UNPRME SHARING INFOR MATION ON PROGRESS R EPORT

TIAS SCHOOL FOR BUSINESS AND SOCIETY

J u l y 2015

- 2 -

Table of contents

RENEWAL OF COMMITMENT .............................................................................................. 3

PRINCIPLE 1 - PURPOSE ......................................................................................................... 4

MAJOR ACHIEVEMENTS ........................................................................................................................... 4

KEY OBJECTIVES .......................................................................................................................................... 5

PRINCIPLE 2 - VALUES ............................................................................................................ 6

MAJOR ACHIEVEMENTS ........................................................................................................................... 6

KEY OBJECTIVES .......................................................................................................................................... 7

PRINCIPLE 3 - METHOD ......................................................................................................... 8

MAJOR ACHIEVEMENTS ........................................................................................................................... 8

KEY OBJECTIVES .......................................................................................................................................... 9

PRINCIPLE 4 - RESEARCH .................................................................................................... 10

MAJOR ACHIEVEMENTS ........................................................................................................................ 10

KEY OBJECTIVES ....................................................................................................................................... 10

PRINCIPLE 5 - PARTNERSHIP ............................................................................................. 12

MAJOR ACHIEVEMENTS ........................................................................................................................ 12

KEY OBJECTIVES ....................................................................................................................................... 12

PRINCIPLE 6 - DIALOGUE .................................................................................................... 13

MAJOR ACHIEVEMENTS ........................................................................................................................ 13

KEY OBJECTIVES ....................................................................................................................................... 13

SUPPORT .................................................................................................................................. 14

- 3 -

Renewal of our commitment to the UN Principles for Responsible Management Education

The world is changing at a rapid pace. Technological, economic, ecological and social developments are

succeeding each other at breakneck speed. TIAS seeks to align its strategy with the major trends of the next

decade and position itself as a business school that understands the challenges of business and society, and

in particular their interconnectedness. This offers an opportunity to move beyond simply being good (in

offering high quality education) to doing good, where we solidify our role not only in advancing the careers of

future graduates and improving business, but also in directly addressing social, environmental, and

economic challenges.

The above rationale has largely influenced the intensive strategy development process that has resulted in

2014 in a sharper corporate mission (see text box on p. 4) and formulation of strategic priorities, along with

our change of name from TiasNimbas Business School into TIAS School for Business and Society.

Never stop asking

At TIAS School for Business and Society, we operate on the basis of the philosophy that economic success

goes hand in hand with social progress. Business is society and society is business. You cannot have the one

without the other. Businesses, authorities, and society are confronted with the challenge of devising

solutions for the future in a co-creative process. TIAS empowers people and organizations towards this

new context.

At TIAS School for Business and Society we educate on the guiding principle that today’s insights are not

tomorrow’s solutions. So apart from teaching theory, we also focus on developing critical and inquisitive

students. An attitude that inspires them to ask the questions that get to the truth of the matter and pursue

the answers that will impact organizations, business and society. We therefore emphasize encouraging a

critical and inquisitive approach, in addition of the transfer of knowledge and skills. By asking different

questions, looking for new answers, with a positive impact on organizations, businesses, and society.

Already for some 20 years, our motto has therefore been: NEVER STOP ASKING.

PRME engagement

With our new name and strategy in place, it is only logical that we renew our commitment to the Principles

for Responsible Management Education. Clearly, the 6 Principles will strengthen the implementation of our

new strategy. We have started a long-term, dynamic process based on the aspiration of truly being a school

for business and society. We have mapped out the route, but cannot walk alone; along the way we will need

the perspectives and feedback from various representatives of business and society. Hence, we look

forward to sharing our plans, activities, results and questions with a broad group of stakeholders, including

the PRME community.

On behalf of the executive management team,

Kees Koedijk

Dean & Director

- 4 -

Principle 1: Purpose

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

Major achievements

Our purpose is reflected in our new name that was adopted in May 2014:

TIAS School for Business and Society. Also our Mission Statement underlines this purpose:

Mission Statement

We are TIAS A new generation business school. We operate on the intersection between business and society. We are TIAS We always strive for groundbreaking solutions. Solutions originated from our belief ‘Never Stop Asking’. Because new questions bring new answers. And new answers bring progress in business and society. We are TIAS An informal learning community with a personal approach. Anchored in science, but with an informative and practical approach. We are TIAS Together with you we make progress happen in business and society. Because one cannot exist without the other.

