2009 grli annual report
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GRLI Annual Report 2009
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developing a next generation of globally responsible leaders
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This report is also available online at www.grli.org/index.php/annualreport2009
Globally Responsible Leadership Initiative Foundation (GRLI)Foundation of public interest - VAT: BE 0808.174.702Rue Gachard 88 - Box 5, B-1050 Brussels (Belgium)Tel: +32-2-6290810 | Fax: [email protected] | www.grli.org
founding partners
developing a next generation of globally responsible leaders
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Contents
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Chairman’s Report 5
The GRLI is Founded on Unique Operating Principles 6
Shifting Gear 7
About GRLI 8
GRLI Partners 10
2009 Highlights 12
2009 New Partners 13
Advocacy 14
Practice and Execution 20
Concept Development and Thought Leadership 22
GRLI Governance & Management 34
2009 Financial Statements 36
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The story of the logo
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The GRLI Logo embraces an image of responsibility and leadership relating to the planet, the global community, each other and the self.
The three ellipses of the logo form a circle as they expand, signifying our planet. Each individual ellipse represents, from right to left, ‘I’, ‘we’ and ‘all of us’ – from the smallest to the largest.
The logo has the colour of a blue ocean and a clear sky.
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This is the first Annual Report of the Globally Responsible Leadership Initiative (GRLI) Foundation. It stands as a testament to the transformation of the subject of ‘responsible leadership’ from the interest of a few, to centre stage in the global agenda.
In September 2004, 35 individuals from 19 companies and business schools from across the world embarked together on a journey to found what was going to become the GRLI. At that time, the notion of global responsibility was so limited in its scope that the phrase did not exist on the Internet. Today, it stands as the expression of the highest form of corporate and personal citizenship.
Our focus is to develop a next generation of globally responsible leaders. This task has taken us into the realm of thought leadership, because it has required a fundamental re-examination of the purpose of business and its relationship to human progress. It has taken us into advocacy because the ideas we represent amount to radical transformation of a the global economic system in need of both a new vision and a complete overhaul of the core principles which underpin its modus operandi. It has led us to execution as we seek actions, which will result in change both within individual organisations and collectively in the global economic system. Within this report you will find examples of some of our projects and the work with which we are engaged. There are many others in the pipeline, which will be implemented as we grow the number of organisations within the GRLI and increase
We are a truly global initiative and have consciously sought to bring voices from across the world into everything we do. This is reflected in the make up of our partnership and in our governance structure. The Board of Trustees comprises both expertise and a strong blend of perspectives from all the continents, as well as a gender balance and a balance between business school and business representation.
I am pleased to report that the GRLI Foundation’s governance is effective and the Board of Trustees applies itself seriously to its responsibilities. The Board met three times in 2009. From a financial perspective, the accounts report a small surplus reflecting the careful management of the GRLI Foundation’s office.
It is my pleasure in this first report to especially thank our two founding partners, EFMD and the United Nations Global Compact. Their contribution as sponsors and supporters of our work is greatly appreciated.
I would also like to pay tribute to the contribution of our Secretary General, Prof. Anders Aspling. His passion, drive and energy created the GRLI and at the end of 2009, he stepped down from an executive role of leading the GRLI but remains fully engaged with our work on a voluntary basis. His spirit of selfless service to the common good is an example to us all.
In his place, the Board of Trustees has appointed Mark Drewell as Chief Executive. Mark comes to the GRLI with a strong background of business success and service to society. His experiences in South Africa during that country’s transition and his worldview and networks equip him well to serve GRLI as we move to the next level. He was among those first 35 people who gathered in 2004 to found what was going to become a whole new approach to developing the next generation of globally responsible leaders.
Shortly, prior to the publication of this report, we learnt of the untimely death of Bryce Taylor, from the GRLI partner organisation the Oasis School for Human Relations. He made an important contribution to our work with his insights on developing the Whole Person Learning approach and he will be sadly missed.
At the end of 2009, the GRLI partnership had grown to 62 organisations welcoming four new partners in 2009. We anticipate this number will continue to grow and I look forward to reporting progress in all of our activities during 2010.
Pierre TapieChairman of the Board of Trustees
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Chair man's Report
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The GRLI is Founded on Unique Operating Principles
In November 2001, a small committee from the EFMD met to decide on the theme for the 2002 EFMD Annual Conference. Reflecting on the recent 9/11 attacks, the group concluded that “business as usual” was not an option and developed the idea of exploring the role of business in society and of business educators as the theme for the discussions. This was the founding action that led to the establishment of the GRLI. During 2003, the United Nations Global Compact (UNGC) agreed to join EFMD as a founding partner and the project was born at the end of 2004.
From the outset, the project team recognised that the world did not need yet another talk shop and so designed the GRLI around a number of key principles, which still lie at the heart of the organisation today. They include:
1. Think big, act small, start now – an action orientated entrepreneurial approach.2. Acting our way into a different way of thinking rather than spend the time thinking
and refining ideas at the expense of action.3. A continuous cycle of developing ideas, testing them in action reviewing their
effectiveness and developing further ideas.4. Applying a principle of only taking on what was not being already done elsewhere
and ensuring that everything was scalable or replicable and had the potential to create meaningful change.
Very quickly, these principles were enhanced by the powerful concept of developing the “Whole Person”, and the principles of Whole Person Learning. This reflects our certainty that the challenge of creating a next generation of globally responsible leaders lies as much in how learning takes place in mainstream education processes as it does in what is learnt.
It is extremely exciting to see the small shoots that we planted at the beginning develop into something of meaning and impact. In addition to bringing the notion of global responsibility to the landscape, we are particularly pleased to have been able to provide the intellectual framework for what has now become the United Nations Principles for Responsible Management Education (PRME). As a co-convenor of PRME, we remain in its Steering Committee where we offer thought leadership, an example of which is the initiation of progress reports as a tool to stimulate action among the signatories. GRLI continue to act as an advance laboratory of practice with many of the GRLI’s partner business schools being early participants and vigorously engaged in implementing the principles.
Perhaps as important, if not more so than examples of collective action, the results of the GRLI can be found at a personal and individual organisational level. On many occasions, GRLI participants have told me how the experience of being part of the coalition has transformed their work and in turn enabled them to impact the development of their own organisations. Standing as we do, for human progress, perhaps this is the most rewarding dimension of what we achieve.
Anders AsplingSecretary General
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Shifting Gear
At the time of publication of this report, there is an exciting buzz around the GRLI. If the past few years have been characterised by many individual, bi-lateral and multi-lateral initiatives, then the next phase is being shaped by a programme of collective action on large levers for change.
