KEDGE 25 - Strategic Plan by KEDGE Business School

PRE**********SS PACK

25 March 2021

Press pack I History

KEDGE IS A 150 YEAR OLD SCHOOL. IT IS THE RESULT OF THE 2013 MERGER OF BUSINESS MANAGEMENT SCHOOLS BASED IN MARSEILLE, BORDEAUX AND TOULON. WITH IT'S REGIONAL ROOTS, THE SCHOOL AIMS TO SERVE THE TERRITORIES WHERE ITS CAMPUSES ARE IMPLANTED.

The original mission conferred to the Marseille and Bordeaux schools by the Chambers of Commerce when they were founded remains unchanged: train young people and guarantee their commitment to the good of the community and the regions. The school has changed a lot since the merger, 8 years ago, especially in size. In 2013 it had three campuses, this increased to four in 2019, it has known great success and has thus been able to build a solid foundation to support its transformation. But in the constantly changing global environment, this transformation must now accelerate. Consequently, as a continuation of the work of the previous eight years, a new strategic plan has been launched to accelerate the KEDGE’s transformation, reinforce its unique position amongst business schools and ensure that it remains the first choice for students and businesses.

Press pack I Editorial

Alexandre DE NAVAILLES Director General KEDGE

I**************NDEX Building on its long history and recent changes, KEDGE is setting out on a new foundational and ambitious phase of its development and transformation, for which it will rely on its recognised strengths:

History - P.2 Editorial by Alexandre de Navailles - P.3 Our conviction, our ambition, our mission – P.4 Our 3 promises - P.5

teaching and support staff committed to serving students, a size and scale that positions it as one of Europe’s leading business schools, a healthy and solid financial situation, exceptional quality campuses, top quality research programs, star programs and respected experience-based educational methods, presence in Africa and China along with solid international partnerships and a clear long-standing commitment to sustainable development.

The 5 foundational pillars – P.6 An original, sustainable and inclusive school P.7 The KEDGE programs – P.10 Keep your skills up to date - P. 11

KEDGE aims to create impact and teach how to create impact, to reveal and develop the potential of its students by placing them at the centre of all of its actions.

KEDGE key figures – P.14 Regional roots, global ambitions – P. 15

KEDGE is a school with high standards, open to and for all, where we teach students to generate impact through experience, celebrating both success and failure, and where we learn to do.

Solid foundations - P.18 Deployment of the KEDGE 25 strategic plan - P.19

We will be using this press pack to present our conviction, ambition and mission. Through the implementation and application of 26 strategic projects we intend to respond to our three promises: to be an original, sustainable and inclusive school, to allow all Kedgers to keep their skills continuously up to date, and to confirm our regional roots and global ambitions.

We invite you – P.21 Biographies – P.22 Our values – P. 23

Press pack I Conviction / Ambition / Mission

OUR C******ONVICTION OUR AMBIT******ION OUR MISSIO*************N With this new strategic plan, KEDGE re-states its strong conviction: all of the greatest journeys are built on men and women with convictions that are the measure of their acts, trained to motivate and lead teams and to, thereby, generate impact. The KEDGE ambition is to become the leading example of learning and succeeding by doing. Consequently, KEDGE does not just reveal the potential of its students but develops that potential to produce individuals that will have an impact on their environment. This is realised through a mission which goes beyond just passing on knowledge, to promoting the detection, emergence and development of those who wish to generate value and have a real impact on society.

WHY IS KEDGE SO SINGULAR ? KEDGE’s approach is studentcentred, which means that it can propose personalised and individualised support, combining know-how, behaviour, self-awareness and consciousness of others. Different educational and learning approaches can be applied to a single study program. Consequently each student receives close supervision, meaning that they can know and fulfil themselves better. KEDGE develops high standard educational methods that combine academic excellence with experience. KEDGE students can benefit from an experience-based program, acquiring and demonstrating their capacities through real-life operational situations in order to prepare themselves as effectively as possible for being in business.

