to design an innovative business model in the context of their choice. At the end of the course, participants will propose a business model innovation that addresses a social or environmental need (either within an existing company or as a start-up idea).

    Learning Objectives

    After taking this course, participants will be able to:

    • Describe and critique the limitations of modern business and operations strategies in addressing major sustainability challenges
    • Evaluate the benefits, risks, and costs of recent innovative sustainable business models
    • Translate and extend modern sustainable operations strategies to a particular organizational context.     
    • Apply modern business model innovation and operations strategy tools to create new solutions to sustainability challenges
    • Evaluate and apply various risk shifting and mitigation strategies when designing and deploying new sustainability initiatives. Also, appraise how risk mitigation strategies act as a driver for business model innovation
    • Engage with sustainability through as an entrepreneur (or intrapreneur)
    • Approach sustainability as an avenue for value creation and through a “systems designer” lens
    • Deliver clear and persuasive presentations to “senior executive level” on the key objectives of sustainability initiatives, ensuring stakeholder alignment

    SEMESTER TWO

    Course 4: Sustainability-Driven Innovation (5 ECTS)

    This course focuses on the relationship between creativity and innovation, and how design thinking and user involvement can be used to develop socially sustainable solutions through empathy building, use of dialogue tools and design methods. There will be an active focus on the SDG pledge of Leaving No One Behind, where course participants will be introduced to universal design and inclusion. The course introduces a consultancy case process which will also cover later courses.

    Learning Objectives

    After taking this course, participants will be able to:

    • Analyze and reflect on the advantages and disadvantages of involving stakeholders in the design processes
    • Understand the significance of stakeholders in and for the involvement of different types of design process participants
    • Explain the advantages and disadvantages of using universal design to promote interdisciplinary collaboration
    • Apply appropriate facilitation style in in an innovation sprint
    • Reflect on the use of workshop co-creation techniques in the design process
    • Design and facilitate an innovation sprint with the support of the acquired learning material
    • Debate the importance of inclusion and universal design in innovation processes
    • Provide peer feedback on sustainability driven innovation solutions

    Course 5: Sustainable Organizations and Partnerships (5 ECTS)

    This course outlines what organizational forms are most suitable for aligning for sustainable societal impact given the regulatory environment. We overview organizational forms like nonprofit, profit, and advocacy – and the roles these organizations play.  We begin at the macro level by addressing global governance mechanism and international agreements, and critically assessing voluntary codes of conduct and sector specific initiatives. In addition to organizational form, we zoom in on organizational culture and leadership and on strategic, operational, and tactical organizational layers to analyze the role of the leader in organizational sustainable transformation. We will practice facilitating across different mindsets and value systems, which is a typical hurdle in creating successful cross-sector partnerships.

    Learning Objectives

    After taking this course, participants will be able to:

    • Identify and analyze the forms that sustainability can take within organizations
    • Identify and compare organizational forms of sustainability culture
    • Apply leadership styles to organizational forms and cultures
    • Evaluate conditions for effectiveness of different organizational forms
    • Identify, assess, and engage with key strategic stakeholders
    • Understand how partnerships support sustainability
    • Analyze how regulatory environments support sustainability

    Course 6: Sustainability Data and Reporting (5 ECTS)

    This course provides a view on sustainability-focused data management, emphasizing the design of relevant metrics and reporting structures essential for informed decision-making. Participants will learn to classify key sustainability data, understand LCA models and carbon credits, and critically assess data to support strategy. Through exploring reporting implications and designing sustainability metrics, the course equips learners to align data with strategic goals and regulatory requirements.

    Learning Objectives

    After taking this course, participants will be able to:

    • Identify and classify most relevant and prominent sustainability databases
    • Understand the language of LCA life cycle assessment models
    • Understand how the carbon credits market functions
    • Identify lates developments related to biodiversity indicators and associate legislation
    • Master data-based management language
    • Design sustainability metrics for strategic purposes
    • Ability to critically access data in different formats
    • Understand and design for sustainability reporting requirements

    SEMESTER THREE

    Course 7: Change Management for Sustainability (5 ECTS)

    In this course, we explore how sustainability is perceived, and sustainable leadership is practiced across cultures and sectors, and how these different approaches have implications for global sustainability transformations. We analyze organizational strategies as well as community-level implementations to sustainable change. We reflect on how to increase our sphere of influence to lead to more globally relevant and impactful sustainable transformations.

    Learning Objectives

    After taking this course, participants will be able to:

    • Understand sustainability and leadership approaches across cultures and sectors.
    • Understand change management
    • Understand the implications of cultural differences in sustainable leadership to global sustainability initiatives and transformations
    • Evaluate and select appropriate organizational strategies for leading sustainable transformations.
    • Create a compelling implementation plan and business case to address a multi-dimensional, multisector, and cross-cultural sustainability challenge
    • Understand appropriate personal facilitation and leadership methods for stakeholder and community engagement to drive change
    • Practice and implement appropriate personal facilitation and leadership methods for stakeholder and community engagement to drive change
    • Build a personal sustainable leadership identity

    Course 8: Financing and Sustainability (5 ECTS)

    The goal of this course is to give a solid understanding of sustainable financing, covering regulations, debt mechanisms, and investments that support green projects across industries. The course will explore key financial tools related to impact finance like green bonds, EU taxonomy, impact investing, and venture capital while analyzing global trends and regulatory changes that influence sustainable finance. The course addresses the social, ecological, and economic impacts of regulations, as well as the risks and returns of sustainability investments. At the same time the course considers economic rebound mechanisms and behavioral rebound mechanisms. By course end, participants will be ready to integrate sustainability into corporate financial strategies and drive organizational change considering human behavior.

