Integrated report 2014-2015 by KEDGE Business School

W E A L S O D I D I T… THANKS TO

I N T E G R AT E D R E P O R T 2 0 1 4 - 2 0 1 5

INTEGRATED REPORT 2014-2015

OUR COMMITMENT TO SOCIAL RESPONSIBILITY

CONTENTS P.04

GOVERNANCE AND STRATEGY P.04 6 strategic pillars P.06 Key achievements P.08 Governance P.09 Organisational chart P.10 Key figures P.14 HR strategy P.16 CSR strategy, our responsibility P.17 Principles for Responsible

Management Education P.18 Governance & Strategy indicators

W E A L S O D I D I T… THANKS TO

P.21

P.43

LIFE LONG LEARNING

RESEARCH

PEDAGOGY P.22 A range of

programmes focused on maximising employability P.23 Educational innovation P.24 Highlights P.26 Portraits P.32 Executive Education programmes P.33 Portrait P.34 Educational Indicators

— KEDGE Business School publishes its 4th integrated report. Our School is now recognised as a leading player in sustainable development and CSR, thanks to our ongoing commitment to both excellence and consistency. This is not simply about adding up best practices as mere trophies: we take consistent actions that encompass a wide range of perspectives, such as research, education, governance, as well as the social and environmental management of our campuses.

EXPERTISE P.44 Research policy

and knowledge output

P.45 Portraits P.49 Publications

PRINCIPLE 1

PURPOSE

and Conferences

P.50 Research indicators

— Through its commitments and its network of experts, KEDGE Business School actively contributes to the evolution of higher education in line with the principles of CSR (Corporate Social Responsibility). Our exemplary leadership in this area stems from a proactive strategy that has been rolled out for a number of years, both on our campuses and abroad. — To create short, medium and long-term value: that was the objective that we initially set for ourselves and which has been shaping our strategy ever since. The 2014/2015 integrated report offers a detailed account of our progress and achievements, notably concerning the ever-tighter integration of our ecosystem and its particular stakeholders, constraints and resources. — We also wanted to use this edition to showcase the views of our key stakeholders: students, staff, faculty, alumni and partners. Their perspectives are testament to our progress and achievements with regard to the key dimensions of our strategy.

THOMAS FROEHLICHER, Dean and Director General

GLOBAL OPENNESS

INTERNATIONAL OUTREACH

FORCE

COMMUNITY

SYLVIE BRUNET, KEDGE BS PROFESSOR AND ESEC* CHAIR

P.52 Responsible

campuses P.53 Portrait P.54 Corporate relations P.55 Portraits P.57 Community indicators

CARE

Copywriting: KEDGE Business School / Marketing & Business Development Department - Photo credits: Giovanni Cittadini Cesi, (Portrait copywriting: A. Bertino - Art direction: V. Robic - Artwork: N. Theil) iStock – Design and production: Printing: Audry et Schaffer

As part of its 2015 Global Forum for Responsible Management Education, the PRME initiative honoured seven institutions for the world-class quality of their integrated report. In particular, KEDGE BS was praised for its 2013-14 report, presented as an excellent example of an effective, user-friendly and attractive integrated report, offering a great insight into what PRME in action looks like. The superior readability of our report was due in part to its innovative structure, based around our brand signature: CREATE SHARE CARE.

CA U

A PRME AWARD GOES TO OUR 2013-2014 INTEGRATED REPORT

G N CI FA TO W Y RO KE R E MO TH TO IS F e) N O tic IO ES ac AT NG pr OV E st N LL e ed ion IN A (b ne vat E CH we no US HE e in CA T us ul ca gf BE Be anin e m

P.38 Partner universities P.40 Portraits P.42 International indicators

P.51

S W ET IT H HO ER Be UT E ca us EMIS N e PA O S sh ar TH H in Y AR g IN le G ad st o pr og re ss

P.37

— Our ongoing commitment to the principles of social, economic and environmental responsibility is embodied in our brand signature: CREATE SHARE CARE.

Because new technologies enable sharing communities

CREATE

SHARE BECAUSE TWO BRAINS WILL ALWAYS BE SMARTER THAN ONE

Sylvie Brunet, professor of CSR at KEDGE BS, was re-elected as Chair of the Labour and Employment committee of the *Economic, Social and Environmental Council (ESEC). Also a member of the ESEC delegation for Women’s Rights and Equal Opportunities, Sylvie Brunet is the former Head of HR and Vice-President of ANDRH. During her previous mandate, she notably authored a report on the prevention of psychosocial risks and co-directed a study on occupational gender equality. These official assignments are closely linked to her research and teaching work conducted as a member of the “Work and Well-being” and “Sustainable Development” chairs. P. 03

GOVERNANCE AND STRATEGY

INTEGRATED REPORT 2014-2015

6 STRATEGIC PILLARS

“We have been working on expanding our Executive Education service offering, in order to respond to the real-world needs of businesses and professionals, notably with regards to life-long learning”

“KEDGE Business School was created primarily to reach the critical size and visibility that is now required to survive in a competitive global landscape.”

“SECURE A STABLE REVENUE BASE” XAVIER ROLET, Member of the alumni network, formerly president of Marketing Méditerranée and Chief Executive of the London Stock Exchange

order to achieve our overall objective: to take our Group into the top 15 European business schools. To ensure the widest engagement with our strategic plan, we created four committees comprising of directors and operational executives, as well as a few student representatives. Their job is to initiate the strategic thinking we need to achieve our ambitions.

“OUR ROADMAP TO BECOME A EUROPEAN LEADER”

FRANÇOIS PIERSON Chairman of the Board of Directors

P. 04

How is KEDGE Business School progressing on its 2020 Strategic Plan? I would first like to remind you that this plan is aligned with our main mission as a business school, which is to create the best possible conditions to enable optimal interaction between students, faculty and institutional stakeholders. KEDGE Business School enters its third year of existence with very positive outlooks: the merger has been driving a strong momentum for change and international development. Our various teams are now familiar with each other and enjoy working together, which was obviously a primary condition for success. The key issue for us is to prioritise projects and take them to full completion in

Precisely what is the School’s status in terms of financial autonomy? We firmly believe that an institution like ours should not be relying on taxes and chambers of commerce grants to fund its activities. We anticipated, as far back as 2012, that tuition fees, complemented by the revenues from corporate partnerships and our Executive Education services, should be enough to secure our operations. So we did what was required to become financially independent from chambers of commerce. This proved a rather shrewd move since their budgets have undergone significant cuts lately... In addition, we feel that, if we are to preach the virtues of rigorous business management to our students, we should ourselves be exemplary in this area. What assets can KEDGE BS leverage to become one of the top 15 European business schools? KEDGE Business School was created primarily to reach the critical size and visibility that is now required to survive in a competitive global landscape. In this view, we identified a number of key strategic issues, some of which have been recurring for several years but need to be reaffirmed. The first issue is

clearly the internationalisation of our educational capacities. Our international campuses are necessary not only to attract students from other countries, but also because they enable our French students to benefit from adequate infrastructure when studying abroad. And if Asia is our most visible commitment in terms of international development, we also pay close attention to our growth on the African continent. Another key success factor put forward in our 2020 plan is digitally-enabled teaching. We must take full advantage of everything that digital can bring to enable closer and better collaboration between our students and their teachers, notably through remote learning. This is a key differentiation factor in our view. Owing to our expertise, we now rank second in France in terms of research capacities. We are currently structuring these capacities to maximise their benefits for both businesses and students. Finally, even if our primary line of business remains academic higher education, we have also been working on expanding our Executive Education service offering, in order to respond to the real-world needs of businesses and professionals. Today, people build their professional path as a series of careers in various lines of business. Career development is no longer a linear process. So we need to invent new ways to train our customers throughout their working lives. This is key if our school is to continue to expand its national and global reach.

€88M 11936 OF ANNUAL BUDGET

STUDENTS ENROLLED IN A DEGREE-BASED PROGRAMME

OUR SIX KEY STRATEGIC PILLARS

Higher education is now a single, global market. In this hyper-competitive environment, successful business schools will be those that operate as proper businesses, notably through achieving financial autonomy from public authorities. Those that do not adapt are doomed to decline or be acquired, however illustrious their past. Business schools must therefore secure a stable revenue base for themselves, relying not only on tuition fees, but also on a robust capital base to fund their expansion, as well as on recruiting the best teachers on the market. The leading US business schools, financed by substantial endowments, are our best source of inspiration to date. Their highly efficient fundraising campaigns aimed at partner companies and alumni networks have enabled them to build up a considerable financial wealth over the years, which now gives them a decisive competitive edge. KEDGE Business School understands how important this is today. And we intend to keep this momentum going for many years to come.

1 – A new business model for profitable growth 2 – Digitally-enabled and globalminded pedagogy 3 – International development in Asia and Africa 4 – Executive Education: enhanced programmes for business leaders 5 – A hub of academic excellence: KEDGE BS ranked 2nd French business school in terms of research capacities 6 – A strong commitment to social responsibility P. 05

GOVERNANCE AND STRATEGY

INTEGRATED REPORT 2014-2015

KEY ACHIEVEMENTS IN 2014-2015

SIX HIGHLIGHTS OF THE YEAR

1 TUITION FEES STABILISED — KEDGE BS was created in anticipation of wide-ranging disruptive transformations in higher education. The decline of historical funding channels (i.e. chamber of commerce grants and apprenticeship tax) has resulted in heavier reliance on tuition fees. At the same time, business schools need to keep investing to respond to their customers’ requirements. The merger enabled us to engage in an ambitious investment plan to stabilise tuition fees, whilst reducing the number of places open to classes préparatoires in order to maintain a high selectivity of our Grande Ecole Programme. KEDGE Business School is now accelerating the integration of international talent into its programmes, already reaching over 100 nationalities.

€200M INVESTED OVER 7 YEARS

P. 06

2 OUR INNOVATION LAB EARNS THE MIT LABEL — Just six months after its inauguration, the i-lab, which was created jointly by KEDGE Design School, ISEN Toulon and Toulon Var Technologies, was awarded an endorsement label from the prestigious Massa chusetts Institute of Technology (MIT). This unique cooperation between leading schools and a structure dedicated to supporting innovation, led to the opening of a 700 sqm space which is now open to all. It enables its users to design, share, learn, build... in other words to give life to their bright ideas.

€1M

OF INVESTMENT, INCLUDING €246K FROM KEDGE BS

INSTITUTIONS REPRESENTED AT THE INTERNATIONAL ADVISORY BOARD

• University of Cape Town Graduate School of Business • Hong Kong Polytechnic UniversityFaculty of Business • EGADE Business School-Technologico de Monterrey • Gemalto • Korea University Business School • Bentley University • RMIT College of Business • HEC Montréal • Ashridge Business School • Maastricht University

5 KEDGE BS IS NOW THE 2ND FRENCH BUSINESS SCHOOL IN TERMS OF RESEARCH CAPACITIES

CREATION OF AN INTERNATIONAL ADVISORY BOARD — Comprised of representatives from universities and business schools from all over the world, the KEDGE BS International Advisory Board was set up to advise and assist the Executive Management team and the Board of Directors on the definition and roll-out of Group-level strategic activities.

OUR GLOBAL EXECUTIVE MBA STRENGTHENS ITS LEADERSHIP — The Global Executive MBA, delivered by KEDGE Business School in close partnership with Shanghai Jiao Tong University, is a world-leading programme of its kind, in terms of return on investment for graduates. In 2015, the Global EMBA programme was ranked 23rd worldwide by the Financial Times, alongside prestigious institutions such as London Business School, Kellogg University or our historical partner Korea University Business School. Why? Our Executive MBA offers the highest pay increase upon graduation...despite being one of the more affordable in the market. If one adds the excellent flexibility in terms of curriculum content or choice of campus (Paris, Bordeaux, Marseille or Shanghai), not forgetting the ability for graduates to take one free course every year for the rest of their life, it becomes clear why this programme has achieved the strongest ranking progression the Financial Times tables over the past six years.

— With 1,020 research publications in 2014-2015, including 223 articles published in CNRS/FNEGEvetted journals, KEDGE Business School earned 345 extra CNRS research stars, thus exceeding the target set in the strategic plan. Research activities are organised over eight key areas of expertise, with a global impact which goes far beyond the academic sphere. This enables us to offer world-leading programmes such as MAI (International Purchasing and innovation) and ISLI (Global supply chain), as research chairs and partnerships with leading local businesses.

SUPPORTING 36 HIGH POTENTIAL YOUTH FROM DISADVANTAGED BACKGROUNDS — The first students enrolled in our KEDGE Access Programme (KAP) started in September 2015. Thirty-six of them have benefited from this equal opportunities and social diversity scheme aimed at supporting high potential youth from disadvantaged backgrounds. Funded through a €774k loan -of which 387k were guaranteed by the School-, the programme opens the doors to the type of educational excellence that participants might have thought inaccessible. We aim to reach 100 to 150 students next September and 300 within the next three years.

KEY FIELDS OF EXPERTISE: MARKETING, CSR, SUPPLY CHAIN AND WINE SPIRITS MANAGEMENT

P. 07

GOVERNANCE AND STRATEGY

GOVERNANCE

INTEGRATED REPORT 2014-2015

ORGANISATIONAL CHART

A MULTI-CAMPUS ORGANISATION

GOVERNANCE Four governance bodies have been set up to oversee the group strategy and ensure balanced allocation of responsibilities between Bordeaux and Marseille.

THE BUREAU

BOARD OF DIRECTORS

THE GENERAL ASSEMBLY

— 10 MEMBERS —

— 16 MEMBERS —

— 31 MEMBERS —

members of the Collège Consulaire: 3 CCIMP/1 CCIV – 4 CCIB*

members of the Collège Consulaire: 3 CCIMP/1 CCIV – 4 CCIB

members of the Collège Consulaire: 6 CCIMP/2 CCIV – 8 CCIB

members from the Collège of business leaders

members from the Collège of qualified personalities

members from the Collège of local authorities

co-presidents of the KEDGE Alumni network

Allocation of responsibilities:

—

Its role: The Bureau monitors the overall orientation of the Association with regards to implementation of policies and decisions adopted by the Board of Directors and the General Assembly. It also assists the Board in the definition of the general policy. *CCIMP: Chamber of Commerce and Industry of Marseille-Provence. CCIV: Chamber of Commerce and Industry of the Var. CCIB: Chamber of Commerce and Industry of Bordeaux.

Allocation of responsibilities:

5 — 11

President: François Pierson Vice-president: Pierre Goguet (Pdt of CCIB) Secretary: Jacques Faurens Treasurer: Françoise Cocuelle Deputy Treasurer: Michel Gaussens Its role: The Board of Directors defines and proposes the general policy of the Association. It ensures proper application and implementation of policy. It establishes projected budgets for the Association, and monitors their proper implementation.