Five major areas of activity are emerging within our broad themes of thought leadership, taking action and advocacy. These are:
1. We are learning about, documenting and sharing what is required in a leader who can act with responsibility and serve the global common good. These include, what values they require, what they need to know and what they need to do.
2. We are developing and sharing insights on the learning processes and content required to develop and inspire globally responsible leaders.
3. We have developed, are piloting and will shortly beginning rolling out a faculty development programme to equip educators with the knowledge and process skills to develop and inspire leaders for the global common good.
4. We are identifying the designs that work for companies to serve the global common good.
5. We are developing the blueprint for the business and leadership school for the global common good. Additionally, we are putting plans in motion to implement a working laboratory pilot, which can serve as both a test bed and a role model to put this blueprint into practice.
Underneath and in a matrix across these five major areas of activity, our projects and programmes all connect. They include our web presence, the GRLI Ambassadors, the GRLI International Awards, academic and non-academic publishing, Communities of Responsible Action at the local/regional level and a rapidly growing speaking programme. This report contains a flavour of the details of some of them.
To support an ambitious action programme we are diversifying our sources of funding in order to increase our financial capacity. Notwithstanding the scale of the challenges we are engaging, in the words of Paul Hawken, “The great thing about the dilemma we are in is that we get to re-imagine every single thing we do. There isn’t one single thing we make, or one single system we have, that doesn’t require a complete remake. What a great time to be born, what a great time to be alive because this generation gets to essentially completely change the world.”
Mark DrewellChief Executive Officer*
*appointed 1 January 2010
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Today, the GRLI is the largest community of businesses and business schools/learning institutions uniquely focused on developing a “new” generation of globally responsible leaders. To do this we are the issues of the company for the 21st Century, the mission of business schools/learning institutions and the process for cultural change in organisations.
GRLI was initiated by the Board of Directors of the EFMD (European Foundation for Management Development) in early 2003 after one-year of intensive preparations. Towards the end of that same year, the United Nations Global Compact (UNGC) signed an agreement with EFMD and work began to prepare an invitation to businesses and business schools to work on and answer one question in action: “How do we develop a next generation of globally responsible leaders?”
The guiding principles from the beginning were (and remain) that whatever we engage in must:
Be result oriented: Whatever the initiative decides to do must clearly increase the capability to deliver visible results on the ground.Have long-term effects: Whatever the initiative decides to do will only qualify if it stands a strong chance to live on, and continuously affect the development of globally responsible leaders.Be unique: Getting things done innovatively, quickly and effectively while honouring and sustaining the unique combination of the partnership of businesses and learning institutions and not done elsewhere.
The concept of uniqueness was particularly important in the sense that it would have been (and remains) easy to slip into the mode of taking on all issues related to the role of business in society. This principle forces our focus to stay firmly on the development and education of the next generation of globally responsible leaders.
GRLI is a co-convenor, a member of the Steering Committee and an active supporter of the Principles for Responsible Management Education (PRME).
About GRLI s
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Our mission is to be a catalyst to develop a next generation of globally responsible leaders.
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2009 Highlights
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8 Conferences, Seminars and Forums Co-hosted with Partners
4 New Partners
3 Communities of Responsible Actions Formed
2 General Assemblies
1st GRLI Partner Magazine, “Global Responsibility”
1st Joint GRLI- EFMD Seminar on In-company Training
1st Social Impact Award Launched with Emerald Publishing Ltd.
1st GRLI Ambassadors Social Network Platform
1st Update on Sharing Information on Progress on PRME
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A Community of 63Organisations joining the GRLI are termed “partners”. Applications from prospective partners are assessed by the GRLI Board of Trustees in terms of the joining organisation’s track record and commitment to be part of a global coalition of action. In addition, the GRLI strives to maintain a balance of companies and learning organisations/business schools as well as a strong geographic spread. The decision not to use the term “members” reflects the principle of a community taking action together rather than becoming members, paying annual fees in exchange for services.
GRLI added four new institutional partners in 2009: Aalto University School of Economics (Finland), Belgacom (Belgium), Maastricht University School of Business (Netherlands) and Universidad Americana (Paraguay). In 2009, this brought GRLI’s total number of institutional partners to 62 from all parts of the world, up from the 21 pioneering partners in 2004. As this report went to press, Standard Bank (South Africa) joined GRLI brining the total number of partners to 63 . Our partners now comprise of 39 business schools, 4 learning institutions/ foundations and 20 corporations. Geographically, GRLI now counts 7 partners in North America, 5 in South America, 3 in Africa, 6 in Australia, 7 in Asia the balance from Europe.
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Advocacy
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During 2009 GRLI continued to advocate global responsibility and thought leadership at several international forums, seminars and conferences. As a result of this, GRLI’s expansion gathered significant momentum as several companies, business schools and learning organisations commenced the application process to become partners. The Management Centre focused on following-up and contacting potential partners across the globe as well as providing a coordinated function for various GRLI projects. The Marketing and Communication Unit rebranded the GRLI image to enhance impact by highlighting the GRLI’s unique focus of developing a next generation of responsible leaders.
A key aspect of GRLI lies in that it pairs corporations with business schools/learning organisations so that together they can reshape the development of responsible leaders. In 2009, the GRLI Management Centre continued to work with those partner organisations that have not yet established a paired partner relationship with another.
GRLI worked closely with EFMD, a founding partner, as part of its expansion strategy to contact Business Schools within the EFMD’s network that could contribute collectively to the
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partnership. All GRLI partners are also encouraged to become an EFMD Member.
As part of their ongoing commitment, EFMD and ESSEC Business School provided financial support to the GRLI. As official sponsors of GRLI, these two partners are recognised for this in all of GRLI’s communication platforms. The GRLI Board of Trustees appointed a working group on Communication tasked with the responsibility of finding additional sponsorship based on its mission.
Presenting GRLI at Conferences Martine Torfs (GRLI Foundation) presented an introduction on GRLI at the International Conference on “Integrating Spirituality and Organizational Leadership”, Pondicherry, India held on 9-12 February 2009. This conference was organized by the Faculty of Management Studies University of Delhi, India and brought together people from across the globe focused on and engaged in promoting leadership that nurtures the spirit of each person in order to create harmony at workplace and society.
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The 2009 7th Annual Baltic Management Development Association Conference was held in Copenhagen, Denmark on 15 May under the theme of “Student Driven Social Responsibility”, “Value Based Management” and “Corporate Karma” an open and interactive discussions about practical leadership approach, experience shared by Torben Moller (Dean, AVT Business School, 2002-2009), Anders Aspling (Secretary-General GRLI), Marielle Heijltjes (Universiteit Maastricht Business Schol, The Netherlands) along with others.
