Activity and sustainability report (version complète) by KEDGE Business School

Our strategy and Governance

Activity and Sustainability Report

2013 - 2014

p. 02-03

CONTENTs

profilE

04 A YEAR OF MERGING 06 EVENTS of the year 2013-2014 10 Key figures 14 A worldwide presence

KEDGE Business School delivers 31 management training programmes, endorsed by the French State and the EQUIS, AACSB and AMBA international accreditations, aimed at both students and practicing professionals, in full-time study and continuing education schemes. KEDGE Business School also offers tailor-made training courses for organisations in France and abroad. KEDGE Business School also includes a design school: KEDGE Design School.

16. STRATeGy & GOVERNANCE

The KEDGE Business School campuses are located in Bordeaux, Marseille, Paris and Toulon in France. KEDGE Business School also has a presence in China, namely in Suzhou and Shanghai, and works with 4 partner campuses (Avignon, Bastia, Bayonne, Dakar). The KEDGE Business School community boasts 11,639 students (including 25% of international students), 181 full-time faculty members (including 41% nonFrench), 300 academic partners and 40,000 alumni working all over the world.

17 Governance & Board 18 A new Director General for a new strategic horizon 20 Scope of our responsability 21 our commitments

22. PERFORMANCE 23 MAXIMISING OUR STUDENTS’ EMPLOYABILITY 24 above standard on CSR 26 Resources: iNNOVATION AND ADJUSTMENTS Copywriting: KEDGE Business School / Marketing & Customer Relations Direction / Luminy BP 921 / 13 288 Marseille cedex 09 – Photo credits: Giovanni Cittadini Cesi, iStock – Design and production: (Art direction: V. Robic/Lay-out: N. Theil) – Publishing: Sammarcelli Imprimeur.

Rankings: KEDGE Business School ranks amongst the French top 10 and the European top 30. Our Executive MBA programme is ranked 27th globally and 4th nationally (source: Financial Times).

For more information, please visit: kedgebs.com @kedgebs Facebook/kedgebs

Activity and Sustainability Report 2013 / 2014

EDITORIAL In its second edition, this Integrated Report has already established itself as a key publication for KEDGE Business School, building on the historical practices of its founding schools, and embodying perfectly our dual ambition: —To be a financially healthy and successful business school, as this is crucial to our ability to invest for the benefit of our students and alumni —To strengthen and build on our leadership and our international visibility with regards to our CSR commitment. These ambitions are encapsulated by our brand signature: « CREATE. SHARE. CARE. » This Integrated Report was completely redesigned in its structure, in an effort to make it as relevant as possible to our different audiences: —The new design concept is at a crossroads between a journal and a magazine, with a view to be as inviting and informative as possible to the reader. —The content was structured into 3 standalone booklets, each designed with a particular audience in mind and which, taken together, make up the Integrated Report. —Booklet 2 is completed by a series of interviews, which aim to illustrate the vibrancy of our community which, as recent as it is, is already united around many ambitious and exciting projects. Enjoy your reading.

Chloé Pigeon Marketing and Customer Relations Director

p. 04-05

A YEAR OF MERGING François PIERSON President of the KEDGE Business School Board of Directors Former CEO of AXA France CEO of AGIPI

Making KEDGE Business SchooL a global reference in higher education Higher education, and indeed the whole world of professional training, is going to experience a radical digital and global transformation in the next 20 years. KEDGE Business School sees this as a major opportunity and is committed to become a true global player, able to train students, managers and business leaders all over the world. Indeed, we now operate in a truly global environment, even if our roots remain firmly set in Bordeaux, Marseille and Toulon. Our founding merger really has made us a leading reference in our field. Today, our

Group has the required strength to invest in top-flight education, research excellence, pedagogical innovation, digital transformation and geo-strategic development. Through our ESC programmes created in Suzhou, we will train as many as 1,000 Chinese students per year in Bordeaux and Marseille. Thanks to the deployment of our executive programmes in Shanghai, the Global MBA now ranks in the global top 30. Building on this success, this implementation strategy will be extended to the entire Asian continent, then to other emerging high-growth

markets. Not that we are forgetting about our roots, far from it. In fact, our global development strategy contributes to making our regions even more attractive, which in turns benefits local businesses. We strive to achieve the best employability for all our students and create a robust alumni network with global reach. This is essential to our progression in global rankings.

Activity and Sustainability Report 2013 / 2014

Pierre GOGUET Vice-President of the KEDGE Business School Board of Directors

KEDGE Business School: the merger has paid off The first signs of success are already in evidence. One year on after its founding merger, KEDGE Business School has already established itself as a major force in higher education. The success of this strategy lies in our first-class research capacities, our top-flight faculty, our strong commitment to pedagogical innovation and our proactive reflection about what higher education could or should be tomorrow. KEDGE Business School now enjoys true international recognition, as evidenced by our triple accreditation – AMBA, EQUIS

and AACSB –, a key milestone in asserting ourselves as a hub of excellence in higher education for business management. KEDGE BS also ranks amongst the top 30 European business schools in the latest rankings published by the Financial Times. Bordeaux is famous worldwide as the undisputed world capital for fine wines. KEDGE Business School builds on this unique and prestigious reputation and has been strengthening its expertise in wine and spirits management over the past ten years. And thanks to the long-standing partnerships

developed by Marseille, KEDGE BS now boasts the strongest network of all French business schools in Asia. Our strong local rooting plays a key role in our global standing. With the opening, earlier this year, of a new 22,000-sqm building, representing an investment of over 40 million Euros, the Chamber of Commerce and Industry of Bordeaux intends to provide KEDGE BS with a campus that is in line with its global ambitions, whilst remaining true to its founding commitments: Create, Share, Care.

p. 06-07

EVENTS of the year 2013-2014

16-19 September 2013 – Marseille / Bordeaux

Integration game The Quest Launched in Marseille in 2012, The Quest integration game has now also been rolled out in Bordeaux. This puzzle game was an opportunity to welcome 3,500 freshers (2,000 in Marseille and 1,500 in Bordeaux) across all programmes, and let them explore their new school (faculty, student associations, projects, campus...) and home city.

15 October 2013 - Bordeaux

My Way career-advice days The first of 4 events organised by the DPP service, this special day enabled school graduates and students to meet HR consultants and recruitment specialists in order to: • refine their approach to job applications • test their skills in real-life recruitment situations • develop their strategy for job / internship hunting • start building a professional network

17 October 2013 - Toulon Jeudis#Design Conference >

“DESIGN & LUMIÈRE”

Dutch designer Huub Ubbens, a graduate of the Rietveld Academy of Art (Amsterdam), shared his passion for lighting design and presented some of his own creations.

more events on:

kedgebs.com

Activity and Sustainability Report 2013 / 2014

7-8 November 2013 - Marseille-Villa Méditerranée

Mena Forum

The 3rd edition of the Mena Economic Forum, which was jointly organised by KEDGE BS and the Cap MENA think tank as part of the Mediterranean Economic Week, brought together a dozen active or former Ministers from both shores of the Mediterranean, a European Commissioner, the Emir of Sharjah as well as about 400 key economic and political leaders from the Mediterranean and Arabic Gulf regions.

8 November - Bordeaux

Conference Politics and the environment: friends or foes?

Noël Mamère, Mayor of Bègles, MEP and former member of the French Green Party, debated with Charles Adrien Louis, President of citizen association Avenir Climatique, as part of this conference hosted by student association Forum Events.

210

On 29 & 30 November 2013

Marseille students

participated in a SimONU business simulation on the topic of “Sustainable use of forest environments”. Following the blueprint of the international event held annually at the UN headquarters, this simulation game is aimed at “classe préparatoire” students and is an opportunity to reflect on key global issues from the perspective of the nation state.

WE EVENTS of the year 2013-2014

7-8 December 2013 - Marseille

Kick-Start Weekend Gather all student associations from the Bordeaux, Toulon and Marseille campuses for a whole weekend: a crazy idea? A great idea, which has proven to be a key trigger in engaging all KEDGE BS students with the overall strategic orientation and the community of their school. The event focused on the following themes: • Intercampus collaboration • The emergence of innovative and promising intercampus student projects, aligned with their school’s values and the focus on personal development through “Learning by Doing” • Promoting differentiating projects to support and sustain excellence and performance.

6 January 2014 - Bordeaux

KEDGE Business School new headquarters are now open

22,000

sqm, that is the total floor area of the extension works completed on the Bordeaux Campus, where the Group headquarters are now established. Staff and faculty entered the premises on January 6, a day before students.

p. 08-09

Activity and Sustainability Report 2013 / 2014

more events on:

kedgebs.com

29 March - 6 April 2014 Marseille, Toulon, Bordeaux

Sustainable Development Week 16-17 May 2014 – Bordeaux, Marseille, Toulon

Graduation ceremony

Students received their formal diplomas on their respective campuses of Marseille and Bordeaux, for a day full of emotion and high spirits. Nearly 2,000 people gathered on each campus on this special day to take part in the awarding ceremony itself and a wide range of festivities.

CREATE new habits, SHARE the world’s resources, CARE for your campus. More than 40 activities were organised throughout the week to raise awareness of sustainable development issues and promote responsible practices on the theme of “waste and responsible consuming”.

19-23 May 2014 - Marseille

FNEGE Symposium (Semaine du Management)

19-21 April 2014 - Bordeaux

Ecricome Challenge 5 schools - 2,500 students - 6 sports. ICN Business School (Nancy) KEDGE Business School (Marseille and Bordeaux) - NEOMA Business School (Rouen and Reims). The Ecricome Challenge, the third largest student event in France, was organised by KEDGE BS Bordeaux this year. Marseille, who won the Best Atmosphere trophy this year, will be hosting the event in 2015.

The “Semaine du Management” project is supported by the FNEGE foundation, all French Scientific Business Management Associations, as well as two leading higher education institutions in business management: IAE Aix Graduate School of Management and KEDGE Business School. As part of this special week, the Marseille campus hosted the International Conference on Research in Logistics and Supply Chain on 20-21 May 2014, which focused on the key challenges and trends impacting the supply chain today.

p. 10-11

Key figures KEDGE BS

STUDENT STATISTICS

STUDENTS

11,639

student projects

983 52

Student associations

Student projects pro acts

Businesses created each year

48% of women — 52% of men — STUDENT ORIGIN: 75% france — 25% rest of the world —

GENDER BALANCE:

executive education

Exchanges

764

1,200 1,800

PROFESSIONAl PARTICIPANTS 45% of women — 55% of men 58% France — 42% rest of world

Incoming students Outgoing students

Activity and Sustainability Report 2013 / 2014

KEDGE BS

MANAGEMENT PROGRAMmes

MANAGEMENT PROGRAMmeS DEDICATED TO EMPLOYABILITY

NUMBER OF STUDENTS BY PROGRAMME 2013-2014

BACHELOR LEVEL

MASTER LEVEL

DESIGN SCHOOL

2,212

8,412

117

MS / MSc

MBA / EMBA

EXECUTIVE degrees

2,439

361

764

40,000 alumni 1,000 mba graduates in china — 760 apprenticeships and professional contracts

PERSONAL DEVELOPMENT

75 20

PERSONAL DEVELOPMENT COACHES staff members dedicated to wellness

School Scholarships €477K €402K

€400K

€472K

2011-2012 2010-2011

2013-2014 2012-2013

p. 12-13

Key figures KEDGE BS

performance tuition fees €19.4M

School Budget Other income

€47.7M

Undergraduate Programmes

€1.61m

Post-Graduate Programmes

CCI Grants

Executive Education

MBA and other Programmes

€3,525

Apprenticeship tax

€605

€15,356

Tuition fees

€70.47m

€88.99M 2012-2013

€726

€1,121

Others

CCI grants**

GLOBAL MBA:

2014-2015

27th worldwide (fastest progression) Financial Times 2014 ranking

1st

—

KEDGE BACHELOR: in France L’Étudiant and Le Figaro Étudiant 2014 rankings

€4 ,051

€940

Tuition fees

€90.26M

rankings

Apprenticeship tax

€10,850

2013-2014

*Apprenticeship tax refers to a tax collected from French private businesses to fund professional training. Companies can choose the institution which will benefit from the tax they pay is going to. The “taxe d’apprentissage” contributes to our students’ training by ensuring them a top-notch educational environment. **Bordeaux and Marseille no longer receive CCI grants. The remaining funds are from the Toulon CCI.

—

€16,962

€86.90M

Others

Tuition fees

ESC 2014-2015

Tuition fees €81.35m

CCI grants**

€10,500

Apprenticeship tax* €5.6m

€77m

Apprenticeship tax * €7.82m

Average cost of education ESC 2013-2014

€1.3m

Tuition fees

€7.99m

€6.8M

CCI Grants**

Apprenticeship tax*: €6.8m

€2.71m

€3.21M

€2.01m

€1.4m

Other income

€77M

Other income

CCI Grants**

—

7th

ESC: in France Le Parisien and Le Figaro Étudiant 2014 rankings

—

MSc: Most of our MSc Programmes are ranked in the

top-3 of their specialty Eduniversal worldwide ranking

Activity and Sustainability Report 2013 / 2014

KEDGE BS

performance Faculty & research International Business Finance HR Entrepreneurship Strategy Wine Management Supply Chain Marketing CSR — 729 cNRS STARS RECEIVED since 2010 — 5 research Chairs dedicated to CSR — 802 Publications (2014) — 92 Authors (2014)

sustainable development

164 Sustainable Development research Projects conducted by students

16% of Sustainable

Development relevant academic output

22.9 % of students graduates taking on an internship / job taking Sustainable Development issue

STAFF

442 181 support full time staff

faculty members

p. 14-15

A worldwide presence Campuses PERMANENT CAMPUSES PARTNER CAMPUSES Permanent liaison office

france PERMANENT CAMPUSES

PARIS

BORDEAUX

Located in the heart of Paris (in the 9th arrondissement, near the Opéra et Gare Saint Lazare), KEDGE Business Club is a 900-sqm site dedicated to providing training courses for practicing professionals and executives in a wide range of programmes, including tailor-made courses, specialised Masters and an Executive MBA.

PERMANENT CAMPUSES

BORDEAUX

The KEDGE Business School headquarters are located in the new Bordeaux campus. Opened since January 2014, this new site complies with the most stringent environmental standards and offers a highly stimulating working environment. It is located on the largest university domain in Europe.

avignon

toulon BAYONNE MARSEILLE BASTIA PROVENCE dakar

sEnEgal PERMANENT CAMPUSES

MARSEILLE PROVENCE

The Marseille Provence campus is spread over two distinct sites in order to better cater for the needs of its target audience: the student campus is located on the university domain of Luminy in the Parc National des Calanques, whilst the Executive Education campus is based in La Joliette, the new business district of the city of Marseille.

PERMANENT CAMPUSES

toulon

The Toulon campus welcomes students of the KEDGE Design School on the Grande Tourrache site. It has also recently opened a “Maison des Technologies” in the city centre of Toulon. The “Technology, Design and Management” division of the Group operates from Toulon.

PARTNERSHIPS

273

INTERNATIONAL ACADEMIC PARTNERS Including 164 with accreditation

AFRICA: 11 ASIA-OCEANIA: 62 EUROPE: 114 MIDDLE-EAST: 8 NORTH AMERICA: 50 SOUTH AMERICA: 28

Activity and Sustainability Report 2013/2014

A year in line with our strategic ambitions The International Development BU has carried out important ground work needed to consolidate and harmonise a wide range of activities, and rolled out new initiatives aimed at liberating synergies and implementing ambitious projects. Consolidate our existing strengths

South Korea chinA

SEoul

SUZHOU & SHANGHAI

PERMANENT CAMPUSES

Jacques-Olivier Pesme International Developpment Director

SUZHOU & SHANGHAI

KEDGE Business School owns a 3,500-sqm campus in Suzhou, and another within Jiaotong University of Shanghai, making it the largest French presence in China. Both campuses welcome European and Chinese students alike.

“Foster initiatives and encourage creative freedom within the framework of our strategic ambitions.”

—In addition to drafting the international chapter of the Equis audit, the management team focused on consolidating and harmonising all international agreements in line with the KEDGE BS format. 90% of Erasmus agreements and almost 20% of non-European exchange agreements have been signed so far, whilst negotiations were initiated for 13 dual-diploma agreements. Institutions that no longer adhere to the KEDGE standards have also been identified.