    Learning Objectives

    After taking this course, participants will be able to:

    • Explore global trends on impact investment approaches to promote sustainability.
    • Understand how regulatory changes affect loans, debt, and investments (e.g., EU taxonomy, green bonds, standards etc.)
    • Ability to measure non-financial performances (various ESG standards, CO2 emissions and its scopes, external verification)
    • Analyze the social, ecological, and economic impacts of global regulations and impact finance
    • Create legitimate sustainability claims based on legal frameworks
    • Examine how regulations shape sustainable financing and green project development
    • Evaluate financial risks and returns of sustainability-focused investments
    • Know how to lead sustainable change as an intrapreneur (micro-level) and entrepreneur (macro level) through financial strategies, impact investments and behavior economics

    Course 9: Communicating Sustainability (5 ECTS)

    The goal of this course is to build leadership skills and competencies necessary to understand and successfully execute communication of sustainability. Participants will learn the most relevant concepts and tools related to sustainability communication, including stakeholder engagement, EU-taxonomy, sustainability reporting, data visualization and Science Based Targets. The course builds on practical case exercises, including a crisis communication simulation game. The results of the communication strategy will be presented to an expert panel during the course. Through a practical social media exercise, participants will learn how to debate the most challenging sustainability topics with critical stakeholders.

    Learning Objectives

    After taking this course, participants will be able to:

    • Understand the main theoretical concepts and tools related to sustainability communication
    • Understand behavior design and storytelling
    • Understand how the changing regulatory environment influences sustainability communication
    • Understand how greenwashing is practiced
    • Know about crisis communication, marketing and stakeholder engagement
    • Create and present an operable crisis communication plan under time pressure
    • Ability to create, communicate and debate a sustainability agenda/strategy as a thought leader

    SEMESTER FOUR

    Master Project (15 ECTS)

    The master project course involves identifying a complex sustainability-related problem within an organization and addressing it using multidisciplinary scientific methodologies and cutting-edge international research. Participants are expected to take a holistic and systemic approach to the problem, developing models, systems, and processes that offer practical solutions. The thesis requires both written and oral communication of research-based knowledge and demonstrates the ability to work independently while reflecting on personal academic development and specialization in sustainability.

    Learning Objectives

    After taking this course, participants will be able to:

    • Identify a complex sustainability-related organizational problem
    • Apply elements of current research at an international level to develop ideas and solve problems
    • Apply multidisciplinary scientific methodologies, theories, and tools within sustainability
    • Develop the ability to take a holistic and systemic view of a sustainability problem
    • Develop relevant models, systems, technologies, and processes aimed at solving sustainability-related organizational problems
    • Discuss research-based knowledge both orally and in writing
    • Understand how to seek out leading international research within multidisciplinary sustainability
    • Develop the ability to work independently and reflect on your own learning, academic development and specialization

    Each module is taught by a professor from DTU, a visiting faculty member from one of the world’s leading business schools or from the industry.

    DTU Executive Master in Sustainable Leadership Faculty

    Prof. Andre Calmon

    Associate Professor of Operations Management at Georgia Institute of Technology and Director of Sustain-X

    Dr. Andre Calmon is an Associate Professor of Operations Management at Georgia Tech’s Scheller College of Business, Director of Sustain-X, and a Brook Byers Institute Faculty Fellow. His research focuses on using advanced analytics and innovative business models to drive sustainability, profitability, and social impact. Recognized with Georgia Tech’s Brady Family Award for Faculty Research Excellence in 2024, Andre has also developed award-winning courses and sustainability materials, including the Grand Prize-winning Page Prize pedagogical content. He holds a Ph.D. from MIT and degrees in Electrical Engineering from Unicamp and UnB.

    Prof. Tim C. McAloone

    Professor of Design and co-lead, Absolute Sustainability at DTU

    Tim is Professor of Sustainable Product/Service-Systems at Technical University of Denmark. He works closely with Danish and international industry, creating new methods and models for a wide range of sustainability issues, such as circular economy, sustainable design, eco-innovation. He leads numerous research activities focusing on sustainability through design. Industrial companies are Tim’s main research object and his international network spans very broadly.
    He is regularly invited as keynote speaker at international conferences. He currently serves as President of the Design Society and Executive Committee Member of the DTU Centre for Absolute Sustainability.

    Tim McAloone professor på DTU Mekanik - medvikende i DTU TECHfolk podcast

    Prof. Daniela C. A. Pigosso

    Professor of Design, Absolute Sustainability at DTU

    Dr. Daniela Pigosso is Professor of Design for Absolute Sustainability at DTU. Her work focuses on tackling sustainability challenges in Sustainable Design, Circular Economy, and Business Model Innovation. Collaborating with industry, governments, and research institutes worldwide, Daniela is a Board Member of the Biomimicry Institute (USA) and serves on the Advisory Board of the Design Society. She holds a Ph.D. and a degree in Environmental Engineering from the University of São Paulo.

    Prof. Markus Paukku

    Senior Lecturer (tenured) – Strategy and International Business, University of Amsterdam Business School

    Prof. Markus Paukku is a Senior Lecturer at the Amsterdam Business School, teaching International Strategy and Ethics and Sustainability in MBA and Executive programs. He coordinates the MSc track in Management of International Business and Trade, blending Economics and Business for global careers. As co-founder of the Amsterdam Living Case Lab, he brings real-world business challenges into the classroom, bridging academia and industry to enrich student learning and corporate engagement.

    Prof. Andreas Rasche

    Professor and Associate Dean at Copenhagen Business School

    Andreas Rasche is Professor of Business in Society at CBS Centre for Sustainability and Associate Dean of the CBS Full-Time MBA Program. With a doctorate from EBS Business School and a postdoctoral degree from Helmut-Schmidt-University, he joined CBS in 2012. Andreas has authored over 50 academic articles and books, collaborated with the UN, and served on the Global Compact LEAD Steering Committee. His research focuses on global governance, corporate sustainability, and ESG metrics. He is Associate Editor of Business Ethics Quarterly and previously held roles at Warwick Business School and Stockholm School of Economics.