We believe that businesses, public entities and (civil) society need to cooperate in order to solve social

and environmental issues. New models of shared value (co-creation) point out new ways of combining

the needs of society with those of business. Economic success and societal progress should go hand in

hand. We aim to empower people and organizations towards this new context.

- 5 -

Our name and mission are based on a strong background and track record. Connecting business and

society is anchored in our DNA. Elements that contribute to this DNA are:

Cobbenhagen tradition (see box below)

Programs for profit- and non-profit sector

A network of hybrid professors (working in academia & industry)

Rigor and relevant research via our LABs (connecting sectors, please refer to Principle 4)

Experience in co-creating tailor-made programs with customers

An existing service-oriented sales and service culture

Two strong parent universities (TiU and TuE)

The legacy of Cobbenhagen

One of the founding fathers of Tilburg University – and hence TIAS - was the priest and

economist Martinus Cobbenhagen (1893-1954). Cobbenhagen saw the study of economics as a

way of understanding and shaping society. According to Cobbenhagen’s vision, an institution

for academic education must be a place to study living society, made up of living people, and

students must be equipped with the tools they need to contribute to the society of the future.

From this perspective, a university is part of society and works with society on its further

development. It trains people in freedom and responsibility to become inspired professionals

who work to achieve a good life for themselves and others. Anyone who wants to understand

economics and law must also grasp the role of these fields and their importance to society. Views,

ideas and theories can never exist in isolation. If one wants to work for the benefit of society, it

is necessary to study them, weigh them against each other and thereby develop one’s own

perspective.

Cobbenhagen’s legacy is of paramount importance for both Tilburg University and TIAS.

It is part of our DNA and inspires us to be a School for Business and Society, to live our mission

and to never stop asking.

(Based on Borgman, E.P.N.M. (2011). Met het oog op goed leven. Cobbenhagen en onze universitaire cultuur. Tilburg University.)

Key objectives

During the next year we will continue implementing our mission by:

- Further developing our Business and Society narrative that explains its background and

purpose.

- Using this narrative to strengthen the intrinsic motivation of our staff and faculty; ensuring

Business and Society remains integrated in the DNA of our organization and as such

functions as a binding factor.

- Sharing this narrative – both implicitly and explicitly – with our participants, partners and

broader stakeholders. It should be clear that it shapes our value proposition and affects our

academic activities and curricula (concerning both contents and attitude).

- 6 -

Principle 2: Values

We will incorporate into our academic activities and curricula the values of global social

responsibility as portrayed in international initiatives such as the United Nations Global

Compact.

Major achievements

Being a School for Business & Society means that we stimulate four interdependent features in our

education and research:

Value creation: Focus on multiple value creation (not only financial profit, but also added value for people and planet)

Co-creation: Focus on how co-creation between disciplines and sectors can contribute to solutions to societal and environmental issues

Collaboration: Focus on models of cooperation and win-win outcomes on an organizational level (instead of a focus on competition)

Connecting: On an individual level, our participants (learn to) work as a team and to function as connectors (this also links to the aspects of personal development, personal attention, quality and small groups that distinguish our programs)

TIAS has a long tradition in offering programs that are not only business-related (such as MBAs) but

also cover the public domain (Public Management, Governance, Health, etc.). Currently TIAS offers a

variety of Masterclasses on Governance/Sustainability, mature CSR/Sustainability modules in MBA

and MScBA-programs and a broad mosaic of Business & Society-related subjects in Executive Master

programs. To mention but a few examples:

• Corporate Social Responsibility and Ethics-module (MScBA)

• Societal Program-module (FT/PT MBA)

• International Program on the Management of Sustainability

(https://www.tias.edu/en/courses/certificate-programs/detail/international-program-on-the-

management-of-sustainability#overview)

• Woman Corporate Directors Program: the next generation

• New Leadership in Social Housing Corporations

• Innovation in Governance for Non-Profit Organizations

• Masterclass Risk Management and Behaviour

Especially in the MBA and MScBA programs, an important selection criterion for cases and guest

speakers is a strong relation to CSR. Furthermore we stimulate our MBA students to join Enactus, a

community of student, academic and business leaders committed to using the power of entrepreneurial

action to transform lives and shape a better more sustainable world.

