In his presentation, Dr. Didiek emphasized that recently, organizations operate within a hyper-dynamic environment, characterized by rapid change and uncertainty arising from political and geopolitical conditions, global and domestic economic factors, disasters, and shifts in customer behavior. These conditions require companies to conduct strategy evaluation that is no longer static and periodic, but dynamic, continuous, and adaptive. To address these challenges, six approaches were presented.

First, Dynamic Strategic Evaluation, which refers to strategy evaluation conducted continuously and in real time, rather than relying solely on annual cycles. Second, Data-Driven Strategic Review emphasizes the use of big data, data analytics, and artificial intelligence as the basis for decision-making, enabling strategy evaluation to be more accurate and predictive. The third approach is Adaptive Permanent Evaluation, which assesses organizational capabilities through sensing, seizing, and transforming capabilities to ensure the organization can detect change, capture opportunities, and adapt structurally. Fourth, Strategic Ambidexterity Evaluation refers to an organization’s ability to maintain operational efficiency and stability while simultaneously pursuing innovation and transformation amid policy dynamics and global economic conditions.

Furthermore, ESG-Integrated Strategic Evaluation positions environmental, social, and governance aspects as core components of strategy evaluation to ensure sustainability and stakeholder trust. Finally, Scenario-Based Strategy Evaluation (SBSE) is applied to assess organizational readiness in facing various future possibilities, particularly under conditions of extreme uncertainty such as during a pandemic.

In the implementation session, PT Kereta Api Indonesia (Persero) was presented as a concrete example of the application of these six approaches from 2016 to 2025. The transformation began with strengthening organizational foundations and revising the Corporate Work Plan and Budget (RKAP) during 2016–2017, followed by the achievement of an AAA rating from Pefindo in 2017. KAI also issued bonds in 2017 and 2019 as a form of transparency and cost-efficient financing, while gaining public trust through its involvement in financing the Jabodebek LRT project.

During the COVID-19 pandemic period (2020–2021), KAI implemented crisis management through service adaptation, reinforcement of health protocols, and operational efficiency. Although the company experienced losses for two consecutive years, it successfully recovered and recorded a profit of IDR 444 billion in 2022. Entering the 2020–2025 period, KAI continued to develop dynamic strategic evolution through continuous strategy evaluation to maintain performance, safety, efficiency, and service quality.

This practitioner lecture reaffirmed that dynamic, adaptive, and data-based strategy evaluation is a key requirement for the sustainability of modern organizations. The six strategic evaluation frameworks presented were not only academically relevant but also demonstrably applicable in national corporate practice.

This lecture support SDG 8 (Decent Work and Economic Growth) through the strengthening of corporate performance and sustainability, SDG 9 (Industry, Innovation, and Infrastructure) through strategic transformation and innovation in the transportation sector, as well as SDG 12 (Responsible Consumption and Production) and SDG 16 (Strong and Accountable Institutions) through the integration of ESG principles and transparent governance.

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In her presentation, the speaker delivered practical insights into the application of marketing ethics in the pharmaceutical industry, highlighting honesty, transparency of information, regulatory compliance, and corporate responsibility in protecting consumers. Hersi Rosilani explained that the pharmaceutical industry carries a strong social function; therefore, marketing strategies should not be oriented solely toward profit but must also prioritize patient safety and public interest.

The promotion of pharmaceutical products is required to be conducted responsibly, based on scientific evidence, non-misleading, and in accordance with regulations established by the National Agency of Drug and Food Control (BPOM) and the Indonesian Pharmaceutical Code of Ethics. In addition, mechanisms for consumer protection in the pharmaceutical sector were discussed, including consumers’ rights to safety, quality, and accurate information as stipulated in Law Number 8 of 1999 on Consumer Protection.

The speaker also illustrated the supervisory role of BPOM in ensuring drug safety through registration processes, distribution monitoring, and product recalls when violations of quality, safety, or labelling standards are identified.

Through this lecture, students are expected to gain a more comprehensive understanding of ethical business practices, particularly in the context of marketing and consumer protection within strategic industries such as pharmaceuticals. This Practitioner Lecture also served as a platform to enhance contextual learning by presenting real-world practices from industry. The implementation of the activity aligns with efforts to achieve the Sustainable Development Goals (SDGs), particularly SDG 4 (Quality Education) through the enhancement of practice-based learning, SDG 3 (Good Health and Well-Being) through attention to safety and consumer protection in the pharmaceutical sector, and SDG 12 (Responsible Consumption and Production) through the application of responsible business and marketing ethics.