    Prof. Michael Hauschild

    Professor and co-lead, Absolute Sustainability at DTU

    Michael Z. Hauschild is a professor at DTU’s Department of Environmental and Resource Engineering and leads the DTU Centre on Absolute Sustainability. With 30 years of experience in sustainability assessment, he has developed metrics and indicators and chaired UNEP-SETAC working groups, including the consensus model USEtox. He has advised the European Commission on the ILCD Methodology and received the SETAC Europe Lifetime Achievement in LCA Award in 2018. Michael has authored over 240 scientific publications and a widely used textbook on Life Cycle Assessment.

    Sini Harkki

    Executive Director at Greenpeace Nordic

    Experienced Manager and Campaigner with a demonstrated history of working in the non-profit sector. Sini has 20 years of experience of campaigns, advocacy and leadership in NGOs and has been a consultant for 2 years working on climate strategies, with a focus on finding a role for every actor as part of the solution. She is skilled in Corporate Social Responsibility, Environmental Issues, Advocacy, Non-Governmental Organizations (NGOs), and Civil Society. Strong advocacy and project management professional with a Master’s Degree focused in Environmental policy, administrative sciences, public law from University of Tampere.

    Christian Poll

    Chief consultant at Danish Consumer Ombudsman and External Lecturer at DTU

    Christian Poll is an external lecturer at DTU Sustain and the Centre for Absolute Sustainability. The other part of his professional life is dedicated to a role as chief consultant with the Danish Consumer Ombudsman, where he advises on the technical aspects of sustainability related to the Marketing Act on greenwashing. Christian has 30 years of experience in environmental and sustainability disciplines, formerly as a teacher in a technical academy, as a private consultant, as a technical officer with the Danish EPA, as a professional advisor at an NGO and as a Member of the Danish Parliament.

    Prof. Meir Shelma

    Professor of Organizational Behavior at EBS Business School

    Prof. Meir Shemla is a Professor of Organizational Behavior at the European Business School. He received his PhD in Work & Organizational Psychology in 2011.
    His research examines the impact of team composition on performance, with a focus on leveraging diversity to enhance innovation and outcomes. He also investigates the unintended effects of diversity policies on organizational performance and talent acquisition. Additional interests include the role of followers in effective leadership and the influence of emotions on team dynamics. His work has been published in leading journals such as Academy of Management Annals, Organizational Behavior and Human Decision Processes, and Human Relations.

    Jackie Stenson

    Managing Director of UNLEASH, co-designer and external faculty for the MSL programme.

    Jackie Stenson is a social entrepreneur and Managing Director of UNLEASH, a non-profit empowering young changemakers to tackle sustainable development challenges. She has developed and taught programs for institutions like Harvard, MIT, INSEAD, and DTU, where she co-designed the Master in Sustainable Leadership. With a BS in mechanical engineering from Harvard and an MPhil from Cambridge, Jackie has created impactful technologies in 11 African countries and India. A Forbes 30 Under 30 honoree, she’s also a fellow of Cartier, MIT’s D-Lab, and Echoing Green.

    Prof. Kristjan Jespersen

    Chief Engagement Officer Loh-Gronager Partners, Associate Professor – Copenhagen Business School and Director Nordic ESG Lab

    Business School and Director Nordic ESG Lab
    Kristjan Jespersen, Associate Professor at Copenhagen Business School, specializes in the development and management of Ecosystem Services in developing countries, focusing on institutional legitimacy and compliance tools. Since 2018, he has led the CBS Impact for Innovation Lab, which emphasizes behavioral and business aspects of sustainability to drive successful innovation.

    Dr. David Monciardini

    Senior Researcher Department of Economics and Statistics, University of Turin

    David Monciardini is an experienced Senior Researcher with a strong background in higher education. In 2024, David joined the University of Turin after eight years at the University of Exeter Business School, where they also served as Director of the Law and Business programs.
    David’s research focuses on the relationship between business and society, exploring its regulation through legal and social norms. Key areas include circular economy regulation, business due diligence for environmental and human rights violations, sustainable finance, and corporate social and environmental accountability. David’s work has been published in leading journals such as Business Ethics Quarterly, Business & Society, Journal of Business Ethics, Business Strategy and the Environment, and Regulation & Governance.

    DTU Master in Sustainable Leadership Faculty

    Dr. Salla Laasonen

    Academic Director, Executive Master in Sustainable Leadership

    Dr. Laasonen is Associate Professor at DTU Department of Technology, Management and Economics. She is also the Academic Director of the Master in Sustainable Leadership, a technology and innovation driven executive programme that enables leaders to plan, implement and execute sustainability within their organizations. Before joining DTU, she was Assistant Professor at the Business Society Management Department at Rotterdam School of Management, Erasmus University, where she taught the Global Business and Sustainability Master, the International Business Administration, and part-time PhD programmes. She was previously also a visiting scholar at Standford University and George Washington University, and completed her PhD at the University of Turku, Finland. In addition to sustainability related topics, Dr. Laasonen has taught scientific research methods at all academic levels. Her research specializes in stakeholder management and dialogue, cross-sector partnerships, and the scientific facts behind sustainability issues. Being originally from Finland, she is ideally equipped to offer the participants a broad perspective to Nordic sustainability.
    Contact Salla at salaa@dtu.dk or 93510930.

