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Within this particular description clarify china europe international business school ceibs communication on progress report 2008.
China Europe International
Business School
CEIBS
Communication on Progress Report
2008
United Nations Global Compact
August, 2009
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A Note from the Dean of CEIBS
Since its launch in 1994, the China Europe International Business School (CEIBS)
has built a solid reputation as the leading international business school in Asia. CEIBS
is a not-for-profit joint venture of the Chinese Government and the European
Commission. It is the only China-based business school that has achieved top-tier
global rankings for its MBA, EMBA and Executive Education programs. The school
has held the ranking of #1 in Asia for its MBA program since 2004 and was ranked #8
worldwide in 2008 by the Financial Times annual global survey. CEIBS is the only
business school in mainland China that has earned internationally-recognized
accreditation both by EQUIS and AACSB.
Its affiliation with PRME cemented CEIBS’ focus upon educating responsible
business leaders. Issues of corporate social responsibility, sustainability and
business ethics are woven through the curriculum and the fabric of daily life and
interactions among our multi-cultural, diverse student and faculty populations. The
result is a unique learning environment that is a microcosm of the global business
community.
It is impossible to discuss business in China and with China without the inclusion of
public policy implications at both the local and global level. China took two decades
to demonstrate to the rest of the world that it will play a pivotal role in the 21st
century. Today, the business community is looking to the East and trying to
understand and anticipate the messages and actions emanating from China that
influence world politics, economics and business. CEIBS is the leading center in the
region for organizing forums that bring together industry leaders, senior government
officials, renowned academics and business students in an open, neutral environment
to discuss and debate hot issues facing China and the world. This report summarizes
the myriad activities occurring in 2008 that relate to and support the Principles of
Responsible Management Education (PRME) set forth in the United Nations Global
Compact. We are proud of our progress and look forward to furthering our already
energetic efforts.
Rolf D. Cremer, Dean
China Europe International Business School
The Mission of CEIBS
To support China's economic development and to further China's integration into the
world economy by preparing highly competent, internationally-oriented business
leaders capable of working within the Chinese economic environment, while adapting
to the driving forces of business globalization, international competition, and
international co-operation.
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Introduction to the Communication of Progress Report
China Europe International Business School (CEIBS) became a signatory institution
of United Nation’s Principles of Responsible Management (PRME) in the spring of
2008. By virtue of being immersed in the business, educational and government
community, the school is at the center of conversations related to public policy and
emerging trends, such as sustainable business and corporate social responsibility.
Adoptions of the six principles are a continuous work-in-progress. This first annual
report to all stakeholders outlines the actions and activities undertaken within the
school to support, abide by and promote the six principles of PRME. This report is
organized by the respective principles and will serve as a benchmark for continuous
improvement in each of these six pivotal areas.
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.
A variety of activities outside of the classroom are provided to students in their
pursuit of understanding, participating in and assuming a leadership role in an ethical
and sustainable business world. A primary focus of activity within the school is to
support the development of inclusive business practices among diverse partners.
Programs are designed to further the enhancement of China’s business environment
while contributing to the understanding of international norms and building harmony
among diverse cultures, viewpoints and behaviors. The school environment is a living
context for learning, understanding and applying strategies and tactics that promote
and further cooperation among diverse and culturally-distinct professionals.
The following areas are particularly applicable to this process:
CEIBS Community Donation Drive for Earth Quake Victims
The CEIBS community rallied to the aid of the victims of the earthquake that hit the
Sichuan Province on May 12, 2008 by initiating a donation drive. Collections
approached RMB 2,140,000 (313,000 USD) from the school’s alumni, students and
faculty. The school’s faculty and staff initially raised RMB 300,000 (43,900 USD)
in a three-day fundraising campaign following the earthquake. CEIBS alumni and
students also supported the effort. All contributions were donated to the State
Charity for the Relief of Earthquake Victims to help the victims of this extraordinary
disaster. In addition, the CEIBS students who were medical doctors went to the site
to help.
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Case and Business Competitions:
Innovate China Global Challenge was founded in 2008 as the first Chinese
student-run international business competition designed for MBA students from
around the world. It created a platform for top business minds to interact with each
other and create innovative solutions to real life problems with a China focus. In
addition, it drew global attention to the Chinese market and create innovative ideas
that can make a difference.
This first competition attracted participants from 82 business schools across four
continents, including Harvard, London Business School, MIT Sloan, and INSEAD --
as well as Top Asian schools such as Tsinghua SEM, Fudan IMBA, and Shanghai
J iao Tong University MBA. Each team was challenged to provide the best plan for
how a Chinese company, EVOC Intelligent Technology Co. Ltd, could spend 100
million RMB on an innovative and sustainable CSR project that reflects the
company’s values and capitalizes on its core competencies.
Student Initiated Activities:
Students at CEIBS are an international, diverse population of Mainland Chinese, other
Asians, Europeans and North and South Americans. This talented and lively
population has demonstrated both interest in and proclivity toward the topics of
Corporate Social Responsibility, Business Ethics and Sustainable Business.
Following is an enumeration of activities initiated and led by students during 2008.
The 2008 Being Globally Responsible Conference (BGRC) was held J une 6 and 7 on
the Shanghai campus. Launched by a CEIBS student in 2006, the conference is the
first and largest student-organized CSR conference in the Asia-Pacific
region. BGRC 2008 focused on questions related to the receptivity and enactment of
CSR in China.
Organized by CEIBS MBA students, the conference featured 34 international CSR
experts speaking from their backgrounds in NGOs, government, business, or
academia. Some 300 students, corporate executives and media members turned out
for the event. Included were 130 visiting MBA students from 36 top business schools
in Mainland China, Hong Kong, Taiwan, Thailand, J apan, South Korea, Thailand,
Philippines, Malaysia, Singapore, India, Australia, Denmark, Spain and the United
States.
The Being Globally Responsible Conference was initiated in 2006 by CEIBS MBA
students together with Asia Link and Professor Bala Ramasamy. The goals of the
conference are:
? to provide an open forum for MBA students to exchange ideas with experts and
practitioners on social responsibility;
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? to promote Corporate Social Responsibility in the Asia-Pacific region;
? to encourage, recognize and involve MBA students -- the future business leaders
of Asia -- in preparing to incorporate globally responsible principles into their
future business practices;
? to ensure that CSR policies and practices are formulated as an effective corporate
strategies that are actually put to use.
Student-Initiated Green Campus Program: CSR-minded CEIBS MBA students
launched a Green Campus Campaign in May of 2007. The Green Campus
Campaign was developed after students came together during the winter to share ideas
on creating a more environmentally friendly school. Since then, the group has worked
regularly with the CEIBS Logistics Department on partial steps to launch the
campaign. A Green Campus Committee was created which includes the Dean,
External Communications Director, a faculty representative, a logistics department
representative, and student representatives.
The Green Campus Committee designed, printed, and displayed a series of attractive
green-and-white stickers with reminders to either recycle (paper, cans and bottles) or
reduce resource usage (electricity and water). New bins were put into each campus
building specifically for collecting paper and containers for recycling. Students
continue to work on initiatives improve and expand the school's "green" practices.
Bekaert Window Filming Program
In December of 2008, a 0.05 mm thick film was installed on all outward-facing
windows and doors on the CEIBS Shanghai campus. This was a to the school of
Solar Gard materials supplied by Bekaert. Representatives of the company expect the
window filming to cut energy used for heating and cooling the campus buildings by
10 percent annually - a savings of up to ¥400,000 per year or almost $60,000 U.S..
More than 3,000 square meters of filming were installed throughout the CEIBS main
campus. The project was part of the school’s Green Campus Initiative launched by
MBA students in 2007 and continued by the 2008 class. The initiative seeks to
incorporate environmentally friendly practices into campus life at CEIBS. The
window filming project, in which Bekaert donated ¥600,000-worth of film ($87,780),
plus labor, was part of the Belgium-based company’s CSR efforts. As Bekaert Asia
President and Group Vice President Herman Vandaele explained, the move dovetails
well with the goals of the Chinese government to reduce energy consumption per unit
of GDP by 20 percent before 2010.
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Student Clubs:
There are over thirty Student Clubs within CEIBS with a variety of interests and
activities. Those with particular focus upon CSB and sustainability are the
following:
The Energy and Environment Club brings together students and professionals with a
common interest in the Energy and Environment sector together. Its goals are:
? To raise awareness among CEIBS students about environmental and energy
issues.
? To provide students with insights into the global energy and environment
industry including career opportunities.
? To facilitate networking with leading Chinese companies in the Energy and
Environment sector.
The CSR Club promotes social responsibility among students and the businesses
world. The CSR club aims to encourage and support CEIBS students and organize
events to further explore and contribute to those activities and business that are related
to Corporate Social Responsibility (CSR), Social Venture, Environment Sustainability,
Non-Governmental Organization (NGO) and Charity. Annual events include:
? Corporate CSR engagement & NGO cooperation
? Charity Bazaar
? CSR business forum
? CSR and social venture competitions
The CEIBS Entrepreneurship Club has the mission to create a platform that fosters
business idea generation and allows members to easily access the resources needed to
start a new venture. As part of the CEIBS Entrepreneurship Club, members grow their
network and learn how to start a business through experience sharing, open
discussions, and hands-on experience. Annual events include:
? Guest speakers from all fields including entrepreneurs, investors, and lawyers
? Experience sharing from experienced entrepreneurs
? Open Forums with specified topics
? Start businesses to help with entrepreneurial learning
? Trips to local start-up companies
? Networking outside CEIBS
The Healthcare Club is a non-official, non-profit, learning-oriented organization
operated by CEIBS MBA students. The group focuses on the operation of global
healthcare business, performance and efficiency. Through experience sharing and
group discussion, Club members work toward accumulation of knowledge and skills
related to the management of the healthcare business in China.
