rapport d'activité cahier 2

7/18/2019 Rapport d'activité cahier 2

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Our commitment

CREATESHARE CARE

ACTIVITY ANDSUSTAINABILITY REPORT

2013 - 2014



CONTENTS

11. SHARE

12 EVER MORE ATTRACTIVE

PROGRAMMES

13 TRAINING NEW MANAGERS

FOR THE FUTURE OF BUSINESS

14 SPECIALISED PROGRAMMES

15 LEARNING DOES NOT STOP

ONCE A PERSON JOINS

THE PROFESSIONAL WORLD

16 STAKEHOLDERS: CRITICAL ALLIES

OF MODERN MANAGEMENT

17 COMMUNITY INVOLVEMENT

18 CORPORATE RELATIONS

AT KEDGE BUSINESS SCHOOL

19 OVER 1,100 CORPORATE RELATIONS

03. CREATE

04 OUR FACULTY AND

OUR AREAS OF EXPERTISE

06 RESEARCH AT KEDGE BUSINESS

SCHOOL: EXPERTISE AND

INTERNATIONAL RECOGNITION

07 CONFERENCES AND PROJECTS

08 CHAIRS

10 SELECTED PUBLICATIONS

20. CARE

21 SOCIAL INCLUSIVENESS:

A PRIORITY

22 ALL RALLIED AROUND

ONE SINGLE AMBITION

23 DRIVING CHANGE

24 BEST PLACE TO LEARN

26 THE YEAR OF BIODIVERSITY

ON THE MARSEILLE CAMPUS

27 ENERGY PERFORMANCE

KEDGE Business School delivers31 management training programmes,endorsed by the French State and theEQUIS, AACSB and AMBA internationalaccreditations, aimed at both studentsand practicing professionals, in full-timestudy and continuing education schemes.KEDGE Business School also offers

tailor-made training courses fororganisations in France and abroad.KEDGE Business School also includesa design school: KEDGE Design School.

The KEDGE Business School campusesare located in Bordeaux, Marseille, Parisand Toulon in France. KEDGE BusinessSchool also has a presence in China,namely in Suzhou and Shanghai, and

works with 4 partner campuses (Avignon,Bastia, Bayonne, Dakar). The KEDGEBusiness School community boasts11,639 students (including 25% ofinternational students), 181 full-timefaculty members (including 41% non-French), 300 academic partners and40,000 alumni working all over the world.

Rankings: KEDGE Business School

ranks amongst the French top 10 andthe European top 30. Our Executive MBAprogramme is ranked 27th globally and4th nationally (source: Financial Times).

For more information,

please visit: kedgebs.com@kedgebsFacebook/kedgebs

PROFILE

Copywriting: KEDGE Business School / Marketing& Customer Relations Direction / Luminy BP 921 / 13 288 Marseille cedex 09 – Photo credits: GiovanniCittadini Cesi, iStock – Design and production:

(Art direction: V. Robic/Lay-out: N. Theil)– Publishing: Sammarcelli Imprimeur.

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CREATE

WeCreate Share Care And we prove it



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OUR FACULTY ANDOUR AREAS OF EXPERTISEThe first-class quality of our faculty -along with thatof our programmes- has been one of the key priorities

of the redesign and harmonisation work undertakenwith the merger. Our Group is now ready to take onnew challenges and ambitious projects.

— 181 full-time faculty members

— 22 newly recruited professors

— 19 CSR specialists

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22PEOPLE

Our recruitments

— Supply Chain — International Business

— HR— CSR

— Entrepreneurship — Strategy— Marketing

— Finance— Wine Management

FRÉDÉRIC PRÉVOT Associate Dean

ARMAND BAJARD Associate Dean

“The recruit-ment processattractedno less than500 applica-tions, a suresign of thestrong appealof our school.”

The recruitment process attracted no less

than 500 applications, a sure sign of thestrong appeal of our School.

A COMPREHENSIVE DIGITAL STRATEGY—To ensure the highest educational standards,the School has invested in a LearningManagement System (LMS), a single, unified,online platform which is now shared acrossall campuses and enables us to manageall aspects of our teaching mission: students,faculty, content, teaching guidelines, exams,and much more.

OBJECTIVES—The objectives for the year ahead are many.We will extend our recruitment programme,notably with a view to strengthen existingexpertise, in both research and teaching.To ensure we use our LMS to its full potential,we must focus our investments on pedagogicalinnovation and on the development of ourdistance teaching activity, a very promisingarea in terms of successful innovation.—Finally, we will be working on the AACSBaccreditation renewal process, which willnotably involve a comprehensive harmonisationof all course outlines by our faculty.

From redesigning the Grande

Ecole Programme to harmonisingthe KEDGE Bachelor Programmeacross 7 partner campuses,a comprehensive pedagogicaloverhaul was required, mobilisinga significant part of our staff

over several months. To support the project,dedicated working committees were set upfor the Faculty / Programme review.—An inter-campus Faculty group was alsoput together, bringing together 6 departments:- Finance & Economics,- Accounting, Audit and Law,

- Operations Management and IS,- Strategy, CSR & Entrepreneurship,- Management,- Marketing.

BUILDING ON EXISTINGEXPERTISE AND STRIVING FOREDUCATIONAL EXCELLENCE—The Equis accreditation was quicklyfollowed, last spring, by the renewal of ourvisas. These allow KEDGE BS to confidentlypursue the roll-out of its harmonisationprogramme and maintain the highesteducational standards. In addition to neweducational content, such as the integrationof compulsory CSR modules in the GrandeEcole Programme, KEDGE BS decided to usethe design expertise of the Toulon campusto develop new courses for other campuses.Thus Design Thinking is now taught as partof the PGE Programme.—Those initiatives were all designed in viewof the three key areas of faculty activity:teaching, pedagogical innovation and research.—Finally, 22 new professors were recruitedacross our campuses, with a view tostrengthen our coverage in areas such

as CSR, Supply Chain and Entrepreneurship.

ACTIVITY AND SUSTAINABILITY REPORT 2013 / 2014



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CHRISTOPHEESTAY

Associate Deanof Research

“The key to future successes resides notonly in past efforts, innovation is alsoessential and at the heart of our model.”

RESEARCH AT KEDGE BUSINESS SCHOOL:EXPERTISE AND INTERNATIONAL RECOGNITIONAcademic excellence and the strengthening of our international visibilityare some of the key challenges addressed by our strategic development.

by the CNRS. More specifically, overone third of those articles were rankedin CNRS categories, 1 or 2.