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The speaker for this session was Edi Marwanto, Vice President of Business Development at PT National Energy Solutions, who has more than 20 years of experience in construction projects within the oil, gas, and petrochemical sectors. In his presentation, Edi Marwanto emphasized that projects do not merely produce unique deliverables, but also drive change and create value for organizations.

He explained that project failure is often caused by weak control processes, unmanaged changes, and inadequate monitoring of project performance. Data from The Standish Group indicate that large-budget projects face significant failure risks if they are not properly controlled.

The lecture then outlined core concepts in Project Management, including the Project Management Framework, Integrated Monitoring and Controlling, the role of the Project Management Office (PMO), and key recommendations for achieving project success.

The speaker described the comprehensive project life cycle, beginning with initiating, planning, executing, monitoring and controlling, and concluding with closing. Each phase plays a critical role in ensuring that projects proceed in line with established plans.

The main section of the lecture highlighted the importance of Project Integrated Monitoring & Controlling, which encompasses scope control to prevent scope creep, project schedule control through baseline monitoring, cost control using CPI and CV indicators, quality control to ensure outputs meet specifications, as well as the management of risks, communication, resources, and stakeholders.

Edi introduced the application of Earned Value Management (EVM) as a highly effective method for assessing actual project performance and forecasting final project outcomes. The case studies presented demonstrated how EVM enables early identification of deviations, allowing project teams to design appropriate action plans.

The speaker emphasized the significance of a Project Management Office (PMO) as the center of organizational project governance. The PMO ensures strategic alignment, manages project business processes, develops human resource competencies, and facilitates knowledge transfer, enabling organizations to better manage the complexity of modern projects.

In closing, Edi Marwanto presented several key recommendations, including the adoption of global project management standards, stronger risk and change management practices, character-based leadership that includes emotional intelligence, and the application of the talent triangle for project managers, comprising technical, leadership, and strategic-business skills.

This practitioner lecture supports the achievement of SDG 4 (Quality Education) through the enhancement of student competencies in project management. In addition, the emphasis on monitoring and controlling practices, project governance, and efficient resource utilization contributes to SDG 9 (Industry, Innovation, and Infrastructure) and SDG 16 (Peace, Justice, and Strong Institutions) through transparent, effective, and sustainable project management practices.

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The session was conducted virtually and attended by students of the Management Study Program. It was moderated by Dr. Intan Novela Qurrotul Aini, S.E., M.Si., a lecturer at FEB UNS. During the session, the speaker outlined her career journey, which began in the fields of technology and social media before she joined KAI in 2013 as Manager of CRM and Digital Media. During this period, KAI began implementing social media listening integrated with operational systems, enabling the company to distinguish authentic customer feedback from public opinion and comments generated by non-customer accounts.

The speaker emphasized that social media has become a critical channel for identifying service-related issues. “Every criticism and appreciation must be analyzed. We utilize a 24-hour command center connected to the contact center and CCTV analytics across all stations,” she explained.

She further elaborates that this system enables KAI to detect potential service crises, including the handling of harassment cases in station areas. “Do not expect perpetrators of sexual violence to be able to board trains, particularly in the Jabodetabek area. Our system monitors passenger movement to ensure collective safety,” she stated firmly.

KAI also employs social media listening to accurately identify passenger needs. Feedback concerning the comfort of economy-class trains, toilet facilities, and requests for supporting travel amenities has resulted in tangible service improvements. “From simple comments about seat backrests to requests for separate male and female toilets, all are addressed through innovation,” she explained.

Even investment strategies, such as the provision of water stations, are determined based on customer feedback as part of efforts to reduce plastic waste while improving passenger comfort. In one semester of 2025, KAI recorded more than six million mentions related to railway services; however, after analysis, only 1.58 million were identified as genuine customer feedback. “This is where filtering becomes essential. We must satisfy customers, not merely follow the dynamics of online discourse,” she added.

The speaker also described the management of viral issues, such as the so-called “Tumbler” case. According to her, KAI chose to release clarification at night after observing high levels of discussion during the day. She clarified that temporary removal from duty does not constitute dismissal, but rather serves as a protection mechanism for employees during the clarification process. In addition, she reported that KAI has recovered more than 12,000 lost passenger items valued at over IDR 12 billion, demonstrating the company’s integrity in safeguarding customer property.