Allocation of responsibilities:

—

Its role: The General Assembly validates accounts for the financial year, allocates profits and grants discharge to members of the Board.

Audit Committee (CAU) - Nomination and Ethics Committee (CND) Wages and Compensations Committee (CR) - Investment and Procurement Committee (CIA) Allocation of responsibilities:

DIRECTORATE GENERAL T. FROEHLICHER

4 SPECIAL COMMITTEES

COMITEES

KEDGE BS teams are deployed over four main campuses in France: Bordeaux, Marseille, Paris and Toulon. Executive teams are distributed among these campuses and all activities are managed through a transversal, multi-site management approach. For certain operations -notably educational-, positions are duplicated on each site.

3 — 11

PUBLIC AFFAIRS & EXTERNAL RELATIONS

ACCREDITATIONS

INSTITUTIONAL AND ACADEMIC AFFAIRS

TOULON CAMPUS

ACADEMIC AFFAIRS UNDERGRADUATE OPERATIONS & HUMAN RESOURCES INNOVATION, ADMINISTRATION PROGRAMMES STUDENT SERVICES DIGITAL, CSR & DSI & FINANCE & MASTER IN MANAGEMENT (PGE)

MARKETING & BUSINESS DEVELOPMENT

CORPORATE & INTERNATIONAL DEVELOPMENT

Responsibilities are shared equitably between the Chambers of Commerce of Marseille-Provence, Bordeaux and Var. KEDGE Business School is an independent non-profit organisation.

ALLOCATION OF VOTING RIGHTS WITHIN THE BOARD OF DIRECTORS

65%

COLLÈGE CONSULAIRE

P. 08

20%

COLLÈGE OF BUSINESS LEADERS

15%

COLLÈGE OF QUALIFIED PERSONALITIES

ADVISORY OPINION COLLÈGE OF LOCAL AUTHORITIES COLLÈGE OF PARTNER STRUCTURES (REPRESENTING ALUMNI ASSOCIATIONS, STUDENTS AND THE INTERNATIONAL ACADEMIC COUNCIL)

P. 09

GOVERNANCE AND STRATEGY

INTEGRATED REPORT 2014-2015

KEY FIGURES

KEDGE BS

OUR COMMUNITY

OUR PROGRAMMES

NUMBER OF STUDENTS PER PROGRAMME 2014-2015

498 PERMANENT STAFF

STUDENT ASSOCIATIONS

11 ,936 STUDENTS

NEW RECRUITMENTS: 23 WOMEN 18 MEN

DESIGN SCHOOL

2 ,425

8,382

MANAGEMENT EDUCATION PROGRAMMES FOR HIGH EMPLOYABILITY

PRO-ACTS (STUDENT PROJECTS)

MS/MSc

MBA/EMBA

2,643

336

— 50,000 ALUMNI AROUND THE WORLD (INCL. 1,200 MBAs)

— 55 COACHES — 20 STAFF MEMBERS ACTIVE IN WELLNESS SCHEME*

— 803 STUDENTS IN WORK-STUDY (APPRRENTICESHIP/PROFESSIONAL TRAINING CONTRACTS)

OUR CAMPUSES

EQUAL OPPORTUNITIES

6 CAMPUSES : BORDEAUX, MARSEILLE, PARIS, TOULON, SUZHOU, SHANGHAI

KAP

KEDGE BS SCHOLARSHIPS

GLOBAL EMBA

KEDGE BACHELOR

SPECIALISED MASTERS®

36 students enrolled in the scheme for 2014-2015:

Social scholarship:

23rd

1st

SOCIAL NETWORKS Over 41,000 fans Over 42,700 subscribers Over 6,500 followers Nearly 3,200 subscribers

P. 10

15 BORDEAUX 19 MARSEILLE 2 TOULON

RANKINGS

141

BENEFICIARIES FOR A TOTAL OF E322K

E387,000

ENDORSED BY THE SCHOOL (OUT OF E 773,800 BORROWED)

EXECUTIVE EDUCATION PROGRAMMES*

* 3,000 PROFESSIONAL PARTICIPANTS, OF WHICH: 45% WOMEN AND 55% MEN

PERSONAL DEVELOPMENT:

4 AFFILIATED CAMPUSES: BAYONNE, BASTIA, AVIGNON, DAKAR

MASTER LEVEL

1,026

74% FRENCH — 26% INTERNATIONAL GENDER: 47.5% WOMEN — 52.5% MEN

BACHELOR LEVEL

Merit-based scholarship:

worldwide (Financial Times 2015). Strongest progression, up 61 places in 6 years

EBP INTERNATIONAL

4th

international post-secondary in 5 years (Challenges 2016)

Bachelor programme in France (Le Figaro Étudiant 2014 and Le Parisien 2015)

INTERNATIONAL BBA

on global openness and excellence (L’Étudiant 2015)

worldwide: • MAI (Purchasing), • ISLI (Supply Chain), • ISMQ (Quality), • IMPI (Wealth Management) (SMBG 2015)

ESC/GRANDE ÉCOLE PROGRAMME

7th

in France (Le Parisien 2014)

5th

in France (Challenges 2016)

BENEFICIARIES FOR A TOTAL OF E70,000

*Dedicated to well-being and general student support

P. 11

GOVERNANCE AND STRATEGY

INTEGRATED REPORT 2014-2015

KEY FIGURES

KEDGE BS

FACULTY AND RESEARCH

BUDGET

SCHOOL BUDGET

364

CNRS STARS IN 2014-2015 (1,054 SINCE 2010)

997

122

CoC Contribution: €1.4M

Research: €0.65M

Other revenues: €1.6M

CoC Contribution: €0.65M

CoC Contribution: €0.9M

Apprenticeship tax: €6.8M

Other revenues: €0.8M

Other revenues: €1.52M

Tuition fees: €77M

Apprenticeship tax: €7.2M

2013-2014

16%

academic output related to sustainable development

2.3%

FULL-TIME FACULTY MEMBERS, INCL. 43% INTERNATIONAL P. 12

Finance & Economics

Management

Marketing

Paris

Marseille

BREAKDOWN OF TUITION FEES 4

100 %

16.18%

30.5%

RECRUITMENTS 2014-2015

€4.66M

Toulon

20 LECTURERS (INCL. 85% INTERNATIONAL)

196

€94.6M

Bordeaux

IT maintenance

of Grande Ecole Programme students find a job or internship in the field of sustainable development

Accounting, Control and Audit

2015-2016

20.85%

30.17%

20.5%

€88.3M

UPGRADE OF EDUCATIONAL RESOURCES AND FACILITIES

SUSTAINABLE DEVELOPMENT

Tuition fees: €85.9M

2014-2015

€86.8M

RESEARCH CHAIRS DEDICATED TO CSR

Apprenticeship tax: €5.6M

Tuition fees: €79M

AUTHORS

PUBLICATIONS IN 2014-2015

Research: €0.68M

MOSI (Management of Operations and information Systems)

Strategy

HOW DOES KEDGE BS USE ITS FUNDS? 7.15% €13.2M

€21M

MS & MSc

Post-secondary

€5.5M

€82.6M €40M

ESC & Masters

MBA & DBA

€2.9M

Executive education

4.61%

Lease

Travel expenses

10.58%

Acquisitions

13.55%

Other operating expenses

8.97%

100%

Speakers and guest-lecturers

5.45%

Self-financing capacity

49.69%

Payroll

P. 13

GOVERNANCE AND STRATEGY

INTEGRATED REPORT 2014-2015

HR STRATEGY

ENABLING THE AMBITIOUS TRANSFORMATION OF KEDGE BS 2014-2015 was a year of post-merger stabilisation. With a focus on organisational adjustment, our action has resulted in a more cohesive service offering for both students and businesses. We also worked on reorganising our employment framework in order to support these changes.

RECRUITMENTS (ADMIN STAFF AND FULL-TIME FACULTY MEMBERS)

18 MEN AND 23 WOMEN — In order to ensure stability, as well as adequate visibility for all internal and external stakeholders, a key post-merger priority was to align our organisation with our new strategic pillars: global reach, digital transformation, business and corporate development, multi-campus integration. — The growth of our institution also required transferring skills in line with our new strategic challenges. With this in mind, our executive management team has been engaging with staff to promote professional mobility, both horizontally (functional gateways) and vertically (promotions). Many of our staff members responded positively and declared themselves ready to take on new challenges. In order to sustain this momentum, we have put in place internal career development P. 14

schemes, provided support for inter-campus geographic mobility, and delivered tailored coaching plans. — KEDGE BS has also succeeded in strengthening its business attractiveness, with over 60 employees from the Bordeaux, Marseille and Toulon Chambers of Commerce joining our new association. — Since 1st November 2015.KEDGE BS has also partially taken over the executive education business of GICFO -which was previously managed by the Bordeaux Chamber of Commerce. This investment aims to complete the KEDGE BS teaching service offer, notably in the field of executive education. 19 GICFO staff members have joined the Group on our Bordeaux campus.

NEW HR TOOLS TO SUPPORT KEDGE BS DEVELOPMENT

A WELCOME GUIDE TO FACILITATE NEW EMPLOYEE ONBOARDING — The HR team produced a Welcome guide aimed at facilitating the onboarding process of new staff members. The guide notably provides an overview of their new workplace environment, as well as of the practices, policies and social actions of our School.

VOCATIONAL TRAINING TO BOOST SKILLS DEVELOPMENT

PERSONAL DEVELOPMENT INTERVIEWS TO BOOST MOTIVATION — Performance assessment interviews have been replaced by personal development interviews, which enable employees to express themselves more freely and encourage deeper reflection on professional paths. Managerial milestones have been clarified to ensure more transparency, and the career-path monitoring and planning processes have been improved.

— Improving customer satisfaction rates (both internally and externally) is now a strategic priority. A range of training courses is now provided accordingly, notably with seminars dedicated to customer-centricity for all KEDGE BS front-office staff. Finally, the new international development objectives that have been set at Group level also require new, specific arrangements, notably with regards to English proficiency. Moving forward, following the stabilisation of our organisation, the HR department will engage in a new skills and occupation planning process to improve efficiency and agility. In this sense, investment in vocational training resources is viewed as a key factor of our overall strategy.

Build a customer-centric organisation

P. 15

GOVERNANCE AND STRATEGY

INTEGRATED REPORT 2014-2015

CSR STRATEGY, OUR RESPONSIBILITY

OUR RESPONSIBILITY AS A HIGHER EDUCATION INSTITUTION — A business school -just like any other organisation- has a direct and daily impact on its social, economic and physical environment. As a higher education institution, we also have an impact on the people we train as well as on our partners. It is therefore essential that we understand the full extent of our responsibilities since our action contributes to shaping the behaviour and decisions of future managers and business leaders. Merely focusing on the carbon footprint and social performance of our campuses is not enough: we should also act as a role-model and strive to raise the bar

PRINCIPLES 2&3

VALUES & METHOD

SOCIAL

for others. With ever-increasing global awareness of the social, environmental and economic stakes of development and performance, KEDGE Business School acknowledges its own responsibility as an organisation. By adopting a transversal and systemic approach, our School seeks to measure both the quality of its daily actions and the overall impact of its long-term objectives.

ECONOMIC

SCOPE OF HEI RESPONSIBILITY

ORGANISATIONS - Waste and pollution - Natural resources - Climate change - Biodiversity…

PRINCIPLE 1

PRINCIPLE 2

PRINCIPLE 3

— 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 incor- porate 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.

PURPOSE

ENVIRONMENTAL

- Personal well-being - Personal development - Health and safety - Human rights - Cultural and social diversity - Employability…

PRINCIPLES FOR RESPONSIBLE MANAGEMENT EDUCATION

- Financial transparency - Short and long term financial viability - Value creation - Community - Anti-corruption - Governance...

VALUES

METHOD

PRINCIPLE 4

RESEARCH — 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.

Promote the implementation of sustainable development practices in our sector

PRINCIPLE 6

DIALOGUE

— 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 dialogue and debate among educators, students, businesses, government, consumers, media, civil society organisations and other interested groups and stakeholders on critical issues related to global social responsibility and sustainability.

EDUCATION AND RESEARCH - Integration of socially responsible practices in all decisions impacting the well-being of our students and graduates

- Convince our graduates and partners to integrate environmental criteria in their decision-making processes

- Long-term global vision of our graduates and partners - Ensure our graduates contribute to shaping the ethical and business development of their company

JEAN-CHRISTOPHE CARTERON Head of CSR, KEDGE Business School

ORGANISATIONS

LEVERS OF ACTION

PRINCIPLE 5

PARTNERSHIPS

- Working and learning conditions - Diversity and equal opportunity policy - Access to education - Personal development - Labour relations…

- Transport policy -E nergy policy (energy sobriety, savings, renewables) - Building solutions - Selective sorting, waste management - Biodiversity action plan…

— As a higher education institution, KEDGE BS trains the managers and entrepreneurs of tomorrow and has a responsibility in building a deep-seated awareness of CSR issues. Our School must also monitor and improve its global social, economic and environmental impact, and involve all its stakeholders (suppliers, partners, students, staff, etc.) in doing so.

- International strategy - Community development - Investment and wage compensation policy - Efficiency and quality of executive management - Risk management…

Good practices, sustainable procurement, exemplary behaviour, advocacy, sharing with our peers, stakeholder engagement, sustainability performance indicators

EDUCATION AND RESEARCH Educational approach, curriculum content, learning-by-doing, core courses, holistic and systemic approach, evolution of information sources, research topics, cross-topical research

P. 16

CSR STRATEGY, OUR RESPONSIBILITY

— For over 10 years, KEDGE BS has strived for transversal integration of CSR issues in all its teaching content. This approach is based on the Six Principles for Responsible Management Education

(PRME) devised by the United Nations. Our CSR strategy is also in line with national frameworks such as the Plan Vert, which focuses on governance, social and regional development policy, environmental management, vocational training and research activities. — KEDGE BS puts CSR at the very heart of its strategy. This approach is encapsulated in our brand signature: CREATE, SHARE, CARE.