Research at KEDGE has been structured around 4 centres of excellence and 3 centres of expertise which generate knowledge in the fields for which the school has built up its international reputation.

CENTRE OF EXCELLENCE FOR SUSTAINABILITY CENTRE OF EXCELLENCE IN NEW CONSUMPTION AND MARKETING CENTRE OF EXCELLENCE IN SUPPLY CHAIN CENTRE OF EXCELLENCE IN FOOD, WINE AND HOSPITALITY CENTRE OF EXPERTISE IN FINANCE RECONSIDERED CENTRE OF EXPERTISE IN HEALTHCARE & INNOVATION CENTRE OF EXPERTISE IN CREATIVE INDUSTRIES & CULTURE

This functions because it responds to the issues encountered by companies and combines the collective energy of its students, professors, corporate partners and regions. And finally, KEDGE is committed to the regions by being a local agent for economic development, employment and equal opportunities. The school contributes to economic activity (workshops, apprenticeships, employment) and the promotion of its regions (events, contributions to networks and participation in idea debates) to support their development.

Press pack I 3 promises

OUR 3 PRA*******MISES Through its new strategic plan, KEDGE intends to fulfil 3 promises:

BE AN ORIGINAL SUSTA******************INABLE, AND INCLUSIV***E SCHOOL****

KEEPING** SKILLS CO************************NSTANTLY UP TO****** DATE

KEDGE aims to be a unique school with an educational identity that stands out from the rest. This is also part of its continuing drive to provide responses to the sustainable development and inclusivity objectives that are at the heart of its strategy.

To respond to the issue of competency obsolescence, KEDGE will always be here for the students of yesterday, today and tomorrow. So schooling doesn’t stop when you graduate. There is a training continuum in place to ensure constant competency acquisition, notably through its active educational approaches, its close proximity to economic and associative organisations, its Executive Education programme and the development of new digital business models.

In fact, through its commitment to equal opportunities, KEDGE intends to provide access to the highest standards of higher education to all. Questions of inclusivity (disability, gender or equal opportunities) are central to the KEDGE organisation. The teaching staff construct and develop learning programmes which engage each generation on socio-environmental issues. Through their own actions, the school’s 64 student associations also contribute to reducing inequality and discrimination. They provide their own positive contributions to their local regions. As for environmental performance, this is a major issue for KEDGE since it made its climate commitment, signed in 2009 at the United Nations Climate Change Conference in Copenhagen. Since 2019, the school has a new climate and biodiversity plan based on its carbon footprint. The school also aims to become carbon neutral by 2030. To achieve this, 9 dedicated environment management projects, involving the whole of the KEDGE community, have been implemented in the regions.

In this spirit, KEDGE has introduced certificates and badges that have been specifically developed, some in partnership with recognised business partners, to allow its community to develop and update its competencies.

REGIO***********************NAL ROOTS, O*****PEN TO THE WO**************RLD KEDGE is based in Southern France but has a global reach. The School deploys its expertise in regions which present both opportunities and requirements through four campuses in France, two in China (Shanghai and Suzhou) and two in Africa (Dakar and Abidjan since Sept. 2020). In fact South East Asia and Africa are regions which will have a high development potential for education over the years to come. This is why KEDGE is strengthening its presence in China and Africa whilst also hoping to develop new projects in Asia.

Press pack I 5 foundational pillars

To fulfil these three promises, KEDGE relies on a strategy built on 5 foundational pillars. These 5 pillars will also support its transformation through 26 projects which will be regularly monitored by committees.

STU*******DENT EXPERI***********ENCE

INCLUSIV***ITY

In order to propose a smooth, unique and engaging student experience, KEDGE has further strengthened its organisation and transversal resources to gain a better understanding and mastery of satisfaction levers and reinforce proximity with its students.

When we talk of inclusivity, we are taking all forms of discrimination into consideration such as gender, sexuality, religion, geographical or social origin, disability as well as regional issues (rural vs urban).

The mission of the dean for inclusivity, Anicia Jaegler, will be both global and transversal.