The EFMD Annual Conference took place in Brussels, Belgium on 7-9 June 2009 under the theme of “Gaining Strength in Turbulent Times”. GRLI partner representative Uwe Steinwender (Daimler AG) and GRLI’s Senior Advisers Philippe de Woot (Prof. Emeritus IAG Louvain School of Management) and John Alexander (Former President, Centre for Creative Leadership-CCL) refereed a panel on “How can a Framework be Developed for Leadership of the 21st Century Firm in a Corporate as well as Educational Environment?” This session presented thoughts and actions on how to develop leaders for tomorrow in four parts: (a) a conceptual framework on the leadership needed for the corporation of the 2lst century, (b) the corporate development – the case
Advocacy
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of Daimler AG, (c) the educational development – a general picture, and (d) interactive work with session participants on their experiences and actions to be taken now.
The Global Ethics Forum, held in Geneva, Switzerland on 2-3 July 2009 under the theme “Business Development – Social Responsibility Sustainable Growth” was organised by the GRLI partner CEIBS (Henri-Claude de Bettignies). Pierre Tapie, (Chairman of the GRLI Board and President and Dean of ESSEC) presented on “The Challenge of Teaching CSR and Social Innovation as a new Requirement for Business Schools” focusing on innovations in teaching ‘responsible leadership’, ethics and social entrepreneurship in business schools and the need to re-design the MBA curricula to integrate learning from the current economic situation and its causes. GRLI Senior Adviser Philippe de
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Woot (Prof. Em. IAG Louvain School of Management) presented a session on “Beyond Changing Rules of the Game, Changing the Game itself: For a new Paradigm of Business” that proposed business schools focus on the logic and requirements for a paradigm shift, research implications and the role of business schools in promoting a new business paradigm.
The 2009 EFMD-CENTRUM Conference, Lima, Perú on 6 July 2009 themed “Managerial Challenges for Latin America: Developing Innovative, Responsible, Talented and Global Leaders” was hosted by GRLI partners EFMD and Pontificia Universidad Católica del Perú (CENTRUM). Anders Aspling (Secretary General, GRLI Foundation) and Walter Esquivel (Babson College) conducted a session on “Developing Responsible Leaders” detailing the tools that business schools could use to develop students so that they can become responsible leaders.
Advocacy
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The first Worldly Leadership Summit held at the Leadership Trust on 22-23 September 2009 saw GRLI working in collaboration with non-GRLI partners, the Leadership Trust (www.leadership.org.uk) and the Ashridge Foundation (www.ashridge.org.uk, to co-host an international event that addressed responsible leadership on the world stage. This event was aimed at building new ways of addressing present and future global needs. The Summit brought together leadership scholars and leaders of business schools, together with business leaders, government, NGO leaders, scholars and social entrepreneurs across the world focused on identifying and harnessing ancient, indigenous and other hidden leadership wisdoms in order to reframe today’s economic, social and ecological challenges and work together to produce collaborative action toward a more sustainable world. Following the success of the first Summit, the Second Worldly Leadership Summit will be held at The Leadership Trust on 6-7 September 2010 (see www.worldlyleadership.org) for more information.
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Practice & Execution The GRLI-EFMD Joint Seminar on In-company Training in Brussels was held on 10 June 2009 under the theme of “Integrating Global Responsibility with In-company Leadership Training and Management Development”. This seminar was led by Uwe Steinwender (Daimler AG) and GRLI’s Senior Adviser John Alexander (Former President, the Center for Creative Leadership-CCL). The Seminar attracted 17 participants from a variety of non-partner institutions. GRLI’s Senior Adviser Philippe de Woot (Prof. Emeritus IAG Louvain School of Management) was the keynote speaker and the seminar was designed at integrating issues around regarding responsible action and conduct – and corporate behaviour for sustainability – into leadership training and management education. The Seminar recognised that tremendously challenging tasks lay ahead of us, but also great opportunities, the business case for responsible action gets stronger by the day. Participants were shown how GRLI partners have engaged in piloting different ways of orchestrating how to integrate these issues within their management and leadership development. Experiences were both learned from and reported on a continuous basis. The evaluations ranged from good to excellent with participants expressing that a longer session to work on these issues would be welcome. The facilitators provided a fuller description of the origin and early thinking behind this workshop for the inaugural issue of the GRLI Magazine, “Global Responsibility”, (June 2009) entitled “Developing In-Company Workshops on Globally Responsible Leadership (GRL)” available at (http://www.grli.org/images/stories/newletter/johnalexander_uwesteinwender.pdf).
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At the end of 2009 the “Social Impact Award” was launched in collaboration with Emerald Publishing Limited. The judging panel arranged by the GRLI comprised of the following GRLI partners representative, Anders Aspling (GRLI Secretary General), Birgit Kleymann (IESEG School of Management), Marielle Heijltjes (Maastricht University School of Business and Economics) and André Sobczak (Audencia Nantes Ecole de Management). They awarded The Inaugural Emerald Social Impact Award to Mr. Esben Rahbek Pedersen and Mr. Peter Neergaard for their article entitled “What matters to managers? The whats, whys, and hows of corporate social responsibility in a multinational corporation” published in Management Decision Vol. 47 Issue 8. Twelve articles from 12 peer-reviewed Emerald Journals were considered by the judges for the prize sponsored by Emerald that aims to recognise “research you can use” which has the potential to make a tangible difference for the good of society. The definition of “Social impact’ in this context is how our actions affect the social fabric of the community and wellbeing of individuals and families. Recognition is given to research which has real-world applications ranging from use in the classroom, contributing to the body of knowledge, research which influences public thinking and policy making, to research which has a direct application to the world of work, bridging the gap between theory and practice.
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A Call for EngagementThis 50 page document spells out GRLI’s vision of the future of a world where leaders contribute to the creation of economic and societal progress in a globally responsible and sustainable way. Our goal is to develop the current and future generation of globally responsible leaders through a global network of companies and learning institutions. To bring to the fore the capabilities, capacities and attitudes required for the next generation of globally responsible leaders, it is no longer sufficient to rely solely on the cognitive acquisition of knowledge. Experiential, presentational, propositional and practical ways of learning must be integrated into the globally responsible leader curriculum. In all of these, the human learns not only with his or her rational abilities, but learns by responding with all of his or her senses and abilities (practical, affective, conceptual, imaginal) – a “Whole Person Learning” approach. This enables the globally responsible leader to discover more of their inner dimension, learn from first hand experiences about the social and environmental consequences of business decisions, to develop entrepreneurial learning processes and to face the intended and unintended consequences of the choices they make.