    Jackie Stenson

    Director of Practice, DTU Executive Master in Sustainable Leadership

    Jackie is Director of Practice at DTU Executive Education, Technical University of Denmark. She is co-director of the Master program in Sustainable Leadership, a technology and innovation driven sustainability program. Jackie is an experienced social entrepreneur and has worked on developing, disseminating, and implementing sustainability solutions globally, including in Denmark, 11 Africa countries, India, China, and Singapore. As an entrepreneur and leader, Jackie has led multiple social enterprises that bring sustainability solutions to market, including her social enterprise Essmart, which distributes 350+ sustainable products to rural India via local retail shops. As a facilitator, she has designed programs, courses, and toolkits for developing sustainability solutions within companies at INSEAD, Harvard, MIT, for the UN Global Compact and the U.S. Embassy, and for UNLEASH, a global innovation co-creation program for the SDGs. Jackie has a BS in mechanical engineering from Harvard and an MPhil in Engineering for Sustainable Development from the University of Cambridge. She has been featured on the Forbes 30 Under 30 list and has been expert contributor both on National Public Radio in the US and in the Economist. 
    Contact Jackie at jevst@dtu.dk.

    Tim McAloone

    Professor of Sustainable Product/Service-Systems, DTU Department of Mechanical Engineering

    Prof. Tim McAloone is a leading expert within Eco Design, sustainable product development, innovation and circular economy at the Department of Mechanical Engineering, Technical University of Denmark. He is also a leading force behind the newly opened DTU Centre for Absolute Sustainability. Systems thinking, planetary bourndaries, and evidence-based sustainability are key principles that he will further as co-director of the newly launched DTU Centre for Absolute Sustainability. Most recently, Prof. McAloone has focused on supporting companies in their net-zero emissions targets, through initiatives such as the Science-Based Targets Initiative.

    In 2017 Prof. Tim McAloone was awarded Lecturer of the Year for being a great, empathetic and motivating lecturer.

    Tim McAloone professor på DTU Mekanik - medvikende i DTU TECHfolk podcast

    Collaboration with B Corps in the Nordics

    The Nordic B Corp movement will be an integral part of the master’s program in sustainable leadership. The participants in the master’s programme will have the opportunity to work with the certified B Corps through case workshops, guest lectures, and company visits.

    The B Corp movement is an international network of companies working to build a more inclusive, equitable and regenerable economy. All companies in B Corp are certified to meet high standards of social and environmental impact by B Lab, a nonprofit organization that develops the standards for corporate responsibility, transparency and legal frameworks for social as well as environmental impacts.

    The founder and Executive Director of the Nordic B Corp Movement, Nille Skalts, has over 20 years of experience in facilitating strategic transformations. Her ambition is to enable societal transition towards market driven regeneration by challenging the assumptions of our current unsustainable economic structures and building business models that factor in ecosystem regeneration. Participants of the Master in Sustainable Leadership will have the unique opportunity to engage with Nille and Nordic B Corps on these fundamental challenges, and explore in practice what radical transformations need to take place in order to bring about positive societal impact.

    Company project opportunity

    Does your company have sustainability ambitions or a sustainability strategy, but you could benefit from support in understanding how to best achieve your sustainability goals and innovate sustainability solutions?

    The Executive Master in Sustainable Leadership program is seeking companies with sustainability ambitions, offering FREE assistance to help them understand and achieve their sustainability goals.

    The starting point could be a question like “How do we achieve our internal sustainability strategy?” (internal facing question) or “How do we better orient our products/services/client work etc. towards our sustainability ambitions?” (external facing question). The question could be within an entire company or could also be within a specific department/team.

    Small groups of MSL participants (mid/late career professionals and leaders working with sustainability within their own organizations) will then help identify the challenge in more detail, barriers to success, and innovation solutions to overcome these barriers.

    Take advantage of this valuable opportunity at no cost! The total time commitment is approximately two days, divided between an initial session and a follow-up session. See the detailed examples of timelines from 2024 below.

    What you will gain:

    1. A detailed understanding of the challenges you face to fully act on your sustainability agenda, including the complex sustainability ecosystem in which you operate.
    2. Innovative solution ideas that overcome your current barriers, and action points to bringing these solutions to life so you can better meet your sustainability goals.

    Project requirements:

    To participate in this project, you must:

    • Have sustainability goals and/or strategy that the company wants to achieve
    • Have an initial idea of where the barriers are to achieving your sustainability goals

    Additionally, you must meet the following operational requirements:

    • Key leadership is willing and able to participate in the project
    • More than 5 employees in the company
    • Located within one hour of Copenhagen
    • Ability to collaborate in English

    Expression of interest:

    To express your interest in participating in this project, please fill out this form and the Executive Master in Sustainable Leadership Programme Team will be in touch.

    Fill out interest form

    For any questions, please contact Sara Sewell at sasew@dtu.dk.

    Examples of key dates and timelines from 2024:

    This project takes place in two parts.

    PART 1: Understanding the challenges you face

    Date and timeLocationDescription
    Wednesday 13 March 2024, morning (approx 9.00-12.00)Company visitMSL groups (of 3 to 4 participants) visit your company to learn: Overview of companyMeetings with key leadership to understand strategic direction and perceived challenges regarding sustainable transitions
    Thursday 14 March 2024, morning (approx 9.00-11.00)Q&A session at companyMSL groups meet with key leadership and other key stakeholders to fill in informational gaps
    Friday 15 March 2024, afternoon (approx 14.00-16.00)Final presentations at LederneAll participating companies join the MSL participants for final presentations on their findings and recommendations

    PART 2: Innovating solutions to meet your sustainability goals

    Date and timeLocationDescription
    Thursday 16 May 2024, most of a day (approx 9.00-15.00)Company visit – innovation sprintFull day innovation sprint with company representatives to innovation solutions to the previously defined challenges
    Friday 17 May 2024, afternoon (approx 13.00-16.00)Final presentations at DTU Lyngby Campusll participating companies join the MSL participants for final presentations and a Friday beer

    08 02 2023 16:30-17:30

    Webinar

    Info session about Master in Sustainable Leadership

    Join us for an introduction to the new Master in Sustainable Leadership. Get an overview of the programme content and structure, meet the Programme Leads, and get answers to your questions.