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The Human Resources Club serves the professional interests of CEIBS students, helps
schoolmates prepare for the future career, provides networking activities and ensure
professional competence is shown in interview process as well as encourage members
to take a global strategic perspective in supporting their development as future
organizational leaders.
China Business Club provides CEIBS students with the platform to enter the Chinese
Business Culture and helps them learn and appreciate the different trends of the
industries within the current Chinese economy. This group organizes forums related
to the specific industries in China, holds events to set up the platform for connections
and networking and organizes workshops on the Chinese business environment and
culture.
Intern Scholarships:
Two Intern Scholarships offer Chinese students the opportunity to work in Europe for
a multi-national company for several months.
? LVMH-CEIBS Summer Internship. LVMH, a European fashion giant, awarded
three Chinese MBA students with Intern Scholarships. Each of the winning
students spent two months in summer working for a division of the company in
Paris. Mr. Andrew Wu, the China Group Director of LVMH, indicated that, for
the past 25 years, LVMH has sponsored scholarships for European students keen
to learn about Asia. The company’s scholarships to CEIBS students allow them
with an opportunity to learn about LVMH and business values in Europe and
also to enhance their capacity to become global citizens.
? CEL-CEIBS Private Equity Scholarship. China Equity Links, the first
independent continental Europe Private Equity fund dedicated to China, offered
scholarships to two CEIBS MBA students interested in the private equity sector.
The two laureates spent their 2008 summer internship with CEL / CEL Partners,
with two months spent in the PRC office in Beijing and one month in its Paris
office.
Scholarships:
To enhance the diversity of the CEIBS MBA student body, scholarships are given to
both Chinese and overseas students. These scholarships are a cooperative effort
between China and other countries, companies and institutions. Some examples are:
? European Union-China Business Management Training (BMT) Project
Scholarships. Twelve full and partial scholarships were awarded to mainland
Chinese candidates from economically disadvantaged regions. All are
highly-talented and motivated students who pursued their MBA degrees full time
at CEIBS. The BMT project aims to encourage scholarship recipients –
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outstanding candidates who were born, study or work in less-developed areas of
China – to contribute to the future development of these regions.
? Shanghai Municipal Government Scholarship (for International Students Only)
? La Caixa and Casa Asia Scholarships (for Spanish candidates only)
? Liu J i Education Fund Grant (for mainland Chinese candidates only)
? OCBC Bank Scholarship
? Omnicom Scholarship
? Wu J inglian Education Fund (for Chinese candidates only)
? EU-China BMT MBA Exchange Scholarship. The European Union awards 10
exchange scholarships per year for the duration to deserving CEIBS MBA
students who undertake a one-semester international exchange at business
schools in the EU. The selection criteria are the students contribution to the
CEIBS community and financial need.
? Emerson Scholarship. Three scholarships were awarded to students based upon
their meritorious academic performance and their contributions to the Being
Globally Responsible Conference and the creation of the first annual Innovate
China Global Challenge competition.
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.
Curriculum initiatives in all of the programmatic areas demonstrate the commitment
of the school to social responsibility and sustainability. The following gives the
details of how these are incorporated into each program.
MBA Curriculum
Comprehensive Final Project: The MBA program, as well as the EMBA curriculum,
has required modules that include Ethical Leadership, Corporate Social Responsibility,
Sustainability and Corporate Governance. In addition, both include a comprehensive
business plan, which is constructed in consultation with a local business. Several of
these efforts were related to not-for-profit institutions and sustainability.
During the 2008 academic term teams worked on an initiative led by Nancy Barry and
Associates (NBA) on a project labeled Enterprise Solutions to Poverty (ESP). This
massive project mobilizes the talents of MBA students from leading institutions
across the world. The primary objective of ESP is to have a positive impact on the
incomes and assets of at least 50 million low income people by 2012 in the six focal
countries of China, India, Mexico, Brazil, Columbia and Kenya. Students built
business plans in one of four areas: agribusiness, creation of decentralized
distribution systems, innovations in micro-finance and the improvement of
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communication and enterprise networks. In each project a team of students prepared
a “live case” and proposed recommendations for the case study.
Curriculum Revision: Revision of the MBA curriculum took place during 2008 with
the goal of delivering a curriculum that is aligned with contemporary business
practices and economic developments. As part of a process of continuous
improvement, the 2009 curriculum reform was presented in November 2008, the
result of a year-long collaboration that included input from faculty, recruiters and
current students.
The reform focuses on changes in the following several areas:
? Redesign of the Student Orientation. Added was a half-day session on the
Concept of Values and an Ethics Day to introduce the concepts that are woven
throughout the curriculum.
? China focus. CEIBS teaches the most advanced international business theories
while attaching great importance to the practical application of these skills in the
cultural context of the growing and developing economy of China. Specific
elements added to the MBA curriculum are:
? Chinese language competency for foreign students in order to improve
cultural understanding and the ability to interact in China's economy.
? China HR, as this area is deemed the most difficult aspect of managing in the
Chinese business environment.
? “China Within the World,” a course that emphasizes economic, political,
cultural and trade issues that impact those who do business with and within
China.
? China Discovery Week, an intensive lecture series that explores
contemporary issues in China business, will be an annual event.
? Cross-functional curriculum integration
The most challenging business problems cut across functional lines of
responsibility. To solve them, management must be competent in
cross-disciplinary analysis, solution generation and communication. The new
CEIBS curriculum includes several applied integration modules that require
students to innovatively and systematically solve practical business problems
using knowledge and skills they've acquired in earlier business courses. The
modules are spread throughout the MBA curriculum to reinforce and build upon
each stage of learning.
? Entrepreneurship
Entrepreneurs play an increasingly important role in China's economic growth,
both by starting new ventures and refreshing existing businesses.
? Strengthening of soft skills and analytic capabilities
A foundation module emphasizes the skills and understanding needed to
successfully apply business knowledge in the workplace. Cultural understanding,
teamwork, leadership, and presentations skills are honed as well as quantitative
methods and spreadsheet analyses.
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? Flexibility in Year Two
The second year of the CEIBS curriculum is flexible, allowing for graduation in
18 or 20 months depending on the student's choice of electives and work
experiences. Elective credits can be as few as 18 or as many as 36. A summer
internship is optional. Students can design their own course of study to best meet
their interests and career needs.
EMBA Curriculum
The EMBA Curriculum has several areas devoted to responsible leadership, CSR and
sustainability:
? Orientation to the program includes a half-day session on the Concept of Values.
Challenges in social responsibility are elucidated through the discussion of cases.
? A Business Ethics module is incorporated into the curriculum early in the
program.
? All EMBA students engage in a personal leadership development exercise.
Surveys on their performance and leadership-style and capability are sent to at
least 10 stakeholders in the company to gain honest assessment of their strengths
and areas for improvement in their management.
? Comprehensive group projects are part of the capstone experience in the
curriculum and its outcome and process are both vital for the program. Students
are not only required to solve a practical problem with the theoretical tools
learned in class, but also to rethink and renovate decision-making models with
the research methodology. An EMBA project is completed by a group
comprised of 4 to 5 students and requires about fourteen months. A successful
research project demonstrates both academic achievements made in a
management field by EMBA students and their research competencies to analyze
and solve business problems. Sustainable and responsible solutions are
expected.
? Overseas modules in either the United States or the European Union, in
partnership with a leading business school allow participants to visit leading
multinational firms of the host country. Discussions of global management
issues and values are conducted with senior executives. In addition, students
network with EMBA students of the partner business school.
Executive Education (EDP):
Non-credit, continuing education and customized programs are designed to meet the
specific needs of clients. A notable contribution to business education on
sustainability was conducted for Carrefour. A custom Executive Development
Program was implemented in March, 2008 to help Carrefour seamlessly integrate its
global strategy into its operational practices in China. The Executive Education
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Program was tailor-made for the company's mid- and top-level China managers. The
Carrefour executives worked closely with Professor Mark Colgate, a long-term
visiting professor at CEIBS and the major designer and instructor of the program,
entitled "Service Marketing."
EU-China Business Development Certificate Program
The EU-China Business Development Certificate Program provides practical but
rigorous training for business managers in disadvantaged regions of China. Focusing
on training participants for planning, funding and managing new business, the
program offers nine courses with six intensive modules each in entrepreneurship,
business finance, and international management in selected cities in the Western,
Central and North-Eastern regions of China.