P. 17

GOVERNANCE AND STRATEGY

INTEGRATED REPORT 2014-2015

INDICATORS

PERFORMANCE IMPACT MEASUREMENT

SCOPE

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

M arseille & Toulon campuses Bordeaux campus All campuses SD : Sustainable development

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

KEY PERFORMANCE INDICATORS

RANKINGS

Financial Times–Best European Business School Financial Times– Executive MBA Financial Times– Master in Management Financial Times– Executive Education L’Etudiant–ESC Master Grandes Ecoles

PERIOD July 2014/June 2015

L’Etudiant–CeseMed Post Bac

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

KEY PERFORMANCE INDICATORS

2011-2012

2012- 2013

2013- 2014

RESULTS 2014-2015

OBJECTIVES TRENDS

Le Point–CeseMed/EBP Le Point–ESC

GOVERNANCE & STRATEGY BUDGET (M€)

Overall budget combined (M€) Total FT Faculty & StaffWages (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 Europe (excl. Russia and Turkey) International (incl. Europe)

REQUIRED ENTRANCE EXAM SCORES

Ecricome prépa

RECRUITMENT RATE OF ESC STUDENTS PER EXAM TYPE (TESTS)

Ecricome prépa+Bel Tremplin 1 Tremplin 2

CAMPUS DEVELOPMENT

Number of operating campuses/Offices

ACCREDITATION

Number-Name of international accreditations

82.1 19.70 8.82 6.49 8.52 3.1 1.3 37.8 27.7 160 96 860 424 5.7 2.8 2,732 2,155 48%/52% 35%/65% 5,794 77% 4% 23% 9.65 9.75 4.5% 4.7% 9.7% 3.6% 8.8% 5.8% 5 4 3-AMBA EQUIS AACSB

88.9 22.31 9.2 6.40 9.52 3.2 1.3 41.9 30.8 188 103 900 505 6 1.75 2,503 2,297 48%/52% 45%/55% 6,429 4,622 72% 88% 6% 28% 12% 9.65 9.93 4.7% 4.9% 11.8% 4.7% 9.3% 6.8% 5 4 3-AMBA EQUIS AACSB

Figaro Etudiant–ESC

86.9

88.3

94.6

42.1

43.6

46.6

Figaro Etudiant–CeseMed/ EBP

7.5

8.4

10.4

Figaro Etudiant Bachelor– Euromed/KEDGE Bachelor

5.9

4.7

8.2

77.1

190

197

1,100

6.8

7.2

5,543

6,200

48%/52%

11,639

11,936

76%

74%

25%

26%

9.8

9.6

3.69% 3.94% 9.30% 4.13% 8.35% 6.83%

Challenges–ESC Challenges–CeseMed/Post Bac Challenges-EBP/Post Bac Le Parisien

85.6

2013- 2014

RESULTS 2014-2015

31 60 48 NA 34 30

9 9 3 6 2 1 8 12 9 13 10 6 NA 7 10 13 3 7 9

2 2 10 16

2 9 Trial 7 7 8

Id+ Charter for Biodiversity

UNGC &PRME, Sustainable Campus Charter, Diversity Charter, Rio HESI, GUPES, Charter for biodiversity, MOU with UNEP

Use of extra-financial criteria in managers’ performance assessments

0% -

Existence of a CSR department attached to the General Director

Yes No

Yes No No (current merger)

Staff dedicated to CSR issues

2 full-time 2 part-time

3 full-time

1 part-time

10 0 101 No

10 1 76.8 No

Activity report covering SD initiatives SD-related awareness raising actions

(IO 2015) 2 SD CRITERIA IN MANAGERS’ EVALUATION (NO) QUARTERLY MEETINGS OF SD COMMITTEE (REPRESENTING STAFF. STUDENTS. MANAGEMENT AND STAKEHOLDERS)

UNGC &PRME, Sustainable Campus Charter, Diversity Charter, Rio HESI, GUPES, Charter for biodiversity, MOU with UNEP & relaunch of charter for diversity 1 CSR criteria per department

Yes

3 CSR 2 Wellness 1 Full time equal diversity 1 RMR

4 CSR within RSE department 2 Wellness 2 Equal opportunities

4 CSR within RSE department 2 Wellness 2 Equal opportunities & civic service volunteers

A+

B+

C+

Integrated report

A+

18.8% 17.8%

3-AMBA EQUIS AACSB

Number of CSR Officer meetings Dedicated CSR budget in K€ (excl. research. investment wages, etc.) Frequency and method for stakeholder consultation

OBJECTIVES TRENDS

6 4

Id + GUPES Membership

New School Commitments

(SO 2015) 1 ANNUAL MEETING FOR EACH TYPE OF STAKEHOLDER: STUDENTS. STAFF. EXTERNAL (NO) ANNUAL ACTIVITY REPORT COVERING SD INITIATIVES (SO) REACHING ALL STAKEHOLDERS

P. 18

2012- 2013

Id + Rio HESI

(NO) SIGNATURE OF SD CHARTER INVOLVING ALL STAKEHOLDERS

2011-2012

P. 19

GOVERNANCE AND STRATEGY

INTEGRATED REPORT 2014-2015

INDICATORS

PERFORMANCE See page 18 for legend.

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

KEY PERFORMANCE INDICATORS

2011-2012

2012-2013

205 139 91 62 42%/58% 39%/61% 82%/18% 90%/10% 2,812 4,265 5 8 2 1 4 1 6 4 14.23%/23% 20.83%/14.28%

224* 156* 93 75 42%/58% 37%/63% 83%/17% 89%/11% 3,395 4 3 4 0 2 3 5 0 14.23%/23% 20.83%/14.28%

12% 35.80% 1%/12 Yes Yes

29%

2013-2014

RESULTS OBJECTIVES 2014-2015

TRENDS

SOCIAL POLICY HUMAN RESOURCES

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

RECRUITMENT - MEN (ADMIN STAFF + FULL-TIME FACULTY MEMBERS) RECRUITMENT - WOMEN (ADMIN STAFF + FULL-TIME FACULTY MEMBERS) HR

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

(N0) 6% PERSONNEL Proportion of staff/number (STAFF AND FACULTY)/ of students with disabilities STUDENTS WITH A DISABILITY

Existence of a department dedicated to integration of international students

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

Staff involved in wellness team Infrastructure Budget allocated to wellness (K€)

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

Awareness initiatives on wellness issues Staff satisfaction rate 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

7 2 rooms 32.6 17 13.1% NA 60% NA 4.3% 2.18% 1.6% NA 2.05% 2.49% 15 days/ 1 person 0 1,435/27 1,288/NA

476*

498

181

196

41%/59%

42%/58%

81%/19% 86%/14%

84.5%/15.5%

4,439

6,270

45%/30%

47%/33%

21%

15.2%

1%/12 Yes Yes

0.5% (3 staff/ 24 students)

3 staff

Yes

9 3 48.2 32 12.1% 57% 42% 58% 5.2% NA 0.01% 3.8% 0

13 7 3 2

53.2

72.8

30 3 NA NA NA NA

25 8 NA NA NA NA

1.5%

0.96%

0.15%

5.3%

4.75%

465 days/ 5 persons

440 days/ 3 employees

4,588 days/ 89 employees

640/52 -

PEDAGOGY

LIFE LONG LEARNING

* Change of calculation basis between 2012-2013 and 2013-2014. P. 20

P. 21

PEDAGOGY

INTEGRATED REPORT 2014-2015

LIFE LONG LEARNING

of 3 to 4 months. Students can work in cooperation with other professionals, as was the case for a project recently conducted for Airbus Helicopters (integration of human factors in helicopter piloting). The most successful students may be offered the opportunity to carry on within the commissioning company on a work-study basis. Where? Marseille campus For whom? PGE students How much? 60 students/year

PRINCIPLE 2

VALUES

PRINCIPLE 3

METHOD

ASSESSING CSR KNOWLEDGE: THE SULITEST

CORE PROGRAMMES BACHELOR LEVEL - KEDGE Bachelor (Bac+3) - International BBA* (international Bac+4) MASTER LEVEL - ESC / Grande Ecole (Master degree) - EBP International (international Bac+5) KEDGE DESIGN SCHOOL - Innovation & design thinking

*Formerly CeseMed.

P. 22

MS / MSc / LEVEL-1 DIPLOMAS - MAI: International Purchasing & Innovation - ISLI: Global Supply Chain Management - Marketing: Branding, Digital and Business Development - Finance: Corporate Finance, Audit & Consulting - International Business - MVS: Wines & Spirits Management - Sport: International sport & event management - Maritime: Logistics & Business Optimisation - IMPI: Wealth & Real Estate Management - ISMQ: Quality Management - IMR: Risk Management - Business Engineering

SULITEST IN FIGURES

A RANGE OF PROGRAMMES DEDICATED TO EMPLOYABILITY

46 COUNTRIES

400 UNIVERSITIES

38,000 STUDENTS

Higher education institutions have a responsibility to ensure their students are fully aware of the principles and challenges of sustainable development (SD). In 2013, KEDGE BS created the Sustainability Literacy Test, which is now used all over the world. Freely available online to higher education institutions, this test contains 50 questions designed to assess awareness and knowledge of SD and CSR issues. Our students are required to take this test both at the start and at the end of the curriculum, in order to have a clear measure of their progress. In total, 2,176 KEDGE BS students took the test in 2014-2015. An updated version, designed specifically for businesses, is under preparation and will be launched some time in 2016.

EDUCATIONAL INNOVATION: THINKING OUT OF THE BOX Along with research and social responsibility, educational innovation is at the heart of the KEDGE BS strategy and entails radically innovative approaches and methods.

Kedge BS has chosen to pursue a breakthrough innovation approach, and come up with unique educational methods. Thanks to two major innovations (Management Residency and Open Innovation Certificate), transdisciplinary teams (comprising engineers, managers and designers) team up with businesses (be they start-ups or major industrial groups) in a wide range of industries (aeronautics, biotechnology, neuroscience...). MANAGEMENT RESIDENCY (INTERNAT DU MANAGEMENT): SOURCING AND NURTURING TALENTS In order to identify and source new talents, partner companies commission KEDGE BS with high value transdisciplinary assignments. These missions are conducted by teams of 4 to 6 Master students, selected based on excellence and motivation criteria, over periods

OPEN INNOVATION CERTIFICATE: COLLABORATION FOR SUCCESSFUL ENTREPRENEURSHIP Created in 2014-2015, this certificate facilitates the setting up of transdisciplinary and multi-generational teams for entrepreneurial projects. Bringing together younger students, with their buoyant creativity, and practising professionals, with their experience and expertise, helps to accelerate the innovation and implementation processes. More specifically, participants learn how to: - Transform ideas and innovations into marketable products or services - Leverage open innovation to develop, manage and accelerate projects - Identify funding sources suitable for each project - Develop a new business segment within a company - Learn to act as a project leader - Develop agile and collaborative management skills The project is fully undertaken by students (core programmes or executive education) and is formally assessed upon completion. Projects can take various forms: application of a public domain innovation in a new context, personal projects, assignments commissioned by a third-party. An Open Innovation Certificate related specifically to the health sector also opened in September 2015.

A CUTTING-EDGE LEARNING MANAGEMENT SYSTEM As a multi-site business school, KEDGE BS logically opted for the Blackboard LMS solution, a global standard which now acts as a vital link between all its campuses. The benefits of this solution lie in its ability to embed technology and educational innovation at the heart of all our curriculum content, and facilitate digital proficiency to improve personal interaction and excellence in a learning context. One of the challenges was integrating the tool into our existing technology ecosystem and ensuring strong user adoption amongst our faculty community. Almost 90 full-time lecturers (out of 196) had already been trained on the tool by the end of June 2015. The KEDGE Learn system went live in September 2015. It will be progressively deployed for all programmes and ultimately adopted by thousands of contractors and students. P. 23

PEDAGOGY

INTEGRATED REPORT 2014-2015

EVENTS

HIGHLIGHTS

NATIONAL COMPETITION FOR THE PROMOTION OF BUSINESS ETHICS

SimONU REAPS AWARDS — On 26 March 2015, the 16 members of the SimOnu student association won a total of 5 awards at the UN headquarters in New York, after five days of negotiations. The delegation, which represented Botswana, won the prestigious Outstanding Delegation Award for the first time. Awarded to only 10 countries to date (out of 193), this is one of the highest distinctions which only goes to the very best delegations. In addition, four members also won the Outstanding Position Paper Award, in recognition of their excellent preparatory work.

AWARDS EARNED AT THE UN HEADQUARTERS

P. 24

ÉTANG D’ART FESTIVAL

AFTER SCHOOL CONTEST — The 4th After School Contest (ASC) surfing competition was held in Lacanau on 22-25 May 2015. The event drew 350 student surfers and more 1,000 visitors for four days, with a professional competition affiliated to the French Surf Federation, an open competition, a team surfing contest, a skate-board tournament, beach sports and over 250 beginner’s lessons, not forgetting concerts and artist performances... The ASC is the biggest student competition in France. It is organised in association with board & sailing sports association “Wax It”, which is based on the KEDGE BS Bordeaux campus.

1,000

VISITORS

— The 18th edition of multicultural eco-festival Étang d’art was held on 23-24 May 2015 inside the legendary Parc Borély in Marseille. Its 14,000 visitors enjoyed the many stands set up by local creators and associations, concerts, dance performances, plays, street art... Organised by the Marseillebased Lumin’Arts art association, this festival appeals to an ever-growing audience of families and young adults. It aims -to bring arts, crafts and culture to the people of Marseille, as well as to raise awareness of sustainable development issues.

14,000

110 ISLI STUDENTS EARN THEIR BILAN CARBONE CERTIFICATION — On the Bordeaux campus, 110 ISLIGlobal Supply Chain students were awarded their Bilan Carbone® certification by the ADEME (French Agency for Environmental and Energy Management) on 16 April 2015, as part of Sustainable Development Week. KEDGE Business School delivers these carbon footprint certifications as part of a partnership with the ADEME and the IFC (Institut de Formation Carbone). The Bilan Carbone® certificate enables students to demonstrate that they have the technical skills required for advocating and implementing business decisions aligned with the principles of sustainable development.

110

VISITORS

ISLI STUDENTS EARN THEIR BILAN CARBONE® CERTIFICATION

LE PHARE: FIRST EUROMEDITERRANEAN BUSINESS CREATION COMPETITION — The 17th edition of entrepreneurship competition Le Phare (meaning “The Lighthouse”) was held on 17 March 2015 by the ACCEDE student association, on the KEDGE BS Marseille on campus. This entrepreneur-centric event welcomed 700 visitors with a wide range of conferences and workshops, as well an award ceremony which recognised a total of seven projects in three categories (students, job seekers and Euro-Mediterranean project). This resulted in a total of 60,000 Euros being awarded as project-support grants.