    Learn more
    Learn for Life Webinar

    15 03 2023 16:30-17:30

    Webinar

    Info session about Master in Sustainable Leadership

    Join us for an introduction to the new Master in Sustainable Leadership. Get an overview of the programme content and structure, meet the programme directors, and get answers to your questions.

    Learn more
    Learn for Life Webinar

    22 12 2022

    Consultancy Project

    Need Help Acting On Your Sustainability Strategy?

    Does your company have sustainability ambitions or a sustainability strategy, but is struggling to fully act on this agenda? Then you can submit your company to the MSL project and receive consultancy help from the participants of the Master in Sustainable Leadership programme.

    Learn more
    Consultancy project Master in Sustainable Leadership

    11 08 2022 15:00-16:00

    Webinar

    How to become a B Corp?
    A conversation with B Corp in the Nordics and Lakrids by Bülow

    Get insights on how to become a part of the B Corp movement, when Nille Skalts, Founder & Executive Director of the Nordic B Corp Movement talks with famous Danish liquorice producer Lakrids by Bülow, who are in the process of being a certified B Corp.

    Learn more

    27 April 2022 16:30-17:30

    Webinar

    Info session about Master in Sustainable Leadership

    Join us for an introduction to the new Master in Sustainable Leadership. Get an overview of the programme content and structure, meet the programme directors, and get answers to your questions.

    Learn more
    Board Education

    29 April 2022 08:30-17:30

    Sustainability Event

    Inner Development Goals Summit 2022

    How can developing our inner capabilities, qualities and skills accelerate achieving the UN’s
    17 Sustainable Development Goals? Come learn about the Inner Development Goals, get inspired, and connect with Danish initiatives on inner development for the SDGs!

    learn more

    10 May 2022 16:30-17:30

    Webinar

    Info session about Master in Sustainable Leadership

    Join us for an introduction to the new Master in Sustainable Leadership. Get an overview of the programme content and structure, meet the programme directors, and get answers to your questions.

    Learn more
    Board Education

    11 May 2022 09:30-15:30

    Food & Bio Cluster Event

    Roundtable | Climate Footprint
    on Food, Ingredients and drinks

    Do you want to gain deeper insight into carbon footprint calculations? Join us for a roundtable discussion where Master in Sustainability’s Director of Practice Jackie Stenson, Sustainability Engagement Manager Anna Åhnberg & Sustainability LCA Specialist Vasiliki Takou from Oatly will take the participants through useful tools for sustainability leadership.

    learn more

    Sustainable farming

    19 May 2022 17:00-20:00

    Master Class

    Ethical AI

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    Ethical AI Master Class

    1 June 2022 15:30-16:30

    Webinar

    Info session about Master in Sustainable Leadership

    Join us for an introduction to the new Master in Sustainable Leadership. Get an overview of the programme content and structure, meet the programme directors, and get answers to your questions.

    Learn more
    Board Education

    11 August 2022 15:00-16:00

    Webinar

    Info session about Master in Sustainable Leadership

    Join us for an introduction to the new Master in Sustainable Leadership. Get an overview of the programme content and structure, meet the programme directors, and get answers to your questions.

    Learn more
    Board Education

    Check back soon!

    The events programme for the new year will be announced shortly.

    ExEd Åbent Hus Okt 2021

    EXECUTIVE MASTER IN SUSTAINABLE LEADERSHIP APPLICATION PROCESS

    Your application consists of the following four parts. These parts give us an opportunity to evaluate your overall fit into the overall outcome and demands of the programme.

    1. The formal application
      This is a simple form with some basic information about you, your current organization, and your experience.
    2. Your updated CV
      We would like to see your sustainability and leadership experience and the journey that you have taken in your career thus far.
    3. Transcripts or copies of completed degrees
      Please share copies of your previously completed degree or educations.
    4. A motivational letter of maximum 3 pages
      This is your space to tell us about yourself and your motivations. Please include:
      a. A bit about yourself, including who you are when you are not at work;
      b. More details about your current role, and in particular your scope to lead, implement, and/or execute sustainability within your organization;
      c. Your current connection to both sustainability and leadership; and
      d. Your envisioned ideal future within sustainability and leadership, including desired personal development areas.

    Once you submit the full application package, the Programme Director and Coordinator will reach out to schedule an admissions interview prior to making an admissions decision.

    Applications are received and processed during the entire year and on a first come, first served basis. Please submit your application by email to Programme Manager Sara Sewell (sasew@dtu.dk) and Programme Coordinator Maria Ingeman (main@dtu.dk).

    Start application PRocess

    Impact & Sustainability Blog

    Here we discuss trends within sustainability and give a voice to our current participants. Stay tuned as the blog is updated continuously.

    Latest article:

    Sustainability is Capital Markets Biggest Blind Spot: Recognizing and Addressing Accounting’s Global Challenge

    Written by Santiago Isnardi 20/06/2023

    Introduction: To gain a comprehensive understanding of the climate change problem and its potential solutions, it is crucial to acknowledge the significant oversight of not incorporating companies’ climate impacts into their mark-to-market value and balance sheet accounting. In my view, this omission represents one of the most significant failures in modern economic history. Although market price discovery has encountered notable shortcomings in recent decades, the failure to account for the extensive influence of companies on climate and sustainability surpasses them all, as I procure to explain below. Luckily, help is on the way, but the solution can create tectonic shifts for industries.

    Why we all missed it.

    Companies’ excessive climate impacts seemed inconsequential in isolation.

