ITS AI CAN YOU WRITE IT IN YOUR OWN WORDS
WEEK 1 – CAPITALISM, GLOBALISATION AND SUSTAINABILITY
We learned how global trade and capitalism drive economic growth but also create pressure on natural and human resources. The Triple Bottom Line (People, Planet, Profit) showed that sustainability must balance all three. Connection: Globalisation increases production and transport emissions — linking directly to the need for cleaner mobility, such as electric vehicles (Planet and Profit).
WEEK 2 – POLLUTION AND HUMAN BEHAVIOUR
This week focused on human causes of pollution and the “Tragedy of the Commons.” We saw how shared resources like oceans and air are exploited when individuals act for short-term gain. Connection: The EV industry addresses this by reducing air pollution and carbon emissions — aligning behaviour change with sustainability goals (Planet).
WEEK 3 – REDUCING SUPPLY-SIDE IMPACTS
We discussed how businesses can reduce environmental impacts along supply chains, including using renewable energy and green logistics. Connection: EV manufacturing still depends on mining lithium and rare earth metals, so sustainable sourcing and recycling batteries become key supply-chain priorities (Planet and People).
WEEK 4 – SUPPLY CHAINS AND PROFITABILITY
The session explained how supply-chain design affects efficiency, cost, and customer satisfaction. Strong supplier relationships and transparent flows improve long-term profit. Connection: For EVs, localising supply chains and using ethical suppliers reduce transport emissions and social risks, turning sustainability into a source of competitive advantage (Profit and People).
WEEK 5 – COMPETITIVE ADVANTAGE: INVENTORY, COST & CUSTOMER SERVICE (PART 1)
We looked at managing inventory and balancing cost against customer expectations. Holding too much stock affects cash flow; holding too little damages trust. Connection: EV producers must manage component shortages (like chips and batteries) carefully — using lean operations to stay profitable while maintaining sustainability goals (Profit).
WEEK 6 – COMPETITIVE ADVANTAGE (PART 2) AND MATERIALITY
We learned that Materiality identifies which environmental, social, and economic issues matter most to a business and its stakeholders. A Materiality Matrix helps prioritise these. Connection: In EVs, high-priority issues include carbon footprint, resource sourcing, and charging infrastructure — showing how operations and sustainability meet (Planet, People, Profit).
WEEK 7 – GLOBAL SYSTEMS: SDGS, POVERTY, MIGRATION
This week linked sustainability to global challenges like poverty, population growth, and the UN Sustainable Development Goals (SDGs). Connection: The EV industry contributes to SDG 13 (Climate Action) but must also ensure decent work and reduced inequality in supply chains (SDG 8 & 10) (People).
WEEK 8 – CSR, STAKEHOLDERS AND LABOUR PRACTICES
We examined Corporate Social Responsibility (CSR), stakeholder theory, and ethical labour. Companies need to engage stakeholders and report transparently. Connection: EV firms face scrutiny on battery-mining labour conditions; strong CSR ensures fair work, ethical sourcing, and trust with consumers and governments (People and Profit).