KEDGE is working to set up an inclusivity index to improve the evaluation of its diversity. The sustainable development committee will also be in charge of evaluating this pillar.

To this end, a student experience department has been established and monthly themed student committees have been organised to monitor results and action plans for improvements. This approach fits perfectly with KEDGE’s action oriented educational approach which makes students active participants and contributors. KEDGE hopes to increase its Net Promoter Score by 15 points by 2025.

ECONOMIC PERF**ORMANCE

ST*****AFF CO*************************MMITMENT

Economic performance is a means for KEDGE to demonstrate its vision and meet its promises. The school has opted for a growth and development strategy through the opening of a new site in Paris, the development of its staff and programmes, notably the MS/MSc, and expanding its Executive Education programme offer. KEDGE will ensure that it is able to invest in new resources whilst maintaining its economic robustness to ensure its development. The executive committee will continue to regularly evaluate its performance.

To maintain the high level of its staff commitment of its staff, KEDGE intends to add meaning to management and work, develop human interest and communicate about commitment. The executive committee will be charged with evaluating the level of this commitment and the School plans to organise a regular commitment survey.

I**** I**** I**** I**** I****

SUSTA******************INABILITY

The success of KEDGE’s actions will be evaluated through performance indicators related to these 5 pillars. This comes in response to the School’s logic of seeking to evaluate itself on the basis of tangible and empiric shared objectives defined around the 5 pillars, in order to better understand its own impact and apply its strategy.

To strengthen its CSR position and ambitions, the School has grouped together all of the initiatives and organisations covering this subject under a single and meaningful banner: KEDGE IMPAKT. Its performance will be evaluated by a sustainable development committee. KEDGE has chosen Positive Impact Rating (student evaluation of the impact and positive influence of schools on society) as a summary performance indicator. The school has set itself the objective of rising from level 3 to level 4 “transforming” in 2025 which will make it one of the top ten establishments in the world.

Press pack I Promise

EDU*****CATIONAL IDENTITY This project seeks to provide KEDGE with a widely recognised and strong educational identity. This identity will be built on high standards and academic excellence, student experience and a high degree of course individualisation and personalisation possibilities (student centric).

PGE PREMIU********MISATION The excellence of the Master in Management Grande Ecole programme (PGE), must stand out by using its academic capacities and unique BeU support structure to aid the student experience along with its ProAct educational approach. Its unique educational identity, its regional roots, its international scope, research expertise and the excellent standard of its teaching staff are all oriented towards student satisfaction and the employability of graduates.

UNDERGRADU********ATE PROGRAMMES The KEDGE Bachelor, IBBA and EBP programmes are being developed to meet 4 priority objectives: strengthen identity and standards of excellence; cover changes in business needs and include them in the learning methods, guarantee an excellent level of employability; increase international scope whilst confirming relations with overseas partner universities.

REQUIREMENTS:

•

Promote excellence through student awards and league tables

•

Hands-on educational communities for the faculty (Learning methods café, Learning methods workshops and New professors induction).

•

Behaviour and discipline

EXPERIENCE-BASED:

• •

Induction Week for all Open innovation challenge for all programs

•

Development of sandwich courses (+ de 2000 students)

•

Integration of time with enterprises, case studies and conferences into the programmes

•

Implementation of obligatory certificates

STUDENT CENTRIC:

• • •

Sponsoring by professors

•

Deployment of THE Tests (Technology, Humanity, Entrepreneurship)

Catch-up courses Student delegate committees

INTERLOCKI*********NG TRAINING PRO**********************GRAMMES KEDGE is fully aware that transversality, skill diversity and multi-disciplinarity are essential values for opening access to employment. Through the hybridisation of skills - and the transervality of knowledge in general - the school hopes to develop new learning approaches, as it has done through its Design School, engineering schools or partnerships.