    Firstly, our seemingly inoffensive excesses, together with resistance to change, the inertia of established practices and the niceties of modern comfort, have contributed to this sustainability oversight. So, it is our cultural habits and the parabola of the frog being slowly boiled alive. On average and individually, companies’ trespasses may not seem significant, but the total effect of all firms at a global scale, cumulative through time, is. This has led to excessive of greenhouse gas emissions, waste, and increasing depletion of natural resources. It is compromising future generation’s needs; it is not sustainable.

    The most influential can have the most negative impacts.

    Secondly, the interests of the most powerful entities, with their very global and large dimension, and subsequent market control, conduced to lower competition, and lobby resulted in protection, hindering the sustainable agenda progress. It is important to know that countries and companies with the most influence played a major role on the problem, for they consume and produce the most. There is a strong country variation in the intensity of the climate Impact, for example, how China, US, EU27, and India, impact the environment in the form of emissions is disproportionately high when compared with those countries not making the top ten major emitters. This also applies to the companies that we all buy from. How to decrease the mentioned aggregation, in a granular bottom-up approach at activities and process level is the challenge.

    Transcontinental upstream and downstream value chain complexity

    Thirdly, geopolitical problems have also made the problem more complex to understand. One example is that while many dominant European companies (for example fast fashion) have little climate impact in Europe (EU), the impact of their factories and suppliers in developing countries is larger than heavy duty emitting manufacturing companies in EU (for ex. Cement production). These transcontinental upstream and downstream value chain complexity (Scope 3 emissions) has also contributed to the formation of the current conundrum and created an international blame game. There is added complexity as, some of the countries with higher emissions (such as India), also have a much more carbon sink, complicating the international interaction.

    Comparison to other market oversights:

    The failure of markets to include the cost of recycling of hazardous materials end of life and the excessive use of finite resources is almost unparalleled. The damage caused by the excess carbon emissions from fossil fuels, has not been accounted in the carbon sinks procedures, nor priced in the products. It is quite remarkable, because prior instances of market oversights, such as Enron’s financial losses covered by hidden debt, were overlooked by analysts and investors, but the mechanisms were there, trying to account for those metrics. This is not the case for Sustainability.

    Similarly, the Financial Crisis debacle of 2007-8 was a cumulation of excessive debt leverage hidden behind securitizations, and derivates. The problem snowballed almost undetected, and it was missed by market users, such as regulators, rating agencies, and governments, until again we came to an almost overnight realization. Here, we also had mechanism that tried to account for metrics of debt and losses, we just missed them. Conversely, in the climate crisis, companies do not need to disclose their emissions. It makes things harder indeed.

    “While in previously encountered financial crises, the metrics were obscured and went unnoticed, on the climate crisis, firms did only not need to disclose the information that caused the crisis, but a comprehensive mandatory measurement of climate impact and sustainability did not exist“

    The Biggest Blind Spot in Capitalism Modern History:

    I believe that sustainability is the largest blind spot in our modern markets’ history. This is especially true, within the realm of accounting. While in previously encountered financial crises, the metrics were obscured and went unnoticed, on the climate crisis, firms did only not need to disclose the information that caused the crisis, but a comprehensive mandatory measurement of climate impact and sustainability did not exist. The sheer size and complexity made the problem difficult for me to understand. I was baffled that international and national accounting associations, who have discussed the details of assets amortization periods for decades, and whether to use last in first out on inventory accounting, have fully missed accounting for climate impact and sustainability in general. See IFRS Standards and climate-related disclosures article by Nick Anderson (November 2019).

    In the more progressive sustainable world, discussions are also complicated, as proposed solutions tend to carry out large paradoxes, and there is a tendency to vilify some industries. There is also a propensity for idealism that nobody lives up to, or grand ideologization which has not tracked in the past, nor can be operationalized. Luckily, at the convergence of the progressive sustainability and the traditional accounting worlds, there seems to be the answer. The mechanisms of how and what to disclose are coming.

    The Solution:

    The year 2015 with the Paris Agreement, and the creation of organizations like the Task Force on Climate-related Financial Disclosures (TCFD) and the United Nations’ 17 Sustainable Developing Goal (17-SDGs), proved have a watershed effect in the economy and sustainability. They have set up global collaborations to develop climate and sustainability frameworks. This is an effort of the Financial Stability Board, the G20s, but also many of the grassroot sustainable movements, the scientific community, and NGOs around the world.  They have all come together creating all-encompassing sustainable frameworks.

    In addition, following the 1997 Exxon-Valdez oil spill catastrophe, the Global Reporting Initiative (GRI) established a reporting standard for measuring the climate impact, risks, and opportunities of companies towards the climate. Increasingly, large companies have voluntarily utilized these standards. The international accounting bodies have also been working hard in the last years. See article on Effects of climate-related matters on financial statements by the IFRS Standards (November 2020). How climate can impact companies with an investor focus, has been covered by, for example the Sustainability Accounting Board (SABS). The International Financial Reporting Standard (IRFS) has since 2022, assumed responsibilities from SABS and now have created the International Sustainability Standard Board, (ISSB), which will integrate climate disclosures with accounting disclosures. In this way, the roadmap is set up, but full national implementation will take time.

    The aforementioned initiatives primarily fall under the category of soft laws, meaning they are non-binding and rely on adoption driven by usability, peer influence, and societal pressure. Notably, the global sustainability reporting rates have seen a remarkable increase in adoption, with 96% of the world’s largest 250 companies embracing them in 2022, compared to less than 45% before 2000. Source: KPMG Survey of Sustainability Reporting (September 2022). This impressive track record underscores how concerted efforts can change the world.  It also shows that given the right circumstances global companies can display a quick sustainability action.