The Certificate Program was designed and the training materials developed to suit the
profile and needs of students from disadvantaged regions. The program team
comprised of professors from CEIBS, Frankfurt School of Finance and Management
(FS) and Zhejiang University. The committee decided that the 6 modules that would
form the certificate program are as follows:
• Module 1: Financial Reporting & Managerial Accounting
Managerial accounting helps management to use cost information of a
company for managerial decision making, internal planning and control, and
performance evaluation purposes. It determines how management perceive the
firm, and what resources are available to accomplish the firm’s objectives. An
appreciation of the role of Managerial accounting in our economic system, and
insights into how such information is used by decision makers of the firm, are
essential to success as a professional manager.
• Module 2: Business Finance & Funding
This module is to provide participants with a survey of the basic principles of
financial management and efficient funding, and enable them to acquire the
core skills of business finance. A combination of necessary theories with real
business cases will help sharpen the skills of executives. With the cases study,
participants will obtain profound knowledge about the finance and funding
instruments, and strengthen their practical managerial capabilities.
• Module 3: Organizational Behavior & HR Management
This module is designed to enhance the forecasting, guiding and behavior
controlling power of executives so as to meet the expected organizational
targets, and improve the performance and satisfaction of staff. Participants will
learn to understand the characteristics and rules at different levels of an
organization, such as the individual, team and company. They will learn to
mobilize the others to be active and creative with some effective
organizational and managerial methods. Their managerial competence will
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thus be enhanced. A discussion on how to sharpen one company’s competitive
edge via HR management will also be carried out.
• Module 4: Marketing & Sales Management
Marketing refers to a series of management behavior to facilitate the value
exchange made between certain company and its customer. To create value for
customers remains the core of marketing activities, and the company will
obtain profits in return. Therefore, marketing should not be regarded as the
business only for marketing department, but for all functions and staff. This
module will cover the complete procedures of marketing management with the
customer oriented conception.
• Module 5: Corporate Entrepreneurship
Managers need to understand the key principles and processes that enable the
entrepreneurial mindset to flourish within their own organization, and how to
build and entrepreneurial environment. This program will show how to think
like entrepreneurs; to learn the requirements within an organization to support
entrepreneurial behavior; and how to gain financial support and compete more
effectively for corporate resources.
• Module 6: Strategic & Operations Management
Participants will get familiar with the knowledge and skills of strategic
management essential to the modern executives, and understand the roles and
duties they should take. The executives need to master a series of analytic
tools and form a holistic idea about the strategies.
Teaching of the modules will be shared by professors from Frankfort School (2
modules) and CEIBS (4 modules).
The first group of modules was introduced during 2008. With the cooperation of the
Mayor’s office in Hefei, the program was promoted among businesses (state-owned,
private and foreign) in the Anhui province via government websites, local TV and
newspapers. The Mayor’s office short-listed candidates, while a team comprised of
the Program Director, Program Coordinator and a representative from the Mayor’s
Office interviewed the candidates. At the end, 48 participants were selected for the
first program in Hefei.
The criteria used to select participants included:
o Age: 40 – 45 years of old
o Position in company: middle to senior executives
o Type of company: Distinguished State-owned-businesses, Private Enterprises,
Local Government
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o Previous qualification: At least a university degree
A summary profile of the participants is shown below:
Total: 48 participants
Male/Female ratio: 4 Female, 44 Male
Average Age: 39.6
The Hefei program was launched on the 5 September, 2008.
In 2008, 3 modules were delivered:
Sept. 5 – 8: Financial Reporting & Managerial Accounting
Professor: Wang Yanming
Oct. 17 – 20: Business Finance & Funding
Professor: Wolf-Bernhard Kersten
Nov. 21- 24: Organizational Behavior and HR Management
Professor: J ian Han
Principle 3
Method: We will create educational frameworks, materials, processes and
environments that enable effective learning experiences for responsible
leadership.
The development of educational materials and cases related to the development
of business in China,
CEIBS Case Development Center was created in 2001 with a mission to become the
world knowledge center for China-specific managerial issues. The Center is dedicated
to developing teaching cases of international standard, in both English and Chinese,
so as to serve management education and the business world. The CEIBS Case
Development Center is a member institution of ECCH, the leading case distributor in
the world. At present, more than 100 CEIBS cases are distributed worldwide through
ECCH. In 2006, CEIBS became the first school from Chinese mainland to join ICCP,
the International Community of Case Publishers.
The Center has initiated extensive cooperation with leading business schools in the
world, including INSEAD, IMD, Darden and Wharton, in jointly developing
China-focused cases. It also authorized IVEY Publishing and IESE Publishing to
distribute CEIBS cases overseas. Most recently in 2006, HBS Case Distribution
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Center at CEIBS was created to distribute HBSP products in the Chinese mainland
and Hong Kong.
Cases written in 2008 to promote discussion related to corporate social responsibility
and sustainability include:
? IBM in China: Designing a Stakeholder Assessment Team ,CC-308-032
? IBM in China: Responding to a Government's Social Initiatives ,CC-308-031
? Sinyi Real Estate in Taiwan
CEIBS European Chair for Global Governance and Sino-European Business
Relations.
The chair holder of this prestigious position is Professor Henri-Claude de Bettignies,
Distinguished Professor of Global Responsible Leadership. The Chair is
currently supported by two faculty members. The longer term plan includes the
support of three to four faculty members and a team of assistants and secretaries.
The current Chairholder has implemented a research agenda related to the follow for
research areas and questions:
1. The Chinese firm of the future
One major objective is to understand the way Chinese firms operate today to better
anticipate their evolution as they develop their activity internationally and expand
globally. In assessing Chinese private firms’ and SOEs’ organization, their operating
mechanisms and the role ascribed to their different stakeholders, what is likely to
emerge in terms of corporate governance and strategies? Are we likely to see
emerging an original form of governance accounting for the historical and cultural
dimension of the Chinese environment with an original pattern of interaction with the
union, the government, the employees and the other stakeholders? Would such a
model of the Chinese firm challenge the European way of managing global
corporations, possibly questioning western concepts of strategy and supply chain
management? In such Chinese enterprises how would leadership, not only be defined,
but implemented in terms of leadership behavior?
2. The Euro-China business relationship
The growing interdependence of EU-China - beyond its economic dimension - is
fraught with risks, particularly due to lack of mutual understanding: what could be
done - at both the macro and micro levels - to create the long-term conditions of a
win-win partnership? How can the mutual knowledge and the trust necessary be
enhanced for that purpose, both at the corporate and at the societal levels? What could
be the role of business leaders in such process, both in China and Europe? What kind
of organizational mechanisms could facilitate the development of trust and mutual
knowledge? How do Chinese leadership and values encourage the willingness to
engage internationally and in global issues? What needs to be done in order to
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develop Chinese managers committed to and able to perform effectively in European
environments? Could that be internalized as part of corporate social responsibility?
3. Global governance and the role of China
The economic performance and global weight of China makes it urgent to rethink our
current mechanisms of - or lack of - global governance: from the shortcomings of the
current institutional mechanisms and given the dynamics and risks of today’s world,
what can be done, by whom and how - at a time when the dominant paradigm of the
firm is radically challenged? What could be the role of China and Europe in a new
model of global governance? Are current models of corporate governance still
relevant and could they be a source of inspiration for global governance? Can we
learn from the corporate social responsibility approach and could it be relevant at the
global level? What could be the role of business in a multi-stakeholders global
governance institutional mechanism?
4. The role of management education and training as an instrument of change
The effectiveness of management education in China as a powerful vehicle for change
could gain in effectiveness: how could European and Chinese firms cooperate with
education institutions to enhance the transfer of knowledge and of experience in order
to accelerate the development of managerial skills appropriate to the dynamics of
China? Given the change in values and expectations of the young generation of
Chinese managers, what are the implications for corporations hiring, developing and
managing the young generation? Do these implications induce different career
management requirements? How will corporations adapt to young Chinese managers
with different values and expectations? With more exposure to the world outside
China, will the different mindset of the younger generation bring new requirements
for career management? Is the Western model of knowledge management relevant in
non-mature markets? How will the rapid change experienced in China impact on
management knowledge and transfer skills? Over time the learning process will work
both ways between Europe and China: how can we prepare the conditions for this
reciprocal learning exchange?
Several Academic Research Centers have attained impressive academic and
professional reputations in China. Most notable contributors to research consistent
with PRME are:
? Europe China Center for International Business Relations (ECCIR)
? Center of Chinese Private Enterprises
? CEIBS-Zhejiang University Center for International Entrepreneurship
? Center of Organizational and People Excellence
? Europe-China Center for Leadership and Responsibility
? Center for Healthcare Policy and Management
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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.
Several Faculty members are productively engaged in research and publication in the
areas of corporate social responsibility and sustainability. Publications in the last
year in this area include the following: articles:
de Bettignies. Henri-Claude and Cheon Kheong Tan. “Values and Management
Education in China,” International Management Review, Vol. 3(1), pp. 17-37.
de Bettignies. Henri-Claude, “The Value of Values in Management Education in
Asia.” Finance and Common Good, no. 30, pp. 67-73.
de Bettignies. Henri-Claude, “CSR: Towards ‘Responsible Competitiveness’ in
China?” EuroBiz Journal of the European Union Chamber of Commerce in China,
May, 2008, pp. 30-32.
Hunter, Mark Lee, Marc Le Menestrel and Henri-Claude de Bettignies. “Beyond
Control: Crisis Strategies and Stakeholder Media in the Danone Boycott of 2001,”
Corporate Reputation Review, Vol 11(4), pp 335-350.