POST******-GRADUATE PROGRAMMES AND MSc AS A REFFFFFFLECTION KEDGE's "Mastères spécialisés" and MSc graduate programmes are both a showroom for its expertise and a significant growth catalyst for international and French markets. Thanks to the school’s close relations with businesses and strong regional roots (Marseille, Bordeaux, Toulon and significant development to the Paris campus), its high value generation programmes have very strong employability rates. They respond to the competency requirements of high potential sectors. KEDGE maintains its objective of meeting tomorrow’s needs by constantly adapting and improving its programmes and even starting new ones.

HIGH IMPAC**T RESEARC****H KEDGE is one of Europe’s leading establishments for academic management research, with a very ambitious research production programme (more than 100,000 citations received). This is structured around its 7 themed centres of excellence and expertise. The project aims to develop the impact and visibility of research work for various target audiences (businesses, students, academy and general public/eco-system). The development strategy includes strengthening collaborations within the existing centres and proposing new centres with high potential specialisations.

KEDGE also intends to strengthen its CSR position, performance and scope. By concentrating on the 5 major levels of strategy and governance, education and training, impact of its research on and for society, and with its social and environmental policy management being exemplary, the school has set itself the goal of achieving a 4/5 Positive Impact Rating by 2025 and to deploy its Climate plan to become carbon neutral by 2030. The 2019 2020 Sustainable Development activity report has just been published.

This project has been divided up into 7 key sections covering the 5 axes of the school’s CSR strategy, in place over the last ten years, (Strategy & Governance - Education & Training – Research - Environmental management - Social policy). In terms of social policy, the accent will be placed on the following subjects:

• Handicap, with the

HandiKap network, operational since 2014 and currently including more than 40 active referrers who facilitate courses and employability for students with disability,

• Gender equality with the aim of achieving a gender equality index of 90 by 2025 and facilitating equality for all students when they leave the School (wages, responsibility) • Social equality, with more than €6M in direct and indirect support, our aim is to push the limit even further such that 100% non-taxable households can benefit. KEDGE intends to support more than 1,000 secondary school and college pupils every year through equal opportunity initiatives. • Climate plan deployment and the renewed partnership with CDC Biodiversity

Press pack I The KEDGE programs

UNDERGRADUATE PROGRAMMES

WINE & SPIRITS MANAGEMENT - MVS, Wine ans Spirits Management - Wine & Hospitality management - CAVES - WordSom Sommelier-expert

KEDGE BACHELOR Marseille, Bordeaux, Toulon, Avignon, Bayonne, Bastia

FINANCE - Corporate finance - Sustainable finance - Performance auditing and steerage - Banking & finance - Management control & reporting

INTERNATIONAL BBA Marseille

EBP INTERNATIONAL Bordeaux

O**********************

HEALTHCARE MANAGEMENT - Healthcare innovation

ARTS & CREATIVE INDUSTRIES

PGE (PROGRAMME GRANDE ECOLE) Bordeaux, Marseille

- Arts & Creative Industries Management

OTHER DOMAINS

U********

- International business - IMPI, Assets & real estate - IMR, Risk management - ISMQ, Quality-based management

SPECIALISED UNDERGRADUATE PROGRAMMES EXECUTIVE EDUCATION

BUSINESS ENGINEER Toulon

KEDGE GLOBAL EMBA

KEDGE DESIGN SCHOOL

GENERAL DIPLOMA COURSES

Marseilles

DCG, DIPLOMA IN ACCOUNTING AND MANAGEMENT & DSCG HIGHER DIPLOMA IN ACCOUNTING AND MANAGEMENT Bordeaux

- PGE (Prepa for ‘Grandes Ecoles’) - General Management Program

SPECIALISED DIPLOMA COURSES

O****

- MSAIS Management of Healthcare Structures and Innovative Activities - LITHE Leading Innovation & Transformation for Healthcare Industry - ISLI Supply chain - MAI International Purchasing - ISMQ, Quality-based management - ARH Human Resources Assistant

POST-GRADUATE PROGRAMMES - MSc MARKETING

ACCOUNTANCY FACULTY

- Digital Marketing & Sales - Marketing digital & data - MAI, International Purchasing - Marketing - International Sport & Event Management