€ 60,000

AWARDED AS PROJECT-SUPPORT GRANTS

— Ten of our students fared particularly well at the National Competition for the Promotion of Business Ethics, which was held on 20 May 2015 and drew a total of 900 students from 37 institutions. The first National Prize was awarded to Audrey Charles and Soukaina Benabadji for their essay on the topic of children’s marketing (entitled “Le marketing aux enfants: entre profits économiques et atteintes psycholo giques”), as part of a ceremony held at the UNESCO House in Paris. In addition, four other essays have received honourable mentions. This competition, initiated by the Rotary Club and the Conference of Grandes Ecoles, is open to students from under graduate to doctorate level. It aims to raise awareness of professional ethics and help students define their own values to build the companies of the future. P. 25

PEDAGOGY

INTEGRATED REPORT 2014-2015

LIFE LONG LEARNING

DUAL SKILL PROFILE FOR ENHANCED EMPLOYABILITY

SORIANA CANDIDATE SELECTION IN 2015

GRADUATE FROM THE INTERNATIONAL BBA PROGRAMME, 23 YEARS OLD MARSEILLE

KEDGE BACHELOR

1257 ,

CANDIDATES

465 PLACES INTERNATIONAL BBA

1212 ,

CANDIDATES

225 PLACES EBP INTERNATIONAL

2 141 ,

CANDIDATES

— “I spent three amazing semesters there. I was taking the same courses as American students, was living with them... In nearly two years abroad, you really have the time to soak up the local culture”, says Soriana. A year into her exchange, the 23 year-old started to plan ahead and applied for graduation internship

FOCUS

225 PLACES

— She did not hesitate for long. Only a month into her four-year long course, Soriana decided to go for a dual degree, amongst the many options available. At the end of her second year, she left the Marseille campus for San Diego University, in California.

LEADING POSTSECONDARY PROGRAMMES P. 26

positions. The move paid off and Soriana was able to spend her fourth semester at Airbus UK Helicopter, in Oxford, starting in January 2015. “I was working in events marketing, helping with organising airshows.” So, was the dual degree approach worth it? “Yes, I think it was. I did not necessarily realise it at first but during my internship people were often remarking on it when introducing me.” Having graduating in May 2015, Soriana then opted for a gap year. “I wanted to take a break and take the time to think about what I really wanted to do for my Master”, she says. Living in Australia since

August 2015, this kayaking fanatic plans her road trip according to the best spots. She works hard between two kayaking trips, however: “I spent three months in Darwin working on a mango plantation, then a few weeks as a waitress in Brisbane, and I currently work as an au pair in Melbourne.” — She is never short of plans and projects, that’s for sure! Soriana wants to work as a project manager in the aviation industry. Looks like she is off to a great start!

KEDGE BS offers 3 certified post-secondary programmes, all widely recognised for their academic excellence: – KEDGE Bachelor: a 3-year programme for a three-pronged approach professional, operational, international. This programme is ranked as the number one Bachelor programme in France (Le Figaro Étudiant 2014 and Le Parisien 2015). – International BBA (formerly CeseMed): the most international 4-year programme delivered in France, with a total of 127 partner universities. Ranked number one for international excellence and global openness (L’Étudiant 2015). – EBP International: ranked number one for global openness in its category (L’Étudiant 2015), this 5-year programme enables students to discover 3 countries, learn 3 languages and pass 3 degrees: international Bachelor, international Master and certified Bac+5 degree

JEAN-MARC BUSINESS ENGINEERING MSc GRADUATE, 26 YEARS OLD TOULON

— Together, they total no more than 50 years of age. She is a designer, who graduated from the KEDGE Design School in 2014. He is an entrepreneur, who graduated from the KEDGE Business Engineering MSc programme in 2012. This young Toulon couple has just created a new company, called Happy Souls Garden. Theirs is an original concept: a range of pop-up furniture with a style that combines minimalism and modularity. But there is more: Charlie Tribollet and Jean-Marc Herzel also campaign for an eco-ethical, made-in-France production, and strive to promote local employability, in Hyères les Palmiers. Two local job support services are already involved in production. The couple are very much complementary in their skills: “Together, we offer a dual, maybe triple, skillset. Charlie is in

charge of design and communication, and I look after the technical and business side of things”, explains Jean-Marc, who currently also works as a sales engineer for an aerospace company. — They are pretty daring in the way they conduct business: “I approached one of the organisers of the Hanging Gardens project, which is held on the roof terraces above the port of Marseille, just as he was asking for pallets to be removed out of the way. I explained to him that with these pallets (our favourite material), we could design an outside lounge for him.” — The first technical proposals were submitted a few months later and the first orders followed rapidly. “Today, our key market is the events management business. KEDGE BS also contacted us for an event at the Mayol stadium in Toulon. In the first quarter of 2016, we are going to expand our range of home furniture, and add a few deco accessories.” In order to focus on business development for Happy Souls Garden, Charlie has requested a part-time position at her architectural firm, where she works as an interior designer. We can only urge you to explore their awe-inspiring range of products.

It is not uncommon for students with a technical or scientific background to wish to switch to mana gement positions. To achieve this, they must capitalise on their existing skill sets and add a managerial dimension to their profile. Naturally enough, many of them are attracted to the MSc Business Engineering programme, where they can learn to lead big projects with a strong technological dimension. Students can choose between four specialisations: Business Development, International Industrial Purchasing, B2B Services, Innovation & Design Thinking. This dual technical/ managerial expertise is highly sought after and our graduates enjoy exceptional employability rates.

95%

OF MSc BUSINESS ENGINEERING GRADUATES FIND A POSITION WITHIN 6 MONTHS

20%

FIND A POSITION ABROAD

P. 27

PEDAGOGY

INTEGRATED REPORT 2014-2015

LIFE LONG LEARNING

P. 28

MSc ENGLISH-ONLY PROGRAMME

STUDENT, MSc IN BRAND & LUXURY MANAGEMENT, 30 YEARS OLD MARSEILLE

— To work one day on unique products: that was the goal that Madhuram had set for himself when he enrolled in the Brand & Luxury Management MSc programme: “During the first seven years of my professional experience, I worked on mass marketing campaigns in India and Bahrain for companies such as Disney.” Having graduated from Buna University (the Indian “Oxford”) in 2006, he started his career promoting web sites, films and programmes for XXL audiences. “What I like in the luxury business is the creative aspect, the fact that you work on rare or limited edition products.”

ESTHEL BUSINESS ANALYST, PROGRAMME GRANDE ECOLE GRADUATE, 26 YEARS OLD LONDON

— She has often changed her course. The way she sees it, change is a right, a force almost. One of the things Esthel really liked about the KEDGE BS Grande Ecole programme was the fact that there was no absolute rule. “You can do what you want and are allowed to make mistakes, as long as you take a step back, stay positive and are consistent with your long-term objective. When I did my first internship at Bacardi Martini France, I thought marketing would be my thing... Then I veered towards consumer goods, and later the banking sector. Today, I work in real estate.” All those experiences have enabled Esthel Lougrat to refine her choices, develop a global vision and give herself time to grow as a person.

— At the end of her work/study internship at BNP Paribas, the young graduate -class of 2015- was offered a permanent contract, but she declined the opportunity. Crazy? Careless? Absolutely not. Aged 25, Esthel is only getting started: now is the time to stay true to her ideals. “I wanted to live in a global city, where I could meet people from all cultures and also improve my English.” Today, Esthel works as a business analyst at BNP Paribas Real Estate in London. Her job is to nurture relationships with investors and develop property management products. “I was always interested in the real estate sector but never thought of actually pursuing a career in it.” During her gap year, Esthel also spent four months working in an orphanage in India. — Today, she does what she loves in a great city, surrounded by British people of course, but also lots of people from all over the world.

— For this Mumbai-born thirty-something, just arriving in Marseille on the KEDGE BS campus was already a dream come true: he was coming to study in France, the global hub of the luxury business.

— Inevitably, Madhuram was in for a bit of a culture shock at first: “What a surprise to see people kissing in the street, or French women with their nail polish matching to their handbag! So chic!” He was able to find his feet in no time, however, thanks notably to the support of the School staff and of his student peers: “I was able to exchange views on trends, fashion and brand strategies with Chinese, American and European students...” In this multicultural environment, Madhuram Sharma particularly enjoys unlimited access to knowledge through the workshops and online courses offered as part of the programme... The programme also has a strong practical aspect, in particular through a collaboration with Armani Marseille. Madhuram’s dream is to join a legendary company such as “Apple or Harley Davidson, companies with a super strong brand identity and cutting-edge marketing practices.”

• Finance • International Business • ISLI: Global Supply Chain Management • MAI: Innovation & International Purchasing Management • Marketing • Maritime: Commercial & Logistics Optimisation • Sport: International Sport & Event Management • Wine & Spirits Management (available in September 2016)

NUMBER OF MSc STUDENTS 2014-2015

433 INCLUDING

INTERNATIONAL STUDENTS

NEW

Designed for graduates who want to pursue careers in demanding, cutting edge industries, our seven excellencefocused study paths are open to only 30-40 students, with a rigorous selection process. With topical introductions during the first year and full-on specialisation during the second and third years, these excellencefocused study paths are designed to deliver high-potential graduates to the labour market. Students of the Grande Ecole programme have been able to apply since September 2015. Seven courses are available: Bordeaux: - Arts & Creative Industries Management - Wine Management - Connected business Marseille: - Entrepreneurial Diversity - Soft power and media - Creative & Design Thinking

MADHURAM

BEST OF THE BEST

M1 MASTER DELIVERED IN ENGLISH

Intended primarily for international students, the new English-only M1 programme was developed in 2014-2015. It is also open to French students who wish to pursue an M2-based MSc in English. The programme, which opened for 70 students in September 2015, offers a wide range of learning experiences: operational management, soft skills, personal development, company internship or exchange with a partner university abroad. P. 29

PEDAGOGY

INTEGRATED REPORT 2014-2015

LIFE LONG LEARNING

EURO-ASIA DOCTORATE IN BUSINESS ADMINISTRATION KEDGE Business School has teamed up with Korea University Business School and the Hong Kong Polytechnic University Faculty of Business to co-deliver a Doctorate in Business Administration programme, called Euro-Asia DBA. This three-year programme is specifically designed for business executives with at least 8 years of professional experience who wish to combine their doctoral studies with full-time employment. It prioritises a distinctly global vision of business and management, intercultural exchange and diversity, and the essential role of ethical practices in achieving sustainable business growth.

MARION INDUSTRIAL PROCESS BUYER, MAI GRADUATE, 25 YEARS OLD BORDEAUX

419

REAL-WORLD EXPERIENCE

WORK-STUDY M2 PARTICIPANTS IN SEPTEMBER 2014

— Her track record has been impeccable so far: Grande Ecole programme, followed by a gap year as a trainee in a cosmetics company, and finally the MAI programme -with a specialisation in purchasing- in work/study mode. Marion Alain now works as an industrial process buyer for Thales Avionics in Bordeaux. “After two years in Bordeaux completing a Master programme, I thought it would be interesting to round this off with a work/study Mastère Spécialisé® in Paris”, Marion explains. The work-study formula is simple: one week of study for every three weeks working in a professional environment. Finding a sponsor company was actually pretty straightforward. “Thanks to the excellent reputation of the MAI programme and the strength of their alumni network, I was able to get two interviews very quickly.” As it happens, the 25-year old passed both interviews with flying colours.

WORK-STUDY MASTÈRES SPÉCIALISÉS® P. 30

She eventually went for the position offered by Thales, out of sheer interest and also because she did not want to corner herself into the cosmetics industry. — She is very aware that the work-study option was key in opening up such an opportunity. “Quite often, these types of professional training contracts lead to a permanent position. As a work-study trainee, you are part and parcel of the company and you gain access to a wider range of responsibilities that you would as an apprentice. Another benefit is that the work-study formula makes for a perfect trial period, both for the employer and the student”, explains the KEDGE BS 2015 graduate. Cherry on the cake: owing to the signing of sales contracts for Rafale planes with Qatar and Egypt, Marion was even hired before she actually graduated!

Work-study Mastères Spécialisés® enable students to immediately put in practice what they have learnt. This has many benefits, notably enhanced employability owing to significant field experience, and the ability for students to have their tuition fees financed. Six work-study Specialised Masters® are offered: - IMR: Risk Management - ISMQ: Quality Management - IMPI: Wealth & Real Estate Management - ISLI: Global Supply Chain Management - MAI: International Purchasing & Innovation - MVS: Wines & Spirits Management

PIERRE-YVES HEAD OF MARKETING & STRATEGY, CONSULTANT, GLOBAL EMBA GRADUATE, 44 YEARS OLD BRIGNOLES

— He is still beaming about how much his Global Executive MBA helped him to grow. “Beyond the strictly business management skills I acquired, I also learned a lot about myself”, says Pierre-Yves Anglaret, graduate of the KEDGE BS Global EMBA programme (Business & Entrepreneurship), class of 2014. It all started with a redundancy plan... which led him to leave his business consultant position at a large pharmaceutical company. This move led to the decision to complete an MBA to open up new perspectives. “I could see, at the time, that new business models were possible in the veterinary clinic sector, offering low-cost fees with the same level of service quality as what was traditionally offered”, says Pierre-Yves Anglaret, who started his career as a veterinary practitioner. Thus was his frame of mind when

he joined the KEDGE BS MBA programme in 2012. “The Global EMBA came strongly recommended. It had a solid reputation and the tuition fees were actually lower than other schools.” — Once in the programme, as he was thinking about his choice of topic for his thesis, the director of the Compagnie des Vétérinaires contacted him about international business expansion plans: Pierre-Yves had just found his topic. On 19 December 2014, Pierre-Yves Anglaret did his formal thesis presentation at KEDGE BS in the morning. Only a few hours later, he presented the same project before the board of directors of the Compagnie des Vétérinaires. A year after his graduation, he is now a part-time freelance consultant and is very happy with the return on investment: “My turnover is eight times what I invested in my MBA.” Since their collaboration, the Compagnie des Vétérinaires has opened offices in Poland and Germany. — Jean-Yves has new plans for this new year: although he will keep working part-time as a freelance consultant, he accepted a new position in January, as Head of Marketing & Strategy for the Compagnie des Vétérinaires. To be continued...

Its inaugural launch was celebrated on the Korea University Business School campus on 21 January 2016. For more information, please visit: www.ea-dba.com

EURO-ASIA DBA

LEADING ACADEMIC TEACHERS & RESEARCHERS, REPRESENTING 15 NATIONALITIES

PARTICIPANTS FOR THE FIRST YEAR OF THE PROGRAMME (WITH AN AVERAGE AGE OF 42 AND AN AVERAGE PROFESSIONAL EXPERIENCE OF 22 YEARS)

P. 31

PEDAGOGY

INTEGRATED REPORT 2014-2015

EXECUTIVE EDUCATION PROGRAMMES

HELPING BUSINESSES ADAPT THEIR PRACTICES AND IMPROVE THEIR BUSINESS STRATEGIES KEDGE BS has been offering a comprehensive range of executive training courses for over two decades. Our Executive Education programmes are delivered in France -Bordeaux, Marseille and Paris- and abroad -including China and Africa.