Key objectives

TIAS aims to further strengthen its educational scope on the cooperation and co-creation between

public institutions, business and society. A new didactic plan is being developed that will provide

guidelines for a coherent approach to integrating a focus on business and society throughout all

programs.

In the second half of 2015, we will start integrating selected key competencies concerning responsible

leadership, collaboration, business modelling and technology & innovation throughout all our

- 7 -

educational offerings. To support this integration process, a toolbox will be developed that contains

descriptions of the competencies and related indicators, and suggestions for working methods, case

studies and literature. The toolbox should be a ‘living’ box, meaning that it will be filled in co-creation

with faculty and staff of different programs and that its contents will develop along the way.

As part of the above, we will also look into the possibilities for developing multidisciplinary offerings.

Overall, we strive for educational offerings that are conducive to learning for sustainable development.

Our achievements and objectives with regard Principle 3 (Method) will contribute to this as well.

- 8 -

Principle 3: Method

We will create educational frameworks, materials, processes and environments that enable

effective learning experiences for responsible leadership.

Major achievements

Education

In general, we have a focus on personal development throughout all our educational offerings. We

stimulate cooperation rather than competition amongst our participants, or, as one of our MScBA

students put it: ‘TIAS creates connectors’. The objectives, learning and teaching methods, and

assesments that we use in our education support this.

Furthermore, we are aware of the fact that in combination with our official curricula there is also a so-

called hidden curriculum, which is shaped by the attitude of lecturers, the culture and atmosphere of

our organization, the way (informal) contacts and feedback take place, etc. We pay attention to this

aspect of our programs by discussing it with our faculty and taking it into account when selecting guest

lecturers. Thus, we continuously strive for consistency between these two types of curricula.

Our Business and Society-orientation is also strengthened by our associate dean who has been charged

with this task since 2014. In addition we hired a new policy advisor Business and Society in May 2015,

who has a background in management and business education for sustainable development. She will

stimulate and facilitate the further integration of Business & Society throughout all our educational

offerings, in line with our objectives as described under Principle 2.

Internal culture and values

As indicated above, culture and atmosphere within the organization influence the learning

environment that we offer. Our corporate culture is based on three core values shared within our

organization: Hostmanship; Drive for excellence; and Open-mindedness. These values reflect our

vision and mission but also define what we expect from faculty and staff: we want people to have a

customer centric and personal approach and be involved and empathic with our clients. We applaud

people with an entrepreneurial spirit, who are aware of opportunities when they arise, and act from an

intrinsic drive for change. We ask for a high degree of flexibility, but most of all team spirit, from our

people. Any person working for TIAS can be characterized by constant focus on quality and

performance, and can be held accountable for his or her contribution. In practice, this results in a

friendly, open and constructive atmosphere, where colleagues are welcoming and supportive to each

other, to participants and to clients and broader relations.

MScBA Scholarships

Another aspect that influences our learning environment is the composition of our groups. Our goal in

the admissions process of the MScBA is to identify and enroll individuals with an excellent academic

record and a strong leadership potential, who also will enhance the diversity in their classroom and can

contribute in a positive way to their peer-group. Hence a number of scholarships are provided each

year concerning academic excellence, leadership and diversity. In addition to these categories, the TIAS

- 9 -

Sustainability Scholarship was installed last year for participants with special merits and/or a strong

focus concerning sustainable development.

Utilization of multiple performance targets

Indirectly, the educational environment is also influenced by the broader governance of a school. Therefore it is important to note in this regard that we have introduced multiple performance indicators and targets. In our opinion the use of a single profit target provides a rather one-dimensional and incomplete perspective on the performance of our school. While it offers a general idea of how well we have done financially, it does not reveal whether aspects of our strategy are working. Moreover, it bears the inherent risk of assessing all activities and efforts strictly from within a financial context, thereby neglecting the importance of performance on non-financial aspects and overlooking projects that substantially contribute to our quality, brand and reputation but which do not necessarily generate direct financial return. We have adopted a framework that helps to assess, report, and evaluate TIAS’ overall organizational performance, which is more aligned with our mission.

Key objectives

The abovementioned (please refer to Principle 2) didactic plan and Business and Society competences

will contribute to enabling effective learning experiences for responsible leadership. We will have a

critical look not only at what we are offering, but also how we offer our programs, meaning that we may

introduce new teaching and learning methods.