DISSEMINATING KNOWLEDGE—Our research output is not restrictedto the publication of academic articles,however. We also mobilise the skillsand expertise of our faculty to shapeour pedagogy and the content of ourprogrammes, and to influence the bestpractices of businesses and other economicand social actors.—The dissemination of knowledge takesmany forms. Pedagogical innovation – anarea in which our professors’ expertiseis paramount – is achieved through “flippedclassrooms”, digital creations, projectscombining individual and team work,as well as learning experiences requiring

students to use the full spectrum of theirskills and knowledge (technical, creative, behavioural).

SHARING OUR EXPERTISE—Our faculty is also active in the organisation of conferences, partnership agreementswith private businesses and the publicationof specialised books and practical guides.—Bringing together nearly 200 professors,our faculty’s output resonates far beyondFrench borders. In particular, our expertiseis now recognised internationally in areas

such as supply chain, marketing and CSR.—We know however that the key to futuresuccesses does not solely reside in pastefforts. Innovation is essential and it is atthe heart of our model, with excellencein diversity as our guiding principle.

KEDGE Business School owesthe excellence of its researchactivity to the unique skillsets and profiles of each

and everyone of its facultymembers. Their intellectualinput is key to our never-

ending quest for better pedagogy and bettersupport for all our stakeholders. This isalso reflected in the keen interest of ourlecturers-researchers for collaborations withpublic authorities and local communities.—The following is a clear indicator of ourSchool’s culture of educational excellence:out of 184 articles published in peer-reviewed journals, 138 (75%) are ranked

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SUSTAINABLE VALUE

—Measuring sustainability performance remains a focus of our research.Our Sustainable Value (www.sustainablevalue.com) approach measures

sustainability performance similar to financial performance, based onopportunity costs. In line with our “Create, Share, Care” vision, we

extend our focus beyond economic capital. Sustainable Value is createdwhen efficiency gains are achieved not only on financial factors, but also

on economic, environmental and social resources. Frank Figge andTobias Hahn have further developed and applied this assessment

technique with academic and corporate partners, as well as in thecontext of research projects, to assess sustainability performance in

monetary terms and to develop management and analysis tools toidentify and influence Sustainable Value drivers.

AIR TRANSPORT RESEARCH

SOCIETY CONFERENCE

—In 2014, the 18th edition

of the ATRS World Conference(Air Transport ResearchSociety), which showcasedKEDGE Business School researchexpertise in Supply ChainManagement, brought togetherabout 350 participants from allover the world on the Bordeauxcampus. Operating at the forefront of academic research in the fieldof aviation, the ATRS carriedout a benchmarking review onthe operational and managerial

efficiency and the pricingcompetitiveness of 183 airportsand 25 airport groups.

MENA ECONOMIC FORUM

—Inspired by the unifyingrole played by Marseille in theMediterranean region, the MENAEconomic Forum was foundedin 2011 with the objective ofdeveloping partnerships betweenEurope and the Arab countries. Jointly organised by CAPmenaand KEDGE Business Schoolin Marseille, the third editionof this event was attended by over 400 business leadersof Europe, North Africa and

the Middle East, offering a seriesof sector-specific conferencesand workshops on the theme“Economy, Education, Culture:Finding Synergies to Achievea Sustainable Growth &Development”.

FNEGE – INTERNATIONAL

SYMPOSIUM IN MANAGEMENT—For the first time, theFNEGE (French Foundation forManagement Education) organisedthe “International Symposiumof Management” in partnershipwith KEDGE Business Schooland IAE Aix-en-Provence as wellas 19 scientific associations inmanagement science. The objective of this unprecedented event wasto highlight the contribution ofmanagement research to business

development, innovation and theprogress of our economy.

CORPORATE RESPONSIBILITY

RESEARCH CONFERENCE—The CRR Conferences addresstopics of corporate responsibility beyond enterprise borders,connecting the three fieldsof sustainability (environment,society and economy) at theenterprise level. In 2013, theConference was organised bythe Institute of Systems Science,KEDGE Business School and theSustainability Research Instituteat the University of Leeds.

About ninety researchers tookpart in the event and gave some60 presentations.

CONFERENCES & PROJECTS

Research




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Research

CHAIRS

WORK AND WELL-BEING

—Funded primarily by the Caisse d’Epargne Provence-Alpes-Corse(CEPAC) bank, the Work and Well-Being research chair contributesto the emergence of new managerial approaches combining theprinciples of performance and humanism. Its objective is to developand disseminate knowledge through research activities and trainingschemes for practising executives. Staff well-being is a factor

in economic performance, notably through the improvement ofwellness and societal dialogue in the workplace and the preventionof psychosocial risks.

BUSINESS AS UNUSUAL

—This Chair examines “newmanagerial practices through asustainability lens” working witha mixture of private companies(Cap Energies, Orange, La Poste,SNCF), NGOs and institutionalpartners to gain a betterunderstanding of how circular,service and collaborative systemscan contribute to more sustainable business practices. The Chairdraws from academic and partnerexpertise in sustainable

development, innovation, marketsand consumption and supplychain management as the basisfor collaborative research projects,the development of pedagogiccontent and the disseminationof best practices. Its researchactivities have been directed atreturn schemes (as part of circularsystems).

SUSTAINABLE SOURCING

IN THE NETWORK ENVIRONMENT—Set up in 2010, the SustainableSourcing in the NetworkEnvironment Research Chair brings together companies,non-profit organisations andresearchers to build a shared visionand understanding of sustainablepurchasing and with a viewto develop and promote thisvision amongst stakeholders.It aims to achieve a clearerunderstanding of the complexnotion of sustainable purchasingand the role played by qualitylabels in the development ofsustainable markets.—The Chair’s partners includeERDF, L’Occitane, SNCF, and Sodexo,and NGOs such as Max Havelaar,WWF and Extramuros.In 2014, the Chair’s reflectionsand conclusions were summed upin an informative booklet entitledthe “Guide for More ResponsiblePurchasing”, which was published

with the financial support of thePACA region.

FINANCE RECONSIDERED

—Since 2008, AG2R LA MONDIALEand KEDGE Business School have been developing a partnershipthrough the “Finance Reconsidered”research chair, which promotessolidarity financing and responsibleinvestment. The work of thisresearch chair is structuredaround four axes: the role andplace of the shareholder vis-à-visother stakeholders; social andsolidarity economy; financing,collective action & cooperation;

ethics, investment & socialresponsibility.—The chair also supports theAG2R LA MONDIALE ETHOMEDproject. ETHOMED works underthe supervision of a Qualificationand Control Committee.Students are responsible forthe management and monitoringof the scheme and the programmealso benefits from the supportand supervision of the ChairScientific Committee.