- DCG Diploma in Accounting and Management - DSCG Higher Diploma in Accounting and Management - DEC Diploma in chartered accounting

SUPPLY CHAIN - ISLI, Supply chain - International Trade & Logistics

VALIDATION DES ACQUIS DE L'EXPÉRIENCE (VAE - RECOGNITION OF PRIOR LEARNING)

ENTREPRENEURSHIP

SHORT AND CERTIFICATE COURSES

- Innovation, transformation, entrepreneurship

O*************

BESPOKE SOLUTIONS / INTRA

E**********

Press pack I Promise

ST*****UDENT SATISFACTIO********N KEDGE intends to be the reference model for the experience it pledges to its candidates, students and graduates. This project aims to identify satisfaction and dissatisfaction levels, to ensure that the content of courses and programs meet student expectations and generate greater student satisfaction, to define and structure tools capable of evaluating the exemplary standard of our services. It will have the advantage of strengthening relations with students and providing the means for them to be actively involved in the approach. It uses an innovative methodology combining applied research, support teams and profound student involvement in its implementation.

BE-U PLA**************TFORM One of KEDGE’s priorities is to help students to use their own values and aspirations to discover themselves and define their professional projects. Be-U is a personal and professional support structure created by KEDGE to develop and promote students’ soft skills. This structure was further reinforced by the creation and launch of a dedicated Be-U technology platform in 2019. The aim of the project is to deploy this platform for all of our students,integrate competencies demonstrated in ProAct projects and ensure businesses can get a full vision of student careers by 2022.

360° STU*******DENT KEDGE has initiated the 360° student project as part of its drive to offer an even higher quality learning experience. Through this student-centric approach, the School will be able to optimise planning, provide personalised course recommendations and therefore offer a unique and individually tailored learning experience. This initiative is based on the 360° vision of student expressions of their expectations and ambitions and will make full use of newly implemented technologies and data usage possibilities.

• Creation of a “Campus life” commission

• Implementation

of a Survey Factory: Satisfaction survey

• Game Learn training for staff to help with student relations

• Focus on the student

experience in the COVID context

• Wellness System and warning system

• Objective:

NPS +15 points by 2025

EXECUTIVE E**********DUCATION Our mission is to support the collective and individual transformations of businesses and their staff through the deployment of innovative high-impact skill development and new professional practice creation structures. Our ambition is to build on the significant development programmes of the last four years and double our professional training activities once more. In order to do this we will firmly orient our actions, in collaboration with the school’s centres of excellence, to include training that responds to the new skill requirements raised by the multiple transitions that organisations now face (digital, data driven, mobility, social and corporate). To this end, and since they are have a direct link with business development issues, this activity must also influence the development of foundation course programmes for the new careers of 2025.

Press pack I Promise

KEDGE ALU*********MNI

EN*******TREPRENEURSHIP & MEN****TORING

DIGIT*********AL L****EARNING

Over the last five years, KEDGE has deployed the resources necessary to unite and federate a community of 70,000 graduates. This extensive network is attentive to the school’s initiatives and projects and this project aims to mobilise this fact. This will involve developing KEDGE’s international visibility and reputation with support from its Alumni network, involving it more profoundly in educational approaches, especially in terms of providing experience opportunities. The issue is also about being able to call on graduates and their businesses to support and finance high impact projects presented by the school and its foundation.

Entrepreneurship is an integral part of the active educational method deployed by KEDGE and to that end it is an important element of its educational identity and operational method. The mobilisation of entrepreneur services within the entrepreneurship centre will increase its impact. An offer that will be refreshed by the faculty and partnerships opening up new business opportunities.

KEDGE has decided to strengthen its digital content production resources in order to facilitate the support, production and engineering of its digital courses, content and learning methods, support advances in professor skills and improve student learning in all of the programs.

As for inclusive innovation, KEDGE can already count on the planned nationwide deployment of its Entrepreneurship school. At the same time, the school intends to use its Foundation to deploy its first fund-raising campaign in order to commit its communities around high impact projects.