ENHANCED SERVICE OFFER FOR EXECUTIVES AND BUSINESS LEADERS

PRINCIPLE 5

PARTNER SHIPS

We offer a range of short-term diploma-based programmes and certificates for employees looking to enhance their career development prospects. We also work with executive teams to design tailored training schemes based on their specific business needs, with the ability to cover any topic related to business management. The initial listening and assessment phase is undertaken by our team of educational experts, who then develop tailored solutions, informed by extensive applied research carried out by KEDGE BS faculty members.

• Part time-based general business studies

Our mission is to help businesses evolve through the implementation of skill development and practice transformation programmes. Our teaching methods ensure the relevance, effectiveness and return on investment of these programmes. All our training schemes are designed to strike a balance between, on the one hand, the acquisition of new technical skills and, on the other hand, the adoption of behaviours and life skills conducive to professional success.

OUR CUSTOMERS INCLUDE: Accueil Négoce, Airbus Helicopters, Arcelor Mittal, Audiens, BPCEA, Bpifrance, Caisse d’Épargne, CER, CNIM, Codim, Dassault Aviation, EDF, GiFi, Hammel, La Poste, LVMH, Matra Électronique, MBDA, OCP (Morocco), Orange, SCASO, Sodexo, Sogeres, Thales P. 32

EXECUTIVE EDUCATION: A GLOBAL DIGITAL OFFER TAILORED TO THE BUSINESS NEEDS OF TODAY

• Specialised diplomas, dedicated to the specifics of a particular function or industry • MBA programmes • Euro-Asia Doctorate in Business Administration • Short-term programmes and certificates • Tailored coaching programmes

PATRICE SUPPLY CHAIN GROUP DIRECTOR, ORANGE, 54 YEARS OLD MAISONS-LAFFITTE

— A very rich learning experience for both parties: that is how Patrice Cointe, Supply Chain Group Director at Orange, views the first skill certification session for international employees, created in joint collaboration with KEDGE BS. The key objective of this scheme is to facilitate the evolution of the Group’s supply chain. “We worked with KEDGE BS on a series of training modules, including core fundamental courses, based on the specific requirements of Orange. We wanted this scheme to focus not only on technical knowledge acquisition, but also on a wider set of skills encompassing behavioural and interpersonal skills.” “Educational innovation is key to our approach, with Serious Games, role play exercises,

14 training modules deployed within the Orange Supply Chain Business School, an educational platform and e-learning facilities.” — Since 2012, Orange and KEDGE BS have been working together to improve the executive training offering in light of changing business practices and strategic challenges. We also redesigned our professional competency frameworks. “Since 2015, the School has been helping us with the digitalisation of our face-to-face and remote training courses. The objective is to strengthen Blend Learning capacities for our executive learners. We will be rolling out our second session of skill certification soon. We will review the outcomes of our first session to further enhance our programme and create more value for the certificates.”

The development of our Executive Education offer is one of the six key pillars of our Group strategic plan. Our approach is based on a number of objectives. First, the globalisation efforts of KEDGE BS have led to the development of specific programmes for our targeted international markets, namely Asia and Africa. Second, all proposed Executive Training programmes are now digitallyenabled. Third, the recent openings in Paris are now leading to new development opportunities from our Parisian campus. KEDGE BS policy in this area is informed by a commitment to offer training support solutions that respond to the needs of business transformation (with services such as competency frameworks, assessment centres, etc.).

3 000 ,

EXECUTIVE EDUCATION TRAINEES

50+

SHORT-TERM BUSINESS MANAGEMENT MODULES

P. 33

PEDAGOGY

INTEGRATED REPORT 2014-2015

INDICATORS

PERFORMANCE IMPACT MEASUREMENT

SCOPE

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

M arseille & Toulon campuses Bordeaux campus All campuses SD : Sustainable development

MAIN INDICATORS/ KEY PERFORMANCE SD OBJECTIVES (NO: NATIONAL/ INDICATORS IO: INSTITUTIONAL)

PERIOD

STUDENTS PRO-ACTS + BPM PER CATEGORY

July 2014/June 2015

MAIN INDICATORS/ KEY PERFORMANCE SD OBJECTIVES (NO: NATIONAL/ INDICATORS IO: INSTITUTIONAL)

2011-2012

2012- 2013

2013- 2014

RESULTS OBJECTIVES 2014-2015

TRENDS

TEACHING & TRAINING NUMBER OF STUDENTS PER PROGRAMME

All Programmes + International All Bachelors All Masters ESC MSc MS MBA - EMBA

5,794

6,429 4,622

1,547

1,666

1,066

1,050

3,762

4,128

2,682

3,199

2,192

2,370

2,052

2,102

1,089

1,279

130

184

137

559

900

297

342 67

DBA INTERNATIONAL PARTNERSHIPS

Number of partners / accredited

178 (79)

189 (88)

Number of incoming students

562

596

329

373

Number of outgoing students

796

723

762

789

120

166

Number of students involved in special programmes (summer school + MBA summer school) Number of coaches PERSONAL DEVELOPMENT

P. 34

Total coaching hours

3,581

6,326

11,639

11,936

2,212

2,425

8,416

8,382

4,859

4,789

1,318

1,471

1,121

1,172

344

336

273 (164)

293 (174)

1,200 (including 191 REMIN/IFC)

1,197 (including 142 REMIN/ 3 IFC)

1,800

1,733

85+26 MBA

98+32 MBA

7,000

7,715

STUDENT RESEARCH OR PROFESSIONAL PROJECTS

Number of Pro-Acts (total)

2011-2012

2012- 2013

2013- 2014

RESULTS OBJECTIVES 2014-2015

849

934

875

1,026

TRENDS

A+

Terre/Social citizenship

101

102

125

Entrepreneurship

110

108

114

Information/ Communication

453

388

299

310

Associative management

126

Sports

Arts

Company

153

189

230

Employment

875

1,174

1,106

Research

927

1,611

1,977

9.9%

0% 0%

Compulsory for all new faculty members

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

Full review of the SD approach in the teaching methodology

B-

(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

Proportion of elective courses

CeseMed (15%) EGC (0%) PMF (8%) ESC (8%) MS/MSc (9.5%) MBA (5.5%)

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

Bachelor (8.3%) EBP (8.9%) ESC Bachelor (11.4%) MS/MSc (12.2%)

Bachelor (8.3%) EBP (12%) ESC Bachelor (11.4%) MS/MSc (13%)

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

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

ESC Master 1 & 2 (12.5%) Executive Education

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

ESC (16%) ESC (19.4%)

ESC Master ESC 1 & 2 (12.8%) Master 1&2 (10.8%)

4 short-term courses + 110-day programme

Elective MBA track + 10-day programme

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

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

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

FC ESC (5%) FC ISLI (5%)

19%

20%

22.9%

20.5%

P. 35

PEDAGOGY

INTEGRATED REPORT 2014-2015

INDICATORS

PERFORMANCE IMPACT MEASUREMENT

SCOPE

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

M arseille & Toulon campuses Bordeaux campus All campuses SD : Sustainable development

PERIOD July 2014/June 2015

MAIN INDICATORS/ KEY PERFORMANCE SD OBJECTIVES (NO: NATIONAL/ INDICATORS IO: INSTITUTIONAL)

2011-2012

2012- 2013

2013- 2014

RESULTS OBJECTIVES 2014-2015

TRENDS

SOCIAL POLICY (NO) BE REPRESENTATIVE OF FRENCH SOCIETY (AS PER SOCIO-ECONOMIC, GENDER, MINORITY AND DISABILITY STATUS) FOR BOTH STUDENTS AND STAFF

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

1.2%

18%

16%

11%

11.30%

49%

46%

49%

49.30%

12%

10%

12%

12.82%

10%

9.80%

1.4%

5.4%

1.7%

16.9%

14%

51.7%

41%

7.9%

16%

3.1%

10%

5.5%

0.1%

7.1%

GLOBAL OPENNESS

INTERNATIONAL OUTREACH

P. 36

P. 37

GLOBAL OPENNESS

INTEGRATED REPORT 2014-2015

INTERNATIONAL OUTREACH

PERMANENT CAMPUSES

(2 universities) DENMARK Aalborg Copenhagen Odense/Sodenborg ESTONIA Tallinn (3 universities) FINLAND Helsinki (2 universities) - Jyväskyla Kokkola - Lahti - Tampere Vaasa GERMANY Bremen Frankfurt - Göttingen Koblenz - Köln - Konstanz Leipzig - Magdebourg Mannheim - Munich (2 universities) Oestrich-Winkel Pforzheim - Saarbrücken Würzburg GREECE Athens (2 universities) HUNGARY Budapest - Pecs ICELAND Reykjavik IRELAND Dublin (4 universities) - Galway - Limerick - Sligo ITALY Firenze - Genova Milano (2 universities) Parma - Torino - Trieste LATVIA Riga LITHUANIA Vilnius (4 universities) NETHERLANDS Amsterdam Gröningen -

LATIN AMERICA

NORTH AMERICA

Prague

P. 38

CANADA Calgary - Edmonton

- Montreal (3 universities) Hamilton - Kingston Quebec City - St Catharines Ottawa - Vancouver Winnipeg - Waterloo UNITED STATES Akron Ann Arbor - Bellingham Bozeman - Boston Chico - Cincinnati Columbia - Fairfax Geneseo - Green Bay Hempstead Jacksonville -

Dakar, Bayonne, Avignon, Bastia

Kingston - Knoxville Indianapolis - Jonesboro Laredo - Louisville - Minneapolis Malibu Monterrey (2 universities) Nashville - Newark Ogden - Oxford Pittsburgh - Portland Potsdam - Rohnert Park Salem - San Diego (2 universities) - Troy Tuscaloosa - Waltham Washington (2 universities) Wilmington - Winter Park

ARGENTINA Buenos Aires (6 universities) BRAZIL Porto Alegre - Ribeirão Preto - Sao Paulo CHILE Santiago (5 universities) - Valparaiso (2 universities) COLOMBIA Bogota (2 universities) COSTA RICA Alajuela ECUADOR Guayaquil MEXICO Mexico City (2 universities) - Monterrey (6 universities) PANAMA Antigua PERU Lima (3 universities) URUGUAY Montevideo VENEZUELA Caracas

DUAL DEGREE AVAILABLE

ICELAND 1

NORWAY

SWEDEN

UNITED KINGDOM IRELAND 7

DENMARK 3 NETHERLANDS

PORTUGAL 4

3 ESTONIA 1 LATVIA 4

RUSSIA

LITHUANIA

6 POLAND

5 GERMANY 3 2 CZECH REPUBLIC BELGIUM 2 HUNGARY SWITZERLAND 2 AUSTRIA ITALY

CANADA

7 FINLAND

SPAIN

RUSSIA

1 SLOVENIA 1 CROATIA

TURKEY

GREECE

UNITED STATES MOROCCO 3 1 ALGERIA

MEXICO

UNITED ARAB EMIRATES

DAKAR

PANAMA

COSTA RICA COLOMBIA ECUADOR

1 LEBANON PALESTINE 21 1 KUWAIT ISRAEL 2 2 EGYPT

CHINA 14

14 INDIA THAILAND

VENEZUELA

VIETNAM

4 JAPAN

TAIWAN 1 PHILIPPINES

SINGAPORE

PERU

SOUTH KOREA

INDONESIA

BRAZIL

3 7 CHILE

2 URUGUAY

SOUTH AFRICA

ARGENTINA

1,197 1,733

AUSTRALIA

CHINA Canton -

INCOMING STUDENTS* OUTGOING STUDENTS**

* International students coming to KEDGE BS as part of a university exchange. ** KEDGE BS Students going abroad to study with a partner university.

ALGERIA Algiers EGYPT Cairo (2 universities) ISRAEL Haifa - Tel Aviv KUWAIT Kuwait City LEBANON Jounieh MOROCCO Casablanca -

Ifrane

- Settat

PALESTINE Bir Zayt SOUTH AFRICA Cape Town Johannesburgh

UNITED ARAB EMIRATES

Al-Ain

- Sharjah

Hong Kong (3 universities) Macau - Ningbo - Beijing (3 universities) - Shanghai (3 universities) - Wuhan (2 universities) INDIA Bangalore (2 universities) - Bhubaneswar Bombay (2 universities) Calcutta - Ghaziabad Indore - Jamshedpur Kozhikode - Luknow - Madras - New Dehli

(2 universities)

INDONESIA Jakarta

NEW ZEALAND 2 JAPAN Fukuoka - Kobe -

Nagoya - Wakayama

PHILIPPINES Manila SINGAPORE Singapore (2 universities)

SOUTH KOREA Incheon -

Seoul

(6 universities)

TAIWAN Hsinchu -

Kaoshiung - Taipei (3 universities)

THAILAND

Bangkok (2 universities) VIETNAM Hanoi, Ho Chi Minh City

AUSTRALIA Adelaide -

OCEANIA

CZECH REPUBLIC

Nijmegen - Tilburg (2 universities) NORWAY Bodo - Oslo POLAND Cracow - Koszalin - Lodz Warsaw (3 universities) PORTUGAL Lisbon (3 universities) - Porto RUSSIA Moscow (2 universities) Saint-Petersburg SPAIN Alicante - Barcelona Deusto - Madrid (3 universities) - Malaga Pamplona - Salamanca Valencia - Valladolid SLOVENIA Ljubljana SWEDEN Gothenburg Jönköping - Karlstad Linkoping - Lund - Orebro Stockholm (2 universities) Umea (2 universities) - Uppsala SWITZERLAND Saint-Gall Winterthur TURKEY Bilkent Istanbul (2 universities) UNITED KINGDOM Aberdeen Aston - Birmingham - Bradford Cardiff - Coleraine Durham - Edinburgh Exeter - Glasgow (2 universities) - Hatfield Hull - Loughborough Liverpool - London Newcastle (2 universities) Nottingham (2 universities) - West of Scotland - Sheffield

ASIA

(2 universités) BELGIUM Brussels (2 universities) - Diepenbeek Leuven - Louvain-la-Neuve CROATIA Zagreb Wien

UNIVERSITY ACCREDITATION: EQUIS, AMBA, AACSB OR EPAS

ASSOCIATE CAMPUSES

Heelen - Leewarden -

AFRICA & MIDDLE-EAST

EUROPE

293 PARTNER UNIVERSITIES IN 60 COUNTRIES OVER 5 CONTINENTS AUSTRIA Graz -

❋

Bordeaux, Marseille Provence, Paris, Toulon, Suzhou & Shanghai

Callaghan - Melbourne (3 universities) - Sydney Townsville

NEW ZEALAND

Auckland - Hamilton

P. 39

GLOBAL OPENNESS

INTEGRATED REPORT 2014-2015

INTERNATIONAL OUTREACH

JEAN-CLAUDE FAYAT CEO of FAYAT Group, sponsor of the 2015 IFC Chinese students

ELIZABETH BORDEAUX

INCOMING STUDENTS IN SEPTEMBER 2015

NATIONALITIES

— Multiculturalism comes naturally to her. After growing up in Canberra, the AustralianAmerican started to learn French as a very young child and moved to France in 2010. Now in her second year of the KEDGE BS Grande Ecole Programme, Elizabeth Munro-Ginn is the current president of the Melting Potes student association. “Our role is to facilitate the integration of all international students upon their arrival in Bordeaux. This includes things like airport pick-up, assistance with administrative matters, even help with finding accommodation... After the initial integration phase, we

AN UNFORGETTABLE STAY P. 40

GLOBAL OPENNESS

600

STUDENT, GRANDE ECOLE PROGRAMME, 2ND YEAR, 21 YEARS OLD

also host a wide range of events to foster exchange and networking between students”, Elizabeth explains. In total, 31 people are involved in welcoming and supporting “les incomings”. A momentous task when you consider that 600 international students -representing more than 35 different nationalitiesincluding China, the United States, Canada and Indiastarted the programme this year. “The socio-cultural and linguistic melting pot is a genuine treasure trove, both for the newcomers and for the rest of us.” Some things will never change though: “When we go and

pick up foreign students at the airport, many of them are initially surprised by the cheek-kissing that is traditional for greeting in France.” Still, the “incoming” generally view the French as warm and welcoming. “In a shop, for example, as long as you ask people whether they speak English before addressing them in a language that is not theirs, then they are usually absolutely fine about it. Quite often, they will actually be glad to be able to practice their English!”. Good news!