    From the voluntary adoption, the EU is now making environmental sustainability reporting mandatory. They have issued the Corporate Sustainable Reporting Directive (CSRD), which has set up the use of the European Sustainability Reporting Standards (ESRS’s). Comprising of 12 standards, the ESRS’s align with and can be transitioned from the previously mentioned reporting procedures. Worth noting is the ESRS’s are more comprehensive in their requirements and will affect many more companies that voluntary report today. The ESRS make a special effort enabling meaningful comparisons of the sustainability metrics and associated narratives across different EU-Sectors, companies, and their value chain that can span through multiple countries.  It also promotes time comparison. The latter is an enhancing quality information of the IFRS that have now fully been incorporated in the ESRS General Disclosures (ESRS-1).

    While promoting this agenda within sustainability circles, I encountered skepticism, with some expressing concerns that it lacked the necessary forcefulness. It is a common misunderstanding, as well in financial circles, to perceive climate accounting as merely a reporting endeavor. It is true, that climate accounting alone does not guarantee a company’s sustainability success. Rather, it serves as a necessary step that produces comparable sustainability metrics at a company level, together with its corresponding strategies, and transition plans towards (Paris-aligned) targets. By doing so, we address the challenge of working with a non-executable top-down approach mentioned at the beginning, and instead use a concerted and organized activity by activity process.

    “relevance requires considering and evaluating the undertakers’ magnitude of impact on various stakeholders, including investors and nature“

    Disclosures and metrics in sustainability assessment are a complex task, as they involve concepts that can be subjective such as relevance, which is a fundamental characteristic in traditional accounting frameworks such as IFRS and ISSB. This characteristic has also been fully integrated into the ESRS-1. It directly relates to materiality, which is currently the key topic in the sustainability field. Assessing relevance requires considering the confirmatory and predictable value of disclosures and evaluating the undertakers’ (companies in ESRS jargon) magnitude of the impact on various stakeholders, including investors and nature. This is referred to as carrying out an impact risks and opportunities material assessment. Thereafter, the challenge lies in the fact that metrics and disclosures hold significant consequences, particularly for late movers. So maybe the “reporting” is a misnomer in the ESRS anacronym, there is much more to it.

    Through taxes or carbon markets, metrics will play a crucial role in determining the pricing of companies. The establishment of carbon markets holds promise in improving pricing mechanisms associated with sustainability accounting. Although carbon markets have faced controversy and may experience further challenges before improvement, a mature carbon market with a substantial number of participants will bring transparency and help to avoid arbitrary taxes. In the meantime, an imperfect hybrid approach between the markets’ invisible hand (an eventual transparent active carbon market) and despotic but hopefully well intended and corrective taxes, will impact countries and companies alike.

    “When tied to taxes, carbon pricing, and fair value… companies will pay increasingly for their excesses”

    Risk and Opportunities: When tied to taxes, carbon pricing, and fair value, sustainability metrics and disclosures suffice to drive transformative change; as companies will pay increasingly for their excesses. Solid calculations and diligent efforts are then necessary for companies to mitigate and adapt. Failure to identify risks can result in significant decline of cash flows, and lead to stranded assets. The Nitrogen Farmer’s crisis and subsequent protest in Holland and the current implementation of the transport tax in Denmark comes to mind. At the same time, there will be opportunities for early movers. thanks to their product’s sustainable positive impacts, many companies have interrupted and triumphed in evolved and mature competitive markets. To address the coming changes, it is crucial for companies to establish sustainable impact risk and opportunities mechanisms in their areas of strategy, governance, risk assessments, and metric & target: the 12 ESRSs implementation.

    Conclusion:

    Recognizing accountings sustainability blind spot is an essential starting point. The implementation of sustainability frameworks and mandatory reporting standards, will result in metrics, and pricing mechanisms, that will drive real change towards a sustainable future for everyone. This climate transition will also affect the pricing of companies. It is our responsibility, as individuals, to drive upwards the price discovery.

    Santiago Isnardi (MSL Participant)

    Nationality: Italian

    Background: Two decades helping companies improving their financial capabilities, data modelling and investment banking.

    Occupation: Sustainable consulting and automatizing its reporting.

    Using sustainable problem framing to promote business innovation opportunities

    Written by Santiago Isnardi 17/05/2023

    Throughout the Master in Sustainable Leadership the participants are introduced to tools and frameworks to help tackle sustainability problems. The goal is trying to understand why tensions and challenges within sustainability still exist and why action to solve these problems has stalled or failed. During one of the modules the participants were coupled with a private company and divided into groups where they practiced using tools and frameworks to help them understand the barriers the company were facing when trying to take action regarding the sustainable transition of their companies.

    What I learnt from the case collaboration

    The case collaboration with Njord resulted in an amazing sustainable consulting experience for me.

    The combination of the right team, the right research tools and support made it possible for the team to work on short notice and to create a framework and roadmap for the case collaboration with Njord. It also perfectly complimented my decades of experience in investment banking analysis and companies’ commercial engagement.

    Complex problem framing in the shipping industry 

    It was fantastic to have the possibility to utilise the theory we learned in the module Complex problem framing in order to consult and understand the business model of a global green tech company like Njord. Their ambition and reach are huge, and because of this, they have a positive impact on the decarbonization of the world’s shipping industry. Of course, this also creates challenges, which meant it was exciting to explore the company’s risk and opportunities. All in all, I am very pleased that we managed to create an actionable and successful roadmap for the company!

    Tools & Frameworks

    –Research Tools: The immersive research methods, sustainability tools, business frameworks and coaching technics that the Master in Sustainable Leadership provided me with were crucial to acting as a consultant to Njord in a learning environment. These methodologies were used to create an approach to the challenge of achieving their strategic goals of decarbonizing the world of shipping.