Lo, C.W.H., Gerald Fryxell, and B.van Rooij. Changes in Enforcement Styles among
Environment Officials in China. Environment and Planning A.
Yang, D., Gerald Fryxell, and A. Sie, Anti-Piracy Effectiveness and Managerial
Confidence: Insights from Multinationals in China. J ournal of World Business, 2008.
The following are conference presentations related to the topics:
Henri-Claude de Bettignies, “CSR in China: The Road to Sustainable Developemnt
and Harmonious Society,” Introductory Plenary Speech, EUCCC-CEIBS Forum on
Responsible Competitiveness in China Through CSR, Shanghai, J une 2-3, 2008.
Henri-Claude de Bettignies, “Can CSR Be Taught? The Case of China and the
Role of Business Schools.” Plenary session, Asian Forum on Corporate Social
Responsibility 2008, Singapore, November 20 and 21, 2008.
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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.
The academic institution of CEIBS, its administrators and individual faculty members
remain actively involved within the Shanghai business community and with various
companies within China. The two Shanghai Campuses organize and host myriad
programs that provide executives and members of the business opportunities for
continuous learning, problem exploration and discussion of achievements, best
practices and challenges related to doing business in China.
The Corporate Advisory Board (CAB)
The Corporate Advisory Board (CAB) of CEIBS is a high-visibility platform allowing
senior executives from the School's corporate sponsorship partners an opportunity to
share their views concerning business education in China. As an interface between the
School and the business community, the CAB gives on-going advice and feedback on
the direction to CEIBS on issues such as the School's branding, strategy and fund
raising, and ensures that the School's teaching and research activities are closely
linked to business practice.
Programs and Conferences which facilitate this knowledge transfer and dialog
are the following:
Executive Forum: "Why the World Isn’t Flat and Why It Matters," March, 2008:
CEIBS and IESE jointly hosted an Executive Forum featuring internationally
renowned writer Professor Pankaj Ghemawat. The evening event, held on the
occasion of IESE's 50th anniversary, attracted a packed house of 200 students and
alumni of CEIBS and IESE, as well as business executives and members of the media.
Prof. Ghemawat sought to “clear the table” by debunking commonly accepted notions
of globalization. His thesis, he told audience members, would be to prove that the
world today is not now, and will not be in the next few decades, fully-globalized and
free of borders. Among the data points presented under the header "Globaloney," Prof.
Ghemawat showed that the current total amount of Foreign Direct Investment
worldwide is now just 12% -- a slight rise over the single-digit rates prior to 2005. In
addition, the total percentage of phone calls made internationally worldwide is just
2%, the ratio of immigrants to native populations in nations worldwide is 3%, the
amount of stock investments made internationally is 15%, and the global
trade-to-GDP rate is 30%. Prof. Ghemawat then contrasted these actual numbers with
18
the results of extensive surveys showing what educated audience members expect
these percentages to be. Overall, expectations in these measures of globalization were
generally 2 to 3 times higher than actual figures
Prof. Ghemawat then listed several reasons why audiences worldwide now tend to
believe the world to be more globalized than it is, including: lack of data, the
tendency to believe what one hopes or fears, social pressure, media hype and "techno
trance" -- the over-emphasis on the importance of technology. The professor went
on to stress that, in fact, "culture and politics are going to be with us for some time to
come," and that it is "irresponsible to exaggerate how integrated the world really is so
far." The talk sparked a lively Q&A by audience members.
Dutch Trade Minister Shares Views on CSR, October, 2008:
The Netherlands' Minister of Foreign Trade Frank Heemskerk shared with CEIBS MBA students
the growing importance of CSR in Dutch business and society, drawing on his business and
political backgrounds. Minister Heemskerk, who described CSR as an integral part of his
country's economic diplomacy, began his talk with his own views on "the purpose of CSR and its
value in today's globalised world". Then he shared the Dutch vision of CSR, explained the
important role it plays in The Netherlands, and shared practical examples of how CSR is actually
implemented in his native land.
1st Seminar on Chinese Economic Reform and its Implications for Latin America,
October, 2008:
Recently Brazil has topped the list of China's top five trading partners in Latin America (LATAM).
With a 600 percent increase in trade between China and LATAM between 1993 and 2003, and
expectations that there will be a comparable jump in cross-border investments from 2003 to 2013,
this area is of pivotal concern. Within this framework, CEIBS Associate Dean and Professor
of Marketing Zhou Dongsheng presented a seminar on "Chinese Economic Reform and its
Implications for Latin America: The Brazilian Case."
Corporate Partnerships:
CEIBS Foundation Donation from CHIIC, March, 2008:
Investment leader China Holdings Inc International Commerce (CHIIC) made a RMB
1 million financial contribution to the CEIBS' Education Development Foundation
(CEIBS Foundation) to assist the funding of the business school's operations.
CEIBS works in partnership with successful companies that follow a long-term,
CSR-oriented strategy and that share with CEIBS a deep commitment to the creation
of knowledge.
CEIBS Foundation Donation from EVOC, March, 2008:
China's leading manufacture of EIP (embedded intelligent platform), EVOC
Intelligent Technology Co., has made a financial contribution to the CEIBS
Foundation. The donation will assist the research and teaching activities of CEIBS'
China Services Outsourcing Research Centre.
19
Principle 6
Dialogue: We will facilitate and support dialog and debate among educators,
business, government, consumers, media, civil society organizations and
other interested groups and stakeholders on critical issues related to
global social responsibility and sustainability.
Various programs were held on-campus and in cooperation with businesses, the
Chinese government and other universities during 2008. A sampling is the
following;
Chinese Business Women in Leadership Forum in Barcelona, February, 2008:
Three of China's best known and most accomplished businesswomen spoke today in
Barcelona, Spain at the Chinese Business Women in Leadership Forum co-organized
by CEIBS: TV personality and Sun Media Investment Holdings Chairman Yang Lan,
Beijing Illinois Founder and President Shi Xiaoyang, and China Capital Investment
Group CEO Zhou Xiaoguang. All three speakers are alumni of CEIBS.
Second Annual Women's Forum, May, 2008:
Business and family values are changing and women are playing an increasingly large
role as the transformation takes place. Speakers at the 2nd Women in Leadership
Forum included leading women from the global business community as well as
academic leaders. Topics ranged from the role that women have played throughout
history to challenges they face in international companies.
EUCCC-CEIBS Forum on “Responsible competitiveness in China through CSR:
From Concept to Implementation,” J une, 2008:
An audience of more than 300 business executives, NGO representatives,
academicians and students gathered at the CEIBS Shanghai campus over two days to
participate in the EUCCC-CEIBS Forum on “Responsible competitiveness in China
through CSR: From concept to implementation”. With the aid of seven keynote
speeches, eight workshops and two roundtable discussions that focused on CSR
within the context of wider issues such as public health, labor law compliance, risk
assessment, the environment, and marketing & communications, the event offered a
practical look at what it really means to be socially responsible in today’s China.
The 4
th
Annual China Health Care Forum, J une, 2008:
Heath Care in China is a topic that touches and intertwines individuals, businesses and
governments. With the goal of universal coverage, the system strains with struggles
between cost containment and benefit expansion, between physician incentives and
patient well-being, between innovative technology and traditional treatment and
between domestic policy and managerial challenges. The CEIBS Heath Care Forum
brought together government and diverse stakeholders to discuss value creation in
20
health care with the aim of providing effective and efficient health services that are
affordable to society and achieving consumer and provider expectations in China.
Does CSR Really Improve the Bottom Line? Can East and West Learn from Each
Other? October 14, 2008.
This one-day conference attracted scholars, business people and government and civil
officials from several countries to explore the impact of CRS on corporate
performance in China and in Europe.
Leadership, Spirituality and the Common Good: East and West Approaches,
October 15-16, 2008:
A forum of Academics who specialize in Business Ethics from around the globe
gathered at CEIBS to hold an international academic conference Co-sponsors were
the Center for International Business Ethics (CIBE) in Beijing, the Euro-China Center
for Leadership and Responsibility (ECCLAR) at CEIBS and the European SPES
Forum in Leuven, Belgium. The two-day academic conference explored the
conceptualization of and relationship between spiritual resources in the East and the West and the
common good and how they are related to leadership in organizations.
China's Car Owners Going Green, November, 2008:
While gearing up for an expected slump in car sales as the financial crisis seeps into the real
economy, auto makers from China and across the globe gathered at CEIBS' 6th Annual China
Automotive Industry Forum to discuss the long-term sustainability of the industry. One of the
findings: green is in.
CEIBS and European Foundation of Management Development (EFMD) Co-host
"Chinese Companies Going Global" Conference, November, 2008.
The expansion of Chinese companies into international markets was the focus of this two-day
conference which attracted 180 participants from more than 30 countries worldwide. The
conference explored strategies and pitfalls as many of China's Enterprises move toward
globalization.
Respectively submitted,
Mary Ann McGrath, MBA, PhD
???
Professor of Marketing
China Europe International Business School (CEIBS)
699 Hongfeng Road, Shanghai, 201206, PRC
[email protected]
doc_363136785.pdf
Within this particular description clarify china europe international business school ceibs communication on progress report 2008.