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Concept Development &
to download a copy of the “Call for Engagement” visit:
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A Call for Action The “Call for Action” was a follow up to the original “Call for Engagement”. It expresses the GRLI believe that business schools should focus on educating the whole person as entrepreneurs, leaders and corporate statesmen. Leadership is the art of motivating, communicating, empowering and convincing people to accept a new vision of sustainable development and the necessary change that this implies. Realising the urgency with which a failing system needs to be adapted to human needs in a globalised economy, we will: (i) enhance the change factors that will help us to implement a more sustainable development model; (ii) embed the appropriate values and behaviours in our strategies and management practices; (iii) aim to develop pedagogies and curricula which will enable the development of a globally responsible leadership; and (iv) exchange innovations, good practices and cases in business and education, and share them with our partners and the wider public through the development of learning platforms for critical and constructive dialogue. The GRLI Call for Action aims at re-enforcing the strengths of our entrepreneurial system while correcting its defects and the financial excesses of the system. We strive to achieve this through enhancing global responsibility at all levels.
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Thought Leadership
to download a copy of the “Call for Action” visit:
http://www.grli.org/index.php/resources/publications
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Already, we are witnessing the emergence of a group of people with awareness and attitudes of corporate global responsibility. This portends a tipping point, the development of a critical mass with a genuinely global view and the skills and appetite to change things for the better. In 2009 the ‘action research project’ based on a permanent dialogue between business schools and corporations was launched. We know that there are already enlightened corporations acting at a high and sustainable level of corporate responsibility. Our aim as a researcher foundation is to identify and understand these practices and to formulate and translate them into concepts (and tools) that will progressively help to build and proliferate a new concept of corporate statesmanship. Our starting point is the unsustainability of the current model of socio-economical practice. The dangers inherent in continuing to run the economic sphere as before are manifold:
Threatening the planet and increasing the inequalities;Delinking from ethics and politics; Adapting to the complexity of globalisation; andThe dominance of finance.
The research project sets out to identify and analyse cases of “emerging good practice”. The project seeks to understand the way enlightened entrepreneurs shape their firms
to download a copy of the “AlphaBEM visit:
http://www.grli.org/index.php/resources/publications
Research: Corporation of 21st Century
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and the way their employees enact the sustainable development of their organisations. The project looks to extract the wisdom of the entrepreneur that is very much present in many cases, but at the moment too often not given a voice. We believe that observing, analysing, and learning from those best practices can help us trace a roadmap for sustainable and responsible organisational development.
The main goal of the research project is to produce a new vision of the corporation by identifying corporate ‘emerging good practices’ with the aid of analysis from concrete cases to find innovative and good practices. This approach is based upon an historical understanding of a paradigmatic shift by creating something different from the Milton Friedman approach by placing emphasis on cultural change. The research project studies the DNA of the companies: it is a new approach to understand the human being in the organisation and will includes both traditional and non-traditional companies. In looking at different types of companies, we will try to understand the similarities and differences in their point of views while understanding the story of their company. This allows us to engage these companies by asking them about different elements while listening to them in order not to have a prefabricate conversation.
to download a copy of the “Whole Person Learning Manual” visit:
http://www.grli.org/index.php/resources/wpl
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The inaugural issues of the GRLI Partner Magazine, “Global Responsibility”,was published in mid-2009 as part of the GRLI Management Centre’s broader initiative to disseminate shared knowledge on the work of GRLI partners on responsible leadership issues. The first issue of the magazine featured a mixture of articles highlighting the work of partners and the collective actions undertaking since the General Assembly in March 2009 including features from Liliana Petrella (EFMD) on the EFMD’s involvement on Management Education; GRLI Senior Adviser Prof. Em. Philippe de Woot discussed the corporation of the 21st century; John Alexander (CCL) and Uwe Steindener (Daimler) offered their thoughts on developing In-company Training Workshops on globally responsible leadership; Anders Aspling (GRLI Foundation) and Per Junker
Thiesgaard (AVT) provided guidance on working with PRME; Nick Ellerby (The Oasis School of Human Relations) taught us multiplication as well as addition in establishing Communities of Responsible Action (CoRAs); Rohan Khadabadi (Welingkar Institute graduate 08), Martine Torfs (GRLI Foundation) and Tavis Jules (GRLI Foundation) highlighted how GRLI can involve students and young managers to join forces; and Torben Moller, (AVT) and Irene Quist Mortensen (AVT) focused on how cooperation between firms and business schools in executive education allows us to work on PRME. The magazine has been well received and praised by partners as yet another way to share best practices on responsible leadership across the network. Subsequently, two further issues have been published.
Publications
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Concept Development, Research and Publication continued in 2009 under the aegis of GRLI’s collaboration with Emerald Publishing Limited. The Call for Papers for the GRLI Journals, “The Journal of Global Responsibility”(JGR) and “Sustainability Accounting, Management and Policy Journal” (SAMPJ) were officially launched. The Scholarone online database for editors of both Journals was also established.
The structure for the third publication line a, Book Series progressed in 2009 with the appointment of the Series Editors: Malcolm
McIntosh (Director, Asia Pacific Centre for Sustainable Enterprise, Griffith Business School), Carol Adams (Professor of Accounting and Sustainability Development Strategy, Director of Sustainability, Deputy Dean, Faculty of Law and Management, La Trobe University), and Henri-Claude de Bettignies (Distinguished Professor of Globally Responsible Leadership, CEIBS-China Europe International Business School) and two coordinating editors at the GRLI Management Centre (Anders Aspling and Tavis Jules).
Research you can usewww.emeraldinsight.com/jgr.htm
Call for papers
We are currently seeking papers for anew journal to be launched in 2010and closely aligned with the goals andobjectives of the Globally ResponsibleLeadership Initiative (GRLI) andEuropean Foundation forManagement Development (EFMD).
Editorial scope and objectives: Organizations can become conditioned bycompetitive pressures to narrow their goals and adoptan overly instrumental logic, stripped of any meaningbeyond simple profit. The survivalist impulse is self-contradictory, because it reduces longer-term viability.It also reduces the organization�’s legitimacy, becausea narrow focus diminishes the net contribution thatthe organization can make to society. The adoption ofglobal responsibility is therefore an act of leadership,a voluntary and willful deployment of the resources ofan organization towards building sustainability.Journal of Global Responsibility defines a globallyresponsible organization as one with a clear businesscase for sustainability.