    –People and reputation: Our group in the exercise was the perfect combination of talented experts from green consultancy, to finance and shipping.

    –Business reach: Establishing the partnership with Njord was a perfect way of using our theory with an actual case.

    “The MSL Students were able to quickly assess our business model, the stakeholder landscape and start exploring challenges and opportunities. In just a matter of days, the group managed to define a road map of concrete actions our company could pursue, which proved to be both reassuring of the direction we are on, but also enlightening in terms of other avenues to explore.”

    Frederik Pind – Managing Director, Njord

    Our Approach

    -We mapped the companies’ eco-system and draw their stakeholder map – It was rather complicated because the ships were partition owned, the different regional financing models, and the customer’s transport routes being global.

    -We chose problem framing tools to break down products and their green impact by ship owners and charters. A detailed problem framing tree was done with linkage of customers, the green regulations, technologies, and regional markets. We included short- and long-term return of investment, together with specific financing capabilities. The shipping experts from our master’s group proved to be instrumental in this.

    -Finally, we drew opportunity and actions points and visually mapped them. We ranked the actions, by grading the impact and the required effort. It was important that we also operationalized these, so to enable value creation. The finance team helped establish credit packages solutions by customer clusters, their regions, as well as getting credit scores.

    Evaluation

    For me, the best part was the human interaction within the team. It was an immensely satisfying, enriching and constructive experience. Even more satisfying was the feedback we received from Njord; they decided to prioritize the specific opportunities we presented to them!

    It proves to me, that even in these tumultuous times with the right partnerships, long term investment in sustainable initiatives can create strategic growth.

    Santiago Isnardi (MSL Participant)

    Nationality: Italian

    Background: Two decades helping companies improving their financial capabilities, data modelling and investment banking.

    Occupation: Sustainable consulting and automatizing its reporting.

    Interests: Driving positive change and constantly learning combined with family, friends and kitesurfing.

    Collaboration Company: Njord

    Frederik Pind – Managing Director, Njord

    Njord is a green tech business, working to accelerate cost-effective greenhouse gas reductions in shipping.

    Njord helps shipowners and charterers determine and implement their fleet’s savings potential by assessing, designing, and installing green tech packages.

    Partnering with Njord allows shipowners and charterers achieve efficiency gains and enables them to comply with current and coming regulations.

    Video testimonials

    Why is sustainability important?

    At the event “Sustainable Leadership – Enabling Transformative Change” we asked participant Hassan Kilde Bajwa and Jennifer Pham why sustainability is important. Here is what they said.

    Sustainability is a fundamental necessity of the planet

    Hassan Kilde Bajwa participated in the workshop “Sustainable Leadership – Enabling Transformative Change”. He believes the future calls for the corporate world to make fundamental changes from the top to the bottom.

    Why educate yourself on sustainability?

    Jennifer Pham participated in the workshop “Sustainable Leadership – Enabling Transformative Change” and believes that if you do not educate yourself on sustainability on an ongoing basis, you miss out on new developments and innovative ways.

    Upgrade your competences – educate yourself on sustainability

    Hassan Kilde Bajwa came to the event “Sustainable Leadership – Enabling Transformative Change” because he has realized that there are often some competences that are lacking; either leadership skills or an understanding to deal with sustainability – and this event merged the two.

    Articles from Danish Media

    Sustainable Leadership is a matter of survival – Finans.dk

    In this opinion piece in Finans.dk Director of Practice Jackie Stenson and Lederne’s Camilla Engelshardt talk about how sustainable leadership is the precondition for future competitive business across industries.

    DTU and Lederne acknowledged in Denmark and abroad: to help leaders with the biggest challenge of our times

    In this article in CSR.dk, DTU and Lederne talks about the newly received academic accreditation from the ministry.

    MSL in the media

    DTU receives accreditation for the new Master in Sustainable Leadership

    In this article in Klimamonitor, DTU and Lederne talks about the newly received academic accreditation from the ministry.

    MSL in the media

    Interview in Børsen

    “Leaders need to be far more courageous in their work on sustainability” – Interview with co-director of the program, Salla Laasonen, on the great need for sustainable approaches to leadership.

    MSL in the media

    Press release Ministry of Higher Education and Science

    The Master in Sustainable Leadership receives accreditation from the ministry.

    MSL in the media

    Sjællandske Nyheder on the new master

    DTU Learn for Life, and Lederne have co-created a new executive master’s programme in sustainable leadership. The Master in Sustainable Leadership is scheduled to be launched in August 2022.

    Tech Management brings story of the new master

    About the new Master in Sustainable Leadership that aims to equip leaders with the competences needed to drive sustainable change.

    Sustainreport.dk on the sustainability-jungle

    Research and business development go hand in hand in a new master’s programme in Sustainable Leadership at DTU.

    Sustainable Leadership in Finans.dk

    The leaders of today will play an important role in society’s path towards sustainable change. DTU Learn for Life, and Lederne have co-created a new executive master’s programme in sustainable leadership.

    Sustainable Leadership in CLEANTECHWATCH

    Leaders are missing knowledge and tools to lead with a sustainable mindset. DTU Learn for Life and Lederne aim to equip future leaders with a skillset that enable them to understand and operationalize sustainability.

    Interview in sciencereport.dk

    Interview with co-founder of the program, Karsten Uldal, COO at DTU Learn for Life and Academic Director, Salla Laasonen on the great need for sustainable approaches to leadership.

    Challenge your understanding of sustainability

    Jennifer Pham came to the event “Sustainable Leadership – Enabling Transformative Change” to be challenged on what sustainability is and how the ways of working with it and working towards sustainability goals can be improved.

    Registration

    Format

    Part-time Master's
    Place

    DTU Lyngby Campus
    Start 1 September 2025
    Price

    190.000,00 DKK

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