New activities

—The past year was marked by a strategic partnership with KUBS, the most prestigious university in Korea, based in Seoul. The opening of a permanent office on the Bordeaux campus endorsed the strategic alliance which KEDGE BS intends to pursue with select leading universities.

Continental HUBs to support international deployment

—The International Business Plan proposes a development strategy articulated around continental HUBs and regional KEDGE offices. KEDGE Asia’s HUB has been established in Shanghai and KEDGE Offices have now been opened in Seoul, Beijing and Hong Kong in order to best promote the School’s activities on those territories. In addition to the operational management of those projects, proper coordination and stewardship of all international initiatives, in line with the overall positioning of the Group, will be a key priority for the International Development BU for the coming year.

p. 16-17

STRATeGy & GOVERNANCE

We Create Share Care And we prove it

Activity and Sustainability Report 2013 / 2014

Governance & Board Four governance bodies were set up to ensure strategic steering at the group level. In respect of a proper balance between Bordeaux and Marseille. General Assembly

members

the bureau

16 members from the Consular College: 6 CCIMP / 2 CCIV – 8 CCIB 8 members from the College of Business Leaders 4 members from the College of Qualified Personalities

8 members from the consular College: 3 CCIMP / 1 CCIV – 4 CCIB 2 members from the College of Business Leaders

members

Main responsibilities—It validates accounts for the financial year, allocates profits and grant discharge to members of the board, approve the general policy.

Main responsibilities—It monitors the overall orientation of the association with regard to implementation of policies and decisions adapted by the board of Directors and the General Assembly and assists the board in the definition of the general policy.

Board of Directors

special Committees

members

8 members from the Consular College: 3 CCIMP / 1 CCIV – 4 CCIB 4 members from the College of Business Leaders 4 members from the College of Qualified Personalities

Chairman: François Pierson Main responsibilities—It defines and proposes the general policy of the association, ensures proper application and implementation of said policy, establishes projected budgets for the association, and ensures their proper implementation.

Audit compensation procurement nomination

—Responsibilities equally shared between the Chambers of Commerce of Marseille and Bordeaux. KEDGE Business School is registered as a non-profit organisation.

Board of Directors – voting rights Consular College: 65% Colleges of Business Leaders: 20% College of Qualified Personalities: 15% College of Local Authorities College of associative organisation, representing, alumni, students, and international academic council.

p. 18-19

WE performance

A new Director General for a new strategic horizon The appointment of Thomas Froehlicher as Director General of KEDGE Business School was announced in May 2014. This favours a new approach to business management, with a renewed focus on both team work and individual commitment. The men and women of KEDGE Business School are the main drivers for the success of our strategy.

Two key initiatives were rolled out in line with our commitment to place the human at the heart of everything we do: —Back to School-Back to Management: this initiative, which involves faculty and administrative staff, aims to strengthen internal buy-in for the new overall strategic project, and to ensure a healthy dialogue between the School leadership and all staff members.

Thomas Froehlicher Dean and Director General

“Sharing experiences and points of view, to build a more innovative and creative future.”

—KEDGING 2020 Together: this initiative aims to redesign the overall KEDGE BS strategic project, in partnership with all internal stakeholders, especially faculty members, programmes directors and students. Once in place, this renewed approach will be shared with our external audiences: corporate and institutional partners, thought leaders, students, parents, alumni and candidates.

Activity and Sustainability Report 2013 / 2014

BACK to School BACK TO MANAGEMENT

—Change management is a key success driver in any merger. In particular, staff must be supported throughout the process in order to maximise internal buy-in. At the end of what proved to be a complicated year, it was important to draw up a comprehensive audit of our new School, so we can move forward and define our new culture. —With this in mind, Thomas Froehlicher has set up a bimonthly all-staff review meeting, which will allow for sharing experiences and points of view on areas for improvement and development.

kedging 2020 Together

—Lecturers, researchers, teachingsupport staff and students were invited to read the initial KEDGE BS strategic platform, and submit their own 2020 ambitions in a formal note. Forty of such notes were submitted, each presenting achievements to date, setting out a five-year vision and proposing innovative yet realistic projects to support this vision. Carried out over a period of four months, this collective work aims to prioritise key projects that will best support our expressed ambition: join the top 15 of European business schools, renew all 3 major accreditations

and attract more international students every year. —Five strategic pillars were defined in view of this ambition: • KEDGE Business School has engaged in Radical Thought Leadership in the areas of business management, consumer responsibility, the relationship between economy and society, in a spirit of exploration,transparency and exchange. • Our Community pillar focuses on the relationship with the business world, taking a proactive and

—The first area of focus is the streamlining and renewed fluidity of our planning and business processes, a crucial aspect given the new scale of our organisation. This reflects our commitment to establish a genuine customercentric culture, both towards our internal stakeholders and our students/alumni community. Ultimately, our goal is to leverage the diversity of talents of our faculty and administrative staff, in order to professionalise the management of our School, with a central focus on performance, collective cohesion and responsibility.

innovative stance on Executive Education and services offered to our alumni. • “Transformative learning” is fast becoming a trademark of our School, with dedicated labs aimed at stimulating creativity and the implementation of cross-disciplinary projects. We will leverage the new digital capabilities and the renewed international dimension of our School to offer a unique user experience, firmly in line with the expectations of our stakeholders. • Particular attention is paid to support the development of internal talent and strengthen the skills of our faculty and staff. • Our Research activity is structured around clusters of expertise with a view to build an ecosystem which is both innovative and without borders. This will strengthen the international visibility of our School, our positive impact on professional communities and the continuing refinement of our teaching approach and content.

p. 20-21

WE performance

Scope of our responsability What is exactly the scope of responsibility of a higher education institution?

—On a daily basis, a business school –like any organisation– has an immediate impact on its social, economic and physical environment. As purveyors of education, we also have an impact on the people we train as well as on our partners. It is therefore important that we understand the full extent of our responsibilities since we contribute to shaping the behaviour and decisions of future managers and business leaders. Merely focusing on the

SOCIAL

carbon footprint and social performance of our campuses is not enough: we should also strive to raise the bar for others. With ever-increasing global awareness of the social, environmental and economic stakes of development and performance, KEDGE Business School has adopted a transversal and systemic approach. The School seeks to measure both the quality of its daily actions and the true impact of its longer-term objectives. This dedication is reflected in KEDGE Business School’s baseline: Create, Share, Care.

ENVIRONMENTAL

ECONOMIC

SCOPE OF HEI RESPONSIBILITY

SUSTAINABLE DEVELOPMENT AS AN ORGANISATION -P ersonal well-being ersonal development -P ealth & safety -H uman rights -H ocial & cultural diversity -S mployability -E

aste and pollution -W atural resource preservation -N nergy -E limate change -C iodiversity preservation -B

-F inancial transparency hort & long-term financial -S sustainability alue creation -V ommunity development -C nti-corruption -A rganisational governance -O

Contribution to the implementation of SD in the sector

AS A INSTITUTION OF EDUCATION AND RESEARCH -S ocially responsible behaviour of graduates and partners ersonal and professional -P well-being of graduates

- I nclusion of environmental sustainability issues in all managerial decisions taken by graduates and partners

-W orking and learning conditions iversity policy, equal -D opportunities plans ccess to knowledge -A - I ntellectual development ocial dialogue… -S

ransportation policy -T nergy policy (sobriety, efficiency -E and renewable energy) uilding solutions -B anagement of GHG emissions, -M waste… iodiversity plans -B

ong-term vision of -L graduates and partners ontribution of graduates to -C economic and ethical advancement, in both business and society at large

LEVERS OF ACTION

IN THE ORGANISATION - I nternational strategy ommunity involvement -C and development - I nvestment and remuneration policy uality and efficiency management -Q isk management… -R

Fair operating practices, sustainable purchasing and user behaviors, exemplary behavior, lobbying in the sector, sharing with peers, stakeholders engagement, sustainable performance indicators…

IN PROGRAMMES & RESEARCH Pedagogical approach, curriculum content, learning by doing, research themes, transversal research, exemplary behaviour, evolving information sources, provident new standards…

Activity and Sustainability Report 2013 / 2014

Our Commitments

—Not only do we embrace the core values and principles of the UNGC in the areas of human rights, labour standards, the environment, and anti-corruption, but we also allocate financial and physical resources to CSR actions and projects within our organisation.

PRINCIPLES

—In more operational terms, our approach is based on our commitment to the “Green Plan” created by the CGE and the CPU as well as on the six Principles for Responsible Management Education (PRME).

THE six principles FOR RESPONSIBLE MANAGEMENT EDUCATION

1. PURPOSE

4. RESEARCH

2. VALUES

5. PARTNERSHIP

3. METHOD

6. DIALOGUE

We will develop the capabilities of students to be future generators of sustainable value for business and society at large and to work for an inclusive and sustainable global economy.

We will incorporate into our academic activities and curricula the values of global social responsibility as portrayed in international initiatives such as the United Nations Global Compact.

We will create educational frameworks, materials, processes and environments that enable effective learning experiences for responsible leadership.

We will engage in conceptual and empirical research that advances our understanding about the role, dynamics, and impact of corporations in the creation of sustainable social, environmental and economic value.

We will interact with managers of business corporations to extend our knowledge of their challenges in meeting social and environmental responsibilities and to explore jointly effective approaches to meeting these challenges.

We will facilitate and support dialog and debate among educators, students, business, government, consumers, media, civil society organisations and other interested groups and stakeholders on critical issues related to global social responsibility and sustainability.

p. 22-23

PERFORMANCE

We Create Share Care And we prove it

Activity and Sustainability Report 2013 / 2014

Personal and professional development

—An innovative scheme was deployed across all campuses, covering special “My Way” days, individualised CV workshops, motivational talks and business conferences. It also includes a remote support service, as well as a coaching programme for students who are approaching graduation and may be thinking of starting their career abroad.

Global skills: a key factor in employability

Maximising our students’ employability Ensuring the employability of our students means above all supporting them with schemes that will help them prepare their integration into the professional world. One of the priorities of last year was standardising our Student Service practices and processes.

S Martine Mordant Academic and Campus Operations Director

tudent Services is a hotline and a single point of information and support for all our students, including distance learners. The key idea behind this transversal service is that a student only needs to ask any question once. The Student Services team relies on the contributions of various departments (registrar, international mobility employability) to cater for students’ needs. In Bordeaux, for example, an average of 130 students have been supported every day since the introduction of the scheme.

—2013 was the year of process harmonisation. The selection of student candidates for academic exchanges benefited from the introduction of a new system, common to all KEDGE BS campuses in France. In total, 1,800 French students went to 273 partner universities for at least one semester. Meanwhile, 1,200 foreign students were welcomed over 5 selection cycles. KEDGE BS also organised 3 summer sessions for international students.

New campus, new ecosystem

—In January 2014, a new work environment opened its doors on the Bordeaux campus, designed in line with the academic ambitions of the Group and offering a holistic approach to student life. Offering additional classrooms, lecture halls, offices, a cafeteria, a gym and a sports stadium, this new 22,000-sqm site is a new life hub for the whole KEDGE BS community. —Our ambition is to offer, via our campuses and the services and infrastructure they provide, a life project to all KEDGE BS students throughout their studies. We aim to offer a campus that is creative, intelligent and open to its environment. This ambition is reflected in the progressive deployment of a range of innovative services over the coming year: the KAP equal opportunities scheme, which aims to support excellent students experiencing financial or social difficulties; new applications and websites aimed at supporting student life; extension of opening hours on campuses; consolidation of our international exchange offer.

“Our ambition: a life project to all KEDGE Business School students throughout their studies.”

WE performance

ABOVE STANDARD on csr In the peer review conducted in June 2014 by one of the largest accreditation bodies. The majority of the â&#x20AC;&#x153;Above standardâ&#x20AC;? ratings were attributed to the CSR criteria. We value this achievement as recognition of a long-standing commitment to Sustainable Development, which extends far beyond our campuses.

p. 24-25

Activity and Sustainability Report 2013 / 2014

T Jean-Christophe Carteron CSR Director

“We remain committed to ensuring that all our students have an acute awareness of their personnel responsability.”

his year, KEDGE Business School has been pursuing its lobbying efforts to have sustainable development embedded into the performance assessment criteria applied to higher education institutions, working both at national level, notably during the environmental conference held by the French government in 2013, and on the global stage, with our participation to major international conferences such as “Sustainability in University Rankings” (University of Ca’ Foscari) or the “Rio + 20 to 2015: A New Architecture for a Sustainable New World” symposium organised by Yale University. —As an active member of the “Sustainability Literacy Test” initiative since its inception, our School was invited to present this online questionnaire as part of many high-profile events such as the ISCN conference, co-hosted by Harvard University and the Massachusetts Institute of Technology (MIT), or the annual conference of the Academy of Management. Concrete actions were also taken on our own campuses, notably with the recent introduction of an energy consumption metering scheme in Bordeaux, which enables pinpointing technical or behavioural issues and finding solutions. Meanwhile, the School’s signing of the Biodiversity Charter was backed up by the opening of a “Biodiversity Exploration Path” (Parcours biodiversité), created in partnership with the Parc National des Calanques in Marseille.

Sharing our output to benefit the wider community

—The year 2013-14 also saw many successes from our research activities in the field of CSR, with a number of very well-received academic publications and the launch, in June 2014, of our latest research chair, named “Bien-être

The Sustainability Literacy Test —Supported by the UN, this multiple choice questionnaire aims at testing knowledge on Sustainable Development issues. Two thirds of the questionnaire are common to all regions and are aimed at assessing knowledge on global SD issues. The remaining third tackles national issues

(i.e. local regulations and laws, culture and practices). In September 2013, more than 6,000 KEDGE Business School students took Version 0 of the Sustainability Literacy Test. This initiative has since been rolled in many countries. www.sustainabilitytest.org

et travail” (“Well-being and work”), further demonstrating our commitment to the social aspect of sustainable development. We also want to make sure our research work benefits the wider community. This commitment to sharing our output takes many forms, be it through giving presentations as part of local conferences, such as the one organised by our Chamber of Commerce, publishing a practical guide on Responsible Procurement, dispatching keynote speakers for events such as the French Circular. Economy Conference, or organising the CRR academic conference, which is now entering its second decade.

15% of lecturers-researchers working on Sustainable Development

—A number of merger-related organisational disruptions have unfortunately led to a decrease in the percentage of core courses dedicated to Sustainable Development in some of our programmes. This will hopefully be rectified as soon as next year, with the recruitment of new faculty members that will bring to nearly 15% the proportion of lecturers-researchers working on Sustainable Development topics. We remain committed to ensuring that all our students have an acute awareness of their personal responsibility in the construction of a sustainable future. While our merger has undoubtedly helped to strengthen certain aspects, notably with a renewed commitment to Sustainable Development in the overall strategy of our School, we also appreciate that many challenges lie ahead, both internally and externally, before the work carried out by our teams and our investments reach their full potential. This can only serve to strengthen our dedication to Sustainable Development and our determination to succeed.

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WE Performance

resources: Innovation and Adjustments One year after its creation, while going through an initial period of natural adjustment, KEDGE Business School is already showing signs of success. By joining forces, the former Schools have built a financially stable and balanced institution, with a robust, sustainable and responsible business plan.

L Yannick Gheno Deputy General Director and Executive Director of Resources

“In 2013-2014, the school provided nearly 1 million euros in financial assistance.”

ast year KEDGE Business School underwent a major organisational overhaul, notably with the merging of its operations and resource departments. It was a year of experimentation, adjustment, negotiation and compromise. The School can be particularly proud to have achieved its objectives with regards to budget, finances and investments. In fact, KEDGE Business School managed to create a business model in which all activities are self-financed and which is not dependent on grants or public funding. This is an important milestone for the School since the grants, which had historically been central to the operation of each establishment, have now run their course. Another key evolution is the current reforms on Apprenticeship Tax laws, an essential source of corporate funding that may well disappear as well. —Despite this context, our two Schools joined forces to build a financially stable and balanced institution and were able to put in place a sustainable and responsible business plan.