Articles would be welcome from the traditionalmanagement disciplines �– accounting and finance,operations, human resources, organizational studies,marketing and strategy �– where the articles build onour model for sustainable development. It is alsorecognized that the development of globalresponsibility may also be directly informed by more
fundamental disciplines such as sociology, politics,psychology, history or philosophy.
Coverage includes, but is not limited to,the areas of: Ethics, new mental models, governance, strategy,public policy, corporate social responsibility, humanrights, workplace spirituality, employee/communityengagement, transparency, resource management,environmental impact, organizational development,change, human resource management anddevelopment, social entrepreneurship, innovation andcreativity, social marketing, action learning,management education, cross-cultural management,organizational change, leadership theory andleadership development.
Full author guidelines can be found atwww.emeraldinsight.com/jgr.htm
To submit an article or to request more information,please contact the Editor:
E-mail: [email protected]
More information can be found at: www.emeraldinsight.com/jgr.htm
Journal of
Global Responsibility
Journal of
Global Responsibility
Volume 1 Number 1 2010
ISSN 2041-2568
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Editor: Dr Grant Jones, Macquarie Graduate School of Management, Sydney,AustraliaDeputy Editor: Professor Gayle Avery, Macquarie Graduate School ofManagement, Sydney, Australia
Research you can usewww.emeraldinsight.com/sampj.htm
Call for papers
Sustainability Accounting,Management and Policy Journal(SAMPJ) is an exciting new title to belaunched by Emerald in 2010. SAMPJaims to find practical and policysolutions to improve the social andenvironmental sustainability
performance of organisations and societies. Thejournal brings together work from a range ofdisciplines to promote a multi-disciplinary perspectiveto developing such practical and policy solutions. Inaddition to inter- and multi-disciplinary papers, thejournal publishes single disciplinary papers which areimportant to researchers, practitioners and policymakers in the field, regardless of their main discipline.
The coverage of the journal includes, butis not limited to: �• Carbon Accounting and Trading
�• Corporate Governance and Corporate SocialResponsibility
�• Economic Impact of Social and EnvironmentalSustainability Policies
�• Environmental Management Accounting
�• Environmental Ethics
�• Environmental Management
�• Human Rights
�• Environmental and Social Policy
�• Organisational Studies
�• Social and Environmental Audit
�• Sustainability Accounting, Accountability andReporting
�• Sustainable Development
�• Stakeholder Engagement
�• Workplace Wellbeing.
Submit a paper:Submissions should be sent by e-mail to the Editor:Professor Carol Adams E-mail: [email protected]
The journal will publish high quality academic articleswith particular emphasis on their relevance topractice and policy. Main articles will normally bebetween 8,000 and 11,000 words.
The news section will include around five shortopinion and discussion pieces between 1,000 and2,000 words in length discussing new regulations,guidelines, indices, practices impacting on social andenvironmental sustainability performance. Articles inthis section will be subject to a single review.
More information can be found at:www.emeraldinsight.com/sampj.htm
Sustainability Accounting,Management and Policy Journal
Sustainability Accounting,Management and Policy Journal
Volume 1 Number 1 2010
ISSN 2040-8021
www.emeraldinsight.com
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A newly redesigned website was launched at the 8th GRLI General Assembly in Bordeaux. An “e-platform” on GRLI’s new web structure was launched creating a reading list of top papers; “matchmaking” a news forum to post opportunities for joint research, questions, and events, an electronic Working Paper Series, and a case study database (to be used internally for partners teaching).
GRLI on the WEB
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“ ... ”Just ImagineImagine a world where harmony, equity, social cohesion, ethical conduct, a sustainable environment and a just society dominate the thoughts and minds of all leaders, business, government andcivil society...Imagine leaders who translate these personal ideals into standard business practice...Imagine leaders who take personal interest and commit themselves emotionally to the real world we want to create...Imagine a business environment which enables leadership at all levels... a business environment that facilitates, incentives and celebrates change from within...Imagine this becoming a reality
Derick de Jongh, GRLI Founding Partner Representative, South Africa
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CoRAs provide a mechanism to enable organisations to become involved in the GRLI by working on thematic actions with other GRLI partners. They engage in the question of developing globally responsible leadership through thematic and/or geographical communities, whilst staying connected with a worldwide learning initiative. CORAs aim to be leaderful communities that learn and act together, rather than based on a more traditional leadership model. It is the willingness of those involved to commit the time and resources necessary to a sustained effort that will determine the outcomes.
In 2009, CoRAs remained GRLI’s way of enhancing its impact and engaging local and regional stakeholders in their joint effort of developing a next generation of globally responsible leaders. In 2009, a number of CoRAs were started, including the UK CoRA on “Thinking Globally, Acting Responsibly” developed by GRLI partners The Oasis School of Human Relations and Leeds Metropolitan University’s School of Applied Global Ethics
(SAGE). This project seeks to create a UK network of businesses and others committed to working together to co-create transparent and accountable approaches to responsible practice.
The 8th General Assembly held in Bordeaux, France, under the theme “The Bordeaux Challenge” on 4-7 October was organised to coincide with the establishment of the Bordeaux CoRA around the challenges presented within Bordeaux’s regional context and its stakeholders. “L’Appel de Bordeaux” establishing the Bordeaux CoRA was signed by the GRLI partners BEM – Bordeaux Management School and CEAPC–Caisse d’Epargne Aquitaine Nord Poitou-Charentes along with with signatories from the Bordeaux Chamber of Commerce, the local government and civil society represented by the Mayor Alain Juppé, former Prime Minister of France. The historic City Hall provided the backdrop for the formal creation of the Bordeaux CoRA based on the mission and work of GRLI.
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Communities of Responsible Action
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The main aim of the GRLI Ambassadors are to create a global forum of students and graduates at the GRLI partner schools, young managers in GRLI partner companies and alumni of the partner schools to function as “GenR GRLI watchers” that can contribute to the GRLI’s work (and comment on it), ensure long-term commitment to GRLI of the graduates from partner business schools and to act globally as well as locally on the same issues of globally responsible leadership. Once mobilised, graduating students form the emerging community of responsible young leaders. The GRLI Ambassadors is a student driven initiative
and produces tangible results with each participating organisation setting their own specific objectives. The GRLI Ambassadors focus on issues related to the GRLI. In 2009 the GRLI Ambassadors launched their networking tool though the social network Facebook. This tool is aimed at creating a virtual and potentially physical forum driven and managed by student champions who play a powerful role in engaging students and junior managers from GRLI partner institutions across continents, in a debate on concepts developed within GRLI and their integration in the curricula and business practices.
