Management of Sustainable Business

Syllabus

Thematic Scope of Lectures: 1. The essence and significance of economic tools and methods in sustainable business management according to the ESG concept – the topic focuses on the definition, classification, and categorization of the corporate controlling system in general. It defines the controlling system of a sustainable enterprise according to the ESG concept, covering key principles such as CSRD (Corporate Sustainability Reporting Directive), EU Taxonomy, ESRS standards (European Sustainability Reporting Standards), Scope 1, 2, and 3 standards (carbon emissions regulation standards), and CSDDD (Corporate Sustainability Due Diligence Directive). It also explores the subsystems of controlling within sustainable business controlling under the ESG framework, the role of controlling in relation to management, and the key tasks and functions of corporate controlling. The systematization of corporate controlling is analyzed, distinguishing between global and partial controlling approaches and positioning controlling within the management of a sustainable enterprise according to the ESG concept. 2. Organization of management subsystems in a sustainable enterprise according to the ESG concept. – the content focuses on the identification, specification, classification, and typology of organizational structures applied for controlling a sustainable enterprise under the ESG concept. It examines the specifics of organizational structures designed for ESG-based business controlling, differentiating and comparing these structures based on business typology. Additionally, it explores both the static and dynamic aspects of controlling organizational structures and assesses the degree of centralization and sustainability within the ESG framework according to the given organizational structure. 3. Operational management systems of a sustainable enterprise under the ESG concept.– the topic focuses on the comprehensive and integrated issues of operational planning in the transformation process, considering natural, financial, and ESG aspects in parallel. It covers the principles of corporate budgeting, the basic structure of a corporate budget, and its implementation while addressing financial, natural, and ESG dimensions simultaneously. Additionally, it explores the relationship between financial and managerial accounting for managing a sustainable enterprise under the ESG framework, including the organization of relationships and subsystems within internal corporate accounting. 4. The internal corporate accounting system in a sustainable enterprise under the ESG concept. – the content addresses the comprehensive nature of the internal corporate accounting system in a sustainable enterprise under the ESG concept. It includes the classification of controlling objects, such as cost types, the categorization and typology of cost and profit centers, job order classification, and the parameterization of assets and liabilities. Additionally, it covers internal accounting within the corporate accounting sheet and practical applications of inventory valuation methods in controlling. 5. Support tools for investment and project management for the needs of sustainable business management under the ESG concept. – the topic focuses on the general characteristics of investment controlling, specifically incorporating ESG parameters. It covers the definition, classification, categorization, and typology of investment systems from the perspective of investment controlling, risk reduction, and ESRS standards. It explores methods and tools used in investment controlling, the role of the controller in investment controlling with ESG considerations, and the relationship between investment and project controlling for managing a sustainable enterprise under the ESG framework. Also, it addresses tools and methods for fulfilling project controlling tasks, project lifecycle management, budgeting, and the role of the controller in project controlling, risk reduction, and compliance with ESRS standards. 6. Economic tools for quality management in a sustainable enterprise under the ESG concept. – the content focuses on the comprehensive and integrated aspects of system relationships in quality controlling for a sustainable enterprise under the ESG concept. It covers general characteristics and fundamental principles of quality management, risk reduction, and ESRS standards. It explores quality management according to ESRS standards, ISO norms, and specific product standards, including Total Quality Management (TQM). The role of quality controlling within the corporate controlling system is examined, along with methods and tools used in quality controlling. It addresses the Costs of Quality (COQ)and the responsibilities of controllers in quality controlling within a sustainable enterprise under the ESG framework. 7. Economic tools for logistics and marketing management. – the content focuses on the cross-sectional issues of logistics controlling and marketing controlling systems in a sustainable enterprise under the ESG concept. It examines the specific application of controlling tools and methods within the ESG framework for partial business controlling areas, including the role of information system tools. 8. Economic tools for ESG management with a focus on the G pillar. – the topic focuses on the comprehensive and integrated aspects of system relationships in ESG controlling within corporate management, with a particular emphasis on the G pillar. It covers the fundamental principles of the ESG concept in relation to the Accounting Act, CSRD directive, EU Taxonomy, ESRS standards, and Scope 1, 2, and 3 regulations. Additionally, it explores the practical application of the Double Materiality model and the controlling relationships of key ESG standards, including ESRS 1 (General Requirements), ESRS 2 (General Disclosures), and ESRS G1 (Corporate Behavior) 9. Economic tools for ESG management with a focus on the E pillar. – The content focuses on the comprehensive functioning of environmental controlling. It examines the system of environmental controlling within the framework of sustainable enterprise controlling under the ESG concept, including the relationship model of standards from Climate Change (ESRS E1) to Resource Use and Circular Economy (ESRS E5) and their connections to the EU Taxonomy and ESRS Scope 1, 2, and 3 standards. It also explores alternative environmental controlling systems based on EMAS (Eco-Management and Audit Scheme) and ISO 14001 (Environmental Management System), along with their relevant methods and tools. 