China Europe International
Business School
CEIBS
Communication on Progress Report
2008
United Nations Global Compact
August, 2009
2
A Note from the Dean of CEIBS
Since its launch in 1994, the China Europe International Business School (CEIBS)
has built a solid reputation as the leading international business school in Asia. CEIBS
is a not-for-profit joint venture of the Chinese Government and the European
Commission. It is the only China-based business school that has achieved top-tier
global rankings for its MBA, EMBA and Executive Education programs. The school
has held the ranking of #1 in Asia for its MBA program since 2004 and was ranked #8
worldwide in 2008 by the Financial Times annual global survey. CEIBS is the only
business school in mainland China that has earned internationally-recognized
accreditation both by EQUIS and AACSB.
Its affiliation with PRME cemented CEIBS’ focus upon educating responsible
business leaders. Issues of corporate social responsibility, sustainability and
business ethics are woven through the curriculum and the fabric of daily life and
interactions among our multi-cultural, diverse student and faculty populations. The
result is a unique learning environment that is a microcosm of the global business
community.
It is impossible to discuss business in China and with China without the inclusion of
public policy implications at both the local and global level. China took two decades
to demonstrate to the rest of the world that it will play a pivotal role in the 21st
century. Today, the business community is looking to the East and trying to
understand and anticipate the messages and actions emanating from China that
influence world politics, economics and business. CEIBS is the leading center in the
region for organizing forums that bring together industry leaders, senior government
officials, renowned academics and business students in an open, neutral environment
to discuss and debate hot issues facing China and the world. This report summarizes
the myriad activities occurring in 2008 that relate to and support the Principles of
Responsible Management Education (PRME) set forth in the United Nations Global
Compact. We are proud of our progress and look forward to furthering our already
energetic efforts.
Rolf D. Cremer, Dean
China Europe International Business School
The Mission of CEIBS
To support China's economic development and to further China's integration into the
world economy by preparing highly competent, internationally-oriented business
leaders capable of working within the Chinese economic environment, while adapting
to the driving forces of business globalization, international competition, and
international co-operation.
3
Introduction to the Communication of Progress Report
China Europe International Business School (CEIBS) became a signatory institution
of United Nation’s Principles of Responsible Management (PRME) in the spring of
2008. By virtue of being immersed in the business, educational and government
community, the school is at the center of conversations related to public policy and
emerging trends, such as sustainable business and corporate social responsibility.
Adoptions of the six principles are a continuous work-in-progress. This first annual
report to all stakeholders outlines the actions and activities undertaken within the
school to support, abide by and promote the six principles of PRME. This report is
organized by the respective principles and will serve as a benchmark for continuous
improvement in each of these six pivotal areas.
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.
A variety of activities outside of the classroom are provided to students in their
pursuit of understanding, participating in and assuming a leadership role in an ethical
and sustainable business world. A primary focus of activity within the school is to
support the development of inclusive business practices among diverse partners.
Programs are designed to further the enhancement of China’s business environment
while contributing to the understanding of international norms and building harmony
among diverse cultures, viewpoints and behaviors. The school environment is a living
context for learning, understanding and applying strategies and tactics that promote
and further cooperation among diverse and culturally-distinct professionals.
The following areas are particularly applicable to this process:
CEIBS Community Donation Drive for Earth Quake Victims
The CEIBS community rallied to the aid of the victims of the earthquake that hit the
Sichuan Province on May 12, 2008 by initiating a donation drive. Collections
approached RMB 2,140,000 (313,000 USD) from the school’s alumni, students and
faculty. The school’s faculty and staff initially raised RMB 300,000 (43,900 USD)
in a three-day fundraising campaign following the earthquake. CEIBS alumni and
students also supported the effort. All contributions were donated to the State
Charity for the Relief of Earthquake Victims to help the victims of this extraordinary
disaster. In addition, the CEIBS students who were medical doctors went to the site
to help.
4
Case and Business Competitions:
Innovate China Global Challenge was founded in 2008 as the first Chinese
student-run international business competition designed for MBA students from
around the world. It created a platform for top business minds to interact with each
other and create innovative solutions to real life problems with a China focus. In
addition, it drew global attention to the Chinese market and create innovative ideas
that can make a difference.
This first competition attracted participants from 82 business schools across four
continents, including Harvard, London Business School, MIT Sloan, and INSEAD --
as well as Top Asian schools such as Tsinghua SEM, Fudan IMBA, and Shanghai
J iao Tong University MBA. Each team was challenged to provide the best plan for
how a Chinese company, EVOC Intelligent Technology Co. Ltd, could spend 100
million RMB on an innovative and sustainable CSR project that reflects the
company’s values and capitalizes on its core competencies.
Student Initiated Activities:
Students at CEIBS are an international, diverse population of Mainland Chinese, other
Asians, Europeans and North and South Americans. This talented and lively
population has demonstrated both interest in and proclivity toward the topics of
Corporate Social Responsibility, Business Ethics and Sustainable Business.
Following is an enumeration of activities initiated and led by students during 2008.
The 2008 Being Globally Responsible Conference (BGRC) was held J une 6 and 7 on
the Shanghai campus. Launched by a CEIBS student in 2006, the conference is the
first and largest student-organized CSR conference in the Asia-Pacific
region. BGRC 2008 focused on questions related to the receptivity and enactment of
CSR in China.
Organized by CEIBS MBA students, the conference featured 34 international CSR
experts speaking from their backgrounds in NGOs, government, business, or
academia. Some 300 students, corporate executives and media members turned out
for the event. Included were 130 visiting MBA students from 36 top business schools
in Mainland China, Hong Kong, Taiwan, Thailand, J apan, South Korea, Thailand,
Philippines, Malaysia, Singapore, India, Australia, Denmark, Spain and the United
States.
The Being Globally Responsible Conference was initiated in 2006 by CEIBS MBA
students together with Asia Link and Professor Bala Ramasamy. The goals of the
conference are:
? to provide an open forum for MBA students to exchange ideas with experts and
practitioners on social responsibility;
5
? to promote Corporate Social Responsibility in the Asia-Pacific region;
? to encourage, recognize and involve MBA students -- the future business leaders
of Asia -- in preparing to incorporate globally responsible principles into their
future business practices;
? to ensure that CSR policies and practices are formulated as an effective corporate
strategies that are actually put to use.
Student-Initiated Green Campus Program: CSR-minded CEIBS MBA students
launched a Green Campus Campaign in May of 2007. The Green Campus
Campaign was developed after students came together during the winter to share ideas
on creating a more environmentally friendly school. Since then, the group has worked
regularly with the CEIBS Logistics Department on partial steps to launch the
campaign. A Green Campus Committee was created which includes the Dean,
External Communications Director, a faculty representative, a logistics department
representative, and student representatives.
The Green Campus Committee designed, printed, and displayed a series of attractive
green-and-white stickers with reminders to either recycle (paper, cans and bottles) or
reduce resource usage (electricity and water). New bins were put into each campus
building specifically for collecting paper and containers for recycling. Students
continue to work on initiatives improve and expand the school's "green" practices.
Bekaert Window Filming Program
In December of 2008, a 0.05 mm thick film was installed on all outward-facing
windows and doors on the CEIBS Shanghai campus. This was a to the school of
Solar Gard materials supplied by Bekaert. Representatives of the company expect the
window filming to cut energy used for heating and cooling the campus buildings by
10 percent annually - a savings of up to ¥400,000 per year or almost $60,000 U.S..
More than 3,000 square meters of filming were installed throughout the CEIBS main
campus. The project was part of the school’s Green Campus Initiative launched by
MBA students in 2007 and continued by the 2008 class. The initiative seeks to
incorporate environmentally friendly practices into campus life at CEIBS. The
window filming project, in which Bekaert donated ¥600,000-worth of film ($87,780),
plus labor, was part of the Belgium-based company’s CSR efforts. As Bekaert Asia
President and Group Vice President Herman Vandaele explained, the move dovetails
well with the goals of the Chinese government to reduce energy consumption per unit
of GDP by 20 percent before 2010.
6
Student Clubs:
There are over thirty Student Clubs within CEIBS with a variety of interests and
activities. Those with particular focus upon CSB and sustainability are the
following:
The Energy and Environment Club brings together students and professionals with a
common interest in the Energy and Environment sector together. Its goals are:
? To raise awareness among CEIBS students about environmental and energy
issues.
? To provide students with insights into the global energy and environment
industry including career opportunities.
? To facilitate networking with leading Chinese companies in the Energy and
Environment sector.
The CSR Club promotes social responsibility among students and the businesses
world. The CSR club aims to encourage and support CEIBS students and organize
events to further explore and contribute to those activities and business that are related
to Corporate Social Responsibility (CSR), Social Venture, Environment Sustainability,
Non-Governmental Organization (NGO) and Charity. Annual events include:
? Corporate CSR engagement & NGO cooperation
? Charity Bazaar
? CSR business forum
? CSR and social venture competitions
The CEIBS Entrepreneurship Club has the mission to create a platform that fosters
business idea generation and allows members to easily access the resources needed to
start a new venture. As part of the CEIBS Entrepreneurship Club, members grow their
network and learn how to start a business through experience sharing, open
discussions, and hands-on experience. Annual events include:
? Guest speakers from all fields including entrepreneurs, investors, and lawyers
? Experience sharing from experienced entrepreneurs
? Open Forums with specified topics
? Start businesses to help with entrepreneurial learning
? Trips to local start-up companies
? Networking outside CEIBS
The Healthcare Club is a non-official, non-profit, learning-oriented organization
operated by CEIBS MBA students. The group focuses on the operation of global
healthcare business, performance and efficiency. Through experience sharing and
group discussion, Club members work toward accumulation of knowledge and skills
related to the management of the healthcare business in China.