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GRLI Ambassadors
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GRLI is a co-convener of the six United Nations Global Compact’s Principles for Responsible Management Education (PRME). Much of the conceptual content of the PRME is rooted in the work of the GRLI and its 2005 “Call for Engagement” report, as well as from significant input of the GRLI’s founding participant companies and business schools, many of whom were vigorously involved in shaping the PRME framework in its pre-launch phase. In 2008, the decision was taken that the GRLI Foundation would become more involved with PRME by engaging jointly with EFMD and other potential stakeholders on two key points: (a) how to get started with PRME and (b) sharing information
on progress. Two workshops on these topics were run at 2008 United Nations Global Forum. The result was a proposed simple reporting model for all signatories. Within GRLI this work has been taken further and a system for sharing hands-on experiences and learning has been developed and it is ready to be launched throughout the partnership. 2009 saw GRLI attending the “2009 EFMD Deans and Directors Meeting” and “the CSR Europe Annual Meeting 2009 and Strategy Workshop meeting” in an advocacy capacity for the PRME. Workshops on “Getting Started with PRME” showing live examples of the six principles were given at the 7th GRLI General Assembly in Belo Horizonte by Per
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Principles for Responsible Management Education (PRME)
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Junker Thiesgaard (AVT Business School ) and Anders Aspling (GRLI Foundation), which lead to a publication on “Providing Guidance for the enactment of the UN Global Compact PRME” in inaugural issue of “Global Responsibility”, the GRLI Partner Magazine. At the 8th General Assembly in Bordeaux, Anders Aspling (GRLI Foundation) presented an “Update on Sharing Information on Progress on PRME”. Additionally, in 2009 GRLI focused on PRME by developing a Community of Responsible Actions (CoRA) around PRME with the aim of carrying forward the dialogue into an online forum for the sharing of ideas.
In all presentations made by leading representatives of GRLI the PRME is specifically addressed, and the principles are presented – in many cases with examples of what is being implemented (and how) within the partner organisations of GRLI.
All GRLI partner learning institutions (business schools) are encouraged to sign the PRME and 72% (28 out of a total 39 of business school partners) had done so by 31 December 2009.
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In 2009 the format of the General Assemblies was reviewed in view of more efficiency and a decision reached on the following items: two General Assemblies will be held per year as a way to ensure interconnection with the collective work; one of the General Assemblies will last for a full three days and will be hosted by a GRLI partner to support the embedding of GRLI locally and the local partners’ efforts; the other General Assembly will be linked to an external conference/event in an easily accessible place for two days; and when there is a global event where GRLI partners are participating, a separate GRLI meeting can be organised before or after, for one or two days. Subsequently, two General Assemblies of the Globally Responsible Leadership Initiative Foundation were held in Belo Horizonte, Brazil and Bordeaux, France.
The 7th General AssemblyThe 7th General Assembly was hosted by pioneering partners Fundação Dom Cabral (FDC) and Petrobras in Belo Horizonte, Brazil on 1-4 March 2009. FDC proved to be an excellent host content-wise, in particular through the involvement of government, corporate and other sector guests who participated in a special session on “Changing Practice” on 2 March 2009. Attendance was a bit lower than in the past years due to the constraints imposed by the financial crisis, but a number of people contributed to the work via audio facilities and/or by working from home in parallel. To be highlighted are the high degree of commitment and contribution from corporate representatives: in particular, the Caisse d’Epargne Aquitaine Nord Poitou-Charentes, Daimler AG, GlaxoSmithKline, Petrobras and ShakarGanj Mills.
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General Assemblies
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Overall, the Belo Horizonte General Assembly evidenced a sense of commonly agreed directions, focused work and strong community of action with perceptible progress being registered on the following: the Principles for Responsible Management Education (PRME), research and publications, regional/thematic Communities of Responsible Actions (CoRA) and the GRLI Ambassadors.
The 8th General Assembly BEM – Bordeaux Management School and CEAPC – Caisse d’Epargne Aquitaine Nord Poitou-Charentes,hosted the 8th General Assembly on 4-7 October 2009 in Bordeaux, France. Both organisations joined as pioneering partners and as a pair (these “tandems” of one company and one learning institution/business school are one of the unique characteristics of
the GRLI). Bordeaux provide a great opportunity for the ‘Bordeaux Challenge’ which brought together multistakeholders from the Chamber of Commerce, the Mayor’s office and the Town Hall, the business community and education to launch the “L’ Appel de Bordeaux” (The Bordeaux Call). In understanding how to make GRLI the central driving force for working with stakeholders towards CoRAs, part of the General Assembly was organised around one central question and two sub-questions: How do your organisations, their leadership and managers create “value” without forfeiting “values” and goals contained in the United Nations Global Compact and the Millennium Development Goals. The global dimension was yet again crystallised with the confirmed in local and regional actions, and the true meaning of being “glocal” is thereby becoming a reality.