• 120 start-ups supported by the KEDGE business nurseries out of 650 applications • 1,200 m2 in dedicated spaces within our campuses • 1,300h of expert workshops • Open Innovation challenge for all of our students • "Entrepreneur dans la Ville" project • Fund-raising campaign: raise €10M by 2025

KEDGE will be investing significantly in supporting and training its teaching staff over the next 3 years through the Teaching with Innovative Pedagogy training programme which began in January 2021. This new innovative pedagogy training program aims to introduce and test out new methods and tools which promote active learning, peer learning and student commitment. KEDGE will also be investing in digital resources to be able to propose optimal learning experiences: 100% of our classrooms will be fully connected by the start of the 2021 academic year.

DEV***ELOPMENT OF A D*****IGITAL OFFER The intention of this project is to propose a global service able to provide user experiences in keeping with new digital on-line training program distribution models (blended and fully remote). This offer will extend to awarding certificates and diploma and will be deployed internationally.

Press pack I Key figures

U*********

U******* 14,800 students per year including

23% international

2,000

+ than

70,000 alumni

students

O**************

O**************** student projects per year

distributed

277

O********************** 36

management training programmes and a design school

73%

accredited universities

L**** 172 full-time

45% international professors

I************** 110,000

citations received for the research work of our teaching staff

€45M

in investments

B*** including

professors

associations

H*** including

international partners

amongst

8 campuses*

N******* 7

6 research

centres** of excellence and expertise

chairs

300

partner businesses

T***** 95%

of students find employment within 4 months of receiving their diploma

more than

50 %

10 %

have international positions

of Kedgers create their own business

**Centre of excellence for Sustainability / Centre of excellence

€40 K

Average salary on leaving school

in new consumption and marketing / Centre of excellence in Supply Chain / Centre of excellence in Food, Wine and Hospitality / Centre of expertise in Finance Reconsidered / Centre of expertise in Healthcare & Innovation / Centre of expertise in Creative Industries & Culture

Press pack I Promise

INTERNATIO**************NAL DEV***ELOPMENT

BRAND NA***ME & NET*********WORK

KED*****GE AS A SERVICE

KEDGE intends to accelerate its international development, through its brand and international presence, and, simultaneously, intensify its appeal to the French market. A number of targeted projects will allow the School to capitalise on the performance of its current activities, optimise and expand its relations with partner universities, and develop new services and fields of expertise which it can export whilst enhancing the international and multicultural nature of its French campuses.

Whilst KEDGE remains a relatively new name in the sector, it has achieved an undeniable strong reputa-tion in its local regions but is yet to confirm its desired position in correlation with its national and international ambitions. The reputation of the KEDGE name is built on its proud community of students and alumni, their experiences during their time with us and an improved communication of its singular expertise and strengths to the whole of its potential public. The expansion of the School’s national and international network of financial and institutional partners will also serve to facilitate the collective commitment of the ecosystem surrounding the KEDGE name.

As a three times accredited education establishment, KEDGE innovates to propose industry standard offers, services and infrastructures. As part of its logic of diversifying its activities, KEDGE wishes to share its expertise.

• Extend our presence

in Africa using our Dakar and Abidjan campuses as a base

• Develop our Chinese

excellence programs via the universities of CAFA and Renmin

• Deploy our expertise in South-East Asia and India

• Confirm our European presence through new and solid partnerships

INTERNATIO**************NAL RECRU*******ITMENT KEDGE is strengthening its international recruitment to support its growth and promote its expertise. This project aims to develop new agreements with reputed partner universities, identify potential new recruitment partnerships as well as strengthen support for foreign students and develop specific employability structures. KEDGE has set itself the objective of multiplying the number of its international students by a factor of 4 by 2025.

EXPANSIO************************N OF THE PA*****RIS CAMPUS KEDGE intends to continue to expand its activities in Paris, notably foundation courses and professional training programmes, by setting up a campus scaled to suit the Schools future growth and activities. As a result, the new programmes under development will be able to receive an additional 1,300 students by 2025. Current real estate extension projects will facilitate this high growth in activities. The second phase of the deployment of the KEDGE Paris campus will propose premium reception and organisational standards to all of its students, alumni, entrepreneurs and partners.