7
The Human Resources Club serves the professional interests of CEIBS students, helps
schoolmates prepare for the future career, provides networking activities and ensure
professional competence is shown in interview process as well as encourage members
to take a global strategic perspective in supporting their development as future
organizational leaders.
China Business Club provides CEIBS students with the platform to enter the Chinese
Business Culture and helps them learn and appreciate the different trends of the
industries within the current Chinese economy. This group organizes forums related
to the specific industries in China, holds events to set up the platform for connections
and networking and organizes workshops on the Chinese business environment and
culture.
Intern Scholarships:
Two Intern Scholarships offer Chinese students the opportunity to work in Europe for
a multi-national company for several months.
? LVMH-CEIBS Summer Internship. LVMH, a European fashion giant, awarded
three Chinese MBA students with Intern Scholarships. Each of the winning
students spent two months in summer working for a division of the company in
Paris. Mr. Andrew Wu, the China Group Director of LVMH, indicated that, for
the past 25 years, LVMH has sponsored scholarships for European students keen
to learn about Asia. The company’s scholarships to CEIBS students allow them
with an opportunity to learn about LVMH and business values in Europe and
also to enhance their capacity to become global citizens.
? CEL-CEIBS Private Equity Scholarship. China Equity Links, the first
independent continental Europe Private Equity fund dedicated to China, offered
scholarships to two CEIBS MBA students interested in the private equity sector.
The two laureates spent their 2008 summer internship with CEL / CEL Partners,
with two months spent in the PRC office in Beijing and one month in its Paris
office.
Scholarships:
To enhance the diversity of the CEIBS MBA student body, scholarships are given to
both Chinese and overseas students. These scholarships are a cooperative effort
between China and other countries, companies and institutions. Some examples are:
? European Union-China Business Management Training (BMT) Project
Scholarships. Twelve full and partial scholarships were awarded to mainland
Chinese candidates from economically disadvantaged regions. All are
highly-talented and motivated students who pursued their MBA degrees full time
at CEIBS. The BMT project aims to encourage scholarship recipients –
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outstanding candidates who were born, study or work in less-developed areas of
China – to contribute to the future development of these regions.
? Shanghai Municipal Government Scholarship (for International Students Only)
? La Caixa and Casa Asia Scholarships (for Spanish candidates only)
? Liu J i Education Fund Grant (for mainland Chinese candidates only)
? OCBC Bank Scholarship
? Omnicom Scholarship
? Wu J inglian Education Fund (for Chinese candidates only)
? EU-China BMT MBA Exchange Scholarship. The European Union awards 10
exchange scholarships per year for the duration to deserving CEIBS MBA
students who undertake a one-semester international exchange at business
schools in the EU. The selection criteria are the students contribution to the
CEIBS community and financial need.
? Emerson Scholarship. Three scholarships were awarded to students based upon
their meritorious academic performance and their contributions to the Being
Globally Responsible Conference and the creation of the first annual Innovate
China Global Challenge competition.
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.
Curriculum initiatives in all of the programmatic areas demonstrate the commitment
of the school to social responsibility and sustainability. The following gives the
details of how these are incorporated into each program.
MBA Curriculum
Comprehensive Final Project: The MBA program, as well as the EMBA curriculum,
has required modules that include Ethical Leadership, Corporate Social Responsibility,
Sustainability and Corporate Governance. In addition, both include a comprehensive
business plan, which is constructed in consultation with a local business. Several of
these efforts were related to not-for-profit institutions and sustainability.
During the 2008 academic term teams worked on an initiative led by Nancy Barry and
Associates (NBA) on a project labeled Enterprise Solutions to Poverty (ESP). This
massive project mobilizes the talents of MBA students from leading institutions
across the world. The primary objective of ESP is to have a positive impact on the
incomes and assets of at least 50 million low income people by 2012 in the six focal
countries of China, India, Mexico, Brazil, Columbia and Kenya. Students built
business plans in one of four areas: agribusiness, creation of decentralized
distribution systems, innovations in micro-finance and the improvement of
9
communication and enterprise networks. In each project a team of students prepared
a “live case” and proposed recommendations for the case study.
Curriculum Revision: Revision of the MBA curriculum took place during 2008 with
the goal of delivering a curriculum that is aligned with contemporary business
practices and economic developments. As part of a process of continuous
improvement, the 2009 curriculum reform was presented in November 2008, the
result of a year-long collaboration that included input from faculty, recruiters and
current students.
The reform focuses on changes in the following several areas:
? Redesign of the Student Orientation. Added was a half-day session on the
Concept of Values and an Ethics Day to introduce the concepts that are woven
throughout the curriculum.
? China focus. CEIBS teaches the most advanced international business theories
while attaching great importance to the practical application of these skills in the
cultural context of the growing and developing economy of China. Specific
elements added to the MBA curriculum are:
? Chinese language competency for foreign students in order to improve
cultural understanding and the ability to interact in China's economy.
? China HR, as this area is deemed the most difficult aspect of managing in the
Chinese business environment.
? “China Within the World,” a course that emphasizes economic, political,
cultural and trade issues that impact those who do business with and within
China.
? China Discovery Week, an intensive lecture series that explores
contemporary issues in China business, will be an annual event.
? Cross-functional curriculum integration
The most challenging business problems cut across functional lines of
responsibility. To solve them, management must be competent in
cross-disciplinary analysis, solution generation and communication. The new
CEIBS curriculum includes several applied integration modules that require
students to innovatively and systematically solve practical business problems
using knowledge and skills they've acquired in earlier business courses. The
modules are spread throughout the MBA curriculum to reinforce and build upon
each stage of learning.
? Entrepreneurship
Entrepreneurs play an increasingly important role in China's economic growth,
both by starting new ventures and refreshing existing businesses.
? Strengthening of soft skills and analytic capabilities
A foundation module emphasizes the skills and understanding needed to
successfully apply business knowledge in the workplace. Cultural understanding,
teamwork, leadership, and presentations skills are honed as well as quantitative
methods and spreadsheet analyses.
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? Flexibility in Year Two
The second year of the CEIBS curriculum is flexible, allowing for graduation in
18 or 20 months depending on the student's choice of electives and work
experiences. Elective credits can be as few as 18 or as many as 36. A summer
internship is optional. Students can design their own course of study to best meet
their interests and career needs.
EMBA Curriculum
The EMBA Curriculum has several areas devoted to responsible leadership, CSR and
sustainability:
? Orientation to the program includes a half-day session on the Concept of Values.
Challenges in social responsibility are elucidated through the discussion of cases.
? A Business Ethics module is incorporated into the curriculum early in the
program.
? All EMBA students engage in a personal leadership development exercise.
Surveys on their performance and leadership-style and capability are sent to at
least 10 stakeholders in the company to gain honest assessment of their strengths
and areas for improvement in their management.
? Comprehensive group projects are part of the capstone experience in the
curriculum and its outcome and process are both vital for the program. Students
are not only required to solve a practical problem with the theoretical tools
learned in class, but also to rethink and renovate decision-making models with
the research methodology. An EMBA project is completed by a group
comprised of 4 to 5 students and requires about fourteen months. A successful
research project demonstrates both academic achievements made in a
management field by EMBA students and their research competencies to analyze
and solve business problems. Sustainable and responsible solutions are
expected.
? Overseas modules in either the United States or the European Union, in
partnership with a leading business school allow participants to visit leading
multinational firms of the host country. Discussions of global management
issues and values are conducted with senior executives. In addition, students
network with EMBA students of the partner business school.
Executive Education (EDP):
Non-credit, continuing education and customized programs are designed to meet the
specific needs of clients. A notable contribution to business education on
sustainability was conducted for Carrefour. A custom Executive Development
Program was implemented in March, 2008 to help Carrefour seamlessly integrate its
global strategy into its operational practices in China. The Executive Education
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Program was tailor-made for the company's mid- and top-level China managers. The
Carrefour executives worked closely with Professor Mark Colgate, a long-term
visiting professor at CEIBS and the major designer and instructor of the program,
entitled "Service Marketing."
EU-China Business Development Certificate Program
The EU-China Business Development Certificate Program provides practical but
rigorous training for business managers in disadvantaged regions of China. Focusing
on training participants for planning, funding and managing new business, the
program offers nine courses with six intensive modules each in entrepreneurship,
business finance, and international management in selected cities in the Western,
Central and North-Eastern regions of China.