Three Strategic Orientations

—The budget was designed to secure a yearly 5-6 M€ self-investment capacity, with 3 keys strategic requirements: - Preserve the financial health and independence of our School; - Rationalise our IS & Learning Management systems and implement innovative digital pedagogy tools; - Ensure optimal studying and working conditions and our students, our faculty and our staff. In 2013-2014, investments focused on the new Talence headquarters as well as improving educational resources on all campuses.

We care

—One of the 1st actions of this new business plan was the launching an equal opportunity project named the KEDGE Access Programme (KAP). Starting in 2015, KEDGE Business School will be able to offer additional support to excellent students from low-income families, notably through backing their student loans. Already in 2013-2014, the School was

Highlight: Innovation Lab Toulon —Design is a fundamental element of a company’s business and competition strategies. In March 2014, KEDGE Design School opened a new campus in the centre of Toulon. This site houses a new Innovation Lab (i-Lab), a space dedicated to innovation and Design Thinking,

budget

Activity and Sustainability Report 2013 / 2014

20132014 €38.8M — 44.6% Operating Costs

Payroll

€86.90M

able to provide nearly one million euros in financial assistance (scholarships, tax exemptions, student jobs, etc.).

€5.95M — 6.9%

Self-Investment Capacity

investments

A “Students firsT” approach

—After a year of close attention and rigorous management, the School’s finances are in good shape and its organisation is stable and well-balanced. Among the greatest challenges was accompanying the merger-induced changes and consolidating services and processes. It was the daily efforts made by each department, each staff member and professor that allowed KEDGE Business School to take shape. —Not everything is perfect of course and a few wrinkles still need to be ironed out. Our priorities for next year are very clear: we need to focus on getting “Back to School” and “Back to Management”. The School will boost investments aimed at its primary stakeholders and customers. In other words, our institution will adopt a “students first” approach and invest in improving the quality of their learning experience across all campuses.

€42.15M — 48.5%

Improvement of educational resources and facilities — 17% IT overhaul — 5% Toulon — 25% Marseille

53% — Bordeaux

€5.95M

How does KEDGE Business School use its funds? developed in partnership with the high-tech engineering school ISEN Toulon and the Department’s General Council. Nearly one million Euros were invested to create this 700-sqm collaborative space intended to enable students to create and experiment and test their ideas. Those innovative facilities enable them to go beyond the concept stage and deliver a tangible outputs as well as work on innovative product uses.

5% — Travel and transport

— 7% Lease — 11% Procurement — 13% Other operating expenses — 7% Self-Investment Capacity

100%

9% — Guest-lecturers

48% — Payroll (admin/faculty)

design & produCtion â&#x20AC;&#x201C; Printing: Sammarcelli Imprimeur

We Create Share Care And we prove it

CREATE SHARE CARE Our commitment

ACTIVITY AND SUSTAINABILITY REPORT

2013 - 2014

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CREATE SHARE CARE

CONTENTS

PROFILE

03. CREATE

04 OUR FACULTY AND OUR AREAS OF EXPERTISE 06 R ESEARCH AT KEDGE BUSINESS SCHOOL: EXPERTISE AND INTERNATIONAL RECOGNITION 07 CONFERENCES AND PROJECTS 08 C HAIRS 10 S ELECTED PUBLICATIONS

11. SHARE 12 EVER MORE ATTRACTIVE PROGRAMMES 13 T RAINING NEW MANAGERS FOR THE FUTURE OF BUSINESS 14 SPECIALISED PROGRAMMES 15 L EARNING DOES NOT STOP ONCE A PERSON JOINS THE PROFESSIONAL WORLD 16 S TAKEHOLDERS: CRITICAL ALLIES OF MODERN MANAGEMENT 17 COMMUNITY INVOLVEMENT 18 C ORPORATE RELATIONS AT KEDGE BUSINESS SCHOOL 19 OVER 1,100 CORPORATE RELATIONS

20. CARE 21 SOCIAL INCLUSIVENESS: A PRIORITY 22 A LL RALLIED AROUND ONE SINGLE AMBITION 23 DRIVING CHANGE 24 B EST PLACE TO LEARN 26 T HE YEAR OF BIODIVERSITY ON THE MARSEILLE CAMPUS 27 ENERGY PERFORMANCE

Copywriting: KEDGE Business School / Marketing & Customer Relations Direction / Luminy BP 921 / 13 288 Marseille cedex 09 – Photo credits: Giovanni Cittadini Cesi, iStock – Design and production: (Art direction: V. Robic/Lay-out: N. Theil) – Publishing: Sammarcelli Imprimeur.

For more information, please visit: kedgebs.com @kedgebs Facebook/kedgebs

CREATE

We Create Share Care And we prove it

create share care create

— 181 full-time faculty members — 22 newly recruited professors — 19 CSR specialists

Our faculty and our areas of expertise The first-class quality of our faculty -along with that of our programmes- has been one of the key priorities of the redesign and harmonisation work undertaken with the merger. Our Group is now ready to take on new challenges and ambitious projects.

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Activity and Sustainability Report 2013 / 2014

F Armand Bajard Associate Dean

rom redesigning the Grande Ecole Programme to harmonising the KEDGE Bachelor Programme across 7 partner campuses, a comprehensive pedagogical overhaul was required, mobilising a significant part of our staff over several months. To support the project, dedicated working committees were set up for the Faculty / Programme review. —An inter-campus Faculty group was also put together, bringing together 6 departments: - Finance & Economics, - Accounting, Audit and Law, - Operations Management and IS, - Strategy, CSR & Entrepreneurship, - Management, - Marketing.

Building on existing expertise and striving for educational excellence

Frédéric Prévot Associate Dean

“The recruitment process attracted no less than 500 applications, a sure sign of the strong appeal of our school.”

—The Equis accreditation was quickly followed, last spring, by the renewal of our visas. These allow KEDGE BS to confidently pursue the roll-out of its harmonisation programme and maintain the highest educational standards. In addition to new educational content, such as the integration of compulsory CSR modules in the Grande Ecole Programme, KEDGE BS decided to use the design expertise of the Toulon campus to develop new courses for other campuses. Thus Design Thinking is now taught as part of the PGE Programme. —Those initiatives were all designed in view of the three key areas of faculty activity: teaching, pedagogical innovation and research. —Finally, 22 new professors were recruited across our campuses, with a view to strengthen our coverage in areas such as CSR, Supply Chain and Entrepreneurship.

The recruitment process attracted no less than 500 applications, a sure sign of the strong appeal of our School.

A comprehensive digital strategy

—To ensure the highest educational standards, the School has invested in a Learning Management System (LMS), a single, unified, online platform which is now shared across all campuses and enables us to manage all aspects of our teaching mission: students, faculty, content, teaching guidelines, exams, and much more.

Objectives

—The objectives for the year ahead are many. We will extend our recruitment programme, notably with a view to strengthen existing expertise, in both research and teaching. To ensure we use our LMS to its full potential, we must focus our investments on pedagogical innovation and on the development of our distance teaching activity, a very promising area in terms of successful innovation. —Finally, we will be working on the AACSB accreditation renewal process, which will notably involve a comprehensive harmonisation of all course outlines by our faculty.

Our recruitments

people

— Supply Chain — Entrepreneurship

— International Business — Marketing

— Finance — CSR

— Strategy — Wine Management

— HR

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Research at KEDGE Business School: expertise and international recognition Academic excellence and the strengthening of our international visibility are some of the key challenges addressed by our strategic development.

by the CNRS. More specifically, over one third of those articles were ranked in CNRS categories, 1 or 2.

Disseminating knowledge

K Christophe Estay Associate Dean of Research

EDGE Business School owes the excellence of its research activity to the unique skill sets and profiles of each and everyone of its faculty members. Their intellectual input is key to our neverending quest for better pedagogy and better support for all our stakeholders. This is also reflected in the keen interest of our lecturers-researchers for collaborations with public authorities and local communities. —The following is a clear indicator of our School’s culture of educational excellence: out of 184 articles published in peerreviewed journals, 138 (75%) are ranked

“The key to future successes resides not only in past efforts, innovation is also essential and at the heart of our model.”

—Our research output is not restricted to the publication of academic articles, however. We also mobilise the skills and expertise of our faculty to shape our pedagogy and the content of our programmes, and to influence the best practices of businesses and other economic and social actors. —The dissemination of knowledge takes many forms. Pedagogical innovation – an area in which our professors’ expertise is paramount – is achieved through “flipped classrooms”, digital creations, projects combining individual and team work, as well as learning experiences requiring students to use the full spectrum of their skills and knowledge (technical, creative, behavioural).

Sharing our expertise

—Our faculty is also active in the organisation of conferences, partnership agreements with private businesses and the publication of specialised books and practical guides. —Bringing together nearly 200 professors, our faculty’s output resonates far beyond French borders. In particular, our expertise is now recognised internationally in areas such as supply chain, marketing and CSR. —We know however that the key to future successes does not solely reside in past efforts. Innovation is essential and it is at the heart of our model, with excellence in diversity as our guiding principle.

Activity and Sustainability Report 2013 / 2014

Research

Conferences & projects MENA Economic Forum —Inspired by the unifying role played by Marseille in the Mediterranean region, the MENA Economic Forum was founded in 2011 with the objective of developing partnerships between Europe and the Arab countries. Jointly organised by CAPmena and KEDGE Business School in Marseille, the third edition of this event was attended by over 400 business leaders of Europe, North Africa and the Middle East, offering a series of sector-specific conferences and workshops on the theme “Economy, Education, Culture: Finding Synergies to Achieve a Sustainable Growth & Development”.

FNEGE – INTERNATIONAL SYMPOSIUM IN MANAGEMENT

Corporate Responsibility Research Conference

—For the first time, the FNEGE (French Foundation for Management Education) organised the “International Symposium of Management” in partnership with KEDGE Business School and IAE Aix-en-Provence as well as 19 scientific associations in management science. The objective of this unprecedented event was to highlight the contribution of management research to business development, innovation and the progress of our economy.

—The CRR Conferences address topics of corporate responsibility beyond enterprise borders, connecting the three fields of sustainability (environment, society and economy) at the enterprise level. In 2013, the Conference was organised by the Institute of Systems Science, KEDGE Business School and the Sustainability Research Institute at the University of Leeds. About ninety researchers took part in the event and gave some 60 presentations.

Air Transport Research Society Conference —In 2014, the 18th edition of the ATRS World Conference (Air Transport Research Society), which showcased KEDGE Business School research expertise in Supply Chain Management, brought together about 350 participants from all over the world on the Bordeaux campus. Operating at the forefront of academic research in the field of aviation, the ATRS carried out a benchmarking review on the operational and managerial efficiency and the pricing competitiveness of 183 airports and 25 airport groups.

Sustainable Value —Measuring sustainability performance remains a focus of our research. Our Sustainable Value (www.sustainablevalue.com) approach measures sustainability performance similar to financial performance, based on opportunity costs. In line with our “Create, Share, Care” vision, we extend our focus beyond economic capital. Sustainable Value is created when efficiency gains are achieved not only on financial factors, but also on economic, environmental and social resources. Frank Figge and Tobias Hahn have further developed and applied this assessment technique with academic and corporate partners, as well as in the context of research projects, to assess sustainability performance in monetary terms and to develop management and analysis tools to identify and influence Sustainable Value drivers.

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Research

Chairs Business As Unusual —This Chair examines “new managerial practices through a sustainability lens” working with a mixture of private companies (Cap Energies, Orange, La Poste, SNCF), NGOs and institutional partners to gain a better understanding of how circular, service and collaborative systems can contribute to more sustainable business practices. The Chair draws from academic and partner expertise in sustainable development, innovation, markets and consumption and supply chain management as the basis for collaborative research projects, the development of pedagogic content and the dissemination of best practices. Its research activities have been directed at return schemes (as part of circular systems).

Sustainable Sourcing in the Network Environment —Set up in 2010, the Sustainable Sourcing in the Network Environment Research Chair brings together companies, non-profit organisations and researchers to build a shared vision and understanding of sustainable purchasing and with a view to develop and promote this vision amongst stakeholders. It aims to achieve a clearer understanding of the complex notion of sustainable purchasing and the role played by quality labels in the development of sustainable markets. —The Chair’s partners include ERDF, L’Occitane, SNCF, and Sodexo, and NGOs such as Max Havelaar, WWF and Extramuros. In 2014, the Chair’s reflections and conclusions were summed up in an informative booklet entitled the “Guide for More Responsible Purchasing”, which was published with the financial support of the PACA region.

Finance Reconsidered —Since 2008, AG2R LA MONDIALE and KEDGE Business School have been developing a partnership through the “Finance Reconsidered” research chair, which promotes solidarity financing and responsible investment. The work of this research chair is structured around four axes: the role and place of the shareholder vis-à-vis other stakeholders; social and solidarity economy; financing, collective action & cooperation; ethics, investment & social responsibility. —The chair also supports the AG2R LA MONDIALE ETHOMED project. ETHOMED works under the supervision of a Qualification and Control Committee. Students are responsible for the management and monitoring of the scheme and the programme also benefits from the support and supervision of the Chair Scientific Committee.

Work and well-being —Funded primarily by the Caisse d’Epargne Provence-Alpes-Corse (CEPAC) bank, the Work and Well-Being research chair contributes to the emergence of new managerial approaches combining the principles of performance and humanism. Its objective is to develop and disseminate knowledge through research activities and training schemes for practising executives. Staff well-being is a factor in economic performance, notably through the improvement of wellness and societal dialogue in the workplace and the prevention of psychosocial risks.

Activity and Sustainability Report 2013 / 2014

euro MENA

Business in a Connected World

—The EURO MENA Chair of Management aims to offer responses to the sociodemographic realities of the MENA zone and to the business challenges of the post-oil economy. It explores our responsibilities with regards to the African continent. Among these challenges, those concerning young people and training are fundamental. —The programme will focus on the role and the potential of market finance development in the MENA region, more specifically in the areas of CSR, sustainability, Islamic finance, the viability/stability of a Global Financial Market, and the management of global performance in entrepreneurship and family businesses.

—Created in 2001, the Business in a Connected World Chair is the result of a long-standing collaboration between KEDGE Business School and our partner companies (Auchan, etc.). The aim is to develop and disseminate knowledge and up-to-the-minute expertise on the use of ICT (Information and Communication Technologies) by consumers and companies. —The Chair focuses on basic and applied research, studying phenomena related to consumption and distribution and identifying areas impacted or disrupted by ICT. For research purposes, the Chair is organised into teams comprised of a small number of researchers supported by a panel of academic and professional experts.

Sustainable and Global Responsibility of Organisations —Launched in 2003, the SGRO research chair is comprised of 7 professors. Over the past 12 years, it has concluded a dozen agreements with private companies (Suez-Lyonnaise des Eaux, Auchan, Domofrance...) and public authorities (European Commission, ADEME...). The scientific project of this chair covers strategic issues for private businesses (public relations, logistics, quality, governance ...) and local territories (quality of life, urban planning, environmental safety, territorial attractiveness, development...). The chair offers dedicated modules as well as lectures within core programmes and specialised masters. It also takes an active role in the Sustainability Literacy Test initiative – led by the CSR department.

Arts, Culture and Management in Europe (ACME) —The ACME Chair aims to produce and disseminate knowledge on the management of the arts, culture and creative industries. The Chair includes twenty faculty members who specialise in these subjects and conduct research for different partners in the cultural and creative domain. Over the past five years funding has been raised through the European Union (Creative Industries and Social Innovation), the French Ministry of Culture & Communication (Cultural patronage and Sponsorship in France), the Aquitaine region (Trajectories of Tourism Destinations in Southern France), the cities of Cannes, Royan and Arcachon (Creative Cities) and the Louvre Museum (Identity and strategy of a superstar museum).

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Research

selected publications Bartikowski, B. & Singh, N. (2014)

Should all firms adapt websites to international audiences? Journal of Business Research, Vol. 67, Issue 3, 246-252.

Bigo, V. & Negru, I. (2013)

Mathematical modelling in the wake of the crisis: A blessing or a curse? What does the economics profession say? Cambridge Journal of Economics, Vol. 38, Issue 2, 329-347.