KAI currently serves more than 400 million passengers annually, with projections reaching 500 million passengers by the end of 2025. These figures indicate the substantial economic impact of railway services on society. “Railways do not merely transport people; they drive economic activity. Hotels, culinary businesses, and other sectors move in parallel,” she noted.

At the global level, KAI is preparing to offer International Operation and Management Services, including opportunities to operate in Abu Dhabi and other countries. Digitalization, electrification, and long-term strategic development constitute the main focus areas for future growth.

Concluding the session, the speaker expressed her appreciation for the opportunity to participate at UNS as part of public education efforts. Several KAI communication case studies have become references for undergraduate and postgraduate students. “KAI seeks to demonstrate transparency and readiness to contribute to Indonesia’s economic transformation and global engagement,” she stated.

This public lecture further enhanced collaboration between KAI and the academic community in developing studies on communication, digital transformation, and data-driven public services. This occasion aligns with the achievement of the Sustainable Development Goals (SDGs), particularly SDG 4 (Quality Education) through practice-based industry learning, SDG 9 (Industry, Innovation, and Infrastructure) through the presentation of digital transformation and service innovation in the transportation sector, and SDG 11 (Sustainable Cities and Communities) through the development of safe, inclusive, and sustainable public transportation systems.

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The initiative aims to improve participants’ understanding of business processes and decision-making as a foundation for effective digital transformation. Throughout the activities, MSME participants are trained to examine their business processes by identifying and reflecting on 20 business decisions they have previously made. The activity applies participatory learning and step-laddering techniques, which enhance the quality of group discussions and decision-making.

The head of the Community Engagement team, Drs. Yong Dirgiatmo, M.Sc., Ph.D., explains that many MSME entrepreneurs continue to rely on intuition when running their businesses without distinguishing between strategic and operational decisions. He states, “Understanding business processes is essential for entrepreneurs to determine priorities and select digital technologies that genuinely support their needs.”

The program also introduces the McKinsey decision-making framework, which classifies decisions into four categories: big bets, cross-cutting decisions, delegated decisions, and ad hoc decisions. This framework helps participants recognize that digital transformation requires careful analysis of business processes.

In addition, MSME entrepreneurs receive guidance on various digital solutions that can support business management, including accounting applications, CRM platforms, collaboration systems, and digital marketing tools. Participants are encouraged to align decision categories with the most effective technologies to ensure targeted digitalization.

Evaluation results indicate that more than 80 percent of participants experience improved understanding of business processes and digital readiness. Most participants express their intention to adopt at least one digital technology in the near future to enhance business efficiency.

KADIN Surakarta welcomes the program and encourages continuous assistance for MSME entrepreneurs. David R Wijaya, SE, Executive Director of KADIN Surakarta, states, “MSME digitalization must begin with strong business literacy. We appreciate the academic contribution toward building this foundation.”

As a follow-up, the Community Engagement team plans to establish an MSME Digitalization Clinic to assist entrepreneurs in applying technology in stages, beginning with digital record-keeping and progressing to analytics-based marketing.

This Community Engagement program supports SDG 8 (Decent Work and Economic Growth) by improving MSME capacity, SDG 9 (Industry, Innovation, and Infrastructure) by strengthening business process literacy and the application of digital solutions, and SDG 17 (Partnerships for the Goals) through collaboration between the university and KADIN Surakarta.

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This academic forum served as a platform to examine the major transformation of Indonesia’s financial services sector following the enactment of the P2SK Law, an omnibus regulation that restructures institutional architecture, supervisory scope, and the direction of national financial development.

Dr. Sinto Sunaryo, S.E., M.Si., SHRM.CP., Head of the Management Study Program, stated in her remarks that the current activity is expected to provide academic enrichment and expand students’ understanding. She highlighted the importance of bringing perspectives that align with Indonesia’s regulatory context, especially the policy landscape of the financial sector after the introduction of the P2SK Law.
“We encourage various perspectives from academics and practitioners, thus creating link and match between the two point-of-views. Students should not only learn theories but also understand how these theories operate within the Indonesian context. Please make the most of this event, ask as many questions as needed, and we hope Mr. Setiawan can share insights that help students understand the realities of the national financial sector,” she said.