Whether as part of academic exchange partnerships or for longer periods -Master in Management programmes, for example-, KEDGE BS welcomes hundreds of international students each year. Brandon, an American student from the Carlson School of Management (Minnesota) thus spent four months on the KEDGE BS Bordeaux campus in late 2014. Beyond the obvious benefits in terms of French fluency, this expatriation experience also brought about a considerably richer global perspective. His best memories? General French hospitality and the rich tapestry of cultures and nationalities on the campus, which will make for a robust professional network going forward. Nguyen came from Vietnam to follow the Master in Management programme in 2014-2015. The ways she sees it, studying in such a diverse cultural mix encourages thinking out of the box, which is key if you are going to pursue an international career.

GUILLAUME MAGNY-LES-HAMEAUX

of Corporate Relations at Hilti France. So what happened next? “The first collaborations were an instant match. The profile and character of KEDGE BS graduates are exactly what we are looking for: a thirst for performance and success, an affinity with the Anglo-Saxon spirit, humility, courage... And we enjoyed a similar success with our work-study trainees”, Guillaume Aberlenc explains.

— A true partnership. A genuine pilot experience. This collaboration between Hilti France and KEDGE BS dates back to 2011. The project was initially designed to facilitate recruiting difficult-to-find profiles. “Given the strong growth we are experiencing in mature and emerging markets, we have a real need for new leaders and talents for our foreign subsidiaries. And that is why we approached KEDGE BS”, explains Guillaume Aberlenc, CEO of Hilti France. After a corporate presentation on the Bordeaux campus, informal exchanges with students and a round of speed recruiting... it was clear that there a common bedrock of shared values. “The school immediately “got” our company” says Pascal Launay, Head

— Hilti sees France as a major talent develop ment base, from which it can expand to reach more remote markets. Hilti’s approach is clear: they are looking for potential, not experience. “Once they are recruited, young graduates spend two to three years on the field to make sure they understand our business model. Then they go on to gain management experience, usually over a period of two years. It is only after those four years that we deem them ready to go and work for one of our subsidiaries abroad.” Since 2012, more than 30 Kedgers have joined the ranks of Hilti France, not forgetting 15 work-study trainees. “Yes, KEDGE BS might be slightly over-represented, but it does not bother us at all.” It certainly doesn’t bother us either!

CEO OF HILTI FRANCE, 50 YEARS OLD

Based in Suzhou, IFC is the first Sino-foreign cooperation institute developed with a French institution in the field of Social Science. It offers three programmes to Chinese students, each led by a renowned French higher education institution. KEDGE BS is in charge of Business Management and Administration studies. Eight of the Chinese students welcomed by KEDGE BS were commissioned by FAYAT Group to conduct studies of the Chinese market and business relations with China. Other missions are already planned for next year.

“The presence of Chinese students in Bordeaux brings real added value in building new bridges between our two cultures and supports the outreach of our local businesses.” P. 41

GLOBAL OPENNESS

INTEGRATED REPORT 2014-2015

INDICATORS

PERFORMANCE See page 18 for legend.

MAIN INDICATORS/ KEY PERFORMANCE SD OBJECTIVES (NO: NATIONAL/ INDICATORS IO: INSTITUTIONAL)

2011-2012

2012- 2013

48%/52%

35%/65%

45%/55%

22%

28%

2013- 2014

RESULTS OBJECTIVES 2014-2015

TRENDS

STRATEGY & GOVERNANCE CORPORATE CONTRIBUTIONS

Company origin (international/national)

GEOGRAPHICAL ORIGIN OF STUDENTS

Europe (excl. Russia and Turkey)

48%/52%

25%

26%

3-AMBA EQUIS AACSB

Number of partners / accredited

178/79

189/88

273/164

293/174

Number of incoming students

562

596

329

373

1,200 (including 191 REMIN/IFC)

1,197 (including 73 IFC 142 REMIN)

Number of outgoing students

796

723

762

789

1,800

1,733

Number of students involved in special programmes (summer school + MBA summer school)

120

166

85 +26 MBA

98 +32 MBA

International (incl. Europe) ACCREDITATION

Number - Name of international accreditations

RANKINGS

Financial Times - Best European Business School Financial Times - Executive MBA Financial Times - Master in Management Financial Times - Executive Education

12% 3-AMBA EQUIS AACSB 31 60 48 NA 34 30

TEACHING & LEARNING INTERNATIONAL PARTNERSHIPS

EXPERTISE

SOCIAL POLICY HUMAN RESSOURCES

Percentage of French/non-French

FINANCIAL AID/(NO) 100% OF STUDENTS AND STAFF LIVING ABOVE POVERTY THRESHOLD

Number/amount of EU funding for mobility

(SO) RESOURCES DEDICATED TO WELL-BEING AND OTHER PSYCHOSOCIAL ASPECTS OF STUDENT LIFE

Existence of a department dedicated to integration of international students

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

Local/International solidarity projects

P. 42

82%/18%

83%/17%

81%/19%

90.5%/9.5%

90%/10%

89%/11%

86%/14%

95%/5%

521/627 K€

580/735 K€

194/300 K€

877/1,122 K€

841/1,092 K€

222/264 K€

640/847 K€

B+

Yes

59%/41% 42%/58%

Yes

45%/55%

53%/47%

58%/42%

54%/46%

RESEARCH

P. 43

EXPERTISE

INTEGRATED REPORT 2014-2015

RESEARCH POLICY AND KNOWLEDGE OUTPUT

CSR PRINCIPLE 4

RESEARCH

The KEDGE BS research policy aims to train ethically and socially responsible managers, ready to thrive in a globalised world. It also aims to support innovation. Our 8 centres of research & expertise cover 3 key areas of excellence CENTRES FOR STRATEGIC EXCELLENCE – Marketing. This team explores issues related to marketing and consumer trends. More specifically, research activities focus on marketing and selling in the B2B environment, Consumer Culture Theory (CCT), brand management, digital marketing and sports marketing. – Corporate Social Responsibility (CSR). Striving for academic excellence in the field of CSR, the team develops new tools and techniques to help businesses integrate environmental, social and economic dimensions in their CSR strategy.

CHAIRS CONTRIBUTING TO THE OVERALL RESEARCH OUTPUT AND FUNDING - Sustainable and Socially Responsible Procurement - Sustainable Development - Business as Unusual: New Business Models and Practices - Finance Autrement (AG2R La Mondiale) - Business in a Connected World - Arts, culture and management in Europe (ACME) - Well-being in the working environment

P. 44

– Supply Chain. This team is concerned with exploring the multifunctional and multi-decisional context of supply chains. Its main objective is to develop new organisational, management and decision-support methods to monitor the evolution of supply chain management theory and practice. CENTRES FOR EXCELLENCE IN BUSINESS DEVELOPMENT – Wine & Spirits. Research is focused on marketing techniques, as well as on various key aspects of the wine economy (notably financing, supply chain and e-commerce). – Entrepreneurship & New Business Models. This team designs new business models to be applied by growth-seeking companies.

FRANK – Territories, Well-Being & Public Health. Research focuses on governance, innovation and people management in health systems and organisations. SPECIFIC FIELDS OF EXPERTISE – Creative Industries & Culture. Research focuses on behavioural studies aimed at helping European creative and cultural organisations to improve their management practices. – Economics & Finance Reconsidered. Research focuses on alternative financing capabilities, social entrepreneurship and new development model trends in emerging countries.

196

HEAD OF THE RESEARCH CENTRE, 47 YEARS OLD MARSEILLE

— Can a sustainable approach be profitable? Frank Figge, head of the KEDGE Business School CSR research center, has long known that not everything can be reduced to this question. He has just published an article in the prestigious Academy of Management Review, in which he and other researchers approach sustainable development issues from a wide range of perspectives -management being just one of them. — Understandably, Frank is keen for his students to apply this same logic when exploring CSR issues. “It is important that these future managers come out of their comfort zone and unleash their creativity when working on business cases In other words, they must be willing to accept that there is not always going to be an obvious solution to a particular issue. When they explore things through a social or environmental perspective, tensions

inevitably arise between the principles of sustainable development and financial performance. We also ask them to analyse their case from a business management perspective, but not exclusively”, explains the former consultant in general project financing and sustainable funding. Academic research and studying business practices are certainly a great help not only to train the young generations, but also to help businesses be more compliant with CSR principles. “Our approach with businesses is different from the one we might follow with students. It takes time to get into the thick of things. Why is that? Because businesses will only disclose their real problems once trust has been established”, explains the German-British citizen, who arrived in France in 2011.

-40%

REDUCTION TARGET FOR CO2 EMISSIONS BY 2020* (COPENHAGEN COP15 COMMITMENT) * Compared to the 1990 baseline.

FULL-TIME FACULTY MEMBERS

+62%

CNRS ARTICLES BETWEEN 2014 AND 2015

+68%

IN THE NUMBER OF CNRS STARS

SUSTAINABLE DEVELOPMENT

KEDGE BS: 2ND FRENCH BUSINESS SCHOOL IN TERMS OF ACADEMIC RESEARCH CAPACITIES

NAGOYA CONFERENCE

The 2014 UNESCO World Conference on Education for Sustainable Development (ESD) marked the end of the UN Decade of ESD (2005-2014) and saw the launch of the post-2015 Global Action Programme (GAP) on ESD. The conference took place on 10-13 November 2014 in Nagoya, Japan. Representing the Conférence des Grandes Ecoles, KEDGE BS confirmed, through its presence in Nagoya, its central role in the field of ESD, both as an exemplary institution and as a sector-leader with initiatives such as Sulitest. Highlights: -S igning of a partnership with the United Nations Environment Programme (UNEP) -K eynote speaker on behalf of HESI (Higher Education Sustainability Initiative) for the workshop hosted by the United Nations University on the topic of higher education. P. 45

EXPERTISE

INTEGRATED REPORT 2014-2015

RESEARCH

SUPPLY CHAIN

ROB SPENCER, Associate Dean for Research

WALID

What is sustainable procurement? The concept of “sustainable procurement” implies many dimensions of business management and is open to multiple interpretations. Produced as part of the Sustainable and Socially Responsible Procurement research chair (which was launched in 2008 in joint partnership between private businesses, NGOs and KEDGE BS and is now headed by Rob Spencer and Frédéric Prévot), the sustainable procurement guide offers a dual managerial/ academic approach to this hot topic. It identifies the key barriers to implementing a sustainable procurement framework. It also describes the global landscape for sustainable procurement and proposes a roadmap that will help buyers and managers from all types of organisations (private sector, NGOs, public services...) to avoid common pitfalls and identify the best solutions for their needs.

P. 46

MARKETING

RICHARD CHAIRMAN OF THE SUPERVISORY BOARD - HIGHCO, 50 YEARS OLD PARIS

— He is driven by one thing: transmission. “For me, it is about giving back, through supporting the business school where I spent my formative years. I am a strong advocate of lifelong training”, explains Richard Caillat, chairman of the HighCo Supervisory Board, who graduated from KEDGE Business School in 1987. His expertise lies in developing tailored marketing solutions to help brands and retailers influence consumer behaviour. His company (now publicly traded) recently entered into a partnership with the KEDGE “Business in a Connected World” research chair, which studies the impact of the digital revolution on consumption and distribution patterns. “HighCo is keen to support research and education initiatives concerned with digital marketing and e-commerce. We want to play our part in the emergence of knowledge and the training of new talents needed for the digital economy. Our market, i.e. consumer goods, is undergoing deep transformation,

like so many others. As hyper-connection is now a reality, we need to reinvent new models. To achieve this, we need to support younger generations and combine their unique digital savvy with the knowledge and expertise of lecturer-researchers and private businesses. Mixing people and personalities is another factor that enables us to move forward”, explains Richard, who has also just acquired -jointly with e-commerce site vente-privee.comtwo Parisian theatres: the Théâtre de Paris and the Théâtre de la Michodière. — Despite a very busy schedule, the Marseille native always makes time to maintain the link with the School. Until very recently, he also chaired the KEDGE alumni network. As Richard sees it: “The KEDGE Business School DNA is unique, compared with other business schools. It really has a strong identity and I hope that will continue for many years to come.” So do we!

HEAD OF THE RESEARCH CENTRE SUPPLY CHAIN, 36 YEARS OLD

BORDEAUX

INNOVATION LABS

— He likes to stay ahead of the game in everything he approaches. Every day, Walid Klibi and his colleagues explore and invent what business might look like tomorrow. He is the head of the Centre of excellence for Supply Chain Innovation and Transport (CESIT) at KEDGE BS, which itself houses five Innovation Labs on the Bordeaux campus. “This centre of excellence relies on a synergistic trilogy: research, training and business. Together, we are stronger and able to offer innovative solutions that will help businesses meet the challenges of tomorrow. The hub of the Centre is ISLI, the internationally acclaimed Specialised Master® programme.” We encourage strong collaboration between our Innovation Labs -all headed by a lecturer-researcher. Walid’s lab is dedicated to interconnected supply chains and smart cities. “As for the other four labs of our Centre, the focus is always on active research. We set ourselves clear objectives in

FOCUS

A GUIDE TO SUSTAINABLE PROCUREMENT

ISLI GLOBAL SUPPLY CHAIN FORUM

terms of studies and assignments conducted for businesses (12 projects/year) and published papers (20+/year). We conduct bespoke projects for our partners, in both the private and the non-profit sector.” The benefits of research on the School’s teaching capacities are clear: “We involve students in our research work, as this enables them to stretch their creativity and apply their knowledge.” It also helps to enhance their employability: students are encouraged to work on innovative concepts and come up with new models or services, and this output often proves a great asset which comes in addition to their formal diploma. For Walid, transfer of knowledge to the younger generations is paramount. “With my book Designing value creating supply chain networks, soon to be published by Springer, the aim is to enable students to benefit from a body of work and tools developed over five years of research.”