10. Economic tools for ESG management with a focus on the S pillar. – the topic focuses on the comprehensive and integrated aspects of system relationships in human capital controlling. It examines the fundamental differences between human resource management, personnel management, and human capital for the purposes of corporate controlling. It also covers the methods and tools applied in stakeholder controlling based on the relationship model of standards, ranging from Own Workforce (ESRS S1) to Consumers and End Users (ESRS S4). 11. Segment Reporting in a Business – the content focuses on the comprehensive application of segment reporting within a company. It covers the fundamental principles of reporting, the attributes of the corporate information system for reporting purposes, including reporting for ESRS requirements. Additionally, it examines the process and cycle of preparing reports for business management, as well as integrated reporting. 12. Model of Controlling Functioning in a Selected Service Industry (based on students´ choice) with an Applied ESG Concept – the topic focuses on the operation of controlling subsystems within corporate systems in the service sector. It examines the role of controlling in relation to management, as well as the key tasks and functions of controlling a sustainable enterprise under the ESG concept in the service industry. The systematization of corporate controlling is also discussed, including global and partial controlling and its position in business management within a selected service sector. Additionally, it highlights the specifics of applying controlling tools and methods for sustainable enterprises according to the ESG concept in the service industry. 13. Model of controlling functioning in a selected industrial sector (based on students´ choice) with an applied ESG concept – the topic focuses on the operation of controlling subsystems within corporate systems in the industrial sector. It examines the role of controlling in relation to management, as well as the key tasks and functions of controlling a sustainable enterprise under the ESG concept in the industrial sector. The systematization of corporate controlling is also discussed, including global and partial controlling and its position in business management within a selected industrial sector. Additionally, it highlights the specifics of applying controlling tools and methods for sustainable enterprises according to the ESG concept in the industrial sector. Thematic scope of seminars: 1. The essence and significance of economic tools and methods in sustainable enterprise management according to the ESG concept – examples and case studies focus on defining, classifying, and categorizing the corporate controlling system in general. Definition of the controlling system for a sustainable enterprise based on the ESG concept: principles of CSRD (Corporate Sustainability Reporting Directive), EU taxonomy, ESRS standards (European Sustainability Reporting Standards), Scope 1, 2, 3 standards (carbon emissions regulation standards), and CSDDD (Corporate Sustainability Due Diligence Directive). Subsystems of controlling within the controlling system of a sustainable enterprise according to the ESG concept. The position of controlling in relation to management and the relevant roles and functions of corporate controlling. Systematization of corporate controlling – global controlling and partial controlling, the role of controlling in the management of a sustainable enterprise according to the ESG concept. 2. Organization of management subsystems in a sustainable enterprise according to the ESG concept – examples and case studies focus on the identification, specification, classification, and typology of organizational structures applied for controlling in a sustainable enterprise based on the ESG concept. Specific features of organizational structures used for controlling in sustainable enterprises. Differentiation and comparison of controlling organizational structures concerning business typology. The static and dynamic aspects of controlling organizational structures. Diagnosis of the degree of centralization and sustainability based on the ESG concept according to the organizational structure. 3. Operational management systems of a sustainable enterprise according to the ESG concept – examples and case studies focus on the complex and integrated issue of operational planning of the transformation process (considering natural, financial, and ESG aspects in parallel). Principles of corporate budgeting. Basic structure of the corporate budget. Implementation of the corporate budget (considering natural, financial, and ESG aspects in parallel). The relationship between financial and managerial accounting for managing a sustainable enterprise according to ESG principles: organization of relationships and subsystems of internal corporate accounting. 4. The internal corporate accounting system in a sustainable enterprise according to the ESG concept – examples and case studies address the complex issue of the essence of the internal corporate accounting system in a sustainable enterprise based on ESG principles. Classification of controlling objects: cost types, classification of cost and profit centers, categorization and typology of cost and profit centers, classification of orders, and parameterization of assets/liabilities. Accounting within the corporate accounting sheet. Inventory valuation in controlling – practical application of inventory valuation methods and techniques. 