 The P2SK Law as a Milestone in National Financial Reform

In his presentation, Setiawan explained that prior to the enactment of the P2SK Law, Indonesia’s financial services sector faced several challenges, including fragmented regulations, overlapping mandates, weak coordination among authorities, and low financial inclusion in various regions. At least 17 sectoral laws operated independently, highlighting the urgent need for harmonization through an omnibus approach.

The P2SK Law, enacted in January 2023, represents a major leap in financial sector reform following the establishment of the Financial Services Authority (OJK) in 2011. Containing 341 articles, the regulation introduces institutional strengthening, broader supervisory coverage, digital governance, consumer protection, and the advancement of sharia finance and sustainable financing.

Institutional Transformation and Coordination Strengthening

One of the key components of the P2SK Law is the enhancement of cross-authority coordination among OJK, Bank Indonesia, LPS, and the Ministry of Finance through the Financial System Stability Committee (KSSK). The Committee now holds a stronger legal basis for crisis prevention, early intervention, and policy protocol formulation during systemic stress.

The supervision of financial services cooperatives and Microfinance Institutions (LKM) has also shifted under OJK’s authority, creating a more integrated supervisory structure. This change is significant because many cooperatives and LKM previously operated without adequate governance standards.

Banking Reform and the Emergence of Digital Banks

In the banking sector, the speaker emphasized that the P2SK Law adopts a more systematic risk-based supervision through three categories: normal, intensive, and special supervision. The Law also supports the consolidation of BPR/BPRS, the strengthening of sharia banking structures, and the acceleration of digital service transformation. The emergence of digital banks has become a strategic development. The P2SK Law provides clearer governance guidelines related to minimum capital, cybersecurity, digital know your customer (KYC) mechanisms, and technology risk management.  The Law also encourages the integration of environmental, social, and governance (ESG) principles into financing portfolios as part of the transition toward sustainable finance.

 Non-Bank Financial Sector and Financial Technology Innovation

Regulation transformation extends to the non-bank sector, including insurance, pension funds, financing companies, and venture capital firms. These industries are required to improve governance, enhance digital transformation, and strengthen service transparency.

Regarding technology, the speaker described how the P2SK Law regulates Financial Sector Technology Innovation (ITSK), including fintech, e-wallets, peer-to-peer lending, insurtech, and digital assets. The regulation covers licensing, personal data protection, real-time digital reporting, and the development of regulatory sandboxes and innovation hubs that facilitate collaboration between regulators and industry players. Consumer protection in the digital ecosystem is also a central focus, particularly through algorithm transparency, limitations on personal data access, and the establishment of AI-based complaint channels.

 Financial Inclusion, Cooperatives, and Sharia Finance

The P2SK Law introduces strategies to expand financial inclusion, particularly for women, MSME actors, persons with disabilities, and communities in underdeveloped regions. Local governments are encouraged to integrate inclusion programs into their medium-term development plans and regional budgets. With regard to cooperatives and LKM, the book highlights the need for governance improvements, reporting standardization, human resource certification, and strengthened oversight to prevent predatory practices conducted under the guise of cooperatives. The P2SK Law also places significant emphasis on sharia finance, including alignment with the halal ecosystem, sharia compliance mechanisms, and the development of sharia-based financing instruments.

The discussion session was highly interactive, with questions from participants regarding implementation challenges, digital transformation readiness, and the role of students in contributing to the financial sector’s governance in the future. “The success of the P2SK Law depends heavily on human resource capacity, the harmonization of derivative regulations, and the ability of financial institutions to adapt to technology,” Setiawan said.

This activity supports SDG 8 (Decent Work and Economic Growth) through enhanced literacy of the financial sector, SDG 10 (Reduced Inequalities) through improved access to inclusive finance, and SDG 16 (Peace, Justice and Strong Institutions) through strengthened understanding of financial governance and institutional regulation.

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In her remarks, Vice Dean for Academic and Research Affairs, Prof. Tri Mulyaningsih, S.E., M.Si., Ph.D., emphasized the significance of the session for students. The academic handbook serves as a primary reference to help students navigate their academic journey in a more structured and focused manner.

“There are two main objectives of this activity: improving the quality of graduates and enhancing the quality of curriculum and learning experiences. The academic and curricular information presented in this handbook will help students to graduate on time, acquire knowledge and skills relevant to the job market, and ensure a meaningful and enjoyable learning experience at FEB UNS,” she explained.