The Certificate Program was designed and the training materials developed to suit the
profile and needs of students from disadvantaged regions. The program team
comprised of professors from CEIBS, Frankfurt School of Finance and Management
(FS) and Zhejiang University. The committee decided that the 6 modules that would
form the certificate program are as follows:
• Module 1: Financial Reporting & Managerial Accounting
Managerial accounting helps management to use cost information of a
company for managerial decision making, internal planning and control, and
performance evaluation purposes. It determines how management perceive the
firm, and what resources are available to accomplish the firm’s objectives. An
appreciation of the role of Managerial accounting in our economic system, and
insights into how such information is used by decision makers of the firm, are
essential to success as a professional manager.
• Module 2: Business Finance & Funding
This module is to provide participants with a survey of the basic principles of
financial management and efficient funding, and enable them to acquire the
core skills of business finance. A combination of necessary theories with real
business cases will help sharpen the skills of executives. With the cases study,
participants will obtain profound knowledge about the finance and funding
instruments, and strengthen their practical managerial capabilities.
• Module 3: Organizational Behavior & HR Management
This module is designed to enhance the forecasting, guiding and behavior
controlling power of executives so as to meet the expected organizational
targets, and improve the performance and satisfaction of staff. Participants will
learn to understand the characteristics and rules at different levels of an
organization, such as the individual, team and company. They will learn to
mobilize the others to be active and creative with some effective
organizational and managerial methods. Their managerial competence will
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thus be enhanced. A discussion on how to sharpen one company’s competitive
edge via HR management will also be carried out.
• Module 4: Marketing & Sales Management
Marketing refers to a series of management behavior to facilitate the value
exchange made between certain company and its customer. To create value for
customers remains the core of marketing activities, and the company will
obtain profits in return. Therefore, marketing should not be regarded as the
business only for marketing department, but for all functions and staff. This
module will cover the complete procedures of marketing management with the
customer oriented conception.
• Module 5: Corporate Entrepreneurship
Managers need to understand the key principles and processes that enable the
entrepreneurial mindset to flourish within their own organization, and how to
build and entrepreneurial environment. This program will show how to think
like entrepreneurs; to learn the requirements within an organization to support
entrepreneurial behavior; and how to gain financial support and compete more
effectively for corporate resources.
• Module 6: Strategic & Operations Management
Participants will get familiar with the knowledge and skills of strategic
management essential to the modern executives, and understand the roles and
duties they should take. The executives need to master a series of analytic
tools and form a holistic idea about the strategies.
Teaching of the modules will be shared by professors from Frankfort School (2
modules) and CEIBS (4 modules).
The first group of modules was introduced during 2008. With the cooperation of the
Mayor’s office in Hefei, the program was promoted among businesses (state-owned,
private and foreign) in the Anhui province via government websites, local TV and
newspapers. The Mayor’s office short-listed candidates, while a team comprised of
the Program Director, Program Coordinator and a representative from the Mayor’s
Office interviewed the candidates. At the end, 48 participants were selected for the
first program in Hefei.
The criteria used to select participants included:
o Age: 40 – 45 years of old
o Position in company: middle to senior executives
o Type of company: Distinguished State-owned-businesses, Private Enterprises,
Local Government
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o Previous qualification: At least a university degree
A summary profile of the participants is shown below:
Total: 48 participants
Male/Female ratio: 4 Female, 44 Male
Average Age: 39.6
The Hefei program was launched on the 5 September, 2008.
In 2008, 3 modules were delivered:
Sept. 5 – 8: Financial Reporting & Managerial Accounting
Professor: Wang Yanming
Oct. 17 – 20: Business Finance & Funding
Professor: Wolf-Bernhard Kersten
Nov. 21- 24: Organizational Behavior and HR Management
Professor: J ian Han
Principle 3
Method: We will create educational frameworks, materials, processes and
environments that enable effective learning experiences for responsible
leadership.
The development of educational materials and cases related to the development
of business in China,
CEIBS Case Development Center was created in 2001 with a mission to become the
world knowledge center for China-specific managerial issues. The Center is dedicated
to developing teaching cases of international standard, in both English and Chinese,
so as to serve management education and the business world. The CEIBS Case
Development Center is a member institution of ECCH, the leading case distributor in
the world. At present, more than 100 CEIBS cases are distributed worldwide through
ECCH. In 2006, CEIBS became the first school from Chinese mainland to join ICCP,
the International Community of Case Publishers.
The Center has initiated extensive cooperation with leading business schools in the
world, including INSEAD, IMD, Darden and Wharton, in jointly developing
China-focused cases. It also authorized IVEY Publishing and IESE Publishing to
distribute CEIBS cases overseas. Most recently in 2006, HBS Case Distribution
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Center at CEIBS was created to distribute HBSP products in the Chinese mainland
and Hong Kong.
Cases written in 2008 to promote discussion related to corporate social responsibility
and sustainability include:
? IBM in China: Designing a Stakeholder Assessment Team ,CC-308-032
? IBM in China: Responding to a Government's Social Initiatives ,CC-308-031
? Sinyi Real Estate in Taiwan
CEIBS European Chair for Global Governance and Sino-European Business
Relations.
The chair holder of this prestigious position is Professor Henri-Claude de Bettignies,
Distinguished Professor of Global Responsible Leadership. The Chair is
currently supported by two faculty members. The longer term plan includes the
support of three to four faculty members and a team of assistants and secretaries.
The current Chairholder has implemented a research agenda related to the follow for
research areas and questions:
1. The Chinese firm of the future
One major objective is to understand the way Chinese firms operate today to better
anticipate their evolution as they develop their activity internationally and expand
globally. In assessing Chinese private firms’ and SOEs’ organization, their operating
mechanisms and the role ascribed to their different stakeholders, what is likely to
emerge in terms of corporate governance and strategies? Are we likely to see
emerging an original form of governance accounting for the historical and cultural
dimension of the Chinese environment with an original pattern of interaction with the
union, the government, the employees and the other stakeholders? Would such a
model of the Chinese firm challenge the European way of managing global
corporations, possibly questioning western concepts of strategy and supply chain
management? In such Chinese enterprises how would leadership, not only be defined,
but implemented in terms of leadership behavior?
2. The Euro-China business relationship
The growing interdependence of EU-China - beyond its economic dimension - is
fraught with risks, particularly due to lack of mutual understanding: what could be
done - at both the macro and micro levels - to create the long-term conditions of a
win-win partnership? How can the mutual knowledge and the trust necessary be
enhanced for that purpose, both at the corporate and at the societal levels? What could
be the role of business leaders in such process, both in China and Europe? What kind
of organizational mechanisms could facilitate the development of trust and mutual
knowledge? How do Chinese leadership and values encourage the willingness to
engage internationally and in global issues? What needs to be done in order to
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develop Chinese managers committed to and able to perform effectively in European
environments? Could that be internalized as part of corporate social responsibility?
3. Global governance and the role of China
The economic performance and global weight of China makes it urgent to rethink our
current mechanisms of - or lack of - global governance: from the shortcomings of the
current institutional mechanisms and given the dynamics and risks of today’s world,
what can be done, by whom and how - at a time when the dominant paradigm of the
firm is radically challenged? What could be the role of China and Europe in a new
model of global governance? Are current models of corporate governance still
relevant and could they be a source of inspiration for global governance? Can we
learn from the corporate social responsibility approach and could it be relevant at the
global level? What could be the role of business in a multi-stakeholders global
governance institutional mechanism?
4. The role of management education and training as an instrument of change
The effectiveness of management education in China as a powerful vehicle for change
could gain in effectiveness: how could European and Chinese firms cooperate with
education institutions to enhance the transfer of knowledge and of experience in order
to accelerate the development of managerial skills appropriate to the dynamics of
China? Given the change in values and expectations of the young generation of
Chinese managers, what are the implications for corporations hiring, developing and
managing the young generation? Do these implications induce different career
management requirements? How will corporations adapt to young Chinese managers
with different values and expectations? With more exposure to the world outside
China, will the different mindset of the younger generation bring new requirements
for career management? Is the Western model of knowledge management relevant in
non-mature markets? How will the rapid change experienced in China impact on
management knowledge and transfer skills? Over time the learning process will work
both ways between Europe and China: how can we prepare the conditions for this
reciprocal learning exchange?
Several Academic Research Centers have attained impressive academic and
professional reputations in China. Most notable contributors to research consistent
with PRME are:
? Europe China Center for International Business Relations (ECCIR)
? Center of Chinese Private Enterprises
? CEIBS-Zhejiang University Center for International Entrepreneurship
? Center of Organizational and People Excellence
? Europe-China Center for Leadership and Responsibility
? Center for Healthcare Policy and Management
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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.
Several Faculty members are productively engaged in research and publication in the
areas of corporate social responsibility and sustainability. Publications in the last
year in this area include the following: articles:
de Bettignies. Henri-Claude and Cheon Kheong Tan. “Values and Management
Education in China,” International Management Review, Vol. 3(1), pp. 17-37.
de Bettignies. Henri-Claude, “The Value of Values in Management Education in
Asia.” Finance and Common Good, no. 30, pp. 67-73.
de Bettignies. Henri-Claude, “CSR: Towards ‘Responsible Competitiveness’ in
China?” EuroBiz Journal of the European Union Chamber of Commerce in China,
May, 2008, pp. 30-32.