• Interconnected supply chains & smart cities • Supply chain control & business analytics • Complex networks & supply chain management • Maritime transport • Sustainable supply chain

In March 2015, the ISLI programme celebrated its 30th anniversary and the 25th edition of its annual Forum. This 25th edition, entitled “Planning the future together”, aimed to reinvent the supply chain landscape, which needs deep transformation in order to cope with future challenges (environmental constraints, new consumption patterns, new technologies) and new solutions that combine adaptability with durability. The annual ISLI Forum brings together more than 300 professionals and leading international experts to exchange ideas and experience and define new strategic visions in supply chain management. P. 47

EXPERTISE

RESEARCH

INTEGRATED REPORT 2014-2015

PUBLICATIONS & CONFERENCES

KEDGE BS WINE & SPIRITS

IMPACT OF RESEARCH OUTPUT ON THE KEDGE BS ECOSYSTEM THE RESEARCH DEPARTMENT HAS BEEN UNDER JOINT LEADERSHIP FROM ASSOCIATE DEANS PIERRE CARIOU (BORDEAUX-PARIS) AND ROB SPENCER (MARSEILLE-TOULON) SINCE 2015

OLIVIER HEAD OF THE RESEARCH CENTRE WINE & SPIRITS, 45 YEARS OLD BORDEAUX

A SELECTION OF ARTICLES AUTHORED BY KEDGE BS RESEARCHERS IN CNRS 1 AND 1* PUBLICATIONS IN 2014-2015 — Engaging and eloquent, he is particularly inexhaustible on his field of expertise, like all true enthusiasts. Heading a 14-strong research team, this lecturer-researcher is an expert in wines and spirits. Based on the Bordeaux KEDGE campus, Olivier Gergaud stresses the importance of interdisciplinarity: “Marketing, business, economics... we work on a very wide range of topics and perspectives. This is one of our key strengths. We want businesses to benefit from the skills and knowledge we have honed through our research activity.” The School’s extensive research body of work has now achieved international academic recognition: “We now have a wide

15 .

EXCELLENCE

MILLION $ CAD AWARDED BY THE CANADIAN GOVERNMENT TO THE UBC VANCOUVER KEDGE WINE & SPIRITS ACADEMY PROJECT, AIMED AT DEVELOPING THE CANADIAN WINE INDUSTRY

WINE & SPIRITS ACADEMY (WSA) P. 48

range of partnerships: Academy of Wine Business Research, American Association of Wine Economists, UCLA….” The KEDGE Business School expertise in the field of wine & spirits is getting stronger by the day: “We publish more papers every year, increasingly in rank 1 and 2 journals. The depth of our body of research, initiated more than 15 years ago, is a clear advantage for us. New researchers joined our team this year, strengthening our capacities even further. What’s more, some of our colleagues are also editorial board members in two highly respected journals.” Another key strength is the regular exchanges of lecturers with other international universities.

ROOTED IN BORDEAUX, READY FOR GLOBAL BUSINESS APPLICATIONS

Led by Jacques Olivier Pesme, the Wine & Spirits Academy is part of the Wine & Spirits Centre of Excellence. Its mission is to: - Lead and implement Wines & Spirits (Education) programmes; - Cooperate with international universities to support wine-producing regions around the world (Academic Network); - Develop relations with private businesses,

“Nowadays, we are able to attract researchers of a very high calibre. A member of the Cornell University faculty has just joined us for a year, for instance”, adds Olivier, who is also an associate researcher at the Laboratory for Interdisciplinary Evaluation of Public Policies (LIEPP) at Sciences Po Paris. The KEDGE Business School expertise in the wine & spirits industry is getting due recognition, as demonstrated by the recent partnership with the IWSC, and by the key involvement of our School in organising the next American Association of Wine Economists conference, to be held next June in Bordeaux.

institutions and the W&S alumni network (Business Relations); - Design decision-support tools for professionals (Insights); - Organise business-acceleration seminars (Events). In 2016, the Wine & Spirit Academy furthers its development through a new cooperation with the Cité du Vin, covering studies, knowledge transfer, executive training, consulting assignments, and much more.

1. Andriani P. & Carignani G. (2014) “Modular exaptation: A missing link in the synthesis of artificial form. Research Policy, vol. 43, Issue 9, 1608-1620.

6. Lundtofte F. & Leoni P. (2014) “Growth forecasts, belief manipulation and capital markets”. European Economic Review, vol. 70, 108-125.

2. Lengu D., Syntetos A.A. & Babai M.Z., (2014) “Spare parts management: Linking distributional assumptions to demand classification”. European Journal of Operational Research, vol. 235, Issue 3, 624-635.

7. Menezes M., Kim S. & Huang R. (2015) “Return-on-Investment (ROI) Criteria for Network Design”. European Journal of Operational Research, vol. 245, Issue 1, 100-108.

3. Podinovski V.V., Ismail I., Bouzdine-Chameeva T., Zhang W. “Combining the assumptions of variable and constant returns to scale in the efficiency evaluation”, European Journal of Operational Research, vol. 239, Issue 2, 504–513 4. Hahn T., Preuss L., Pinkse J. & Figge F. (2014) “Cognitive Frames in Corporate Sustainability: Managerial Sensemaking with Paradoxical and Business Case Frames”. Academy of Management Review, vol. 39, Issue 4, 463-487. 5. Holmqvist J. & Renaud Lunardo R. “The Impact of an exciting store environment on consumer pleasure and shopping behavior”, International Journal of Research in Marketing, vol. 32, Issue 1, 117-119

8. Vial V. & Hanoteau J. (2015) “Returns to Micro-Entrepreneurship in an Emerging Economy: A Quantile Study of Entrepreneurial Indonesian Households’ Welfare”. World Development, vol. 74, 142-157. 9. Cova B., Pace S. & Skalen P. (2015) “Marketing with working consumers: The case of a carmaker and its brand community”. Organization, vol. 22, Issue 5, 682-701.

SEMINARS & CONFERENCES The 2014 ATRS Air Transport Research Society World Conference: 17-20 July 2014, Bordeaux campus. 30th Annual IMP Conference: Coping with Recurring Issues in B-to-B Research: The Sisyphus Effect? Or a Rolling Stone Syndrome? 1-6 September 2014, Bordeaux & Marseille campuses. Transcreativa 2014 : 1st European Conference: Creative industries and social innovation: concepts, practices and policies, 25-27 September 2014, Bordeaux campus. “Symposium on Communities of Practice (CoPs) and Networks of Practice (NoPs) in Organisations and Smart Cities”, 11-12 June 2015, Toulon campus. Launch seminar for the Observatory of business and entrepreneurship practices for the MENA region, hosted at the Villa Méditerranée, Marseille. 6th Health Symposium 2015: “Governance auscultated”, suggesting new conceptual approaches for modernising health and social welfare systems and organisations. Marseille, 8-9 April 2015.

P. 49

EXPERTISE

INTEGRATED REPORT 2014-2015

INDICATORS

PERFORMANCE See page 18 for legend.

MAIN INDICATORS/ KEY PERFORMANCE SD OBJECTIVES (NO: NATIONAL/ INDICATORS IO: INSTITUTIONAL)

2011-2012

2012- 2013

2013- 2014

RESULTS OBJECTIVES 2014-2015

TRENDS

RESEARCH PUBLICATIONS

A et B articles C articles Total of scholary publications Professional journals Book chapters Books

6 8

Research papers presented at Conferences

101

106

Case studies (published in a case clearing house)

108

Number of CNRS Stars Proportion of SD-relevant academic output Number of Research Chairs dedicated to SD/ CSR Existence of an interdisciplinary Group on SD issues

(NO 2011) INTERDISCIPLINARY RESEARCH GROUP ON SD

CNRS articles

(NO 2013) 15% OF RESEARCH PROJECTS DEDICATED TO SD TOPICS

13 11 Number of authors

CNRS STARS RATINGS

Involvement in National / International Research Programmes on SD

35% 26.10%

16%

Networks where KEDGE BS is active

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

Number of SD Research Projects conducted by students

P. 50

122

+42%

105

+91%

141

227

+61%

-27%

+9%

+8%

112

122

+9%

208

298

+43%

+62%

100

132

+62%

217

364

+68%

16%

Yes

Cluster RSE

CE100, Institute of Circular Economy,Orée, Institut Inspire, Green Cross, RSE PACA, Ecoplanète, PRME, GUPES, GRLI

Institute of Circular Economy, RSE PACA, IAU, ISCN, UNGC, Global Alliance, PRME, GUPES and GRLI

A+

164

NA NA

(NO 2011) NATIONAL EXCHANGE PLATFORM FOR SD KNOWLEDGE (NO) RESEARCH IN PARTNERSHIP WITH OTHERS TYPES OF ORGANISATIONS

RSE PACA, Institute of WIKI 2D, PRME, Circular Economy, UNGC, GRLI RSE PACA, WIKI 2D, PRME, UNGC, GRLI

195 20

FORCE

COMMUNITY

139

P. 51

FORCE

INTEGRATED REPORT 2014-2015

COMMUNITY

FARES RESPONSIBLE CAMPUSES

STUDENT, BACHELOR PROGRAMME, 1ST YEAR, 19 YEARS OLD MARSEILLE

APPLICATIONS RECEIVED DURING THE FIRST YEAR AND...

BIKE SHARE

3 000 ,

WELLNESS GUIDES AND PREVENTION PACKS (BREATHALYSER +CONDOM) DISTRIBUTED

218 BORDEAUX

STUDENTS SEEN BY THE TEAM AND THE PSYCHOLOGIST

P. 52

Following the deployment of Twizzy electric cars in 2013, the Marseille campus has now acquired ten electrically-assisted bicycles*, which are available free of charge for students and staff members. This initiative is part of our efforts to offer “softer” modes of transport. The scheme received support from regional authorities and the Marseille Provence Métropole urban community. An Electra station was installed, enabling free charging of electric cars, utility vehicles and electrically-assisted bicycles. Anyone holding a Transpass travel pass can access the Electra station service.

Located on the KEDGE Business School campus of Luminy, the station is the first of a network which Marseille Provence Métropole intends to deploy gradually over its territory. This initiative is part of its environmental impact reduction strategy, but also of a wider reflection on new behaviours, uses and innovations required to improve ecological, economic and social responsibility.

THE WELLNESS SCHEME

3.CO: AN ECO-CITIZEN PROJECT

On the Bordeaux campus, the year was marked by the full-scale launch of the Wellness scheme, with the recruitment of three students in addition to the five existing volunteers, and a psychologist present on-site three days a week. All these resources have helped to expand the support provided for students, notably with the organisation of Wellness week and Road Safety Day. Digital communications are now operational throughout the year and a study was conducted to assess general awareness of the scheme. The physical layout has been optimised in order to combine the need for proximity with strict confidentiality requirements. There is now a waiting room, with free-access documentation, as well as a room for appointments with the psychologist or other members of the Wellness team.

The 3.CO project, created by business engineering students on the Toulon campus, aims to raise awareness on respecting and protecting the environment. It also aims to promote more eco-responsible behaviours. The team has organised awareness campaigns on selective waste sorting -along with waste collection actions-, and held a conference on the subject. The 3.CO team has also facilitated a workshop during which KEDGE BS Toulon students were tasked with designing a recycling bin tailored to campus requirements. Next step will be manufacturing and deploying the student-designed bins on campus.

IS NOW FULLY OPERATIONAL IN BORDEAUX

*These bicycles are fitted with an auxiliary electric engine and a rechargeable battery. Electrical power is used only to amplify pedal motion. This discrete and limited assistance does not alter the primary function of the bicycle nor its handling.

ON THE TOULON CAMPUS

— He is lucky and he knows it. If it weren’t for the KAP scheme (KEDGE Access Programme), Fares probably would not have followed this study path. As a young undergraduate, Fares dropped out only two months into his accounting training. “I just wasn’t that interested. I was however more attracted to the idea of a Bachelor programme. So I looked up KEDGE BS, which led me to find out about the KAP scheme.” KAP is an equal opportunity scheme which is aimed specifically at supporting -notably financially- high potential

SUPPORT

KEDGE BS MARSEILLE HOSTS A PILOT SCHEME FOR ELECTRIC BIKE CHARGING STATIONS.

KAP-EQUAL OPPORTUNITIES AND HANDIKAP

youth before, during and after their studies. “The application process was fairly quick and simple. I simply downloaded the application form from their website and returned it, along with letters of recommendation from my high school teachers.” School reports were positive (“studious, serious, motivated...”) and Fares Elahcene met the basic eligibility criteria. Having successfully passed the entry interview and written examination, the 19-year old Marseille native started the Bachelor programme in 2015: “The integration went very smoothly. The person in charge

of the KAP scheme on the campus is very attentive and always available”, Fares explains. — Another key strength of the scheme is that being part of the School has really opened up his social networks. In a few days, Fares will be meeting his dedicated tutor, who is an executive manager for the Gemalto company. And after graduation? “If my final internship leads to a permanent position, then I will take the job offer, otherwise I will pursue an MSc in finance.” To be continued.

KAP-Equal opportunities Committed to eliminating social and/or economic barriers, integrating and facilitating the inclusion of students from modest backgrounds, KEDGE BS created the KEDGE Access Program (KAP)-Equal opportunities scheme. It aims to support high-potential youth faced with financial or social difficulties. The programme provides a comprehensive range of support services (including bank loan guarantees, scholarships, mentoring, job hunting assistance, etc.) to improve well-being and facilitate professional integration. KAP works with participating students before, during and after their studies. Our School firmly believes in the virtues of social diversity amongst its student population. The KAP scheme

STUDENTS SHOULD BE ENROLLED BY SEPTEMBER 2015

works in partnership with five regional banks, community associations Frateli and Nos Quartiers ont du Talent, and student associations Phoenix and Diambars. This initiative is truly unique in France. HandiKap Access to education opportunities for disabled students is a priority for KEDGE BS, a signatory of the CGE Disability Charter. The Handikap scheme supports students in the areas of social inclusion, educational mentoring and employability. A network of Handikap representatives has been deployed on each campus to support students adequately.