Cajaiba-Santana, G. (2014)

Social innovation: Moving the field forward. A conceptual framework. Technological Forecasting & Social Change, Vol. 82, 42-51.

Caru, A., Cova, B., & Pace, S. (2014) Combining Qualitative Methods in Practice: A Contextualized Account of the Evolution of Consumer Studies. Management Decision, Vol. 52, Issue 4, 777-793.

Farooq, O., Payaud, M., Merunka, D., & ValetteFlorence, P. (2014)

The Impact of Corporate Social Responsibility on Organizational Commitment: Exploring Multiple Mediation Mechanisms. Journal of Business Ethics, Vol. 125, Issue 4, 563-580.

Figge, F., Hahn, T., & Barkemeyer, R. (2014)

The If, How, and Where of Assessing Sustainable Resource Use. Ecological Economics, Vol. 105, 274-283.

Gergaud, O. & Coupe, T. (2013)

Suspicious Blood and Performance in Professional Cycling. Journal of Sport Economics, Vol. 14, n° 5, 546-559.

Klibi, W. & Martel, A. (2013)

The design of robust value-creating supply chain networks. OR Spectrum, Vol. 35, n° 4, 867-903.

Lagoarde-Segot, T. & Leoni, P. (2013)

Pandemics of the poor and banking stability. Journal of Banking and Finance, Vol. 37, Issue 11, 4574-4583.

Lakshman, C. (2013)

Biculturalism and Attributional Complexity: Cross-cultural Leadership Effectiveness. Journal of International Business Studies, Vol. 44, n° 9, 922-940.

Lengu, D., Syntetos, A., & Babai, M. Z. (2014)

Spare parts management: linking distributional assumptions to demand classification. European Journal of Operational Research, Vol. 235, n° 3, 624–635.

Orth, U., BouzdineChameeva, T., & Brand. K. (2013) Trust During Retail Encounters: A Touchy Proposition. Journal of Retailing, Vol. 89, Issue 3, 301-314.

KEDGE Business School Journals

Paranque, B. & Willmott, H. (2014) Cooperatives - Saviours or Gravediggers of Capitalism? Critical Performativity and the John Lewis Partnership. Organization, Vol. 21, Issue 5, 604-625.

Russo, M., Guo, L., & Baruch, Y. (2014)

Work attitudes, career success and health: Evidence from China. Journal of Vocational Behavior, Vol. 84, 248-258.

Tchakoute Tchuigoua, H. (2014)

Institutional framework and capital structure of microfinance institutions. Journal of Business Research, Vol. 67, Issue 10, 2185-2197.

Vaerenbergh, Y.V. & Holmqvist, J. (2013) Speak my language if you want my money: Service language influence on consumer tipping behavior. European Journal of Marketing, Vol. 47, n° 8, 1276-1292.

Activity and Sustainability Report 2013 / 2014

We Create Share Care And we prove it

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EVER MORE ATTRACTIVE PROGRAMMES KEDGE Business School post-secondary programmes are being constantly refined, with two key priorities: the quality and flexibility of our educational offer, and a clear focus on internationalisation.

I Anne-Catherine Guitard Undergraduate programmes Director

“KEDGE Bachelor is now the first Bachelor programme in France.”

n June 2014, our VISA was delivered for 3 years and for all KEDGE Business School campuses. The merger brought about a renewed focus on enhancing our pedagogy. Thanks to a new business game, our first-year students now get immediate exposure to the realities of the corporate world. Systematic embedding of our Action Learning approach (through Pro Act projects) throughout the programme was also a priority. —In order to strengthen the international profile of our students and encourage them to go study abroad with our partner universities, we offer them the possibility to complete half of their curriculum in English. A business game – run in English – is also scheduled before graduation. —Finally, all students are required to take the Sustainability Literacy Test both at the beginning and at the end of their curriculum, in order to track their progress in this area. A Sustainable Development & CSR module is also mandatory during the second year. —The same core modules are delivered on all our campuses. Our multi-campus operation (7 campuses to date, including Dakar) enables us to offer a range of 12 specialisation options, each closely linked with local sectorial and economic specificities. Our various initiatives have been highly successful since KEDGE Bachelor is now the first Bachelor programme in France, according to the Le Figaro ranking table. —Moving forward, we want to extend the work/study options in the third year, and offer our students the ability to start their curriculum programme on a given campus and complete it on another, depending on their selected specialisations. The strengthening of Action Learning and E-learning will also make our courses more flexible and more accessible to wider range of profiles, including international students.

CESEMED: THE MOST INTERNATIONAL BACHELOR PROGRAMME IN FRANCE

—The CeseMED international programme -the Group’s future Global BBA- welcomes ever increasing numbers of international students. This programme enables students to spend 2 years in France and 2 years abroad, at the end of which they can pass either a single or a dual degree. We aim to strengthen the visibility of our CeseMED programme, the first international Bachelor programme in France (SMBG ranking, 2014-2015). —As part of the renewal of our VISA – which guarantees the top quality of our programmes –, English content will be greatly increased from the first year. Various teaching path options will be offered from the second year. This programme will also be the spearhead of our development strategy in Asia.

EBP INTERNATIONAL: AN EVER INCREASING NUMBER OF INTERNATIONAL PARTNERS

—We have developed our EBP partner network: 11 on the Bachelor side, 11 at Master level, with a range of very attractive destinations for our students: Argentina, USA, Korea, Russia... Other partnerships are currently considered with emerging countries. We will extend courses which are most closely related to market realities, in order to best prepare our students for expatriation, and we will create specialised courses in year 5. We foresee a promising future for this flagship programme, closely attuned to the realities of the job market.

Activity and Sustainability Report 2013 / 2014

TRAINING NEW MANAGERS FOR THE FUTURE OF BUSINESS This year, the active pedagogical approach of the KEDGE Business School Grande Ecole Programme renewed its focus on interactivity, responsiveness and creativity, in order to help students maximise their potential and navigate the “knowledge revolution”.

A fully flexible “à la carte” approach

—This allows our students to design their own curriculum based on their particular professional project and time constraints, with the support of lecturers-researchers and coaches. This flexibility enables students to build their “personal branding”. As businesses increasingly operate online to hire new employees, students have to think beyond their presence on social networks, and build up a business-like profile as they accumulate experiences throughout their KEDGE BS curriculum. Our students can now take full advantage of a range of excellence modules (e. g. soft power and media, wines and management, geo-strategy, etc.) in order to develop a dual profile (completing an engineering degree with a partner institution, for example) or a specialisation (thanks to one of the MS or MSc programmes offered in Bordeaux and Marseille).

Pedagogical innovation

—The Internat du management (“Management boarding school”) is a high-value scheme whereby 40 students were selected this year to complete a strategic mission for a company, with the possibility of a formal job offer at the end if the experience has proved positive.

A Nathalie Hector Grande Ecole Programme Director

t the heart of our mission is our commitment to enable our students to link the various teachings received, to connect the dots between the various skills required to manage a project or between the different businesses within a corporation, and to develop non-academic skills such as creativity, interpersonal flair and team work. Internships, apprenticeships, associative life, Action Projects, behavioural simulations, business games, corporate missions, junior consulting: all these tools and initiatives place our students at the heart of our approach and contribute to making them fully accountable for their own progression.

CSR: a core topic of our curriculum

—CSR is fully embedded into our curriculum and is explored in a core and compulsory module, in addition to a range of elective modules. Furthermore, every single one of our 250 course modules contains a CSR dimension so that our students are fully aware of the key challenges ahead in this field. The Sustainability Literacy Test is also compulsory. Moving forward, we intend to strengthen the cross-disciplinarity of our programme through a range of seminars and workshops, notably with our Innovation Lab which aims to foster interaction between our students and engineers and designers: our objective is to train future managers who will be able to take on the new challenges of the 21st century business world.

“Flexibility enables students to build their “personal branding.”

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Specialised programmes Our MS and MSc programmes are renowned for their educational excellence and acclaimed by the most prestigious companies, both nationally and internationally.

T Dominique Billon Associate Dean for Post-Graduate Programmes

“In 2015, we’ll introduce a new dual degree programme entitled International Business From Europe to Asia.”

hey offer a wide range of vocational courses, which all embed core modules dedicated to CSR. All students are also required to take the Sustainable Literacy Test. - The ISLI programme includes a module entitled SCM & Sustainability and requires students to complete various company assignments (“Sustainable Supply Chain in the Wine sector”). Students are tasked with writing professional theses on topics such as “What are the sustainable supply chain best practices and their impact on performance”, “Ethics and procurement”... - At ISMQ, students are required to carry out a CSR review, complete with conclusions and recommendations, for a host company, with a view to promote or initiate best practices in this field. - The MVS programme includes a module presented by a practising psychiatrist and aimed at raising students’ awareness about the need for a responsible approach when dealing with “wine” as a commercial product, tackling notably alcohol abuse.

New programmes

—One of the highlights of last year was the roll-out of a new harmonised architecture across all campuses and programmes, for both M1 (academic, international and vocational courses) and M2 (specialisation) courses. On the MSc side, we created the “Open Source Seminar”, a 90-hour learning experience covering a wide range of transversal topics (Business Management with SAP, Sustainable Entrepreneurship, Open Innovation, Creative Thinking, Doing Business as Unusual, Doing Business in Emerging Countries, Crisis Management).

—New programmes have been introduced (MSc Purchasing and Innovation Management) or extended to other campuses (MACI in Marseille and MSc Marketing in Bordeaux). —We are also planning a wide-ranging overhaul of the MACI programme, which will notably feature a new educational approach. Students will be able to specialise from Semester 2, with elective courses specific to each campus: Wines & Spirits and International Operations Management in Bordeaux; Luxury & Brand Management and Sports & Events Management in Marseille. —For Semester 3, they will have the choice between the Open Source Seminar or the French Touch Tour, an educational innovation that will explore specific local economic strengths on each campus (e.g.; wine industry in Bordeaux, “Sea Cruising” in Provence, Culture and Luxury in Paris). —In September 2015, we will introduce a new programme entitled “International Business from Europe to Asia”, which will be sanctioned by a dual degree: Kedge BS MSc International Business and KUBS MBA. This programme will be a unique opportunity for students to maximise their employability on the Asian market, through total immersion in both Europe (Bordeaux) and Asia (Seoul and Suzhou).

New challenges ahead

—We must improve even further our attractiveness internationally, strengthen our relationships with the business sector with a view to capitalise on the specific economic resources of our local regions, and maintain our commitment to maximising our students’ employability across all our campuses.

Activity and Sustainability Report 2013 / 2014

Learning does not stop once a person joins the professional world Professionals must continually update and widen their skill sets. KEDGE Business School enables them to do so with its Executive Education, with a range of widely recognised certifications, focused on excellence, integration of emerging best practices and personal development.

T Françoise Lassalle-Cottin Executive Education Director

he Executive Education team actively works on integrating sustainability and CSR issues into its graduation requirements and the design of its curriculum. After adapting the General Management Programme (Marseille) and our general campus infrastructure in order to accommodate the needs of visually impaired students, a certificate programme was designed for those wishing to specialise in CSR strategy and deployment. Two specific Majors were also created in the Global MBA (Resource Management & Sustainable Entrepreneurship),in addition to a compulsory course on Business Ethics. The School’s reputation in this field now enables us to bid

“Our Global MBA ranked in the French top 3.”

KEDGE BS Global MBA —The KEDGE Business School Global MBA is now ranked third amongst French Executive MBAs, just behind HEC and ESCP, and before ESSEC and EM Lyon, according to the Financial Times table. Having gained 16 places since 2013, it is ranked 27th in the 2014 Global Executive MBA table.

for highly specialised tenders. —Improving one’s skills and competencies in a rapidly changing world is a life-long effort commitment. KEDGE Business School has placed Executive Education at the heart of its development plans by implementing its activities on the new Paris campus in 2015. Executive Education greatly contributes to the School’s strategic approach by articulating our 3-prong positioning in the adult learning sector: not only do we SHARE our knowledge and our professional networks, we also CREATE new ways of learning to help experienced individuals strengthen their skills and businesses improve their performance, and we CARE about life-long employability. —Executive Education is set to become a key driver of innovation for the School. This strategic extension of our Executive Education activity, both nationally and internationally, will take various forms: broadening the range and scope of upper level part-time degree programmes; emphasis on sectorial “niches” (supply chain, shipping, social & health services, wealth management, purchasing, non-state & non-market organizations, wine industry); and General Management programmes. The School also intends to pursue further the internationalisation of its bespoke programme activity.

Orange: bespoke international training programmes —Orange commissioned KEDGE Business School to co-create a bespoke training initiative to raise awareness of new CSR issues amongst its executives in the Africa – Middle East – Asia regions. So far this year, 30 international managers have taken part in a 4-day workshop in Senegal, Jordan and the Ivory Coast. The initiative will soon be rolled out in Europe. The programme is tailored to the specificities of each region. Each participating Orange executive receives a certificate delivered by the School, following the formal presentation of a CSR / SD internal initiative planned for their territory.

p. 16-17

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Stakeholders: critical allies of modern management Stakeholders are individuals or groups that affect or could be affected by an organisation’s activities, products or services and associated performance*. This principle applies to the three key levels of stakeholding. Impacting virtually every aspect of business – from products and processes, to company practices and governance – stakeholders are the critical allies of modern management. Research and training activities have also been shaped in order to respond to stakeholder demands. Teaching risk management, showing how one can find harmony within the constraints and realities of the workplace, and raising awareness about occupational stress, we teach our students how to handle setbacks whenever they may occur and to think critically and collectively.

PRIMARY STAKEHOLDERS

Students / Staff / Faculty Board / Alumni / Student Associations / Academic Partners Chambers of Commerce / Businesses / Local Government

Not just customers

—Students are our partners in development. Through the creation of KEDGE Business School, student representation bodies have reached a new level of integration into the School’s governance and management. During the merger, students were invited to contribute to the new identity. As a global education institution, KEDGE Business School needs to take into account local, national and international stakeholders and show commitment in the way it promotes responsible management values. * From Freeman, 1984, Mitchell, Agle & Wood, 1997.

level

Working in a spirit of partnership with our stakeholders is not only “responsible”; it is a sound and sustainable approach to the conduct of our business.

SOCIETAL STAKEHOLDERS

Government Bodies / Competitors / Civil Society – NGO & Associations / Press / Calanques National Park Division / International Networks / Ecosystem

SECONDARY STAKEHOLDERS

level

Parents / French Higher Education Institution / Associations (CGE & CPU) / Unions / Secondary & Prep Schools / Accrediting Bodies / Prospective Students / Suppliers & Subcontractors / Investment Banks

A partnership with Volkswagen —KEDGE Business School and Volkswagen Group France have engaged in a partnership to improve social inclusion for students with disabilities, with an agreement signed in November 2013 and backed by a €20,000 dotation. The partnership has three key objectives: • provide support to students with disabilities, • raise awareness of inclusiveness issues amongst future managers, • design a new course on the topic of HR management and disability.

level

A permanent representation office for Korea University Business School —For the first time ever, a South-Korean university has opened a representation office in our country, choosing KEDGE BS as their local partner to develop their activities in France and Europe. This unique partnership goes way beyond the scope of a traditional academic exchange agreement and will, in return, enable KEDGE BS to open its own premises in Seoul.

Activity and Sustainability Report 2013 / 2014

Community involvement Like any organisation, KEDGE Business School has an impact on its communities. It is the School’s responsibility to mitigate, reduce and compensate for its negative externalities. In other words, KEDGE BS seeks to have a responsible and sustainable impact on its various communities. Over

30,000

Facebook fans Over

15,000 Twitter followers

From Aquitaine to the Côte d’Azur and Paris, KEDGE Business School is committed to local community development. Through our Business Nursery initiative, student entrepreneurs receive support in creating and launching their own businesses. With projects such as ETHOMED, the School helps identify, accompany and fund social entrepreneurship projects in the region. Through Corporate Projects and Missions, KEDGE Business School brings together local businesses and students to help improve their financial and social performance. By participating in local working groups and scientific committees, KEDGE BS reinforces local expertise, notably in the field of CSR. KEDGE Business School faculty members participate in a wide range of international joint research projects. Each year we organise the MENA Economic Forum to promote economic relations in North Africa. KEDGE BS also works actively on the promotion of sustainability in higher education.