Prof. Tri further added that the handbook also provides a comprehensive understanding of academic regulations, including lecture procedures, scientific writing guidelines, and the stages of final project completion. With this information, students are expected to design more effective learning strategies, enabling them not only to graduate but also to gain competencies that are relevant to professional settings.

The handbook covers various essential aspects, including the vision and mission of UNS and FEB, organizational governance, academic regulations, curriculum, and supporting facilities. It is divided into three categories the Undergraduate Programs: Accounting, Management, Development Economics, and Digital Business. Master’s Programs covering the Master of Accounting (MAKSI), Master of Economics and Development Studies (MESP), and Master of Management (MM), and lastly the Doctoral Program in Economics (PDIE) with specializations in Accounting, Management, and Economics.

In addition to the launching session, the event also addressed the latest regulations regarding student internships. Vice Dean for Student and Alumni Affairs, Tastaftiyan Risfandy, S.E., M.Sc., Ph.D., explained that internships at FEB UNS are divided into two categories: compulsory internships and independent internships. The compulsory internship is part of the curriculum, worth 3 credits, and requires submission of a final report. Meanwhile, the independent internship is initiated by students, carries no credit load, and does not require reporting. Detailed information on internship programs is included in the Academic Handbook.

As a parallel session of the event, students participated in breakout room sessions led by each Head of Study Program. During these sessions, students received more in-depth explanations about the curriculum, academic regulations, and learning strategies specific to their programs. The interactive sessions provided opportunities for students to ask questions directly and obtain information tailored to their academic needs.

Through the launch of this Academic Handbook, FEB UNS hopes that all students can follow a clearer academic path, understand their rights and responsibilities, and make full use of the available learning facilities. This initiative also reaffirms FEB UNS’s commitment to supporting the achievement of the Sustainable Development Goals (SDGs), particularly Goal 4 (Quality Education) through strengthened learning systems, Goal 8 (Decent Work and Economic Growth) through internship regulations, and Goal 9 (Industry, Innovation, and Infrastructure) through the provision of modern learning facilities.

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In her presentation, Yuni Dwi Wijayanti explained how Artificial Intelligence (AI) has brought major transformations to the banking industry, ranging from customer service to risk management systems and anti–money laundering (AML) initiatives. The application of AI has become a key element in improving efficiency, speed, and accuracy in the financial sector.

She illustrated several applications, including the use of BNI’s chatbot DINI for 24-hour customer service, the application of machine learning in credit scoring to accelerate credit decision-making, and AI-based fraud detection systems that enhanced financial security in banks such as BNI and Suncorp.

However, beyond these advantages, Yuni emphasized that AI also carries moral and social responsibilities. “AI is not merely a technological tool but a reflection of the values and decisions of the humans who operate it,” she stated.

She highlighted several ethical challenges that need to be addressed, including bias and discrimination in data, lack of transparency in automated decisions, the importance of protecting personal data in accordance with Indonesia’s Personal Data Protection Act (UU PDP) 2022 and New Zealand’s Privacy Act 2020, as well as issues of accountability for system errors.

Yuni highlighted the importance of the principle of explainability—the ability of financial institutions to justify AI-based decisions to their customers. At the global level, AI ethics practices are guided by the OECD AI Principles and the EU AI Act (2024), while Indonesia’s National AI Strategy 2020–2045 provides a national framework emphasizing innovation grounded in ethics and humanity.

Concluding the session, Yuni reminded students to view AI not merely as a tool for efficiency but as a space for ethical decision-making. “AI can replace many human functions, but it will never replace morality, empathy, and responsibility,” she remarked.

This lecture is part of the DIKTISAINTEK BERDAMPAK initiative, reaffirming the Management Study Program’s commitment to providing globally relevant and competitive education. It also supported the achievement of the Sustainable Development Goals (SDGs), particularly Goal 4 (Quality Education) and Goal 9 (Industry, Innovation, and Infrastructure), by strengthening digital ethics literacy in the era of artificial intelligence.

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In her opening remarks, Dr. Sinto Sunaryo, S.E., M.Si., SHRM.CP., Head of the Management Study Program, explains that the practitioner lecture serves as a regular academic agenda designed to bridge theoretical knowledge with professional practice. “Students are expected to gain direct insights from practitioners to understand how theories are applied in real-world contexts, particularly in the field of leadership,” she states.