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EURO MENA

—The EURO MENA Chairof Management aims tooffer responses to the socio-demographic realities of theMENA zone and to the businesschallenges of the post-oileconomy. It explores ourresponsibilities with regardsto the African continent.Among these challenges, thoseconcerning young peopleand training are fundamental.—The programme will focus

on the role and the potentialof market finance developmentin the MENA region, morespecifically in the areas of CSR,sustainability, Islamic finance,the viability/stability of aGlobal Financial Market, andthe management of globalperformance in entrepreneurshipand family businesses.

BUSINESS IN A CONNECTED WORLD

—Created in 2001, the Businessin a Connected World Chairis the result of a long-standingcollaboration between KEDGEBusiness School and our partnercompanies (Auchan, etc.).The aim is to develop anddisseminate knowledge andup-to-the-minute expertise onthe use of ICT (Information andCommunication Technologies) by consumers and companies.—The Chair focuses on basic

and applied research, studyingphenomena related toconsumption and distributionand identifying areas impactedor disrupted by ICT. For researchpurposes, the Chair is organisedinto teams comprised of a smallnumber of researchers supported by a panel of academic andprofessional experts.

ARTS, CULTURE AND MANAGEMENT

IN EUROPE (ACME)—The ACME Chair aimsto produce and disseminateknowledge on the managementof the arts, culture and creativeindustries. The Chair includestwenty faculty members whospecialise in these subjects andconduct research for differentpartners in the cultural andcreative domain. Over the pastfive years funding has been raisedthrough the European Union(Creative Industries and SocialInnovation), the French Ministryof Culture & Communication(Cultural patronage andSponsorship in France), theAquitaine region (Trajectories ofTourism Destinations in SouthernFrance), the cities of Cannes,Royan and Arcachon (CreativeCities) and the Louvre Museum(Identity and strategy of asuperstar museum).

SUSTAINABLE AND GLOBAL RESPONSIBILITY OF ORGANISATIONS

—Launched in 2003, the SGRO research chair is comprised of 7 professors.Over the past 12 years, it has concluded a dozen agreements withprivate companies (Suez-Lyonnaise des Eaux, Auchan, Domofrance...)and public authorities (European Commission, ADEME...). The scientificproject of this chair covers strategic issues for private businesses(public relations, logistics, quality, governance ...) and local territories(quality of life, urban planning, environmental safety, territorialattractiveness, development...). The chair offers dedicated modules

as well as lectures within core programmes and specialised masters.It also takes an active role in the Sustainability Literacy Test initiative– led by the CSR department.




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SELECTED PUBLICATIONS

BARTIKOWSKI, B. & SINGH,N. (2014)

Should all firms adaptwebsites to internationalaudiences? Journalof Business Research,Vol. 67, Issue 3, 246-252.

BIGO, V. & NEGRU, I. (2013)Mathematical modellingin the wake of the crisis:A blessing or a curse?What does the economicsprofession say? CambridgeJournal of Economics,Vol. 38, Issue 2, 329-347.

CAJAIBA-SANTANA,G. (2014)Social innovation: Moving thefield forward. A conceptualframework. TechnologicalForecasting & Social Change,Vol. 82, 42-51.

CARU, A., COVA, B., & PACE,S. (2014)Combining QualitativeMethods in Practice:A ContextualizedAccount of the Evolutionof Consumer Studies.

Management Decision,Vol. 52, Issue 4, 777-793.

FAROOQ, O., PAYAUD, M.,MERUNKA, D., & VALETTE-

FLORENCE, P. (2014)The Impact of CorporateSocial Responsibility onOrganizational Commitment:Exploring Multiple MediationMechanisms. Journalof Business Ethics,Vol. 125, Issue 4, 563-580.

FIGGE, F., HAHN, T.,& BARKEMEYER,R. (2014)The If, How, andWhere of AssessingSustainable Resource Use.

Ecological Economics,Vol. 105, 274-283.

GERGAUD, O. & COUPE,T. (2013)Suspicious Bloodand Performance inProfessional Cycling.Journal of Sport Economics,Vol. 14, n° 5, 546-559.

KLIBI, W. & MARTEL,A. (2013)The design of robustvalue-creating supply chain

networks. OR Spectrum,Vol. 35, n° 4, 867-903.

LAGOARDE-SEGOT,T. & LEONI, P. (2013)

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

LAKSHMAN, C. (2013)Biculturalism andAttributional Complexity:Cross-culturalLeadership Effectiveness.Journal of InternationalBusiness Studies, Vol. 44, n° 9, 922-940.

LENGU, D., SYNTETOS,

A., & BABAI, M. Z. (2014)Spare parts management:linking distributionalassumptions todemand classification.European Journal ofOperational Research,Vol. 235, n° 3, 624–635.

ORTH, U., BOUZDINE-CHAMEEVA, T., & BRAND.K. (2013)Trust During RetailEncounters:A Touchy Proposition.

Journal of Retailing,Vol. 89, Issue 3, 301-314.

PARANQUE, B. & WILLMOTT,H. (2014)

Cooperatives - Saviours orGravediggers of Capitalism?Critical Performativity andthe John Lewis Partnership.Organization,Vol. 21, Issue 5, 604-625.

RUSSO, M., GUO, L.,& BARUCH, Y. (2014)Work attitudes,career success and health:Evidence from China.Journal of VocationalBehavior, Vol. 84, 248-258.

TCHAKOUTE TCHUIGOUA,H. (2014)Institutional frameworkand capital structure ofmicrofinance institutions.Journal of Business Research, Vol. 67, Issue 10, 2185-2197.

VAERENBERGH,Y.V. & HOLMQVIST, J. (2013)Speak my languageif you want my money:Service language influenceon consumer tippingbehavior. European

Journal of Marketing,Vol. 47, n° 8, 1276-1292.

KEDGE Business School Journals

Research

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ANNE-CATHERINEGUITARD

Undergraduate programmes

Director

“KEDGEBachelor isnow the firstBachelor programmein France.”

EVER MORE ATTRACTIVE PROGRAMMESKEDGE Business School post-secondary programmesare being constantly refined, with two key priorities: thequality and flexibility of our educational offer, and a clearfocus on internationalisation.

CESEMED: THE MOST INTERNATIONALBACHELOR PROGRAMME IN FRANCE

—The CeseMED international programme-the Group’s future Global BBA- welcomes everincreasing numbers of international students.This programme enables students to spend2 years in France and 2 years abroad, at theend of which they can pass either a singleor a dual degree. We aim to strengthenthe visibility of our CeseMED programme,the first international Bachelor programmein France (SMBG ranking, 2014-2015).—As part of the renewal of our VISA – whichguarantees the top quality of our programmes –,English content will be greatly increasedfrom the first year. Various teaching pathoptions will be offered from the second year.This programme will also be the spearheadof our development strategy in Asia.