5. Support tools for investment and project management for the needs of sustainable enterprise management according to the ESG concept – examples and case studies focus on the general characteristics of investment controlling, specifically with ESG parameters. Definition, classification, categorization, and typology of the investment system from the perspective of investment controlling, risk reduction, and ESRS standards. Methods and tools applied in investment controlling. The role of the controller in investment controlling within the enterprise, particularly concerning ESG parameters. The relationship between investment and project controlling for the management of a sustainable enterprise according to the ESG concept. Tools and methods for fulfilling the tasks of project controlling within the enterprise for management purposes. Project life cycle. Project budgeting. The role of the controller in project controlling, risk reduction, and ESRS standards. 6. Economic tools for quality management of a sustainable enterprise according to the ESG concept – examples and case studies focus on the comprehensive and integrated issue of system relationships in quality controlling within a sustainable enterprise according to the ESG concept. General characteristics and fundamental principles of quality management, risk reduction, and ESRS standards. Quality management according to ESRS standards, ISO norms, and specific product norms. TQM (Total Quality Management). The position of quality controlling within the corporate controlling system. Methods and tools applied in quality controlling. Costs of Quality (COQ). The role of the controller in quality controlling within a sustainable enterprise according to the ESG concept. 7. Economic tools for logistics and marketing management – examples and case studies address the cross-sectional issue of the essence of logistics controlling systems and marketing controlling within a sustainable enterprise according to the ESG concept. Specifics of applying controlling tools and methods for a sustainable enterprise according to the ESG concept for partial corporate controllings, including information system tools. 8. Economic tools for ESG management with a focus on the G pillar – examples and case studies are concentrated on the comprehensive and integrated issue of systemic relationships in ESG controlling within enterprise management. Fundamental principles of the ESG concept from the perspective of the Accounting Act, the CSRD directive, the EU taxonomy, ESRS, and Scope 1, 2, 3 standards. Practical model of double materiality. Controlling relationships of standards General Requirements ESRS 1, General Disclosures ESRS 2, and Business Conduct ESRS G1. 9. Economic tools for ESG management with a focus on the E pillar – examples and case studies address the complex issue of environmental controlling. The system of environmental controlling within the controlling framework of a sustainable enterprise according to the ESG concept – a model of relationships between standards: Climate Change ESRS E1 to Resource Use and Circular Economy ESRS E5 (including links to the EU taxonomy and ESRS Scope 1, 2, 3 standards). Alternatives to the environmental controlling system based on EMAS (Eco-Management and Audit Scheme) and ISO 14001 (Environmental Management System) and their appropriate methods and tools. 10. Economic tools for ESG management with a focus on the S pillar – examples and case studies are oriented towards the complex and integral issue of system relationships in human capital controlling. Fundamental differences in human resource management, personnel management, and human capital for corporate controlling purposes. Methods and tools applied in stakeholder controlling based on the model of relationships between standards: Own Workforce ESRS S1 to Consumers and End Users ESRS S4. 11. Segment reporting in a company – examples and case studies address the complex issue of applying segment reporting in a business. Fundamental principles of reporting, attributes of the company's information system for reporting purposes, including reporting for ESRS purposes. The process and cycle of preparing reports for company management. Integrated reporting. 12. Model of controlling operations in a specific selected service sector (chosen by students) with an applied ESG concept – examples and case studies focus on the functioning of controlling subsystems within corporate systems in the service sector. The position of controlling in relation to management and the relevant roles and functions of controlling in a sustainable business according to the ESG concept in the service sector. Systematization of corporate controlling – global controlling and partial controlling, the position of controlling in business management within the selected service sector. Specifics of applying tools and methods of sustainable business controlling according to the ESG concept in the service sector. 13. Model of controlling operations in a specific selected industrial sector (chosen by students) with an applied ESG concept – examples and case studies focus on the functioning of controlling subsystems within corporate systems in the industrial sector. The position of controlling in relation to management and the relevant roles and functions of controlling in a sustainable business according to the ESG concept in the industrial sector. Systematization of corporate controlling – global controlling and partial controlling, the position of controlling in business management within the selected industrial sector. Specifics of applying tools and methods of sustainable business controlling according to the ESG concept in the industrial sector.