Hunter, Mark Lee, Marc Le Menestrel and Henri-Claude de Bettignies. “Beyond
Control: Crisis Strategies and Stakeholder Media in the Danone Boycott of 2001,”
Corporate Reputation Review, Vol 11(4), pp 335-350.
Lo, C.W.H., Gerald Fryxell, and B.van Rooij. Changes in Enforcement Styles among
Environment Officials in China. Environment and Planning A.
Yang, D., Gerald Fryxell, and A. Sie, Anti-Piracy Effectiveness and Managerial
Confidence: Insights from Multinationals in China. J ournal of World Business, 2008.
The following are conference presentations related to the topics:
Henri-Claude de Bettignies, “CSR in China: The Road to Sustainable Developemnt
and Harmonious Society,” Introductory Plenary Speech, EUCCC-CEIBS Forum on
Responsible Competitiveness in China Through CSR, Shanghai, J une 2-3, 2008.
Henri-Claude de Bettignies, “Can CSR Be Taught? The Case of China and the
Role of Business Schools.” Plenary session, Asian Forum on Corporate Social
Responsibility 2008, Singapore, November 20 and 21, 2008.
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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.
The academic institution of CEIBS, its administrators and individual faculty members
remain actively involved within the Shanghai business community and with various
companies within China. The two Shanghai Campuses organize and host myriad
programs that provide executives and members of the business opportunities for
continuous learning, problem exploration and discussion of achievements, best
practices and challenges related to doing business in China.
The Corporate Advisory Board (CAB)
The Corporate Advisory Board (CAB) of CEIBS is a high-visibility platform allowing
senior executives from the School's corporate sponsorship partners an opportunity to
share their views concerning business education in China. As an interface between the
School and the business community, the CAB gives on-going advice and feedback on
the direction to CEIBS on issues such as the School's branding, strategy and fund
raising, and ensures that the School's teaching and research activities are closely
linked to business practice.
Programs and Conferences which facilitate this knowledge transfer and dialog
are the following:
Executive Forum: "Why the World Isn’t Flat and Why It Matters," March, 2008:
CEIBS and IESE jointly hosted an Executive Forum featuring internationally
renowned writer Professor Pankaj Ghemawat. The evening event, held on the
occasion of IESE's 50th anniversary, attracted a packed house of 200 students and
alumni of CEIBS and IESE, as well as business executives and members of the media.
Prof. Ghemawat sought to “clear the table” by debunking commonly accepted notions
of globalization. His thesis, he told audience members, would be to prove that the
world today is not now, and will not be in the next few decades, fully-globalized and
free of borders. Among the data points presented under the header "Globaloney," Prof.
Ghemawat showed that the current total amount of Foreign Direct Investment
worldwide is now just 12% -- a slight rise over the single-digit rates prior to 2005. In
addition, the total percentage of phone calls made internationally worldwide is just
2%, the ratio of immigrants to native populations in nations worldwide is 3%, the
amount of stock investments made internationally is 15%, and the global
trade-to-GDP rate is 30%. Prof. Ghemawat then contrasted these actual numbers with
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the results of extensive surveys showing what educated audience members expect
these percentages to be. Overall, expectations in these measures of globalization were
generally 2 to 3 times higher than actual figures
Prof. Ghemawat then listed several reasons why audiences worldwide now tend to
believe the world to be more globalized than it is, including: lack of data, the
tendency to believe what one hopes or fears, social pressure, media hype and "techno
trance" -- the over-emphasis on the importance of technology. The professor went
on to stress that, in fact, "culture and politics are going to be with us for some time to
come," and that it is "irresponsible to exaggerate how integrated the world really is so
far." The talk sparked a lively Q&A by audience members.
Dutch Trade Minister Shares Views on CSR, October, 2008:
The Netherlands' Minister of Foreign Trade Frank Heemskerk shared with CEIBS MBA students
the growing importance of CSR in Dutch business and society, drawing on his business and
political backgrounds. Minister Heemskerk, who described CSR as an integral part of his
country's economic diplomacy, began his talk with his own views on "the purpose of CSR and its
value in today's globalised world". Then he shared the Dutch vision of CSR, explained the
important role it plays in The Netherlands, and shared practical examples of how CSR is actually
implemented in his native land.
1st Seminar on Chinese Economic Reform and its Implications for Latin America,
October, 2008:
Recently Brazil has topped the list of China's top five trading partners in Latin America (LATAM).
With a 600 percent increase in trade between China and LATAM between 1993 and 2003, and
expectations that there will be a comparable jump in cross-border investments from 2003 to 2013,
this area is of pivotal concern. Within this framework, CEIBS Associate Dean and Professor
of Marketing Zhou Dongsheng presented a seminar on "Chinese Economic Reform and its
Implications for Latin America: The Brazilian Case."
Corporate Partnerships:
CEIBS Foundation Donation from CHIIC, March, 2008:
Investment leader China Holdings Inc International Commerce (CHIIC) made a RMB
1 million financial contribution to the CEIBS' Education Development Foundation
(CEIBS Foundation) to assist the funding of the business school's operations.
CEIBS works in partnership with successful companies that follow a long-term,
CSR-oriented strategy and that share with CEIBS a deep commitment to the creation
of knowledge.
CEIBS Foundation Donation from EVOC, March, 2008:
China's leading manufacture of EIP (embedded intelligent platform), EVOC
Intelligent Technology Co., has made a financial contribution to the CEIBS
Foundation. The donation will assist the research and teaching activities of CEIBS'
China Services Outsourcing Research Centre.
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Principle 6
Dialogue: We will facilitate and support dialog and debate among educators,
business, government, consumers, media, civil society organizations and
other interested groups and stakeholders on critical issues related to
global social responsibility and sustainability.
Various programs were held on-campus and in cooperation with businesses, the
Chinese government and other universities during 2008. A sampling is the
following;
Chinese Business Women in Leadership Forum in Barcelona, February, 2008:
Three of China's best known and most accomplished businesswomen spoke today in
Barcelona, Spain at the Chinese Business Women in Leadership Forum co-organized
by CEIBS: TV personality and Sun Media Investment Holdings Chairman Yang Lan,
Beijing Illinois Founder and President Shi Xiaoyang, and China Capital Investment
Group CEO Zhou Xiaoguang. All three speakers are alumni of CEIBS.
Second Annual Women's Forum, May, 2008:
Business and family values are changing and women are playing an increasingly large
role as the transformation takes place. Speakers at the 2nd Women in Leadership
Forum included leading women from the global business community as well as
academic leaders. Topics ranged from the role that women have played throughout
history to challenges they face in international companies.
EUCCC-CEIBS Forum on “Responsible competitiveness in China through CSR:
From Concept to Implementation,” J une, 2008:
An audience of more than 300 business executives, NGO representatives,
academicians and students gathered at the CEIBS Shanghai campus over two days to
participate in the EUCCC-CEIBS Forum on “Responsible competitiveness in China
through CSR: From concept to implementation”. With the aid of seven keynote
speeches, eight workshops and two roundtable discussions that focused on CSR
within the context of wider issues such as public health, labor law compliance, risk
assessment, the environment, and marketing & communications, the event offered a
practical look at what it really means to be socially responsible in today’s China.
The 4
th
Annual China Health Care Forum, J une, 2008:
Heath Care in China is a topic that touches and intertwines individuals, businesses and
governments. With the goal of universal coverage, the system strains with struggles
between cost containment and benefit expansion, between physician incentives and
patient well-being, between innovative technology and traditional treatment and
between domestic policy and managerial challenges. The CEIBS Heath Care Forum
brought together government and diverse stakeholders to discuss value creation in
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health care with the aim of providing effective and efficient health services that are
affordable to society and achieving consumer and provider expectations in China.
Does CSR Really Improve the Bottom Line? Can East and West Learn from Each
Other? October 14, 2008.
This one-day conference attracted scholars, business people and government and civil
officials from several countries to explore the impact of CRS on corporate
performance in China and in Europe.
Leadership, Spirituality and the Common Good: East and West Approaches,
October 15-16, 2008:
A forum of Academics who specialize in Business Ethics from around the globe
gathered at CEIBS to hold an international academic conference Co-sponsors were
the Center for International Business Ethics (CIBE) in Beijing, the Euro-China Center
for Leadership and Responsibility (ECCLAR) at CEIBS and the European SPES
Forum in Leuven, Belgium. The two-day academic conference explored the
conceptualization of and relationship between spiritual resources in the East and the West and the
common good and how they are related to leadership in organizations.
China's Car Owners Going Green, November, 2008:
While gearing up for an expected slump in car sales as the financial crisis seeps into the real
economy, auto makers from China and across the globe gathered at CEIBS' 6th Annual China
Automotive Industry Forum to discuss the long-term sustainability of the industry. One of the
findings: green is in.
CEIBS and European Foundation of Management Development (EFMD) Co-host
"Chinese Companies Going Global" Conference, November, 2008.
The expansion of Chinese companies into international markets was the focus of this two-day
conference which attracted 180 participants from more than 30 countries worldwide. The
conference explored strategies and pitfalls as many of China's Enterprises move toward
globalization.
Respectively submitted,
Mary Ann McGrath, MBA, PhD
???
Professor of Marketing
China Europe International Business School (CEIBS)
699 Hongfeng Road, Shanghai, 201206, PRC
[email protected]
doc_363136785.pdf