EBP INTERNATIONAL:AN EVER INCREASING NUMBEROF INTERNATIONAL PARTNERS—We have developed our EBP partner network:11 on the Bachelor side, 11 at Master level,with a range of very attractive destinationsfor our students: Argentina, USA, Korea,Russia... Other partnerships are currentlyconsidered with emerging countries.

We will extend courses which are most closelyrelated to market realities, in order to bestprepare our students for expatriation, andwe will create specialised courses in year 5.We foresee a promising future for this flagshipprogramme, closely attuned to the realitiesof the job market.

In June 2014, our VISA was deliveredfor 3 years and for all KEDGE Business

School campuses. The merger broughtabout a renewed focus on enhancingour pedagogy.Thanks to a new business game, ourfirst-year students now get immediate

exposure to the realities of the corporateworld. Systematic embedding of our ActionLearning approach (through Pro Act projects)throughout the programme was also a priority.—In order to strengthen the internationalprofile of our students and encourage them togo study abroad with our partner universities,we offer them the possibility to completehalf of their curriculum in English. A businessgame – run in English – is also scheduled before graduation.—Finally, all students are required to takethe Sustainability Literacy Test both at the beginning and at the end of their curriculum,in order to track their progress in this area.A Sustainable Development & CSR moduleis also mandatory during the second year.—The same core modules are delivered onall our campuses. Our multi-campus operation(7 campuses to date, including Dakar)enables us to offer a range of 12 specialisationoptions, each closely linked with local sectorial

and economic specificities. Our variousinitiatives have been highly successful sinceKEDGE Bachelor is now the first Bachelorprogramme in France, according to theLe Figaro ranking table.—Moving forward, we want to extend thework/study options in the third year, andoffer our students the ability to start theircurriculum programme on a given campusand complete it on another, depending on theirselected specialisations. The strengtheningof Action Learning and E-learning will alsomake our courses more flexible and more

accessible to wider range of profiles, includinginternational students.

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TRAINING NEW MANAGERSFOR THE FUTURE OF BUSINESSThis year, the active pedagogical approachof the KEDGE Business School Grande EcoleProgramme renewed its focus on interactivity,responsiveness and creativity, in order tohelp students maximise their potential andnavigate the “knowledge revolution”.

A FULLY FLEXIBLE “À LA CARTE”APPROACH—This allows our students to design their owncurriculum based on their particular professionalproject and time constraints, with thesupport of lecturers-researchers and coaches.This flexibility enables students to build their“personal branding”. As businesses increasingly

operate online to hire new employees, studentshave to think beyond their presence on socialnetworks, and build up a business-like profileas they accumulate experiences throughouttheir KEDGE BS curriculum. Our students cannow take full advantage of a range of excellence modules (e. g. so power and media, winesand management, geo-strategy, etc.) inorder to develop a dual profile (completing anengineering degree with a partner institution,for example) or a specialisation (thanks toone of the MS or MSc programmes offered inBordeaux and Marseille).

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

CSR: A CORE TOPIC OF OUR CURRICULUM—CSR is fully embedded into our curriculumand is explored in a core and compulsorymodule, in addition to a range of electivemodules. Furthermore, every single one

of our 250 course modules contains a CSRdimension so that our students are fully awareof the key challenges ahead in this field. TheSustainability Literacy Test is also compulsory.Moving forward, we intend to strengthen thecross-disciplinarity of our programme througha range of seminars and workshops, notablywith our Innovation Lab which aims tofoster interaction between our students andengineers and designers: our objective isto train future managers who will be able totake on the new challenges of the 21 st century business world.

At the heart of our mission isour commitment to enable ourstudents to link the various

teachings received, to connectthe dots between the various

skills required to manage a project or betweenthe different businesses within a corporation,and to develop non-academic skills such ascreativity, interpersonal flair and team work.Internships, apprenticeships, associativelife, Action Projects, behavioural simulations, business games, corporate missions, juniorconsulting: all these tools and initiatives placeour students at the heart of our approach andcontribute to making them fully accountablefor their own progression.

NATHALIE HECTORGrande EcoleProgramme

Director

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




SPECIALISED PROGRAMMESOur MS and MSc programmes are renownedfor their educational excellence and acclaimedby the most prestigious companies, bothnationally and internationally.

—New programmes have been introduced(MSc Purchasing and Innovation Management)or extended to other campuses (MACI inMarseille and MSc Marketing in Bordeaux).—We are also planning a wide-rangingoverhaul of the MACI programme, which willnotably feature a new educational approach.Students will be able to specialise fromSemester 2, with elective courses specificto each campus: Wines & Spirits andInternational Operations Management in

Bordeaux; Luxury & Brand Management andSports & Events Management in Marseille.—For Semester 3, they will have the choice between the Open Source Seminar or theFrench Touch Tour, an educational innovationthat will explore specific local economicstrengths on each campus (e.g.; wine industryin Bordeaux, “Sea Cruising” in Provence,Culture and Luxury in Paris).—In September 2015, we will introduce a newprogramme entitled “International Businessfrom Europe to Asia”, which will be sanctioned by a dual degree: KEDGE BS MSc InternationalBusiness and KUBS MBA. This programmewill be a unique opportunity for studentsto maximise their employability on the Asianmarket, through total immersion in both Europe (Bordeaux) and Asia (Seoul and Suzhou).

NEW CHALLENGES AHEAD—We must improve even further ourattractiveness internationally, strengthen ourrelationships with the business sector witha view to capitalise on the specific economicresources of our local regions, and maintainour commitment to maximising our students’employability across all our campuses.

They offer a wide range ofvocational courses, which all

embed core modules dedicatedto CSR. All students are alsorequired to take the SustainableLiteracy Test.- The ISLI programme includes

a module entitled SCM & Sustainabilityand requires students to complete variouscompany assignments (“Sustainable SupplyChain in the Wine sector”). Students aretasked with writing professional theses ontopics such as “What are the sustainablesupply chain best practices and their impacton performance”, “Ethics and procurement”...- At ISMQ, students are required to carryout a CSR review, complete with conclusionsand recommendations, for a host company,with a view to promote or initiate bestpractices in this field.- The MVS programme includes a modulepresented by a practising psychiatrist andaimed at raising students’ awareness aboutthe need for a responsible approach whendealing with “wine” as a commercial product,tackling notably alcohol abuse.

NEW PROGRAMMES—One of the highlights of last year was the

roll-out of a new harmonised architectureacross all campuses and programmes, for bothM1 (academic, international and vocationalcourses) and M2 (specialisation) courses.On the MSc side, we created the “Open SourceSeminar”, a 90-hour learning experiencecovering a wide range of transversal topics(Business Management with SAP, SustainableEntrepreneurship, Open Innovation, CreativeThinking, Doing Business as Unusual, DoingBusiness in Emerging Countries, CrisisManagement).