Astrid Widayani begins her presentation by discussing the concept of a public official’s persona on social media—how a leader’s image and identity are constructed in the digital space to reach the public, communicate policies, and convey personal and emotional dimensions.

She explains that the government’s image consists of two dimensions: bureaucratic image and political image, both of which are shaped by public perception of government officials and leaders. Astrid further highlights the concept of “authentic presence” as the foundation of leadership in the digital era. “An authentic presence on social media is not merely about being visible but about maintaining consistency between personal values and conveyed messages, ensuring transparency, and fostering two-way interaction,” she emphasizes.

She adds that authenticity is measured by credibility, trust, and emotional connection between leaders and the public. As a practical strategy, Astrid outlines four steps to build authentic presence: identifying one’s core values, maintaining consistency through relevant content, actively listening to the audience, and engaging authentically without gimmicks. She concludes by emphasizing that “authenticity fosters public trust,” which serves as the cornerstone of sustainable leadership.

The lecture, attended by students—mainly from the Management Study Program—runs interactively through a question-and-answer session. Through this activity, students not only learn about leadership theories but also gain understanding of how to develop a credible personal and leadership image in digital spaces.

This practitioner lecture also supports the achievement of Sustainable Development Goals (SDGs), particularly SDG 4 (Quality Education) and SDG 16 (Peace, Justice, and Strong Institutions), by fostering a generation of young leaders who are ethical, adaptive, and communicative in the digital era.

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In her remarks to the Head of Study Program and lecturers, Prof. Tri explained that the Green Jobs LMS is part of a strategic collaboration between FEB UNS, the Faculty of Economics and Business, Universitas Gadjah Mada (FEB UGM), Coca-Cola Europacific Partners (CCEP), and the international partner “Skills for Impact.” The initiative aims to integrate the Green Jobs approach into university curricula.

At FEB UNS, the LMS will be implemented in various courses such as Human Resource Management, Human Resource Economics, and Employment Economics. The customized materials cover topics including current labor issues, company case studies, labor migration, and trade unions. The LMS is expected to address global challenges in employment, the green economy, and environmental sustainability. Through this platform, students can access online, interactive, and flexible learning resources.

“Integrating Green Jobs into our curriculum is an important step in preparing students for the future job market, which increasingly emphasizes sustainability. The program will run from October 6 to November 1, replacing regular lectures during that period. Therefore, lecturers are expected to inform students that participation is mandatory. Attendance will be monitored by the Academic Subdivision,” she explained.

The Green Jobs training materials consist of five main modules: Fundamentals of Green Jobs and Global Context, Systems Thinking and Solution Design, Technical and Digital Skills for the Circular Economy, Stakeholder Engagement and Behavioral Change, and Green Career Pathways and Entrepreneurship. Each module is designed for 60–90 minutes of study, including pre-test, core materials, supplementary readings, optional individual activities, and post-test.

Prof. Tri further emphasized that student participation in this program supports UNS’s Key Performance Indicators (IKU), including IKU 1—Graduates Securing Decent Employment, through certification and Green Jobs competency materials; IKU 6—Study Program Partnerships, through collaboration with industry partners and international academics; and IKU 7—Innovative Classroom Learning, through the use of MOOCs and online methods.

Vice Dean Tastaftiyan Risfandy, Ph.D., added that the Green Jobs LMS is open to students across Indonesia. “This program is accessible to students nationwide. FEB students enrolled in Human Resource Management, Human Resource Economics, and Employment Economics courses will join the learning sessions. Registration is carried out independently via ugm.id/PendaftaranGreenJobs, and all information will be delivered directly to students through WhatsApp Groups,” he explained.

Participants will receive an international certificate from CCEP, free access to the five training modules, flexible online learning opportunities, and the chance to win cash prizes of up to IDR 5,000,000. During the discussion session, Muhammad Yusuf Indra Purnama, Ph.D., Head of the Development Economics Study Program, suggested that the independent learning process should remain under lecturer supervision to ensure student discipline and completion.

The implementation of the Green Jobs LMS at FEB UNS is aligned with the Sustainable Development Goals (SDGs), particularly in promoting decent work, inclusive economic growth, and climate action. By integrating sustainability and green economy education into the curriculum, FEB UNS contributes actively to preparing young generations who are ready to face the challenges of the future labor market with responsibility and commitment to sustainable development.

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