Following the adage ‘practice what you preach’, we will put more emphasis on making our operations

more sustainable as from September 2015. As the majority of our operations are located on the

campus of Tilburg University, we will as much as possible co-operate with the University and we

expect to largely adopt its CSR policy (please refer to

https://www.tilburguniversity.edu/about/tilburg-university/csr/sustainability/ for more information).

Co-operation with Tilburg University is even more obvious as we both share the aforementioned

Cobbenhagen-legacy and the University’s motto Understanding Society resonates with our focus and

name School for Business and Society.

In line with our objectives concerning purpose (Principle 1) we will start an internal process to

strengthen the visibility, awareness and engagement concerning the meaning of Business and Society

within TIAS. We will stimulate all our employees to come forward with their ideas and ensure a

balance between bottom-up initiatives and top-down decisions.

All achievements and objectives with regard to Principle 2 (Values) and 3 (Method) should ensure that

we educate, develop and equip responsible leaders, managers and individuals that are adept in resolving

complex challenges and issues.

- 10 -

Principle 4: Research

We will engage in conceptual and empirical research that advances our understanding about

the role, dynamics, and impact of corporations in the creation of sustainable social,

environmental and economic value.

Major achievements

As mentioned with regard to values (Principle 2) we stimulate four interdependent features in our

education and research:

Value creation: Focus on multiple value creation (not only financial profit, but also added value for people and planet)

Co-creation: Focus on how co-creation between disciplines and sectors can contribute to solutions to societal and environmental issues

Collaboration: Focus on models of cooperation and win-win outcomes (instead of a focus on competition) on an organizational level

Connecting: On an individual level, our participants (learn to) work as a team and to function as connectors (this also links to personal development, personal attention, quality and small groups)

These features are embodied in the set-up of our research that is taking place within so-called LABs:

open platforms in which our professors work together with participants of our programs and with

private and public organizations from various sectors. The LAB-structure was introduced in 2013 and

has already led to a steady growth in partnerships between our LABs and external organizations and

businesses. Currently, there are five LABs:

Business Analytics LAB (https://www.tias.edu/en/knowledgeareas/area/business-analytics)

Finance LAB (https://www.tias.edu/en/knowledgeareas/area/finance)

Governance LAB (https://www.tias.edu/en/knowledgeareas/area/governance)

Health LAB) (https://www.tias.edu/en/knowledgeareas/area/health)

Real Estate LAB (https://www.tias.edu/en/knowledgeareas/area/real-estate) Relevant publications and webinars in the field of Business and Society have been clustered on our website under Faculty & Research: https://www.tias.edu/en/dossiers/dossiers/business-society.

Key objectives

The LABs are continuously in development. After the summer, a dinner session with external stakeholders will take place, so that also the research subjects that the various LABs will work on during the next years are defined in a process of co-creation. Furthermore the LABs intend to acquire more third party research assignments, while at the same time (thesis) research capacity will be offered more pro-actively to both for-profit and non-profit organizations. Given their multi-sectoral character, it may be clear that the structure of the LABs is inherently Business and Society-oriented. The contents of the research that relates to Business and Society will be further strengthened and made more visible, amongst others by publishing the research results through media with a strong link to sustainability/CSR. The strengthening of Business & Society-related research will also take place through the creation of a new Sustainable Innovation LAB and Chair in the second half of 2015. This LAB and Chair will be active on the intersection of sustainability and innovation, as we believe that integrating the two is indispensable to create added value for Business and Society.

- 11 -

Under the name TIAS IMPACT we will offer our research capacity to business and society. TIAS IMPACT will connect participants, faculty and organizations (for-profit and non-profit) and mobilize them around societal/csr issues at stake in the organization concerned. This could take the form of a thesis, research paper, or student consultancy (the latter would build on the MBA TIAS Student Consultancy that already exists). Hence we stimulate the aforementioned features of value creation, co-creation, collaboration and connecting not only in the class room, but also in practice, through projects with an impact. Our approach to research will enable us to transform academic research into an applied field, with the purpose of enabling corporations and organizations to serve the public good.

- 12 -

Principle 5: Partnership

We will interact with managers of business corporations to extend our knowledge of their

challenges in meeting social and environmental responsibilities and to explore jointly effective

approaches to meeting these challenges.