The KEDGE as a service offer therefore seeks to reach new national and international targets in the education world by proposing a packaged access to its fields of expertise.

ENTERPRISE AND ECO-SY****STEM SOLUTIONS KEDGE works closely with its 300 business partners on the subjects of employability, learning methods and research. Thanks to its strong ties with the various Chambers of Commerce and local business clubs, the school is deeply committed to the economic activity of its local regions. It also works with its locally active graduates in the regions surrounding Bordeaux, Marseille and Toulon. On this basis, KEDGE has set itself the objective of developing new growth catalysts as an economic and social organisation committed to its local regions with the recognition and support of its eco-systems, as can be seen in the KEDGE Wine School, a single centre of expertise which combines:

• A broad range of programmes covering all of the essential components of the wine and spirits industry.

• The Food, Wine and Hospitality Centre of Excellence which produces applied concrete research to accompany changes affecting the whole of the industry sector

• A powerful network of national and international partners

Press pack I Promise

Press pack I Resources and infrastructures

ST*****AFF COMMITMENT The aim of this project is to make staff commitment a pillar of KEDGE’s growth and performance. It will concentrate on HR policy, the true meaning behind management/work and generating commitment. The evaluation indicators will be implemented to ensure staff satisfaction as part of the School’s ambition to achieve a major employer standard label.

• Regular commitment rate evaluation

• Creation of an

internal university

• Co-development workshops

• Training plan

for 100% of managers by mid 2023

DIGIT*********ALISATION OF SPECIALISED PROCESSES AND SCO**********LARITY IS

TE*******CHNOLIGICAL INFRASTRUCTURE AN***D FOUNDATION The reason behind the project is to strengthen infrastructures and develop the IT foundations : 6 subjects have been defined as part of a scheme to improve and increase the reliability of network infrastructure technology and systems, deploy new IT hardware in classrooms and consolidate and secure IT platform and system tools.

ECONOMIC MO*************DEL In order to guarantee KEDGE’s economic model in the longterm, a school management programme combining financial and operational indicators will be essential to strengthening its results-oriented culture. In association with the strategic projects as a whole, this project will provide the means to evaluate the impact of each action and subject commenced over the next few years. It will focus on quantitatively and qualitatively steering resource optimisation plans, developing a benchmark culture to feed financial and explorating the available range of financing possibilities.

The school's transformation is accompanied by digitalising specialist processes related to its information system. This project has been divided into 10 sub-projects mostly designed to improve the experience of students, professors and support/administrative staff.

SECURI***NG THE ENVIRONME***NT As a leading business school, KEDGE operates within a highly regulated legal environ-ment, it is highly regulated by legislation such as the European Genderal Data Proetection Regulation (GDPR) and the French anticorruption laws (Sapin II). This project involves securing this complex environment by implementing suitable and reliable processes, skills and tools in order to contribute to the achievement of our strategic objectives.

• Implementation of

the Sapin II principles and ethical /compliance conduct rules

• Strengthening

of the school’s internal warning system

• Creation of an ethics and compliance committee

• Consolidation of

procedures and risk management

Press Press pack pack I Deployment I Promise

03 19

Press pack I Deployment

The KEDGE 2020-2025 strategic plan was initiated last September and has been the subject of a co-construction process involving the School’s Governance, Executive Committee,

staff and professors throught conceptional projects concerning KEDGE's values and DNA, the expression of its ambition, mission and objectives, and the definition of 26 Strategic Projects.

2021 The first phase in 2021 will consolidate the growth over the last 8 years and, based on what has been learned from the current public health and economic crisis, correct whatever needs to be corrected. Some of the 26 strategic projects will be launched at the same time.

2022 - 2023 In the 2022-2023 phase, the objective is to construct and accelerate the deployment of the strategic projects.