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Chairman
1. Pierre TapiePresident, ESSEC Business School - Paris, France
Vice Chairman
2. Pascal Lizin * Director, External & Public Affairs, GSK Biologicals, Belgium
CEO & Secretary General 3. Paul Mark Drewell ^Chief Executive, GRLI Foundation
4. Anders AsplingSecretary General, GRLI Foundation, Sweden
Board of Trustees
5. Carol AdamsDeputy Dean, Faculty of Law and Management, LaTrobe University, Australia
6. Rosemary Bissett * Headof Sustainablity Goverance and Risk, National Australia Bank, Australia
7. Fernando d’Alessio ^Director General, CENTRUM Católica, Pontificia Universidad Católica del Perú, Peru
8. Philippe de Woot de Trixhe Professor Emeritus, UCL - Université Catholique de Louvain & Senior Adviser, to the GRLI Foundation, Belgium
9. Jean-Louis DuquéroixFormer Corporate Communications Manager, Caisse d’Epargne Aquitaine Poitou-Charentes & Senior Adviser, to the GRLI Foundation, France
10. Nick EllerbyDirector, The Oasis School of Human Relations, United Kingdom
11. Dennis HannoDean Undergraduate School, Babson College, United States
12. Swar Kranti ^Faculty - HR, Welingkar Institute of Management Development & Research, India
13. Björn Larsson ^+Chief Executive Officer, The ForeSight Group, Sweden
Governance & Management
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14. Linda Livingstone ^*+Dean, Pepperdine University Graziadio School of Business, United States
15. Michael Powell +Pro Vice Chancellor, Griffith University Business School, Australia
16. Laura Quinn ^*+Senior Associate, CCL - Center for Creative Leadership, United States
17. Ricardo Salomão +General Manager, PETROBRAS University - Petróleo Brasileiro S.A., Brazil
Founding Partners Representatives
18. Manuel Escudero ^*+Senior Adviser, United Nations Global Compact, United States
19. Liliana PetrellaDirector, Development Initiatives, EFMD, Belgium
GRLI Advisors
20. John AlexanderPrincipal of Leadership Horizons & Senior Adviser to the GRLI Foundation, USA
21. Izeusse Dias BragaFormer International Communication Manager & Senior Adviser to the GRLI Foundation, Petróleo Brasileiro S.A., Brazil
GRLI Staff
22. Tavis JulesProgramme Manager, GRLI Foundation, Belgium
23. Martine TorfsProgramme Manager, GRLI Foundation, Belgium
Outgoing Board Members
Walter Brito ^ PETROBRAS University - Petróleo Brasileiro S.A., Brazil
All Board Members participated in all 2009 Board Meetings with the exceptions indicated in the following notations:
^ 1 March, 2009 sent apologies * 7 June, 2009 sent apologies+ 4-7 October, 2009 sent apologies
11 12 13 14 15
1816
2322
1917
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GRLI Foundation ANNUAL ACCOUNTS 2009
Page 1 / 4
BALANCE SHEET - ASSETS
Codes 31/12/2009
20/28 2.503,39
I. Formation expenses 20 1.189,60
II. Intangible assets 21
Ill. Tangible assets 22/27 1.313,79 A.1. Land and buildings (in freehold) 22/91B.1. Plant, machinery and equipment (in freehold) 231C.1. Furniture and vehicles (in freehold) 241 1.313,79 D. Leasing and other similar rights 25E.1. Other tangible assets (in freehold) 261F. Assets under construction and advance payments 27
IV. Financial assets 28A. Affiliated entities 280/1
1. Participating interest in affiliated companies 2802. Amounts receivable 281
B. Other companies linked by participating interests 282/31. Participating interests 2822. Amounts receivable 283
C. Other financial assets 284/81. Shares 2842. Amounts receivable and cash guarantees 285/8
29/58 211.360,10
V. Amounts receivable after more than one year 29A. Trade debtors 290B. Other amounts receivable 291
VI. Stocks and contracts in progress 3A. Stocks 30/36
1. Raw materials and consumables 30/312. Work in progress 323. Finished goods 334. Goods purchased for resale 345. Immovable property acquired or constructed for resale 356. Advance payments 36
B. Contracts in progress 37
VII. Amounts receivable within one year 40/41 163.851,41 A. Trade debtors 40 137.776,58 B. Other amounts receivable 41 26.074,83
VIII. Investments 50/53 46.600,22 A. Own shares 50B. Other investments and deposits 51/53 46.600,22
IX. Cash at bank and in hand 54/58 403,47
X. Deferred charges and accrued income 490/1 505,00
TOTAL ASSETS 20/58 213.863,49
FIXED ASSETS
CURRENT ASSETS
Financial Statement 2009Balance Sheet: Assets
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GRLI Foundation ANNUAL ACCOUNTS 2009
Page 2 / 4
BALANCE SHEET - LIABILITIES
Codes 31/12/2009
10/15 30.889,23
I. Associative funds 10A. Initial patrimony 100B. Permanent means 101
Ill. Revaluation surplus 12
IV. Allocated funds 13
V. Profit carried forward 140 30.889,23 Loss carried forward 141
VI. Investment grants 15
16
VII. A. Provisions for liabilities and charges 160/51. Pensions and similar obligations 1602.Taxation 1613. Major repairs and maintenance 1624. Other liabilities and charges 163/5
168
17/49 182.974,26
VIII. Amounts payable after more than one year 17A. Financial debts 170/4
1. Subordinated loans 1702. Unsubordinated debentures 1713. Leasing and other similar obligations 1724. Credit institutions 1735. Other loans 174
B. Trade debts 1751. Suppliers 17502. Bills of exchange payable 1751
C. Advances receives on contracts in progress 176D. Other amounts payable 179
1. Interest-bearing 17902. Non-productive of interest or with an abnormally low interest 17913. Securities received in cash 1792
IX. Amounts payable within one year 42/48 97.974,26 A. Current portion of amounts payable after more than one year 42B. Financial debts 43
1. Credit institutions 430/82. Other loans 439
C. Trade debts 44 97.974,26 1. Suppliers 440/4 97.974,26 2. Bills of exchange payable 441
D. Advances received on contracts in progress 46E. Taxes, remuneration and social security 45
1. Taxes 450/32. Remuneration and social security 454/9
F. Other amounts payable 481. Bonds, dividends and securities received in cash 480/82. Other various debts producing interest 48903. Other various debts non-productive of interest or with an abnormally low interest 4891
X. Accrued charges and deferred income 492/3 85.000,00
TOTAL LIABILITIES 10/49 213.863,49
CREDITORS
PROVISIONS
SOCIAL FUNDS
B. Provisions for donations and legacies with right of recovery
Financial Statement 2009Balance Sheet: Liabilities
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GLRI Foundation ANNUAL ACCOUNTS 2009
Page 3 / 4
INCOME STATEMENT - CHARGES
Codes 1/1/2009-31/12/2009
II. Operating charges 60/64 281.493,26
A. Raw materials, consumables and goods for resale 60 2.188,02 1. Purchases 600/8 2.188,02 2. Increase (-); Decrease (+) in stocks 609
B. Services and other goods 61 263.817,57 C. Remuneration, social security costs and pensions 62D. Depreciation of and other amounts written off formation expenses, intangible and tangible fixed assets 630 954,30 E. Increase (+); Decrease (-) in amounts written off stocks, contracts in progress and trade debtors 631/4F. Increase (+); Decrease (-) in provisions for liabilities and charges 635/7C. Other operating charges 640/8 14.533,37 H. Operating charges capitalised as reorganization costs (-) 649
V. Financial charges 65 973,62
A. Interest and other debt charges 650B. Increase (+); Decrease (-) in amounts written off current assets other than mentioned under II.E. 651C. Other financial charges 652/9 973,62
VIII. Extraordinary charges 66
A. Extraordinary depreciation of and extraordinary amounts written off formation expenses, intangible and tangible fixed assets 660B. Amounts written off financial fixed assets 661C. Provisions for extraordinary liabilities and charges (increase +, decrease -) 662D. Loss on disposal of fixed assets 663E. Other extraordinary charges 664/8F. Extraordinary charges capitalised as reorganization costs (-) 669
Xl. Profit for the period (transferred to profit carried forward) 70/67 25.292,23
TOTAL 60/67 307.759,11
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Financial Statement 2009Income Statement: Charges
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GLRI Foundation ANNUAL ACCOUNTS 2009
Page 4 / 4
INCOME STATEMENT - INCOME
Codes 1/1/2009-31/12/2009
I. Operating income 70/74 307.564,54
A. Turnover 70 40.144,00 B. Increase (+); Decrease (-) in stocks of finished goods, work and contracts in progress 71C. Own construction capitalised 72D. Membership fees, donations, legacies and subsidies 73 22.500,00 E. Other operating income 74 244.920,54
IV. Financial income 75 194,57
A. Income from financial fixed assets 750B. Income from current assets 751 180,95 C. Other financial income 752/9 13,62
VII. Extraordinary income 76
A. Adjustments to depreciation of and to other amounts written off intangible and tangible fixed assets 760B. Adjustments to amounts written off financial fixed assets 761C. Adjustments to provisions for extraordinary liabilities and charges 762D. Gain on disposal of fixed assets 763E. Other extraordinary income 764/9
XI Loss for the period 67/70
TOTAL 70/77 307.759,11
Financial Statement 2009Income Statement: Income
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The previous pages set out the financial results for the year ended 31 December 2009. It is pleasing to report that the accounts received a clean bill of health from the auditors and their report is included in this document.