DOMINIQUE BILLON Associate Dean

for Post-GraduateProgrammes

“In 2015, we’llintroduce a newdual degree programmeentitledInternationalBusiness FromEurope to Asia.”

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FRANÇOISELASSALLE-COTTIN

ExecutiveEducationDirector

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

LEARNING DOES NOT STOPONCE A PERSON JOINSTHE PROFESSIONAL WORLDProfessionals must continually update and widentheir skill sets. KEDGE Business School enablesthem to do so with its Executive Education,with a range of widely recognised certifications,focused on excellence, integration of emerging

best practices and personal development.

for highly specialised tenders.

—Improving one’s skills and competenciesin a rapidly changing world is a life-longeffort commitment. KEDGE Business Schoolhas placed Executive Education at the heartof its development plans by implementing itsactivities on the new Paris campus in 2015.Executive Education greatly contributes tothe School’s strategic approach by articulatingour 3-prong positioning in the adult learningsector: not only do we SHARE our knowledgeand our professional networks, we also CREATEnew ways of learning to help experiencedindividuals strengthen their skills and businesses improve their performance,and we CARE about life-long employability.—Executive Education is set to become akey driver of innovation for the School. Thisstrategic extension of our Executive Educationactivity, both nationally and internationally,will take various forms: broadening the rangeand scope of upper level part-time degreeprogrammes; emphasis on sectorial “niches”(supply chain, shipping, social & healthservices, wealth management, purchasing,non-state & non-market organizations,wine industry); and General Managementprogrammes. The School also intends to

pursue further the internationalisation of its bespoke programme activity.

The Executive Education teamactively works on integratingsustainability and CSR issuesinto its graduation requirementsand the design of its curriculum.

Aer adapting the General ManagementProgramme (Marseille) and our generalcampus infrastructure in order toaccommodate the needs of visually impairedstudents, a certificate programme wasdesigned for those wishing to specialise inCSR strategy and deployment. Two specificMajors were also created in the Global MBA(Resource Management & SustainableEntrepreneurship),in addition to a compulsorycourse on Business Ethics. The School’sreputation in this field now enables us to bid

—The KEDGE BusinessSchool Global MBA is nowranked third amongst

French Executive MBAs, just

behind HEC and ESCP, and beforeESSEC and EM Lyon, accordingto the Financial Times table.Having gained 16 places since2013, it is ranked 27th in the 2014Global Executive MBA table.

—Orange commissioned KEDGE Business School to co-create a bespoketraining initiative to raise awareness of new CSR issues amongst itsexecutives in the Africa – Middle East – Asia regions. So far this year,

30 international managers have taken part in a 4-day workshop inSenegal, Jordan and the Ivory Coast. The initiative will soon be rolledout in Europe. The programme is tailored to the specificities of eachregion. Each participating Orange executive receives a certificatedelivered by the School, following the formal presentation of a CSR /SD internal initiative planned for their territory.

KEDGE BS Global MBA Orange: bespoke internationaltraining programmes




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STAKEHOLDERS: CRITICAL ALLIESOF MODERN MANAGEMENTStakeholders are individuals or groups that affect or couldbe affected by an organisation’s activities, products or servicesand associated performance*.

—KEDGE Business School and Volkswagen GroupFrance have engaged in a partnership to improvesocial inclusion for students with disabilities,with an agreement signed in November 2013and backed by a €20,000 dotation. The partnership

has three key objectives: provide support to students with disabilities, raise awareness of inclusiveness issuesamongst future managers,

design a new course on the topic of HRmanagement and disability.

—For the first time ever, a South-Korean universityhas opened a representation office in our country,

choosing KEDGE BS as their local partner to developtheir activities in France and Europe.This unique partnership goes way beyond the scopeof a traditional academic exchange agreementand will, in return, enable KEDGE BS to open itsown premises in Seoul.

NOT JUST CUSTOMERS—Students are our partners in development.

Through the creation of KEDGE Business School, student representation bodies have reacheda new level of integration into the School’sgovernance and management. During themerger, students were invited to contributeto the new identity. As a global educationinstitution, KEDGE Business School needs to takeinto account local, national and internationalstakeholders and show commitment in the wayit promotes responsible management values.

This principle applies to the three keylevels of stakeholding. Impacting virtually

every aspect of business – from productsand processes, to company practices andgovernance – stakeholders are the criticalallies of modern management. Researchand training activities have also been shapedin order to respond to stakeholder demands.Teaching risk management, showing howone can find harmony within the constraintsand realities of the workplace, and raisingawareness about occupational stress, weteach our students how to handle setbackswhenever they may occur and to thinkcritically and collectively.

Working in a

spirit of part-nership withour stakehold-ers is not only“responsible”;it is a soundand sustaina-ble approach tothe conduct ofour business.

LEVEL

1

LEVEL

2

LEVEL

3

SECONDARY STAKEHOLDERS

Parents / French Higher Education Institution /Associations (CGE & CPU) / Unions /

Secondary & Prep Schools / AccreditingBodies / Prospective Students / Suppliers& Subcontractors / Investment Banks

PRIMARY STAKEHOLDERS

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

SOCIETAL STAKEHOLDERS

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

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* From Freeman, 1984, Mitchell, Agle & Wood, 1997.

A permanent representationoffice for Korea UniversityBusiness School

A partnership with Volkswagen

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COMMUNITY INVOLVEMENTLike any organisation, KEDGE Business School has an impact onits communities. It is the School’s responsibility to mitigate, reduce andcompensate for its negative externalities. In other words, KEDGE BS seeksto have a responsible and sustainable impact on its various communities.

OUR DIGITAL ECOSYSTEM:THE HEART AND BLOOD

OF THE KEDGE BUSINESS SCHOOLCOMMUNITY—KEDGE Business School students andalumni study and work in many differentcountries and from a wide range of campuses,offices and home set-ups. Digital mediaenable us to keep in contact with our differentcommunities and communicate with allour stakeholders. That is why KEDGEBusiness School put in place a digital mediaservice which provides online content andsupports students throughout their projects.—Social networks, both internal and public,have become the heart of the School’scommunication. Whether tweeting withthe Dean or facebooking with the CommunityManager, this new form of communicationenables KEDGE Business School to breakthrough the barriers of classic academia.