P. 53

FORCE

INTEGRATED REPORT 2014-2015

COMMUNITY

CORPORATE RELATIONS The Corporate Relations department manages a wide range of partnerships with private corporations, promotes the excellence of our institution within the national and global business community, and maintains close links with our alumni network, all in the name of enhancing our students’ employability. The Corporate Relations department also acts as a key link between the academic and the business world.

RENEWAL OF THE AG2R LA MONDIALE FINANCE RESEARCH CHAIR Since 2008, AG2R LA MONDIALE and KEDGE Business School have been developing a partnership through the Finance Autrement (“Finance Reconsidered”) research chair, which promotes solidarity financing and responsible investment. In 2014, this partnership was renewed for three years. SIGNING OF SPONSORSHIP AGREEMENT WITH THE DANIEL AND NINA CARASSO FOUNDATION In early 2015, the foundation set up by the grand-son of the founder of the Danone group committed to create, in partnership with KEDGE BS, a programme and a physical space dedicated to entrepreneurship and business acceleration (see box).

ENTREPRENEURSHIP: TIME TO MOVE UP A GEAR

FIVE AGREEMENTS SIGNED WITH OUR BANKING PARTNERS FOR THE IMPLEMENTATION OF KAP (KEDGE ACCESS PROGRAMME) This equal opportunities scheme now enjoys the support of five banking establishments (four in the PACA region, and one in Aquitaine). – Caisse d’Épargne Provence Alpes Corse, – Crédit Agricole Alpes Provence, – Crédit Mutuel Méditerranéen, – Banque Populaire Provençale/ Corse, – Banque Populaire Aquitaine Centre Atlantique. THE HIGHCO COMPANY SUPPORTS OUR BUSINESS IN A CONNECTED WORLD RESEARCH CHAIR HighCo is a partner of the Digital Marketing MSc programme and the Connected Business excellence-focused study path. The chair creates case studies that are used on all our campuses, enabling students to reflect on strategic challenges faced by all businesses impacted by digital disruption.

Open to both students and graduates (with a view to eventually open up to third-party entrepreneurs), the KEDGE Accelerator aims to source and nurture entrepreneurial projects whatever their current stage of maturity. This bold project is now enjoying generous support from the Daniel and Nina Carasso Foundation, with a donation of one million euros.

2016 FIRST YEAR OF OPERATION P. 54

DIALOGUE

DANIEL RICARD, CHOCOLATS PUYRICARD, KPMG AND CEPAC SPONSOR THE AIMAC SYMPOSIUM ON CREATIVE INDUSTRIES After the cities of Bogota, Antwerp, Dallas, Valencia, Montreal and Milan, Aix-enProvence and Marseille have been selected to host this international conference dedicated to Arts and Culture management (26 June-1st July). This is testament to the strong recognition enjoyed by the PACA region in terms of cultural heritage, infrastructure quality and economic strength. PARTNER SUPPORT FOR DEVELOPMENT OF THE SULITEST In a world of constant change and disruption, it is essential that business leaders and decision-makers understand the key concepts of sustainable development. Through its foundation, KEDGE BS has attracted the support of many businesses for the development of the Sustainability Literacy Test (see p. 22), which was initiated by our School two years ago (partner businesses include Degetel, Onet, Pernod Ricard, LVMH, L’Occitane, C3D and EMC).

The project is first being set up in Marseille, over a 500-sqm site, and will soon be rolled out on other campuses. Designed both as a project accelerator and a talent catalyst for innovation and entrepreneurship, this space aims to offer a complete ecosystem to facilitate skill synergies within KEDGE BS.

OBJECTIVE:

100 PROJECTS/YEAR

CEO, LECTRA, 61 YEARS OLD BORDEAUX

— He is one of those people who just never gives up, no matter what. In 2005, Daniel Harari and his brother André decided against the relocation of French production activities to China, despite strong disagreement with several of their shareholders. They wanted to preserve the original DNA of their company at all costs, even if that meant passing up on a 28% reduction in production costs. “The hope was that our innovation capacities would enable us to occupy a more premium positioning. Indeed, one of the strengths of Lectra is the excellence of their engineers. So we invested in R&D in order

PARTNERSHIP

2014-2015 was a busy year for our Corporate Relations department, with a wide range of new sponsorships, partnerships and other agreements, not to mention the renewal of research chairs.

PRINCIPLE 6

“AQUITAIN OF THE YEAR” AWARD

to capitalise on our existing strengths”, the CEO explains. The gamble has clearly paid off since Lectra is now a global leader in integrated technology solutions and employs 1,500 people. More recently, the Lectra CEO won the “Aquitain of the year” prize. Hosted by daily local newspaper Sud-Ouest and The Banque Populaire Aquitaine Centre Atlantique, jointly with KEDGE BS, this event distinguishes the most successful businesses in the Aquitaine region. Daniel Harari and some of his colleagues (two members of his senior leadership team are KEDGE BS alumni) regularly give lectures

on the Bordeaux campus. “Business schools have reinvented their business model over the last few years, and it makes sense for Lectra to build strong relationships with these institutions. What’s more, KEDGE BS is only fifteen minutes away from us. The campus welcomes many international students, which is great for a company like ours since we are always on the look-out for trainees from around the world, in particular from China.”

EDITION OF THE “AQUITAIN OF THE YEAR” AWARD

1000 ,

MEMBERS OF THE BUSINESS COMMUNITY ATTENDING THE AWARD CEREMONIES

Every year, the “Aquitain of the year” event ceremony is an opportunity for our Master ESC students to explore the economy of our region. Students are tasked with selecting companies in each of the five departments of the Aquitaine région, and analysing their economic performance, strategy and business environment. Their selection is then submitted to a jury comprising of renowned business leaders, who designate the prize laureates. Students work on this project as part of a group assignment over the MarchDecember period, a great way to gain a better understanding of the local economy. KEDGE BS has partnered with Banque Populaire Aquitaine Centre Atlantique, the Sud-Ouest regional daily and with Pouey International for this annual event. P. 55

FORCE

COMMUNITY

INTEGRATED REPORT 2014-2015

INDICATORS

PERFORMANCE

KEDGE ALUMNI: A POWERFUL GLOBAL NETWORK KEDGE Alumni offers two key benefits to its 50,000 members: - A dynamic and efficient networking facility: a very active social media presence, over 150 events hosted each a year, a directory of more than 45,000 contacts and a prestigious annual gala. - Career support at all levels: job board (10,500 offers in 2015), coaching, entrepre neurial support, mentoring, access to Cyberlibris (a comprehensive online professional library, with over 5,500 items), and much more. KEDGE Alumni is proof that the benefits of a Grande Ecole programme go way beyond graduation day! A genuine success!

LOCAL REPRESENTATIVE BRANCHES OF THE INTERNATIONAL ALUMNI NETWORK 1st FACEBOOK COMMUNITY* 3rd TWITTER* 4th LINKEDIN*

IMPACT MEASUREMENT

SCOPE

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

M arseille & Toulon campuses Bordeaux campus All campuses SD : Sustainable development

PERIOD July 2014/June 2015

MAIN INDICATORS/ KEY PERFORMANCE SD OBJECTIVES (NO: NATIONAL/ INDICATORS IO: INSTITUTIONAL)

2011-2012

2012- 2013

2013- 2014

RESULTS 2014-2015

OBJECTIVES

TRENDS

760

803

SOCIAL POLICY AND LOCAL INVOLVEMENT EQUAL OPPORTUNITY EFFORTS

FINANCIAL AID/(NO) 100% OF STUDENTS AND STAFF LIVING ABOVE POVERTY THRESHOLD

MONTPELLIER

— Hers is a true, awe-inspiring, success story. Six years after creating start-up We Are Cloud (editor of BIME Analytics) with her life-partner, Rachel Delacour sold the business to Californiabased Zendesk in 2015 for 45 million US dollars. This was no stroke of luck, by any means: the two Montpellier natives were shrewd and not afraid to take risks. To launch their start-up, they both left their job, sold their flat, and went to stay -baby in tow- with Rachel’s in-laws to “incubate” their business. “Our initial plan was never to create a company in order to sell it on. This is actually the surest way to ensure things go wrong... at least in our business”, says the KEDGE BS 2003 graduate. So what made them decide to sell in the end? “Coming under the umbrella of a company such as Zendesk

357

318

120

Number of equal opportunities projects/Number of students involved

14 (+200 students)

25 (+1,000 students)

3/14

3/20

8 /14

688

717

829

563

621

624

147/200 K€

113/190 K€

178/277 K€

162 /282 K€

New students exempt from tuition fees (per year/cumulated) Number of government scholarships (CROUS) Number/amount of School scholarships

RACHEL CO-FOUNDER AND GENERAL MANAGER, BIME ANALYTICS, GRANDE ECOLE PROGRAMME GRADUATE, 36 YEARS OLD

Number of apprenticeship/ professional contracts (work study)

Number/amount of EU funding for mobility

opens up incredible prospects for us, and will enable us to offer new tools for data analysis and visualisation. We also felt we shared a common philosophy. Like us, they are a very young company, founded in 2007, and the way they operate is typical of a start-up.” This was, however, an acquisition for the new generation: the entire original team remained in place. And Rachel became General Manager. Now a 100%-owned French subsidiary, Bime Analytics has kept its Montpellier offices (one of the key advantages of the cloud is that you can work from anywhere in the world) and also has premises in San Francisco, where Zendesk is based. Rachel remains very modest in triumph, however. This could actually be one of the keys to her success. Today, she wants to do what others did for her company in its early days: invest in other start-ups and help them take off. There is also another source of satisfaction: “We flew the French Tech flag high and proud! I am very proud of this!” And so she should be.

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

Proportion of staff/ number of students with disabilities

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

Existence of a department dedicated to integration of international students Staff involved in wellness team Infrastructure Budget allocated to wellness (K€)

161/400 K€

NA 1,394 201 /392 K€

640 /847 K€

521/627 K€

580 /735 K€

194 /300 K€

877/1,122 K€

841/1,092 K€

222/264 K€

1%/12

0.5% (3 staff/ 24 students)

3 staff

Yes

2 rooms

3 rooms

32.6

48.2

53.2

72.8

* Amongst French business schools

P. 56

P. 57

FORCE

INTEGRATED REPORT 2014-2015

INDICATORS

PERFORMANCE See page 57 for legend.

MAIN INDICATORS/ KEY PERFORMANCE SD OBJECTIVES (NO: NATIONAL/ INDICATORS IO: INSTITUTIONAL)

2011-2012

2012- 2013

2013- 2014

RESULTS 2014-2015

11,690

Carbon footprint audit underway

2.09/0.18

Weighting of social and environmental criteria in procurement

10%

Percentage of purchasing contracts with CSR requirements attached

50%

OBJECTIVES

TRENDS

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% (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 compacted Cans Glass

100%/12.12 tons

100%/13 tons

100%/8 tons

6 tons (Toulon)

0%/10.4 tons

0%/11 tons

0%/ 7.6 tons

4.3

20 m3

40 tons

10 tons

1 ton (Toulon)

8.3 tons

55,208*

45,350*

34,738

21,793

17,942

0.81 tons

0.83

11,000*

8,404*

0.55 tons

0.7

121,500*

148,000

120,000 (Toulon) 600 (Toulon)

58,100* 77,372

79,583

Plastic bottles

11,010*

17,493*

16,516

21,845

10,311

0.41 tons

0,776

600

580

510

20 (transition to LEDS)

190 CPUs 200 CPUs 45 LCD monitors 41 dynamic screens 61 CRT monitors 34 classroom 0 printers screens 6 TV 60 video projecteurs 0 printers

Computers & electronic products

Ink Cartridges

10 screens 40 CPUs 14 printers

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

Electricity consumption (KWh) Gas consumption (KWh)

(NO) 20% OF ENERGY FROM GREEN SOURCES

Average green energy production / day (KWh)

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

Proportion of organic, locally-source and fairtrade products

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

Tonnage of waste

(NO) ACHIEVE PROPER SELECTIVE SORTING FOR 100% OF WASTE AND A 75% RECYCLING RATE

Paper recycling Cardboard recycling

2011-2012

2012- 2013

Light bulbs

1,325,190

1,475,000

1,509,844

1,448,954

1,441,357

1,693,345

1,539,804

1,492,111

1,800,000

1,209,034

1,579,358

1,520,152

640,635 m3

2,007,060

106.84

108

210

250 (Toulon)

Sustainable Food Service project

12 bins 15.7 tons

20 bins

19 bins 20.32 tons

2 bins (Toulon)

56.842 tons

66.916 tons

83.65 tons

93.38 tons

80%

90%

41.7%

9.1%

7.03%

50%

95%

23 screens 1 printer 122 CPUs

226

285

90%

A A

100%

Stored

0.89 tons

Ink cartridges recycling (reconditionned/ dismanted)

96% 4%

87% 13%

96%

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

Water consumption (m3) per student

8,351 1.4 m3

8,331 1.3 m3

9,934 1.63 m3

7,869 1.99 m3

5,682 1.88 m3

6,278 2.11 m3

9,839 2.09 m3

4,708 0.78 m3

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

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

155 / 185

Carbon footprint audit underway

Greenhouse gas emissions linked to transportation

91.48%

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

Preserving biodiversity and natural resources

0% pesticides and biodiversity ESR

Adoption of a biodiversity charter and action plan

TRENDS

Stored

Compensation tax for transportation

OBJECTIVES

90%

0.79 tons

Computers & electronic products recycling

RESULTS 2014-2015

1,298,079

7.49%

57 screens 5 printers 177 CPUs

2013- 2014

1,374,474

6.41

Plastic cups

Light bulbs

P. 58

29%

MAIN INDICATORS/ KEY PERFORMANCE SD OBJECTIVES (NO: NATIONAL/ INDICATORS IO: INSTITUTIONAL)

Adoption of a biodiversity charter + 2 projects

P. 59

BORDEAUX HEAD OFFICE 680, cours de la Libération 33405 Talence Cedex Tél. : +33(0) 556 845 555 MARSEILLE Domaine de Luminy BP 921 13288 Marseille Cedex 09 Tél. : +33(0) 491 827 800

PARIS 56, rue de la Victoire 75009 Paris Tél. : +33(0) 142 812 020 TOULON Campus de la Grande Tourrache 450, avenue François Arago CS 90262 83000 Toulon Tél. : +33(0) 494 918 250

SHANGHAI ICCI (Institute of Cultural and Creative Industry) Room 320, KoGuanLaw School Shanghai Jiao Tong University 1954 Huashan Road, Shanghai 200030, P. R. China

SUZHOU N° 158 Reai road, Industrial Zone, Suzhou, Jiangsu, P.R.China, 215123 DAKAR Sacré Cœur III Pyrotechnie BP 25 208 Dakar Fann

contact@bem.sn

DESIGN & PRODUCTION – PRINTING: AUDRY ET SCHAFFER

CAMPUSES