Our digital ecosystem: the heart and blood of the KEDGE Business School community

—KEDGE Business School students and alumni study and work in many different countries and from a wide range of campuses, offices and home set-ups. Digital media enable us to keep in contact with our different communities and communicate with all our stakeholders. That is why KEDGE Business School put in place a digital media service which provides online content and supports students throughout their projects. —Social networks, both internal and public, have become the heart of the School’s communication. Whether tweeting with the Dean or facebooking with the Community Manager, this new form of communication enables KEDGE Business School to break through the barriers of classic academia.

Some of our contributions INTERNATIONAL - Equal Board -F EMISE -S ustainability Literacy Test - Platform for Sustainability Performance in Higher Education - ETHOMED - I FLA -A SLIB -A IRL -O CEMP -U NGC Working Groups - PRME Working Groups - I FC (Franco-Chinese Institute) -G RLI -A ASHE -A cademic Impact -G UPES - UNEP -S CC - Supply Chain Council - ELA - European Logistics Association

NATIONAL - CEEG -C GE -C GE - Sustainability Commission and Working Groups -A CIEGE - Public Service Institute -A PM (Association for the Progress of Management) -M EDEF - Responsible Management Network -R esponsible Campus project groups -C omité 21 -O RSE -N ational Environmental -C ircular Economy Institute -A FNOR -A SLOG

LOCAL - AGESM (Local branch of the CGE) - Training Job Seekers - Tutoring & Mentoring (Cordées de la Réussite) - Company Research Projects - Grand Luminy Incubator - Impulse Incubator - Regional Working Group & Projects on sustainability/CSR - UPE 13 - Université des Entreprises MEDEF Gironde - National Calanques Parc - RSE PACA - Wiki 2D - CRÉER - Business Nursery - Réseau documentaire (education, training, employment)

p. 18-19

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Corporate relations at KEDGE Business School KEDGE Business School counts many companies amongst its key stakeholders. These organisations are more than partners: they are active members of a community and play a central role within the School. all there, as were a number of major Chinese corporations (Bank of China, Shanghai Bank...), who had been invited by our partner Ren Min University.

Philanthropy in action

—Acting under the aegis of the Fondation de France, the Foundation for Sustainable Leadership promotes access to higher education and has put in place a responsible management training scheme for French and foreign students, with the help of private businesses.

@IFC Renmin

Flagship business partnership initiatives

The Foundation is a major organisation, with

€1.8M

in donations, more than

15 projects

supported and more than

25 corporate sponsors.

irstly, these partners notably contribute to the shaping of our governance and pedagogy. Their second major area of contribution is financing, which enables us to set up think tanks, Research Chairs and projects. They also cooperate with the School through the development of our Executive Education programmes. —As part of our commitment to foster innovation and the creation of sustainable value, we also seek to support entrepreneurs across the globe. We can provide support in developing bespoke partnerships for companies seeking to improve their human resource management. —In April 2014, we organised our first business forum. Our French partners, such as Axa, Mazars, Sodexo, Pernod-Ricard, BioMerieux, Sanofi and Ernst & Young were

—Supporting the inclusion of students with disabilities. In November 2013, KEDGE Business School and Volkswagen Group France signed a partnership agreement to improve access to educational excellence for students with disabilities. Volkswagen’s financial commitment (€20,000 per year over 3 years) will support a wide range of actions, including personalised coaching and dedicated classroom equipment. —The “Work and Well-being” research chair was launched in June 2014, under patronage of the Caisse d’Epargne Provence-Alpes Corse bank. Its aim is to promote innovative management methods and reconcile the -sometimes- conflicting interests of the various stakeholders within an organisation. —The MENA Forum is the first business event dedicated to trade relations between Europe and the Middle East and North Africa region (MENA). Since 2011, this annual conference has been bringing together more than 400 policy makers, business leaders and researchers and enabling them to exchange their views and experiences on trade with the MENA region.

Activity and Sustainability Report 2013 / 2014

Over 1,100 corporate relations Teaching business and management without seeking support from the private sector would make no sense. Private businesses know best what their workforce requirements are and how these are likely to evolve. Their input is also essential in our efforts to maximise our graduates’ employability. That is why KEDGE Business School has integrated the corporate world into every step of the learning process.

M Christophe Mouysset Corporate Relations Director

ost of our research chairs, projects, case studies and publications benefit from the support of corporate partners, whose information and resources often prove invaluable in our academic studies. For instance, the “Business in a connected world” research chair, which was created in partnership with Auchan, aims to develop a leading-edge expertise regarding the adoption and use of digital technologies by consumers and businesses, and disseminate this acquired knowledge.

Teaching

“These partners notably contribute to the shaping of our governance and pedagogy.”

—Companies and professionals participate in a wide range of teaching activities through the dispatch of guest-lecturers who bring their professional experience to our students.

Admissions and evaluations

—A key element in the School’s educational mission is to maximise the employment prospects of our students and participants. For this purpose, we set up a personal and professional development initiative called

Be-U, which has already been adopted by high profile organisations such as Sodexo, Adecco, Deloitte, La Banque Postale and Volkswagen Group France.

CORPORATE ASSIGNMENTS AS PART OF THE SUZHOU IFC PROGRAMME

—Created in collaboration with the Renmin Franco-Chinese Institute, this postgraduate course enables elite Chinese students to learn about the standards, expectations and requirements of French and European companies. Students spend their third year in Bordeaux and carry out assignments related to the Asian markets for companies such as Fayat, Cultura, Caudalie, Lectra, Procter, Ey, Wine, Buzet Wines... This is also an opportunity for those companies to source new interns or executives.

Management residency

—This elite programme enables companies to recruit the best students through a comprehensive process (company assignment, internship, recruitment upon graduation). Our partner companies for 2013-2014 were Sartorius Stedim, Gem Industrie, ONET, Adrexo, La Varappe, SNCF and Airbus Helicopters.

KEDGE BS and AG2R LA MONDIALE: “Finance Reconsidered” research chair —The “Finance Reconsidered” research chair was created as a partnership between AG2R LA MONDIALE and KEDGE Business School, two organisations which are very committed to promoting Sustainable Development and Responsible Investment. This initiative is backed by Responsible Financing Fund ETHOMED. The managerial

approach of KEDGE Business School is perfectly embodied in this project, which aims to raise funds responsibly and finance projects that meet the principles of sustainable development and micro finance. These initiatives also serve as great teaching tools for our students.

CARE

We Create Share Care And we prove it

p. 20-21

Activity and Sustainability Report 2013 / 2014

SOCIAL INCLUSIVENESS: A PRIORITY Since 2006, KEDGE Business School has been committed to promoting social diversity and inclusiveness in higher education. This policy aims to raise awareness about equal opportunities and higher education opportunities for young people from disadvantaged backgrounds, working with them and supporting them throughout their school studies. 1,200 youth supported

n the Marseille campus, two student associations in particular are doing work specifically aimed at promoting social inclusiveness: The Phoenix association works on nine projects dedicated to equal opportunities and access to higher education. The Diambars association conducts socio-educational projects that use sports as an educational springboard for the youth. —In Bordeaux, the “Cordées de la réussite” schemes also support school pupils, as well as “classe préparatoire” students in their evolution, throughout their progression to higher education. On this campus, BTC (Bordelaise de Tutorat des Collégiens), a new equal opportunity association was created in 2014, and a new Diambars office should also see the light of day in 2015.

—In order to overcome difficult material and psychological challenges, the School and its student associations dedicated to equal opportunities issues set up a total 16 special schemes/projects. They provide support for nearly 1,200 youth, with projects aimed at promoting cultural awareness and encouraging social inclusiveness in the most selective higher education channels. Over a hundred KEDGE Business School students provide tutoring for these youth and help them develop their personal and professional project. —In 2015, the School will roll out a comprehensive support system aimed at overcoming the social and financial barriers to access to its own programmes. The KAP (KEDGE Access Programme) is an equal opportunities scheme which specifically seeks to support high potential youngsters, who consider that a Grande Ecole isn’t an option for them, before, during and after their studies. —KEDGE Business School places both social inclusiveness and student initiative at the heart of its vision and its commitment to develop all human potential. The appointment of a new Head of HR in late 2014 is also testament to this commitment for our own staff.

An award for the Chourmo project —The Chourmo project is run in partnership between the Phoenix and Diambars associations. They work with Marseille pupils who have been temporarily excluded from their schools. Pupils are notably encouraged to reflect on the need to take responsibility for their own lives, with a series of workshops aimed at enhancing

self-awareness. Pupils are tasked with developing a professional and personal network for themselves, with the help of their school’s teaching staff, in order to make the most of their temporary exclusion as an opportunity to grow and avoid relapse. Chourmo was awarded the Grand Prix as part of the French Solidarity Awards in 2014.

p. 22-23

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he year 2013-2014 was a year of convergence. Our HR strategy aims to improve consistency at Group level. The HRP (Human Resource Planning) will contribute to this evolution in 2015, notably with the introduction of an ongoing Skills Management programme, as well as in-depth review of professional scopes and the place of everyone within the organisation.

Driving change through training and development

All rallied around one single ambition Higher education is currently undergoing radical transformation. French Grandes Ecoles must revise their model, both organisationally and structurally. This highly significant change has inevitably disrupted habits and practices for all our teams. This impact on stability was particularly felt at the executive level, where significant changes had to be made. Our HR department will support managers to enable them to take ownership of the profound and sustained transformations brought about by the merger.

—The HR department has designed a training programme specifically aimed at supporting and empowering managers through change. The aim is to enable them to build a common set of managerial skills, with Change Management as a guiding thread. The programme is being rolled out across all campuses with a view to ease the merger transition and achieve effective and sustainable change. —Managers must have a clear understanding of the effects of past changes in order to drive future transformation with confidence and efficiency. Thanks to this HR initiative, managers will be able to improve social interaction, ensure staff cohesion based on shared values and support all team members at time of deep transformation.

Promising signs

—All KEDGE Business School teams have to deal with a wide and complex array of changes and challenges, notably with the hybrid legal status of our institution, deep industry-wide transformations, and the current challenges to the Chamber of Commerce and Industry model. CCI-based staff are increasingly taking up private employment status as proposed by KEDGE BS. To date, 25 staff members have seized this opportunity, with many more to follow.

Activity and Sustainability Report 2013 / 2014

Driving change A merger process implies not only a fusion of corporate cultures, processes and operational / organisational approaches, it also inevitably involves navigating through tough choices and challenges. Such transition requires engaging with all KEDGE Business School staff.

with reference to overarching values such as social inclusion and well-being, shared across all KEDGE BS campuses.

Four key HR objectives

—Our board of directors and HR department have defined four key objectives for our merger to be a human success: - Ensure senior and middle management are accountable for the proper implementation of the School’s overall strategy and that they pay close attention to the well-being of their teams. - Secure staff buy-in by empowering all employees in their daily work. This will require introducing more flexibility in our processes, which are often too cumbersome and ill-adapted to our post-merger environment, as well as reinforcing personal accountability and empowerment for all staff members. - Define and deploy the right organisational model. - Finally, in order to support the first three objectives, we must ensure transparency in all our communication, so that everyone feels a genuine sense of contributing to the project advancement and success. We must strive for consistency, transparency, relevance and inspiration in all our communication.

22 full-time

faculty members and

23 administrative

staff were recruited between July 2013 and June 2014 (of which 74% are women)

he year 2014-2015 will be a year of deep transformation, as we pursue the work required to ensure the overall success of our merger, a success that will be measured with an overarching indicator: genuine and meaningful satisfaction for all key stakeholders, i.e. our customers, our students and our staff. To be truly successful, our merger process must go beyond business and technical expertise. To be meaningful, the success of our merger must be assessed

Adopting the principles of responsible management

—To truly achieve our goals, we must enable all staff members to become a driving force in their own development and in the success of their immediate environment, and adopt the principles of responsible management and empowerment.

create share care care

Best place to learn In order to tackle the dysfunctions that inevitably emerged during this year of transition, the School leadership identified the roll-out of a specific action plan as a priority. A voluntary approach based on student satisfaction and quality of service.

p. 24-25

Activity and Sustainability Report 2013 / 2014

A françois dubreu Executive Dean for Pre-Experience Programmes

“The focus on personal development and teamwork is strongly acclaimed by all students.”

student satisfaction survey was conducted in spring 2014 on the three main KEDGE Business School campuses. This was completed by a social network survey, focus group studies and the analysis of feedback from the field. The collected results identified the key malfunctions and sources of dissatisfaction. The three main areas for improvement relate to student support, more specifically: support for internship hunting, streamlining administrative processes and communication with the School’s administration. —The student survey also highlighted a number of key strengths. First of all, the student community acknowledges the ambitious scope of the overall project of the School. In particular, the quality of infrastructure is unanimously recognised in both Bordeaux and Marseille. The focus on personal development and teamwork is also strongly acclaimed by all students.

Customer-first

—Based on this first stage of feedback collection and analysis, 5 priority areas were identified and will be acted upon throughout 2014-2015. —The first area is internal communication, which needs to be consolidated. All key information must be made available to all students. Our virtual campus, a single digital work space created for our students, is now available on all campuses. A smartphone app is also being developed. —The analysis of the survey results also led us to consolidate our student support facilities, in terms of initial integration, service access, internal communication, email management... This will be completed by dedicated staff training and by the integration of criteria linked to student satisfaction in the individual objectives.

Wellness: a unique scheme —Already in place in Marseille, the Wellness scheme was quickly deployed on the Bordeaux campus. It offers services dedicated to the health and well-being of our students. A team of 5 volunteers, coordinated by a psychologist, have put in place a suite of support tools as well as specific training in counselling.

—Our third priority for 2014-2015 is the optimisation of business processes (registration, schedules, course selection, international exchanges). —Our fourth area of priority is teaching and coaching, with a focus on teaching content, pedagogical methods and general student support (apprenticeships, research papers...). —Finally, particular attention will be paid to improving even further the work environment offered to students and the support facilities dedicated to student associations, which are already key strengths of KEDGE Business School. Thanks to the quality of our premises and other facilities such as Brain Bubbles (collective workspace), space dedicated to student associations and top-notch catering services, our campuses are genuine and vibrant ecosystems that make for an exciting student life and community. —The five priorities defined as part of our Customer-First approach aim to make KEDGE BusinessSchool a “Best place to learn”.

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The year of biodiversity on the Marseille campus KEDGE Business School is the only Business School in France to have one of its campus located in a national park, a unique chance which also carries a great responsibility towards the local environment.

KEDGE Business School, a pioneer in the preservation of biodiversity

—We have engaged a partnership with the Calanques National Park to promote biodiversity and respect for nature. The current chairwoman of the Economic, Social and Cultural Council of the Park is a KEDGE BS executive, who also has an advisory role on its Management Board. —Our School was the first member of the Conférence des Grandes Ecoles network to sign the Charter for biodiversity, in April 2014. This commits us to integrating the principles of the National Biodiversity Strategy (Stratégie nationale pour la biodiversité / SNB) into our educational and research policies, as well as into our management practices for sites under our responsibility.

Our students are very committed too

ocated in the heart of the Calanques National Park, the School’s campus requires dedicated management in order to preserve its unique biodiversity and natural heritage. —The Calanques are home to a rich tapestry of animal and plant species, both terrestrial and marine, many of them considered rare or unique. With 140 protected terrestrial animal and plant species, it is a real hotspot for biodiversity. This exceptional nature is however facing many threats today: mass tourism, fires, pollution, over-exploitation...

—The Nature Walk, an exciting discovery trail which enables participants to explore the biodiversity of the Calanques National Park, was also inaugurated this year with the help of volunteer students and staff members. It aims to promote biodiversity on the Luminy site, notably with the creation, on the campus, of a sanctuary for endemic Calanques species. —This project was a collaboration between the School, the Inspire Institute and the Green Space municipal units of the City of Marseille. Student associations such as Unis-Terre (social solidarity and sustainable development) and Phoenix (equal opportunities) offer activities aimed at improving the management of natural areas, notably through educational outreach initiatives which highlight the richness of the local fauna and flora, reaching out not only to our students and staff, but also to the many park visitors walking across the campus.