From Aquitaine to the Côte d’Azur and Paris,KEDGE Business School is committed

to local community development. Throughour Business Nursery initiative, studententrepreneurs receive support in creating andlaunching their own businesses. With projectssuch as ETHOMED, the School helps identify,accompany and fund social entrepreneurshipprojects in the region. Through CorporateProjects and Missions, KEDGE Business School brings together local businesses and studentsto help improve their financial and socialperformance. By participating in local workinggroups and scientific committees, KEDGE BSreinforces local expertise, notably in thefield of CSR. KEDGE Business School facultymembers participate in a wide range ofinternational joint research projects. Eachyear we organise the MENA Economic Forumto promote economic relations in NorthAfrica. KEDGE BS also works actively on thepromotion of sustainability in higher education.

OVER

30,000FACEBOOK FANS

OVER

15,000TWITTERFOLLOWERS

Some of our contributions

INTERNATIONAL- Equal Board- FEMISE- Sustainability Literacy Test- Platform for Sustainability

Performance in Higher Education- ETHOMED- IFLA- ASLIB- AIRL- OCEMP- UNGC Working Groups- PRME Working Groups- IFC (Franco-Chinese Institute)

- GRLI- AASHE- Academic Impact- GUPES - UNEP- SCC - Supply Chain Council- ELA - European Logistics Association

NATIONAL- CEEG- CGE- CGE - Sustainability Commission

and Working Groups- ACIEGE- Public Service Institute- APM (Association for the Progress

of Management)- MEDEF- Responsible Management Network- Responsible Campus project groups- Comité 21- ORSE

- National Environmental- Circular Economy Institute- AFNOR- ASLOG

LOCAL- AGESM (Local branch of the CGE)- Training Job Seekers- Tutoring & Mentoring

(Cordées de la Réussite)- Company Research Projects- Grand Luminy Incubator- Impulse Incubator- Regional Working Group & Projects

on sustainability/CSR- UPE 13- Université des Entreprises MEDEF

Gironde- National Calanques Parc

- RSE PACA- Wiki 2D- CRÉER- Business Nursery- Réseau documentaire (education,

training, employment)




P. 18-19

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CORPORATE RELATIONSAT KEDGE BUSINESS SCHOOLKEDGE Business School counts many companies amongstits key stakeholders. These organisations are more thanpartners: they are active members of a community and playa central role within the School.

all there, as were a number of major

Chinese corporations (Bank of China,Shanghai Bank...), who had been invited by our partner Ren Min University.

PHILANTHROPY IN ACTION—Acting under the aegis of the Fondationde France, the Foundation for SustainableLeadership promotes access to highereducation and has put in place a responsiblemanagement training scheme for Frenchand foreign students, with the help ofprivate businesses.

FLAGSHIP BUSINESSPARTNERSHIP INITIATIVES—Supporting the inclusion of studentswith disabilities. In November 2013,KEDGE Business School and VolkswagenGroup France signed a partnership agreementto improve access to educational excellencefor students with disabilities. Volkswagen’sfinancial commitment (€20,000 per yearover 3 years) will support a wide rangeof actions, including personalised coachingand dedicated classroom equipment.—The “Work and Well-being” researchchair was launched in June 2014,

under patronage of the Caisse d’EpargneProvence-Alpes Corse bank. Its aim is topromote innovative management methodsand reconcile the -sometimes- conflictinginterests of the various stakeholders withinan organisation.—The MENA Forum is the first businessevent dedicated to trade relations betweenEurope and the Middle East and North Africaregion (MENA). Since 2011, this annualconference has been bringing together morethan 400 policy makers, business leaders andresearchers and enabling them to exchange

their views and experiences on trade withthe MENA region.

Firstly, these partners notablycontribute to the shaping of

our governance and pedagogy.Their second major area ofcontribution is financing, whichenables us to set up think tanks,Research Chairs and projects.

They also cooperate with the School throughthe development of our Executive Educationprogrammes.—As part of our commitment to fosterinnovation and the creation of sustainablevalue, we also seek to support entrepreneursacross the globe. We can provide supportin developing bespoke partnerships for

companies seeking to improve their humanresource management.—In April 2014, we organised our first business forum. Our French partners,such as Axa, Mazars, Sodexo, Pernod-Ricard,BioMerieux, Sanofi and Ernst & Young were

THE FOUNDATIONIS A MAJOR

ORGANISATION,WITH

€1.8M IN DONATIONS,MORE THAN

15 PROJECTS

SUPPORTED ANDMORE THAN

25 CORPORATESPONSORS.

@ I F C R e n m i n

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CHRISTOPHEMOUYSSETCorporate

Relations Director

“These part-ners notablycontribute tothe shaping ofour governanceand pedagogy.”

OVER 1,100 CORPORATE RELATIONSTeaching business and management without seeking supportfrom the private sector would make no sense. Private businessesknow best what their workforce requirements are and howthese are likely to evolve. Their input is also essential in ourefforts to maximise our graduates’ employability. That is whyKEDGE Business School has integrated the corporate worldinto every step of the learning process.

Be-U, which has already been adopted byhigh profile organisations such as Sodexo,Adecco, Deloitte, La Banque Postale andVolkswagen Group France.

CORPORATE ASSIGNMENTS ASPART OF THE SUZHOU IFC PROGRAMME—Created in collaboration with the RenminFranco-Chinese Institute, this postgraduatecourse enables elite Chinese students tolearn about the standards, expectationsand requirements of French and Europeancompanies. Students spend their third yearin Bordeaux and carry out assignmentsrelated to the Asian markets for companiessuch as Fayat, Cultura, Caudalie, Lectra,Procter, EY, Wine, Buzet Wines... This isalso an opportunity for those companiesto source new interns or executives.

MANAGEMENT RESIDENCY—This elite programme enables companiesto recruit the best students through acomprehensive process (company assignment,internship, recruitment upon graduation).

Our partner companies for 2013-2014 wereSartorius Stedim, Gem Industrie, ONET, Adrexo,La Varappe, SNCF and Airbus Helicopters.

Most of our research chairs,projects, case studiesand publications benefitfrom the support ofcorporate partners, whoseinformation and resourcesoen prove invaluable

in our academic studies. For instance, the“Business in a connected world” researchchair, which was created in partnershipwith Auchan, aims to develop a leading-edgeexpertise regarding the adoption and useof digital technologies by consumers and businesses, and disseminate this acquiredknowledge.

TEACHING—Companies and professionals participatein a wide range of teaching activities throughthe dispatch of guest-lecturers who bringtheir professional experience to our students.