2024 - 2025 The 2024-2025 phase will involve formalising projects and anticipating the 2030 objectives.

these

SOME PROJECTED ELEMENTS FOR 2025:

• Student satisfaction increase of +15 points on the Net Promoter Score • A bi-annual employee commitment evaluation • Positive Index rating: 4/5 (transforming school) • A minimim quota of 5% of staff with disabilities and 100% of students with disabilities declaring that they receive support

• Financial support for all non-taxable households • Gender equality index: 90 • Surface area of the Paris campus doubled, extension of the Marseille campus and an increased presence in Asia, Africa and Europe • Annual turnover: €170 M • €45 M investment in digital technologies and our campuses

Press pack I RDV

KEDGE fulfils its promises: to be an unique, inclusive and sustainable school, to keep student knowledge up to date and to stay connected to its roots. All of this with the aim of facilitating the detection, emergence and development of those who wish to generate value and have an impact on society. In a context of performance and impact ambitions, KEDGE develops the capacities of its students to do and deliver, whilst also encouraging them to learn from their mistakes. Experience, performance, results, impact: the School prepares its students for the business world and the generation of value.

Press pack I Biographies

BIOGRA********PHIES Alexandre DE NAVAILLES - Director General Graduated from Paris Dauphine and has since held various managerial roles for Hertz in France and international division. Between 2015 and 2020 he was in charge of the group’s largest division, in which he was able to generate growth in a highly competitive context during a period of fundamental changes to customer needs and expectations.

Anil BENARD- DENDE - Deputy Managing Director Graduated from the Arts et Métiers Institute of Technology engineering school, and has since held a number of managerial roles in e-commerce, digital technologies and distribution. He was notably Managing Director of Operations and Deputy Managing Director of Showroomrpivé.com and, later, International Business Manager and Supply Chain Manager for Cdiscount. Anil BENARD-DENDE also administrates start-ups and provides consultancy services to investment funds in Europe and Africa.

Vincent MANGEMATIN - Dean and Chief Academic Officer Graduated in economics and management with a specialisation in innovation management at the Cachan Ecole Normale Superieure. Author of some one hundred scientific articles, he takes a special interest in the impact of research work on the academic world, government bodies and businesses.

Anicia JAEGLER - Associate Dean for inclusivity Anicia Jaegler is an engineer, a doctor in industrial engineering and management sciences (Ecole des Mines, Saint-Etienne, France) she is a Certified Research Director (HDR) in management sciences at the CRETLOG of the University of Aix-Marseille (France). She is an active member of the Centre of Excellence for Sustainable Development. In 2020 she was awarded second place in the Academic Excellence Global Women Supply Chain Leader Awards.

Press pack I Values

ALL OF THE CONSIDERATIONS BEHIND THE NEW KEDGE STRATEGIC PL AN HAVE SERVED TO HIGHLIGHT KEDGE'S VALUES: HIGH STANDARDS, COMMITMENT, OPEN-MINDEDNESS, INTEGRITY AND HUMILITY. THESE ARE THE VERY FOUNDATIONS OF THE SCHOOL’S MANAGERIAL CULTURE.

High standards are an integral part of the KEDGE’s educational identity, they contribute actively to its evaluation and results oriented approach. The school is therefore just as demanding regarding the knowledge base of its students (both for the traditional disciplines and more recently developed subjects), as with itself in terms of its programmes and student experience.

KEDGE attaches a very high importance to the degree to which its staff and students are committed to the School, its regions and society in general.

For the School, open-mindedness is all about having an inclusive approach.

Integrity takes its form in the exemplary nature of the best practices applied by all involved.

Humility is about the need for everyone to be able to ask themselves serious questions and learn from their own errors to innovate. As far as the KEDGE is concerned, everyone must be able to build on their own strengths and failures to be able to nurture potential talents.

KEDGE PRESS CONTACTS Aurélie HEUGA Tel. +33 (0) 556 846 343 / aurelie.heuga@kedgebs.com Aurélie PROUILLAC Tel.+33 (0) 556 845 509 / aurelie.daleauprouillac@kedgebs.com