ACTIVITY AND SUSTAINABILITY REPORT 2013 / 2014

ENERGY PERFORMANCE Energy performance has been one of the main focuses of our campus environmental policy since we formally committed to reducing our greenhouse gas emissions, in the wake of the Copenhagen Climate Change Conference in 2009.

ll our key stakeholders are involved in this initiative: *Our campus technical services are tasked with introducing new tools to improve building management practices. *Our students are also very much involved, offering notably a range of conferences and awareness-raising campaigns. They also organised a series of UN-backed simulation exercises on topics such as the Kyoto Protocol, the Copenhagen Summit, and responsible management of natural resources, water and forests.

NEW CHALLENGES AHEAD

—Our School is facing up new challenges with an increasing student population, the increased frequency of professional travel between campuses brought about by the merger, ever-growing digitisation and

the emergence of new digital/online teaching tools, the introduction of electric vehicles on our campuses and new buildings constructed in Bordeaux (and very soon in Marseille too). —Many of those challenges are related to the need for more energy efficiency. More specifically, Kedge Business School needs to: - Keep energy consumption in reign despite its expansion - Stabilise/reduce energy bills - Carry out insulation work on existing buildings - Extend its advocacy and change management actions - Move towards an integrated energy management system on all sites. —On this last point, the Bordeaux campus has been working in collaboration with an engineering consulting firm BEHI since December 2013. Energy consumption monitoring enables users to track excessive use and pinpoint its causes, be they technical or behavioural, in order to try and come up with quick and effective solutions. The School is working with BEHI on the production of an ECO GUIDE that will explain to all concerned the best practices and responsible behaviours to adopt in both offices and classrooms, depending on external conditions. —Other actions are currently being considered to further improve our energy performance, such as the removal of air conditioning systems and the introduction in a central air treatment system in older buildings using free cooling (whereby buildings are cooled down overnight in summer so as to minimise the use of cooling units), or the use of building management systems (MBS) to improve control over outdoor lighting. —The new buildings planned for the Marseille campus for 2017 will all use positive energy technology.

DESIGN & PRODUCTION – PRINTING: SAMMARCELLI IMPRIMEUR

We Create Share Care And we prove it

ME, YOU & US

THOMAS

CEO 48 YEARS OLD

Bordeaux, Marseille, Paris, Shanghai, Suzhou, Toulon

The merger between Marseille and Bordeaux is akin to a successful cross-pollination. It was conceived with a view to achieve breakthrough innovations. “This original ‘big-bang’ must be followed through with new achievements of a similar nature. Our ambition is to translate this first breakthrough into a wide range of transformative projects. This is how we will breed real talent,” explains Thomas Froehlicher, CEO of KEDGE Business School. For Thomas, the human factor is at the centre of everything. When he took office, he made it clear that what matters is not whether you are from Marseille, Bordeaux, Toulon, Shanghai or elsewhere; what matters is to be able to leverage our respective strengths and identify the opportunities for sharing and inventing projects together. In this view, the new CEO initiated a plan of action, based on the strategic roadmap, inviting everyone to fully engage in the process and contribute actively to the fine-tuning of new projects. He stresses that the future of KEDGE Business School lies in our ability to conduct projects in an integrated and collaborative fashion. Meanwhile, the renewed strategic focus on “Back to normal” initiated by Thomas pursues a dual objective: “On the one hand, we want to enable our students, who will be shaping tomorrow’s companies, to fulfil their personal and professional potential, and be able to move forward and reinvent themselves throughout their career. On the other hand, we also want to provide businesses with the opportunity to create wealth in all its dimensions, and by this I mean economic of course, but also human, social and more. KEDGE Business was founded with this ambition in mind,” he adds. Thomas Froehlicher advocates a societal approach to management, which must be backed by adequate investments, as he is sure of one thing: the happier you are, the more you achieve.

ME, YOU & US

VANESSA

PROJECT MANAGEMENT FOR ACADEMIC AND CAMPUS OPERATIONS 31 YEARS OLD Bordeaux

The merger brought out a career opportunity for Vanessa. “In my new position, I am now in direct contact with students,» says the former HR executive. Now in charge of project management for Academic and Campus Operations, Vanessa Doiret is galvanised by the change and excited by her new responsibilities: “It’s exciting to work on transversal projects that help to remove organisational silos and open up new relationships.» Her role is to lead multi-departmental teams put together for customer-centric projects. Her current flagship project is Student Services: “18 people are mobilised from their respective departments for this project aimed at supporting students in their daily life. Students can ask a question, either in person or on the dedicated platform, and the team will seek out all the necessary info for them,” Vanessa explains. Of course, as with any new initiative, it takes some time to get the ball rolling. Another project is the implementation of the Wellness scheme in Bordeaux. “In addition to coordination, we also had to recruit a team of volunteers to support students experiencing difficulties, deploy communication tools, organise the Wellness Week...” Vanessa is already seeing the first signs of a renewed proximity with students, as well as a new post-merger approach focused on simplification: convergence despite the diversity of our audiences, a common culture despite our multi-campus operation...” There are still growth pains to be tackled and it can be pretty challenging, but I definitely appreciate the School’s ability to reinvent itself.” And what about the students? Vanessa is full of admiration and describes them as chock-full of energy and creativity, eager to explore a world without borders. 03

ME, YOU & US

CÉLINE

HEAD OF LEARNING-BY-DOING 30 YEARS OLD Marseille

Céline agrees wholeheartedly with the School’s philosophy which sees learning-by-doing as a key component of the pedagogical tool kit. “It is definitely through experimentation and action that students learn the most. This allows for a development that is both personal and professional, “says Céline Salle, Head of Learning-by-doing at KEDGE Business School. In this capacity, she leads the pedagogical teams in charge of supporting students through their Pro-Act projects. With these projects, as with most of the School’s programmes, interactivity and practicality are highly valued. From the initial phase, where they have to define their project, to the action phase where they implement their defined strategy, students have to focus on achieving tangible outcomes,” insists the KEDGE BS alumnus. Pro-Act projects enable students to acquire a quasi-professional experience and thus enhance their employability. “The projects benefit students and businesses alike, everybody wins,” Céline adds. She is also in charge of coordinating the Kick Start Weekend, a major event initiated at the time of the merger. “It brings together our student associations and project owners. Workshops are organised to enable students to build collectively on concepts and ideas born out of their previous reflections. One year on after the merger, a common multi-campus culture is already in evidence and the exchange of bestpractices has already become second-nature,” she is pleased to report. This is yet another way to prepare students for the world of tomorrow.

ME, YOU & US

KATIA

ASSOCIATE PROFESSOR ENTREPRENEURSHIP & NEW BUSINESS MODELS 44 YEARS OLD Marseille

The key insight, which was to form the core of her research activities, came at the time of her Master thesis on small businesses, where the human factor is at the centre of everything, notably with regards to environmental, social and societal common sense. “The challenge, for large corporations, is to come back to this essential truth”, asserts Katia RichommeHuet, associate professor in Marseille, where she combines theoretical knowledge and the study of practical cases to encourage her students to reflect and shine a new light on entrepreneurship. “I believe business can also be a facilitator in achieving new environmental and societal models, so I invite my students to add shades of ‘pink and green’ to their vision of entrepreneurship. This is something you have to learn and develop,” she says with great enthusiasm. In fact, this forty-something, in charge of the Entrepreneurship & New Business Models cluster, demonstrates great enthusiasm and deep conviction in everything she does. This is someone who after all did not hesitate to resign, in 2012, from a very safe and comfortable academic position because of incompatible principles. She communicates this commitment to personal responsibility everyday to her students. “For an entrepreneur, personal responsibility means taking ownership of all the consequences and potential risks of your decisions.” Katia is not afraid to tackle serious cases to illustrate her point, such as the compensation for employees victims of asbestos exposure in the workplace. One of her trademarks is her collective and collaborative approach to research. Her past sporting achievements undoubtedly played a part in this. She enjoys the confrontation of points of view and likes to come out her comfort zone to move forward. Never one to rest on her laurels, she is also working on digital development for the e-learning platform that will benefit the Grande Ecole Programme and the School as whole. 05

ME, YOU & US

JAN

LECTURER-RESEARCHER IN INTERNATIONAL MANAGEMENT 51 YEARS OLD Bordeaux

Jan knows all about expatriation. He left his native Holland for Lebanon at the age of 20, before embarking on a series on prolonged stays in China and Japan. “The simple fact of working abroad changes the way you look at the world”, explains Jan Schaaper, who teaches International Management in Bordeaux, mainly on the EBP programme. He is also a researcher, studying the approaches to management of French multinationals in Asia and those of Chinese and Japanese corporations in Europe. He feels very passionate about his subject and this passion informs his whole approach to teaching: “The strength of our programme is that we enable our students to travel and learn to adapt to other cultures, other languages, other landscapes... This is a skill that you have to learn young, a bit like cycling! And this will become all the truer in the coming years,” he explains. The time when large corporations struggled to find experienced executives ready to emigrate to faraway places like Asia is now behind us. Young executives are now mobile. How does he view teaching nowadays? “We are definitely heading towards a digital culture. Because anyone can check anything in a matter of seconds on Google, we are moving towards a more implicit approach. There is also a renewed focus on action. That is why I strongly believe in the benefits of learning by doing. This is nothing new of course: we are simply getting back to basics. Above all, we must remain focused on behaviour and attitude. The human factor remains at the centre of everything.” A rather reassuring statement coming from an expert in management!

ME, YOU & US

MARIE & ELSA

PROGRAMME GRANDE ECOLE STUDENTS, YEAR 3 23 YEARS OLD Bordeaux

India, Bangladesh, Bolivia, Peru, South Africa, Zimbabwe… They travelled for a total a six months. Six months during which Programme Grande Ecole students Marie Aubé and Elsa Gehanne went to meet women entrepreneurs as part of their final year thesis project. The project was initially sparked by many things: a shared interest for micro-credit, a friendship forged whilst working at the AIESEC student association in Bordeaux, a common single-mindedness... “We wanted to dig deeper on the topic of entrepreneurship and explore its concrete impact on certain communities. We were fascinated by the research carried out by Professor Yunus on how women invest their income in health, hygiene and education for their children and thus contribute to the development of their country. So that was the angle we chose to explore for our thesis,” says Marie, who also points out that KEDGE Business School offered their full support, both financially and through validating the project as their final graduation thesis. Back in Bordeaux, Elsa and Marie pursued their work with their Acting for Change Tour association, which promotes women’s empowerment through entrepreneurship. One of its key objectives is to raise awareness and demystify entrepreneurship, especially amongst young people and the fairer sex, which accounts for only 30 % of new business creation in France today. The association notably hosted a special evening dedicated to entrepreneurship in Bordeaux on 21 January. Another key objective is to contribute to a wider dynamic in support of female entrepreneurial initiatives. “We are in talks with the Solid’earth association so that other students can follow this project through with more work on the ground.” Let us hope their message is heard loud and clear. 07

ME, YOU & US

MARVIN

CeseMED STUDENT, YEAR 2 20 YEARS OLD Marseille

Marvin says he simply has a knack for always being in the right place at the right time. But surely there is something else at play in his success story: personal merit. Marvin Mendy grew up in Marseille and has an atypical background. “My lycée was located in a ZEP [Educational Priority Zone] so I never imagined that I would end up studying in a Grande École,” he says. He explains this initial lack of ambition by the absence of role model and low self-confidence. A mental glass ceiling, in other words. By the time he was 15, however, thanks to the Phoenix Equal Opportunity* project and to the personal intervention of his school’s principal who saw his potential, Marvin started to dare imagining a very different future for himself. Thus, after a classe préparatoire IEP, he was awarded a scholarship grant and joined KEDGE Business School in 2013. Even though his study fees were paid up in full by the school, Marvin still worked as a waiter at KFC to make ends meet. Now in his second year at the CeseMED programme, Marvin appreciates he has come a long way and it is important for him to give back. Thus, he was in charge of educational actions at the Phoenix student association for a whole year. “Every Saturday, I hosted debates on current issues with high school pupils on the campus. The idea was to get them out of their neighbourhoods, as someone had once done for me, present them the School and its scholarship scheme, and open their minds up to possible futures for themselves,” Marvin enthuses. He is very proud of this work. And so should he. And to help more young people overcome those mental and cultural barriers, KEDGE BS will launch a new scheme in 2015: KAP. The aim of this new initiative is to engage academically gifted youngsters, remove financial constraints, offer bespoke coaching... in other words show them that a higher education institution believes in them.

ME, YOU & US

JULIE

KEDGE DESIGN SCHOOL STUDENT, YEAR 2 23 YEARS OLD Toulon

She wanted to go further. Following a 2-year technical degree (BTS) in Space design, Julie Favier wanted to stand out professionally and expand her knowledge in areas such as graphic design, product design, marketing... She has no regrets from her first two years as a student, but she could see some gaps that needed to be filled. “I felt I needed to become proficient or improve my skills in certain areas, such as public speaking, project management, mastering new technologies...,” explains Julie, who is currently completing her second year of the Master 1 programme, on the KEDGE Business School campus of Toulon. Another attraction was the Innovation Lab, which opened in March 2014 in partnership with ISEN, and where students can work on uncovering new forms of usage thanks to innovative facilities. “3D printing, laser cutting, latest generation software... It’s all there. These workshops, which are designed in collaboration with large corporations, allow you to familiarise yourself with the technologies of tomorrow, and work alongside students from other institutions,” she points out. Julie has also been working part-time at an architect agency since her first year, and she values this opportunity to gain work experience in parallel to her studies. This is yet another way to increase her employability. The move has paid off since Julie has already secured a permanent employment, starting from next summer, with a local real estate developer. “I am obviously delighted, but I will miss campus life.” Indeed, Julie has forged very close friendships on the campus, a new “family”, especially with her involvement with the Student Union (BDE).

ME, YOU & US

HARVEY

MBA STUDENT 30 YEARS OLD Shanghai

It was the reputation of the programme that tipped the balance. Harvey also wanted to see the bigger picture. Truth be told, Harvey Zhao was starting to feel “a little bit frustrated” at his Shanghai-based transport company. “After seven years of working in logistics, I decided to join this MBA based on its strong reputation in China and Europe and on the top quality of its faculty. Whether in human resources, finance or strategy, all lecturers really know how to broaden your perspective on international trade,” he says. For more than a year now, Harvey has been spending two days a week working for his company, and the other three on the permanent KEDGE Business School campus, located in the prestigious Shanghai Jiao Tong University. “Indian, French, Malaysian... There is a real cultural mix here. We all share not only our professional experiences, but also our respective customs and traditions. There is a genuine and unique human element to this MBA.” Harvey also points out that the KEDGE Business School MBA has a global alumni network, with more than 1,000 graduates all over the world. “And it just keeps progressing in the Financial Times ranking tables, up 16 places this year!”. At the end of a very busy semester, Harvey will have officially completed his MBA. What about future plans? “Travelling,” he responds in a flash, starting with Bordeaux for the graduation ceremony of course!

ME, YOU & US

RACHEL

ALUMNI, CO-FOUNDER OF BIME ANALYTICS 35 YEARS OLD Montpellier

This cheerful thirty-something has built her career through sheer fearlessness. Dealing with the macho-ness of the high-tech world? Bring it on! Going international when it all felt too cautious in France? No problem! For all the talk of gender parity, stereotypes do have a thick skin but Rachel has just dealt with it. “I know how to turn situations to my advantage in order to stand out. “ Rachel is now CEO of the company she co-founded with her husband in 2009. Bime Analytics, a company which single-handedly rewrote the rulebooks of Business Intelligence, with services delivered all over the world and a solid partnership with Google. More recently, the start-up opened a subsidiary in Kansas City, Missouri. “We also have a small office in San Francisco,” says the young mother, who lives in Montpellier. The French Ministry of Higher Education and Research recognised their strong potential very early on, awarding them its prestigious Innovation award in 2009. They have won many more awards since, most of them international. This international aspect is important for this KEDGE Business School graduate, class of 2003: “The School opened the doors of large corporations for me. This enabled me to start my career in an international context, which was exactly what I wanted.” Rachel keeps fond memories of her student years in Marseille and in Canada. “I met my husband and many of my friends there.” This ability to build a fantastic and lasting personal and professional network is one of the School’s strengths, says the entrepreneur who was part of the delegation that accompanied President François Hollande during his visit to Silicon Valley in 2014.