ADMISSIONS AND EVALUATIONS—A key element in the School’s educationalmission is to maximise the employment

prospects of our students and participants.For this purpose, we set up a personal andprofessional development initiative called

—The “Finance Reconsidered” researchchair was created as a partnership between

AG2R LA MONDIALE and KEDGE BusinessSchool, two organisations which arevery committed to promoting SustainableDevelopment and Responsible Investment.This initiative is backed by ResponsibleFinancing Fund ETHOMED. The managerial

approach of KEDGE Business Schoolis perfectly embodied in this project,

which aims to raise funds responsiblyand finance projects that meet theprinciples of sustainable developmentand micro finance. These initiativesalso serve as great teaching tools forour students.

KEDGE BS and AG2R LA MONDIALE:“Finance Reconsidered” research chair




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P. 20-21



SOCIAL INCLUSIVENESS: A PRIORITY

1,200 YOUTH SUPPORTED—In order to overcome difficult materialand psychological challenges, the School andits student associations dedicated to equalopportunities issues set up a total 16 specialschemes/projects. They provide support fornearly 1,200 youth, with projects aimed atpromoting cultural awareness and encouragingsocial inclusiveness in the most selectivehigher education channels. Over a hundredKEDGE Business School students providetutoring for these youth and help themdevelop their personal and professional project.—In 2015, the School will roll out acomprehensive support system aimed atovercoming the social and financial barriersto access to its own programmes. The KAP(KEDGE Access Programme) is an equalopportunities scheme which specifically seeksto support high potential youngsters, whoconsider that a Grande Ecole isn’t an optionfor them, before, during and aer their studies.—KEDGE Business School places both socialinclusiveness and student initiative at the heartof its vision and its commitment to develop allhuman potential. The appointment of a new Head

of HR in late 2014 is also testament to thiscommitment for our own staff.

On the Marseille campus, two studentassociations in particular are doingwork specifically aimed at promoting social inclusiveness: The Phoenixassociation works on nine projects

dedicated to equal opportunities and accessto higher education. The Diambars associationconducts socio-educational projects that use sportsas an educational springboard for the youth.—In Bordeaux, the “Cordées de la réussite”schemes also support school pupils, as wellas “classe préparatoire” students in their

evolution, throughout their progression tohigher education. On this campus, BTC(Bordelaise de Tutorat des Collégiens), a newequal opportunity association was created in2014, and a new Diambars office should alsosee the light of day in 2015.

Since 2006, KEDGE Business School has been committedto promoting social diversity and inclusiveness in highereducation. This policy aims to raise awareness about equalopportunities and higher education opportunities for youngpeople from disadvantaged backgrounds, working with themand supporting them throughout their school studies.

—The Chourmo project is run in partnershipbetween the Phoenix and Diambars

associations. They work with Marseillepupils who have been temporarily excludedfrom their schools. Pupils are notablyencouraged to reflect on the need to takeresponsibility for their own lives, witha series of workshops aimed at enhancing

self-awareness. Pupils are tasked withdeveloping a professional and personal

network for themselves, with the help oftheir school’s teaching staff, in order to make the most of their temporary exclusion asan opportunity to grow and avoid relapse.Chourmo was awarded the Grand Prix aspart of the French Solidarity Awards in 2014.

An award for the Chourmo project




P. 22-23

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ALL RALLIED AROUND

ONE SINGLE AMBITIONHigher education is currently undergoingradical transformation. French GrandesEcoles must revise their model, bothorganisationally and structurally. This highlysignificant change has inevitably disruptedhabits and practices for all our teams.This impact on stability was particularlyfelt at the executive level, where significant

changes had to be made. Our HR departmentwill support managers to enable them totake ownership of the profound and sustainedtransformations brought about by the merger.

The year 2013-2014 was a yearof convergence. Our HR strategyaims to improve consistencyat Group level. The HRP (HumanResource Planning) will contribute to this evolution in 2015, notablywith the introduction of an

ongoing Skills Management programme, as well as in-depth review of professional scopes andthe place of everyone within the organisation.

DRIVING CHANGE THROUGHTRAINING AND DEVELOPMENT—The HR department has designed a trainingprogramme specifically aimed at supportingand empowering managers throughchange. The aim is to enable them to builda common set of managerial skills, withChange Management as a guiding thread.The programme is being rolled out acrossall campuses with a view to ease themerger transition and achieve effectiveand sustainable change.—Managers must have a clear understandingof the effects of past changes in order to

drive future transformation with confidenceand efficiency. Thanks to this HR initiative,managers will be able to improve socialinteraction, ensure staff cohesion basedon shared values and support all teammembers at time of deep transformation.

PROMISING SIGNS—All KEDGE Business School teams haveto deal with a wide and complex arrayof changes and challenges, notably withthe hybrid legal status of our institution,deep industry-wide transformations, and

the current challenges to the Chamber ofCommerce and Industry model. CCI-basedstaff are increasingly taking up privateemployment status as proposed by KEDGE BS.To date, 25 staff members have seizedthis opportunity, with many more to follow.

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DRIVING CHANGE

with reference to overarching values suchas social inclusion and well-being, sharedacross all KEDGE BS campuses.

FOUR KEY HR OBJECTIVES—Our board of directors and HR departmenthave defined four key objectives for our mergerto be a human success:- Ensure senior and middle management areaccountable for the proper implementation ofthe School’s overall strategy and that they payclose attention to the well-being of their teams.- Secure staff buy-in by empowering allemployees in their daily work. This will requireintroducing more flexibility in our processes,which are oen too cumbersome andill-adapted to our post-merger environment,as well as reinforcing personal accountabilityand empowerment for all staff members.- Define and deploy the right organisationalmodel.- Finally, in order to support the first threeobjectives, we must ensure transparencyin all our communication, so that everyonefeels a genuine sense of contributing to the

project advancement and success. We muststrive for consistency, transparency, relevanceand inspiration in all our communication.

ADOPTING THE PRINCIPLESOF RESPONSIBLE MANAGEMENT—To truly achieve our goals, we must enableall staff members to become a driving forcein their own development and in the successof their immediate environment, and adoptthe principles of responsible managementand empowerment.

T

he year 2014-2015 will bea year of deep transformation,as we pursue the work requiredto ensure the overall successof our merger, a successthat will be measured withan overarching indicator:

genuine and meaningful satisfaction for allkey stakeholders, i.e. our customers, ourstudents and our staff. To be truly successful,our merger process must go beyond businessand technical expertise. To be meaningful,the success of our merger must be assessed

22FULLTIMEFACULTYMEMBERS AND

23 ADMINISTRATIVESTAFF WERERECRUITEDBETWEEN JULY 2013 AND JUNE 2014OF WHICH74% ARE WOMEN

A merger process implies not only a fusion of corporatecultures, processes and operational / organisationalapproaches, it also inevitably involves navigating throughtough choices and challenges. Such transition requiresengaging with all KEDGE Business School staff.