Major achievements

We believe that today’s complex challenges increasingly demand cooperation between business, society

and public institutions. New alliances are needed, where the partners complement each other and thus

can generate new ideas and knowledge that enable business and society to deal with pressing

(environmental and social) issues. Therefore, we have not only established partnerships with a broad

range of for-profit and non-profit organizations through our LABS (please refer to Principle 4 and the

links provided to the various LABs for more information on the organizations involved), but we also

facilitate meetings between very diverse organizations for the purpose of co-creative idea-sharing and

innovation. Given the tradition and focus of our school, it has been a deliberate choice to not only

engage with managers of business corporations, but also with managers of public and non-

governmental organizations.

Key objectives

We are in the process of installing a Business and Society Advisory Board that consists of representatives of social enterprises and societal organizations. This Board will ensure a strong base with regard to business and society and it will keep us attuned to relevant developments and trends that we can subsequently integrate in our education.

Overall, we avail of a broad network of partners coming from both business and society. Amongst our

partners are various social entrepreneurs and we have a special partnership with the Van Gogh

Museum in Amsterdam. We will continue to maintain existing partnerships and develop new ones in

line with our mission and organizational culture.

- 13 -

Principle 6: Dialogue

We will facilitate and support dialog and debate among educators, students, business,

government, consumers, media, civil society organizations and other interested groups and

stakeholders on critical issues related to global social responsibility and sustainability.

Major achievements

In general we stimulate a critical and inquisitive approach among our participants, in line with our motto

‘Never stop asking’. We encourage an attitude that inspires them to ask the questions that get to the truth

of the matter and pursue the answers that will impact organizations, business and society. Within our

programs, Business and Society-related (guest) lectures and cases regularly stimulate debates among

our participants.

Issues concerning (global) social responsibility and sustainability are also regularly discussed in the

Advisory Boards of our Executive Master and MBA programs – each program has its own Advisory

Board that consists of representatives of both business and society (public sector institutions and

NGOs) and thus represents multiple interests and perspectives.

Moreover we intend to raise awareness and stimulate discussion through our research results, articles,

webinars, etc. concerning Business and Society. All these sources are publicly available under the

Business & Society section on the TIAS website

(https://www.tias.edu/en/dossiers/dossiers/business-society). Articles, blogs and columns are also

published through our preferred media partners, mostly per knowledge area, and our faculty contribute

to the public debate by publishing opinions and comments in Dutch newspapers.

In order to support an internal debate on the meaning of TIAS being a ‘School for Business and

Society’, a special day was organized in December 2014 for all our employees (faculty and staff). It

took place at the Van Gogh Museum (which is one of our partners) and served as start of our internal

process to further embody ‘Business & Society’ in our hearts and minds.

Key objectives

As indicated under Principle 5 (Partnerships), a special Business & Society Advisory Board is currently

being established. This Board is not linked to any specific program, and has the purpose of providing

inspiration and feedback concerning the further integration of Business & Society within our education

and research and to ensure TIAS stays up-to-date with regard to critical issues. As a result, we will be

better able to facilitate and stimulate debates among various internal and external stakeholders. To this

end we also intend to increase the number of publications (blogs, articles, webinars, etc.) about issues

in the field of Business and Society.

In addition a Business and Society Lecture Series will be launched, offering four lectures per year with

opinion leaders on relevant Business and Society issues. We will invite employees, participants and

partners to these lectures, but they are also open to the wider public.

Through all the abovementioned elements we aim to engage in the transformation of business, society,

the economy and the environment altogether by actively contributing to the ongoing public debate.

- 14 -

Support

Desired support (meetings, tools, best examples, implementation guidelines...) from the

PRME community that would be most helpful in achieving key objectives over the next 24

months.

To ensure the inclusion of different perspectives and opinions along the way, we would appreciate the

input and feedback from the PRME community. In general it would be helpful to share experiences

and dilemmas with other PRME signatories during meetings. More specifically, we would be interested

in discussing the integration and assessment of specific competences in programs. Any materials and

best practices in this field would be welcome. Furthermore we would applaud the (online) sharing of

Business and Society / CSR related materials.

We welcome any suggestions, feedback and questions and would be happy to provide you with more

information. Please feel free to contact our PRME contact person:

Mirjam Minderman, Policy Advisor Business and Society

m.minderman@tias.edu

+31 13 466 3949

www.tias.edu

LinkedIn - Twitter