ME, YOU & US

MARC

SENIOR CHANNEL ACCOUNT MANAGER, LENOVO 37 YEARS OLD Paris

The oral examination was the starting point. “They really pushed to see what I was made of. I felt they were genuinely interested in my profile and potential. They did not only look at my school results. They even asked me about my sporting interest, which is rugby,” recalls Marc Bringuier, speaking about the oral examination that led him to join KEDGE Business School in Bordeaux. He graduated in 1999, but the impact of his studies is still very much felt to this day. “Events management, auditing, actuaries, sales... and today IT. The School’s curriculum enabled me to develop a strong generalist background and a very open-minded approach, which meant I was able to pursue an atypical career as nothing was off-limits for me,” he adds. Marc sees international borders not as obstacles, but as opportunities and motivating factors. “I find it so fascinating to see how differently people can interact depending on their cultures and backgrounds. Bordeaux taught me not only how to adapt, but also how to rally a team around a project, regardless of where its various members are located on the planet.” Marc’s career has taken him to Spain, Belgium, Switzerland and, more recently, Paris, where he now works for a global company: Lenovo. As a senior channel account manager, in charge of the largest retailers’ accounts for tablets, Marc deals not only with the products themselves, but also with the evolution of their users’ habits: “What interests me, beyond the technology in itself, is to observe how information is consumed and how this is constantly evolving.” A job that offers fascinating prospects in a field where things can only get more and more innovative.

ME, YOU & US

SERGE

CORPORATE OFFICER, HEAD OF RESOURCES, CAISSE D’EPARGNE PROVENCE-ALPES-CORSE 51 YEARS OLD Marseille

There are certain things that become self-evident over time, as relationships mature, affinities emerge and mutual confidence builds up. “The agreement signed with KEDGE Business School to create the “Work and well-being” research chair was basically a natural continuity, building on an ongoing collaboration in other, perhaps more conventional, educational areas. This continuity lies, firstly, in the fact that this chair perfectly fits the spirit of the work we have been doing together since 2010, which is intended to support our commitment to social performance. Secondly, there is full compatibility between our respective core values,” says Serge Derick, Corporate Officer and Head of Resources for Caisse d’Epargne Provence-Alpes-Corse (CEPAC). When CEPAC says “Audacity”, KEDGE Business School says “Create”; when the bank says “Professional best practice”, the school answers “Share”; and when CEPAC demands “Responsibility”, KEDGE BS obliges with “Care”. With such a clear compatibility of values, the creation, in June 2014, of the “Work and well-being” research chair can only be a mutual opportunity, with the bank’s “Working and managing together” approach benefiting from our research output, and teaching benefiting from real-world experience and the ability to train practising executives. The ultimate ambition of the chair is the emergence of an innovative managerial approach combining the principles of performance and humanism. Serge Derick understandably feels very passionate about this opportunity to contribute daily to the cultural and social transformation of an organisation that has the means required to meet its ambitions.

ME, YOU & US

OLIVIER

FOUNDER OF DUVAL & BLANCHET 35 YEARS OLD Bordeaux

When Olivier needed to find a part-time intern for his wine trading house, he immediately knew where to ask. “For me, it was almost like a reflex to turn to KEDGE Business School, which I also knew about from family members,” says the founder of Duval & Blanchet. Olivier Duval knew about the Wines and Spirits Management (MVS) Specialised Master, “like a lot of people in the industry and in my region” says the former auditor, whose father graduated from Sup de Co Bordeaux and whose grandfather was the manager of Château Lafite Rothschild. The entrepreneur was looking for a postgraduate profile for his intern. “Firstly because this profile matched our business needs, but also because you tend to get on better with people whose background is similar to yours,” says Olivier who did indeed follow a similar academic path: classe préparatoire HEC, IEP Strasbourg, Masters in Finance. In 2012, the wine trading house finally recruited a KEDGE Business School student. “He is committed, genuine and passionate. It was quickly evident we were going to get on well. I also rather liked his atypical profile,” says Olivier. The strength of the MVS programme? “It provides a global view on the wine industry: sales techniques, tasting, marketing... This is a significant advantage in a complex sector with an ever-increasing number of actors, many of them highly specialised”. Arnaud, who holds a 2-year technical degree (BTS) and a degree in biology, and who already had international work experience under his belt -with an internship in the agri-food sector in San Francisco- was recruited on a permanent basis as sales manager for Duval & Blanchet, where other KEDGE part-time interns are now following in his path. 14

ME, YOU & US

MIKE

VICE DEAN & PROFESSOR KOREA UNIVERSITY BUSINESS SCHOOL 50 YEARS OLD Seoul

The partnership model is unique. By entering into close alliance with the famous Korean University Business School, KEDGE Business School will be the first European school to offer a dual Euro-Asian degree in International Business Management (MSc and MBA). For the Vice-Dean of KUBS, who is in charge -amongst other things- of seven of the best MBAs in Asia, “we are the first South Korean university to ever open a branch in France.” “From September 2015, our first class of 30 students will start their year in Bordeaux. They will then go to Seoul -KUBSin January and Shanghai -Jiao Tong University- in May. These young executives are going to experience a genuine initiatory tour of Asia, followed by a series of internships in some of the best Korean corporations, including Hyundai and LG,” says Cho Myeong Hyeon (a.k.a. “Mike”). The strategy professor talks about the benefits of this positive culture shock: “We will do everything to make them feel welcome and at home on the KUBS campus.In Seoul, the young executives will benefit from optimal conditions, with three state-of-the-art buildings and a wide range of facilities, including a football/volleyball pitch, a swimming pool... This social dimension is essential since our students are here not only to learn business the Asian way, but also to get a sense of our culture. When asked about the career prospects of the future graduates, Mike Cho has no hesitation: “If I was running a company that wants to expand on Asian markets, I would definitely take them on as soon as they graduate!”

DESIGN & PRODUCTION – PRINTING: SAMMARCELLI IMPRIMEUR

We Create Share Care And we prove it

AND WE PROVE IT Our figures

ACTIVITY AND SUSTAINABILITY REPORT

2013 - 2014

P. 02-03

AND WE PROVE IT

CONTENTS

PERFORMANCE INDEX

04 06 08 14

This section is an index of the financial and extra-financial performance indicators used by KEDGE Business School. 2013-2014 was the first year of operation for our new Group following the merger of our two founding schools: BEM and Euromed Management.

A YEAR OF MERGING EVENTS OF THE YEAR 2013-2014 KEY FIGURES A WORLDWIDE PRESENCE

2013-2014 PERFORMANCE INDEX 04. STRATEGY & GOVERNANCE 07. TEACHING & TRAINING 09. RESEARCH 10. SOCIAL POLICY AND LOCAL COMMUNITY INVOLVEMENT 13. ENVIRONMENTAL CAMPUS MANAGEMENT

The collected data covers a wide range of covers of activities whithin the group: strategy and governance, teaching programmes, research, social policy and community involvement, and the environmental impact of our campuses. Not all indicators can be presented exhaustively, but we have set as a short-term objective the consolidation of our data at campus group level. CSR is a major commitment for our Group and greatly contributes to the overall success of the KEDGE Business School project. It is a core and founding element of our strategy. Following the Green Plan layout, the performance index covers last year’s activities and seeks to describe our school’s commitment to both United Nations Global Compact and the Principles for Responsible Management Education.

For more information, please visit: kedgebs.com @kedgebs Facebook/kedgebs

ACTIVITY AND SUSTAINABILITY REPORT 2013 / 2014

P. 04-05

AND WE PROVE IT

2013-2014 PERFORMANCE INDEX IMPACT MEASUREMENT

ACTIVITY MEASUREMENT

A: Objective achieved or surpassed B: Objective is being realised C: Objective not achieved NA or (-): Non Available/Applicable K€1 = €1,000 M€1 = €1,000,000

SCOPE Euromed Management (Marseille & Toulon campuses) BEM (Bordeaux campus) KEDGE Business School (Bordeaux, Marseille, Toulon campuses and others when available)

eans/actions carried out this year M contributed to the achievement of long-term goals Means/actions carried out this year are not adapted to the achievement of long-term goals Means/actions carried out this year did not contribute to our goals

PERIOD July 2013 / June 2014

MAIN INDICATOR / SD OBJECTIVES (NO: NATIONAL / IO: INSTITUTIONAL)

KEY PERFORMANCE INDICATORS

2010 / 2011

2011 / 2012

2012 / 2013

Results 2013 / 2014

Ojectives 2014 / 2015

86.9

90.2

42.1

43.8

7.5

7.9

5.9

6.1

77.1

81.3

1. STRATEGY & GOVERNANCE Budget (M€)

Overall budget combined (M€) Total FT Faculty & Staff Wages (M€) Total PT Faculty wages & contractual personnel KEDGE Business School Investments (M€) Tuition fees-Global (M€)

CORPORATE CONTRIBUTIONS

Advanced partnerships Corporate relations Apprenticeship tax collected (gross) (M€) Internships Company origin (international/national)

NUMBER OF STUDENTS

All Programmes & International

GEOGRAPHICAL ORIGIN OF STUDENTS

France

75.8

82.1

88.9

18.02

19.70

22.31

8.27

8.82

9.2

5.56

6.49

6.40

7.56

8.52

9.52

3.0

3.1

3.2

1.0

1.3

34.0

37.8

41.9

25.9

27.7

30.8

150

160

188

103

860

900

399

424

505

5.7

2.8

1.75

2,578

2,732

2,503

2,015

2,155

2,297

48% / 52%

34% / 66%

35% / 65%

45% / 55%

5,604

5,794

6,429 4,622

72.2%

77%

72% 88%

Europe (excl. Russia and Turkey) International (incl. Europe)

28%

23%

28%

12%

190 1,100 6.8 5,543 48% / 52% 11,639 76% 5% 25%

5.6

Trends

ACTIVITY AND SUSTAINABILITY REPORT 2013 / 2014

MAIN INDICATOR / SD OBJECTIVES (NO: NATIONAL / IO: INSTITUTIONAL)

KEY PERFORMANCE INDICATORS

REQUIRED ENTRANCE EXAM SCORES

Ecricome

RECRUITMENT RATE OF ESC STUDENTS PER EXAM TYPE (TESTS)

Ecricome Templin 1 Tremplin 2

CAMPUS DEVELOPMENT

Number of operating campuses / Offices

ACCREDITATION

Number - Name of international accreditations

RANKINGS

FT - Best European Business School FT - World Med MBA FT - Master in Management

2010 / 2011

2011 / 2012

9.6

9.65

9.6

9.75

9.93

4.5%

4.7%

3.69%

4.7%

4.9%

3.94%

8.5%

9.7%

11.8%

9.30%

3.6%

4.7%

4.13%

7.7%

8.8%

9.3%

8.35%

6.5%

5.8%

6.8%

6.83%

3-AMBA EQUIS AACSB

43 (Global MBA)

27 (Global MBA)

NA 34 30

FT - Executive Education

L’Etudiant – ESC Master Grandes Ecoles

Le Point – ESC Figaro Etudiant – ESC Figaro Etudiant – CeseMed / EBP Figaro Etudiant Bachelor – Euromed / BEM Bachelor Figaro Etudiant – EGC Challenges – ESC

Trial

Challenges – CeseMed / PostBac Le Parisien

Trial

2 9

Trial

13 3

Trial

Trends

Ojectives 2014 / 2015

9.8

Le Point – CeseMed / EBP

Results 2013 / 2014

4.5%

L’Etudiant – CeseMed Post Bac

2012 / 2013

P. 06-07

AND WE PROVE IT 2013-2014 PERFORMANCE INDEX

MAIN INDICATOR / SD OBJECTIVES (NO: NATIONAL / IO: INSTITUTIONAL)

KEY PERFORMANCE INDICATORS

2010 / 2011

(NO) SIGNATURE OF SD CHARTER INVOLVING ALL STAKEHOLDERS

New School Commitments

UNGC & PRME, Sustainable Campus Charter, Diversity Charter, The Copenhagen Declaration + Signature of Academic Impact

2011 / 2012

2012 / 2013

Results 2013 / 2014

Ojectives 2014 / 2015

Trends

Id + Rio HESI

Id + GUPES Membership

Id + Charter for Biodiversity

UNEP MOU A

1 criteria per department C

No (current merger)

Yes B

3 CSR 2 Wellness 1 full time 1 part-time equal diversity 1 corporate relations

UNGC & PRME (IO 2015) 2 SD CRITERIA IN MANAGERS’ EVALUATION

Use of extra-financial criteria in managers’ performance assessments

(NO) QUARTERLY MEETINGS OF SD COMMITTEE (REPRESENTING STAFF, STUDENTS, MANAGEMENT AND STAKEHOLDERS)

Existence of a CSR department attached to the General Director

Yes

2 full-time 2 part-time

3 full-time

1 part-time

Staff dedicated to CSR issues

Number of CSR Officer meetings Dedicated CSR budget in K€ (excl. research, investment, wages, etc.) (SO 2015) 1 ANNUAL MEETING FOR EACH TYPE OF STAKEHOLDER: STUDENTS, STAFF, EXTERNAL

Frequency and method for stakeholder consultation

(NO) ANNUAL ACTIVITY REPORT COVERING SD INITIATIVES

Activity report covering SD initiatives

(SO) REACHING ALL STAKEHOLDERS

SD-related awareness raising actions

101

76,8

75 B

C Integrated Report

Integrated Report

CSR Report 5

Integrated Report

Integrated report A

ACTIVITY AND SUSTAINABILITY REPORT 2013 / 2014

MAIN INDICATOR / SD OBJECTIVES (NO: NATIONAL / IO: INSTITUTIONAL)

KEY PERFORMANCE INDICATORS

2010 / 2011

2011 / 2012

2012 / 2013

All Programmes + International

5,604

5,794

6,429

All Bachelors

1,606

1,547

1,666

976

1,066

1,050

Results 2013 / 2014

2. TEACHING & TRAINING NUMBER OF STUDENTS PER PROGRAMME

All Masters ESC MSc MS MBA - EMBA

4,622

3,594

3,762

4,128

2,574

2,682

3,199

1,944

2,192

2,370

1,958

2,052

2,102

1,255

1,089

1,279

130

132

184

137

522

559

900

263

297

342 67

DBA Number of partners (accredited) INTERNATIONAL PARTNERSHIPS

Number of incoming students

Number of outgoing students Number of students involved in special programmes (summer school + MBA summer school) Number of coaches PERSONAL DEVELOPMENT STUDENTS PRO-ACTS PER CATEGORY (all students from Marseille Campus)

STUDENT RESEARCH OR PROFESSIONAL PROJECTS

Total coaching hours

169 (72)

178 (79)

189 (88)

473

562

596

266

329

373

867

796

723

668

762

789

120

140

166

11,639 2,212 8,416 4,859 1,318 1,121 344 17 273 (164) 1,200 (including 191 REMIN/ IFC) 1,800 85 +26 MBA

3,100

3,581

6,326

7,000 875

Number of Pro-Acts (total)

962

849

934

Pro-Act Terre

119

101

102

Entrepreneurship

124

110

108

114

Information / Communication

299

495

453

388

Associative management

Sports

Arts

Company

153

189

Employment Research

729

875

1,174

1,106

1,348

927

1,611

1,977

Ojectives 2014 / 2015

Trends

P. 08-09

AND WE PROVE IT 2013-2014 PERFORMANCE INDEX

MAIN INDICATOR / SD OBJECTIVES (NO: NATIONAL / IO: INSTITUTIONAL) BPM (Business Project Management) (ESC Programme Students from Bordeaux Campus)

KEY PERFORMANCE INDICATORS

2010 / 2011

2011 / 2012

2012 / 2013

Results 2013 / 2014

108

Number of BPM’s (total)

Sports & Leisure

Promotion & Communication

Arts and Culture

Social Citizenship

Economy & Finance

3.6%

9.9%

Entrepreneurship Associative Management (NO 2013) SD TRAINING FOR 100% OF FACULTY MEMBERS