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BEST PLACE TO LEARNIn order to tackle the dysfunctions that inevitably emergedduring this year of transition, the School leadership

identified the roll-out of a specific action plan as a priority.A voluntary approach based on student satisfactionand quality of service.




—Our third priority for 2014-2015is the optimisation of business processes (registration, schedules, course selection,international exchanges).—Our fourth area of priority is teachingand coaching, with a focus on teachingcontent, pedagogical methods and generalstudent support (apprenticeships, researchpapers...).—Finally, particular attention will bepaid to improving even further the workenvironment offered to students and thesupport facilities dedicated to studentassociations, which are already key strengthsof KEDGE Business School. Thanks to thequality of our premises and other facilitiessuch as Brain Bubbles (collective workspace),space dedicated to student associations andtop-notch catering services, our campusesare genuine and vibrant ecosystems that makefor an exciting student life and community.

—The five priorities defined as part ofour Customer-First approach aim to makeKEDGE BusinessSchool a “Best place to learn”.

Astudent satisfaction survey

was conducted in spring 2014on the three main KEDGEBusiness School campuses.This was completed by asocial network survey, focusgroup studies and the analysis

of feedback from the field. The collected resultsidentified the key malfunctions and sourcesof dissatisfaction. The three main areas forimprovement relate to student support, morespecifically: support for internship hunting, streamlining administrative processes andcommunication with the School’s

administration.—The student survey also highlighted anumber of key strengths. First of all, the studentcommunity acknowledges the ambitious scopeof the overall project of the School. In particular,the quality of infrastructure is unanimouslyrecognised in both Bordeaux and Marseille. Thefocus on personal development and teamworkis also strongly acclaimed by all students.

CUSTOMER-FIRST—Based on this first stage of feedbackcollection and analysis, 5 priority areas wereidentified and will be acted upon throughout2014-2015.—The first area is internal communication,which needs to be consolidated. All keyinformation must be made available to allstudents. Our virtual campus, a single digitalwork space created for our students, is nowavailable on all campuses. A smartphone appis also being developed.—The analysis of the survey results alsoled us to consolidate our student supportfacilities, in terms of initial integration,service access, internal communication, emailmanagement... This will be completed by

dedicated staff training and by the integrationof criteria linked to student satisfaction inthe individual objectives.

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

Wellness: a unique scheme

FRANÇOISDUBREU

Executive Dean

for Pre-ExperienceProgrammes

“The focuson personaldevelopmentand teamworkis stronglyacclaimed byall students.”




THE YEAR OF BIODIVERSITYON THE MARSEILLE CAMPUS

Located in the heart ofthe Calanques National Park,the School’s campus requiresdedicated management inorder to preserve its unique biodiversity and natural heritage.—The Calanques are home

to a rich tapestry of animal and plant species,

both terrestrial and marine, many of themconsidered rare or unique. With 140 protectedterrestrial animal and plant species, it is areal hotspot for biodiversity. This exceptionalnature is however facing many threats today:mass tourism, fires, pollution, over-exploitation...

KEDGE Business School is the only Business School in France to haveone of its campus located in a national park, a unique chance whichalso carries a great responsibility towards the local environment.

KEDGE BUSINESS SCHOOL,A PIONEER IN THE PRESERVATIONOF BIODIVERSITY—We have engaged a partnership with theCalanques National Park to promote biodiversity and respect for nature. The current chairwoman of the Economic, Social and Cultural Councilof the Park is a KEDGE BS executive, who alsohas an advisory role on its Management Board.—Our School was the first member of theConférence des Grandes Ecoles network tosign the Charter for biodiversity, in April 2014.This commits us to integrating the principlesof the National Biodiversity Strategy (Stratégienationale pour la biodiversité / SNB) intoour educational and research policies, as wellas into our management practices for sitesunder our responsibility.

OUR STUDENTS ARE VERYCOMMITTED TOO—The Nature Walk, an exciting discoverytrail which enables participants to explorethe biodiversity of the Calanques National

Park, was also inaugurated this year withthe help of volunteer students and staffmembers. It aims to promote biodiversityon the Luminy site, notably with the creation,on the campus, of a sanctuary for endemicCalanques species.—This project was a collaboration betweenthe School, the Inspire Institute and the GreenSpace municipal units of the City of Marseille.Student associations such as Unis-Terre(social solidarity and sustainable development)and Phoenix (equal opportunities) offer activities aimed at improving the management of

natural areas, notably through educationaloutreach initiatives which highlight therichness of the local fauna and flora, reachingout not only to our students and staff, butalso to the many park visitors walking acrossthe campus.

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ENERGY PERFORMANCE

All our key stakeholders areinvolved in this initiative:

*Our campus technical servic-es are tasked with introducingnew tools to improve buildingmanagement practices.*Our students are also very

much involved, offering notably a range ofconferences and awareness-raising campaigns.They also organised a series of UN-backedsimulation exercises on topics such as theKyoto Protocol, the Copenhagen Summit, andresponsible management of natural resources,water and forests.

NEW CHALLENGES AHEAD—Our School is facing up new challengeswith an increasing student population,the increased frequency of professionaltravel between campuses brought about bythe merger, ever-growing digitisation and

Energy performance has been one of the main focusesof our campus environmental policy since we formallycommitted to reducing our greenhouse gas emissions, in thewake of the Copenhagen Climate Change Conference in 2009.

the emergence of new digital/online teachingtools, the introduction of electric vehicles on

our campuses and new buildings constructedin Bordeaux (and very soon in Marseille too).—Many of those challenges are relatedto the need for more energy efficiency. Morespecifically, Kedge Business School needs to:- Keep energy consumption in reign despiteits expansion- Stabilise/reduce energy bills- Carry out insulation work on existing buildings- Extend its advocacy and change managementactions- Move towards an integrated energymanagement system on all sites.—On this last point, the Bordeaux campushas been working in collaboration with anengineering consulting firm BEHI sinceDecember 2013. Energy consumptionmonitoring enables users to track excessiveuse and pinpoint its causes, be they technicalor behavioural, in order to try and come upwith quick and effective solutions. The Schoolis working with BEHI on the production of anECO GUIDE that will explain to all concernedthe best practices and responsible behavioursto adopt in both offices and classrooms,depending on external conditions.—Other actions are currently being considered

to further improve our energy performance,such as the removal of air conditioningsystems and the introduction in a central airtreatment system in older buildings using freecooling (whereby buildings are cooled downovernight in summer so as to minimisethe use of cooling units), or the use of buildingmanagement systems (MBS) to improvecontrol over outdoor lighting.—The new buildings planned for the Marseillecampus for 2017 will all use positive energytechnology.




We

Create Share Care And we prove it

E S I G N & P

R O D U C T I O N –

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