Prior to 2008, the GRLI existed from a financial perspective as an administered account within EFMD aisbl 2008 was the inception year of the GRLI as an independent Foundation of public interest and accordingly, comparisons between the year under review and the previous year are not meaningful.
Total revenues rose from €49, 299.26 in the prior year to €307 759.11 for the year under review. The main sources of revenue were funds from existing and new partners as well as sponsorships and income from General Assemblies. Expenses were well controlled and operating charges totalled €281 493.26 (2008: €43 702.26). The overall result was a small surplus of €25 292.23 (2008: €5 597.00).
Total assets at 31 December 2009 were €213 863.49 compared with €57 666.01 at 31 December 2008. Amounts receivable within one year of €163 851 comprised primarily funds payable from current partners which were only invoiced towards the end of the financial year. The key item here is €90 000 of current partner development fund fees invoiced late in the year and for which payment had been received at 31 December. Deferred income of €85 000 represents future income from existing partners as their fees are spread out over four years for income purposes.
Prospects for 2010For the year ahead we anticipate higher revenues due primarily to increased sponsorship will be offset by increased costs due to increased project activity. Overall we anticipate a surplus in line with the year under review.
Financial Statements 2009 Comments
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GRLI Partners
Aalto University School of Economics (Finland) Anglia Ruskin University – Ashcroft International Business School (UK) Arcandor (Germany) Asian Institute of Management – AIM (The Philippines) Audencia Nantes Ecole de Management (France) Aviva (UK) AVT Business School (Denmark) Belgacom (Belgium)Babson College (USA) Barloworld Limited (South Africa) BEM - Bordeaux Management School (France) Caisse d'Epargne Aquitaine Poitou –Charentes (France) Center for Creative Leadership – CCL (USA & Belgium) CENTRUM PUCP, Pontificia Universidad Católica del Perú (Peru) China-Europe International Business School – CEIBS (China) Daimler AG (Germany) EFMD (Belgium) Emerald Publishing Ltd. (UK) ESSEC Business School (France & Singapore) Fundação Dom Cabral - FDC (Brazil) GlaxoSmithKline (GSK) Biologicals (Belgium Office) Griffith University, Griffith Business School (Australia) IAG – Louvain School of Management (Belgium) IBM (global) IESE Business School (Spain) IESEG School of Management (France) INSEAD (France)
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IE - Instituto de Empresa (Spain) Lafarge Ciments (France) LaTrobe University (Australia) Leeds Metropolitan University (UK) London Business School (UK) Maastricht University School of Business and Economic (The Netherlands) Macquarie Graduate School of Management – MGSM (Australia) University of Mannheim (Germany) Melbourne Business School (Australia) Merryck & Co (UK) National Australia Bank (Australia) Northern Institute of Technology Hamburg (Germany) OU Business School (UK) Pepperdine University, Graziadio School of Business and Management (USA) Petróleo Brasileiro S.A. – PETROBRAS (Brazil) Queen's University, School of Business (Canada) Responsible Business Initiative – RBI (Pakistan)Rouen Business School (France) ShakarGanj Mills (Pakistan) St. Petersburg State University Graduate School of Business (Russia) Standard Bank (South Africa) Sunland Group Ltd. (Australia) Telefónica (Spain) The ForeSight Group (Sweden) The Oasis School of Human Relations (UK) UN Global CompactUnited Laboratories (The Philippines) Universidad Americana (Paraguay)Universidad del Pacífico (Peru) University of Management and Technology – UMT (Pakistan) University of Notre Dame, Mendoza School of Business (USA) University of South Africa, Center for Corporate Citizenship (South Africa) University of Stellenbosch, Graduate School of Business (South Africa) Wake Forest University, Babcock Graduate School of Management (USA) Welingkar Institute of Management Development & Research (India) Wilh.Wilhemsen ASA (Norway)
Numbers on Map represent the geographical location of GRLI partners
Signatories United Nations Global Compact
Member of EFMD
Signatories of the Principles for Responsible Management Education (PRME)
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GRLI Founding PartnersEFMD aisblEFMD is an international membership organisation, based in Brussels, Belgium. With more than 730 member organisations from academia, business, public service and consultancy in 83 countries, EFMD provides a unique forum for information, research, networking and debate on innovation and best practice in management development. EFMD is recognised globally as an accreditation body of quality in management education and has established accreditation services for business schools and business school programmes, corporate universities and technology-enhanced learning programmes. For more information, please visit www.efmd.org
The UN Global CompactLaunched by the former United Nations Secretary-General Kofi Annan in 2000, the UN Global Compact brings business together with UN agencies, labour, civil society and governments to advance universal principles in the areas of human rights, labour, environment and anti-corruption. With over 3300 participating companies from more than 80 countries, it is the world’s largest voluntary corporate citizenship initiative. For more information, please visit www.unglobalcompact.org
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developing a next generation of globally responsible leaders
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Globally Responsible Leadership Initiative Foundation (GRLI)Foundation of public interest - VAT: BE 0808.174.702Rue Gachard 88 – Box 51050 Brussels, Belgium
T + 32 (0) 2 629 0810F + 32 (0) 2 629 0811
Design & Art Direction Tavis D. Jules |[email protected]
© Photos & Illustrations GRLI Foundation, photos.com©, Gerolf Van de Perre
GRLI founding partners
GRLI sponsoring partners
GRLI is a co-‐convenor of
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