Percentage of faculty members receiving SD-related training

(NO 2011) EXISTENCE OF AN SD CORE TEACHING CONTENT (NO 2017) 100% OF PROGRAMMES INCLUDE AN SD COURSE

Proportion of compulsory courses content dedicated to SD issues

30% for PSR CeseMed CeseMed (15%) (15%) EGC EGC (0%) (0%) PMF (8%) PMF (8%) ESC1 (8.3%) ESC (8%) ESC2 (16%) MS/MSc MS/MSc (9.5%) (8.5%) MBA (5.5%)

CeseMed (15%) Euromed Bachelor (15%). ESC (11%) MS/MSc (15.4%) MBA (5.5%)

Bachelor Bachelor Bachelor (8.3%) (8.3%) (8.3%) EBP (6.9%) EBP (8.9%) EBP (12%) ESC Bach- ESC Bach- ESC Bachelor (11.4%) elor (11.4%) elor (11.4%) MS/MSc MS/MSc MS/MSc (12.2% (12.2%) (13%) (NO 2011) EXISTENCE OF AN SD CORE TEACHING CONTENT (NO 2017) 100% OF PROGRAMMES INCLUDE AN SD COURSE

Proportion of elective courses

ESC 2 (16%) MS/MSc (20%)

ESC (18%) ESC (19%) MS/MSc MS/MSc (35%) (--%) MBA (4.8%) MBA (4.8%)

Ojectives 2014 / 2015

Trends

Mandatory for 0% all new faculty C members

CeseMed (15%) EBP (12%) KEDGE Bachelor (2.63%) ESC (8.30%) MS/MSc (15.38%)

Reframing of the SD approach in the new B pedagogical approach

ESC (16%)

ESC Master ESC Master ESC Master ESC 1 & 2 1 & 2 1 & 2 Master 1&2 (11.9%) (12.5%) (12.8%) (10.8%) Executive Education

Proportion of students / graduates taking on an internship / job tackling SD issues

4 4 Elective short-term short-term MBA track courses courses + 10-day + 1 + 1 10-day programme programme programme

Compulsory courses (5.6%) Elective courses (4.2%)

FC ESC FC ESC FC ESC (5%) (5%) (5%) FC ISLI (5%) FC ISLI (5%) FC ISLI (5%) FC MAI FC MAI FC MAI (1 short(1 short(1 shortterm term term course) course) course)

FC ESC (5%) FC ISLI (5%) FC MAI 1 short term course PMG (5%) MS MFO (10%)

17.5%

19%

20%

22.9%

ACTIVITY AND SUSTAINABILITY REPORT 2013 / 2014

MAIN INDICATOR / SD OBJECTIVES (NO: NATIONAL / IO: INSTITUTIONAL)

KEY PERFORMANCE INDICATORS

2010 / 2011

2011 / 2012

2012 / 2013

Results 2013 / 2014

Ojectives 2014 / 2015

Trends

3. RESEARCH PUBLICATIONS

A et B articles C articles Total of scholary publications Professional journals, not peer-reviewed Book chapters Books Number of authors Research papers presented at Conferences Case studies (published in a case clearing house) CNRS articles

CNRS STARS RATINGS

Number of CNRS Stars

(NO 2013) 15% OF Proportion of SD-relevant RESEARCH PROJECTS academic output DEDICATED TO SD TOPICS

Number of Research Chairs dedicated to SD / CSR Existence of an interdisciplinary Group on SD issues (NO 2011) INTERDISCIPLINARY RESEARCH GROUP ON SD Involvement in National / (NO 2011) NATIONAL EXCHANGE PLATFORM FOR SD KNOWLEDGE (NO) RESEARCH IN PARTNERSHIP WITH OTHERS TYPES OF ORGANISATIONS

(SO) IMPACT OF RESEARCH WORK ON THE GENERAL PUBLIC AND DECISIONS MAKERS

121

101

106

108

190

109

16%

36%

35%

24.70%

26.10%

Yes

NA NA

International Research Programmes on SD

Networks where KEDGE BS is active

Number of SD Research Projects conducted by students

PRME, UNGC

RSE PACA, WIKI 2D, PRME, UNGC, GRLI

168

195

A A A

Institute of CE100, Circular, Institute of conomy, Circular RSE PACA, conomy, WIKI 2D, Orée, Institut PRME, Inspire, UNGC, Green Cross, GRLI RSE PACA, Ecoplanète, PRME, GUPES, GRLI

139 164

P. 10-11

AND WE PROVE IT 2013-2014 PERFORMANCE INDEX

MAIN INDICATOR / SD OBJECTIVES (NO: NATIONAL / IO: INSTITUTIONAL)

KEY PERFORMANCE INDICATORS

2010 / 2011

2011 / 2012

2012 / 2013

Results 2013 / 2014

4. SOCIAL POLICY AND LOCAL COMMUNITY INVOLVEMENT HUMAN RESOURCES

Administrative staff Faculty members Percentage of men / women Percentage of french / non-french Number of staff training hours

RECRUITMENT - MEN

Management Non-management

RECRUITMENT - WOMEN

Management Non-management

IMPACT ON COMMUNITY

205

224

277

139

156

165

181

42% / 58%

40% / 60%

39% /61%

37% / 63%

84% / 16%

82% / 18%

83% / 17%

81% / 19%

91.6% / 8.4%

90% /10%

89% / 11%

86% / 14%

2,788

2,812

3,395

2,389

4,265

Student employment contracts (fixed-term) Number of student associations

(NO) BE REPRESENTATIVE OF FRENCH SOCIETY (AS PER SOCIOECONOMIC, GENDER, MINORITY AND DISABILITY STATUS) FOR BOTH STUDENTS AND STAFF

213 147

41 26

41% / 59%

4,439 0 6 4 13 51 52

Social origin of students Agro-fishing industry Self-employed workers, business owners (over 10 employees) Senior management & knowledge-based professions Intermediate-level workers White-collar workers Blue-Collar workers Retired Unemployed Other

3.7%

1.2%

11.8%

18%

16%

11%

11.30%

40%

49%

46%

50%

49%

49.30%

17.9%

12%

10%

12%

12.82%

9.6%

10%

9.80%

1.4%

5.4%

2.8%

1.7% 16.9% 51.7% 7.9% 3.1% 6% 5.5% 0.1% 7.1%

Ojectives 2014 / 2015

Trends

ACTIVITY AND SUSTAINABILITY REPORT 2013 / 2014

MAIN INDICATOR / SD OBJECTIVES (NO: NATIONAL / IO: INSTITUTIONAL)

KEY PERFORMANCE INDICATORS

STUDENT GENDER

Women Men

Proportion of women in management and senior management positions / sitting on the Board of Directors Proportion of seniors

EQUAL OPPORTUNITY EFFORTS

(N0) 6% PERSONNEL (STAFF AND FACULTY) / STUDENTS WITH A DISABILITY

(SO) RESOURCES DEDICATED TO STUDENT WELL-BEING AND PSYCHO-SOCIAL ISSUES

2011 / 2012

2012 / 2013

39%

45%

47%

49%

61%

55%

53%

51%

14.23% / 23%

20.83% / 14.28%

20.83% / 14.28% 29%

Results 2013 / 2014

45% / 30%

21%

760

25 (+1,000 students)

12% 35.80%

374

357

318

120

14 (+200 students)

New students exempted from tuition fees (per year / cumulated)

0 /14

3 /14

3 /20

Number of government scholarships (CROUS)

466

688

717

829

483

624

8 / 14

563

621

Number / amount of School scholarships

70 / 100.5 K€ 147 / 200 K€

113 /190 K€

Number / amount of EU funding for mobility

280 / 587 K€ 521 / 627 K€ 580 / 735 K€ 194 / 300 K€

Proportion of staff / number of students with disabilities Existence of a department dedicated to integration of international students Staff involved in wellness team

156 / 302 K€ 178 / 277 K€ 162 / 282 K€

161 / 400 K€

693 / 970 K€

877/ 1,122 K€

841/ 1,092 K€

222/ 264 K€

2.3% / 6

1% / 12

0.5% (3 staff / 24 students)

Yes

2 rooms

3 rooms

32.6

48.2

Infrastructure Budget allocated to wellness (K€)

Trends

52%

12%

Number of apprenticeship / professional contracts (work study)

Ojectives 2014 / 2015

48%

31.20%

Number of equal opportunities projects / Number of students involved FINANCIAL AID / (NO) 100% OF STUDENTS AND STAFF LIVING ABOVE POVERTY THRESHOLD

2010 / 2011

53.2

A A A

P. 12-13

AND WE PROVE IT 2013-2014 PERFORMANCE INDEX

MAIN INDICATOR / SD OBJECTIVES (NO: NATIONAL / IO: INSTITUTIONAL)

KEY PERFORMANCE INDICATORS

2010 / 2011

2011 / 2012

2012 / 2013

Results 2013 / 2014

(NO) RAISE AWARENESS OF ALCOHOL AND DRUG ABUSE ISSUES FOR 100% OF STUDENTS

Awareness initiatives on wellness issues

Staff satisfaction rate

12.9%

13.1%

12.1%

Participation rate in the HR staff satisfaction survey Staff turnover rate (%) Internal mobility rate Absenteeism rate (including long disease) Number of days absent due to accidents at work / number of persons concerned Number of sick days / number of people concerned (NO 2013) 100% OF STAFF (FACULTY & NON-FACULTY) RECEIVING SD TRAINING

Percentage of staff receiving SD training during current year

(NO) 30% OF SOLIDARITY AND COOPERATION INITIATIVES AIMED AT DEVELOPING COUNTRIES

Local / International solidarity projects

57.20%

57%

72%

60%

42%

NA NA

58.40%

58%

6.2%

4.3%

5.2%

2.06%

2.18%

1.6%

0.01%

NA 4.38%

2.05%

3.8%

4.22%

2.49%

15 days / 1 person

45 / NA

1,709 / 32

1,435 / 27

640 / 52

2,032 / NA

1,288 / NA

1.3%

15.6%

4.9%

46% / 33%

45% / 55%

Ojectives 2014 / 2015

Trends

1.5% 0 5.3% 465 days / 5 persons ND

0.17%

Awareness seminar for all new C employees

53% / 47%

58% / 42%

54% / 46%

ACTIVITY AND SUSTAINABILITY REPORT 2013 / 2014

MAIN INDICATOR / SD OBJECTIVES (NO: NATIONAL / IO: INSTITUTIONAL)

KEY PERFORMANCE INDICATORS

2010 / 2011

2011 / 2012

2012 / 2013

Results 2013 / 2014

Ojectives 2014 / 2015

Trends

5. ENVIRONMENTAL CAMPUS MANAGEMENT (SO 2020) REDUCE GREENHOUSE GAS EMISSIONS BY 40%

Total Emissions (mtce, metric tons carbon equivalent)

Carbon footprint per student (mtce) with / without trips abroad (NO) INTEGRATE SOCIAL AND ENVIRONMENTAL INDICATORS IN MARKETS, WITH A MINIMUM WEIGHTING OF 30%

Weighting of social and environmental criteria in procurement

11,690

560 mtce (excl. campus 3. Mérignac and Frêt)

2.09 / 0.18

10%

50%

100% / 11.45 tons

100% / 12.12 tons

100% / 13 tons

100% / 8 tons

0% / 10.4 tons

0% / 11 tons

0% / 7,6 tons

91 m3* 60 m3 / 20 m3 40 tons (compacted) (compacted)

10 tons

Percentage of purchasing contracts with CSR requirements attached

(NO 2010) 100% OF WOOD CERTIFIED OR SOURCED FROM SUSTAINABLY MANAGED FORESTS

Quality / Quantity of paper consumed (excl. promotional tools)

PRODUCT / RESOURCE CONSUMPTION *ESTIMATES INCLUDING STUDENT ACTIVITIES

Cardboard m3

Cans Glass Plastic cups Plastic bottles Light bulbs

80,000*

55,208*

45,350*

34,738

27,412

21,793

17,942

0.81 tons

28,000*

11,000*

8,404*

0.55 tons 148,000

58,100*

121,500*

84,985

77,372

79,583

28,000*

11,010*

17,493*

16,516

9,458

21,845

10,311

0.41 tons

2,000

600

580

510

30 screens 40 CPUs 10 printers

NA 10 screens 40 CPUs 14 printers

32 screens 57 screens 14 printers 5 printers 43 CPUs 177 CPUs 45 projectors 15 projectors Total = 134 Total = 254 Ink Cartridges

8.3 tons

110,000*

302 tons Computers & electronic products

29%

Carbon footprint on campus and C offsetting

190 CPUs 200 CPUs - 45 LCD 50 laptops monitors About - 61 CRT 12 m3 of various monitors - 50 laptops waste (old cables, Approx. 12 m3 keyboards, of various mouses...) waste (old 41 dynamic screens cables. 34 keyboards. mouses…) classroom screens 6 TV 60 Video projecteurs 23 screens 1 printer 122 CPUs 0 projector Total = 146

277

226

285

P. 14-15

AND WE PROVE IT 2013-2014 PERFORMANCE INDEX

MAIN INDICATOR / SD OBJECTIVES (NO: NATIONAL / IO: INSTITUTIONAL)

KEY PERFORMANCE INDICATORS

(NO) EARN AT LEAST B GRADE (ENERGY AND CLIMATE) FOR RENOVATED BUILDINGS AND A GRADE FOR NEW BUILDINGS

Electricity consumption (KWh)

(NO) 20% OF ENERGY FROM GREEN SOURCES

(NO) 20% OF ORGANIC AND LOCALLY-SOURCED PRODUCTS IN CATERING

Gas consumption (KWh) Average green energy production / day (KWh)

2010 / 2011

2011 / 2012

2012 / 2013

Results 2013 / 2014

1,587,892

1,298,079

1,325,190

1,475,000

1,423,387

1,374 474

1,448,954

1,441,357

2,207,889

1,539 804

1,492,111

1,800,000

1,895,804

1,579,358

1,520,152

640,635 m

115.26

106.84

108 (approx. 38.997 per year)

210

Launch of Sustainable Food Service project

12 bins (July-Nov) + 15.7 tons

20 bins

Proportion of organic, locally-source and fair-trade products

Ojectives 2014 / 2015

Trends

C NA

(NO) REDUCE WASTE BY 2% (ON A CONSTANT BASIS)

Tonnage of waste

50 bins

97.061 tons 56.842 tons 66.916 tons (NO) ACHIEVE PROPER Paper recycling SELECTIVE SORTING FOR 100% OF WASTE AND A 75% RECYCLING RATE Cardboard recycling

20% 0

19 bins 20.32 tons -

80%

90%

41.7%

9.1%

7.03%

50%

95%

90% 7.49%

Light bulbs

100%

Computers & electronic products recycling

Stored

1.1 t

0.79 t

0.89 t

Ink cartridges recycling

91% reconditioned 9% dismanted

96% reconditioned 4% dismanted

87% reconditioned 13% dismanted

96%

(NO) WATER CONSUMPTION LESS THAN 3M3 PER YEAR PER FULL-TIME STUDENT

Water consumption (m3)

(NO) RATE OF PUBLIC TRANSPORTATION USE HIGHER THAN REGIONAL AVERAGE (REFERENCE: URBAN PUBLIC TRANSPORTATION PLAN) (NO) ACHIEVE BUSINESS TRIPS OF FACULTY/ RESEARCH STAFF MEMBERS AND OPERATIONAL ACTIVITIES

Carbon footprint for daily travel (public transportation / petrol-based vehicles)

(NO) 100% OF GREEN SPACES ECOLOGICALLY MANAGED, WITH 0% PESTICIDES

8,241 8,351 8,331 9,934 (1.63 (1.5 m3 (1.4 m3 (1.3 m3 m3 per student) per student) per student) per student) NA

Greenhouse gas emissions linked to transportation Compensation tax for transportation Preserving biodiversity and natural resources

100%

5,682 6,278 9,839 (1.88 m3 (2.11 m3 (2.09 m3 per student) per student) per student)

155 / 185

91.48%

A C A C A C

0% pesticides

0% pesticides and biodiversity ESR

Adoption of a biodiversity charter and action plan

Study in progress C

ACTIVITY AND SUSTAINABILITY REPORT 2013 / 2014

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DESIGN & PRODUCTION – PRINTING: SAMMARCELLI IMPRIMEUR

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