Groupe ESC BRETAGNE-BREST PRINCIPLES FOR

http://www.unprme.org/
Groupe ESC BRETAGNE-BREST
PRINCIPLES FOR RESPONSIBLE
MANAGEMENT EDUCATION
INFORMATION SHARING
PROGRESS REPORT
Groupe ESC Bretagne-Brest
Table of Contents
Renewal of commitment ....................................................................................... 3
Our Mission .......................................................................................................... 4
Introduction ......................................................................................................... 5
1 Responsible Management: Growing Importance in School Programs ..................... 6
1-1 Bachelor Programs ...................................................................................... 7
1-2 The Master Program .................................................................................... 9
1-3 Supplementary Activities............................................................................ 10
2 Responsible Management, a Vector to Social Openness ..................................... 11
3 Responsible Management in Scientific Research ................................................ 14
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Renewal of commitment
As an institution of higher learning involved in the education of current and future
managers, the Groupe ESC Bretagne-Brest is committed to a continuous process of
improvement in the application of the Principles for Responsible Management
Education, reporting on progress to all stakeholders and sharing effective practices
with other academic institutions.
We understand that our own organizational
practices should serve as an example of the
values and attitudes we convey to our
students.
We encourage other academic institutions and
associations to adopt and support these
Principles.
Luc Pontet, Dean
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Our Mission
Based in Brittany, France, and inspired by local values of solidarity and innovation, the
Groupe ESC Bretagne-Brest is an institution of higher learning and research in
management which serves businesses, local and national institutions and, most
importantly, their development on an international scale.
Our mission is:

to implement meaningful educational projects, so as to prepare new
generations of capable, responsible leaders to meet numerous challenges, while
creating economic and societal value

to contribute to its campuses' development and reputation, and promote the
expertise of French companies worldwide

ensure student employability after graduation

maintain and improve employability for managers

improve managerial knowledge and practices in companies and institutions
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Introduction
In 2010, the Ecole Supérieure de Commerce de Bretagne-Brest [Brittany-Brest
Graduate School of Business] published its first PRME report, taking a first step to
position itself as a world player in sustainable development.
ESC Bretagne-Brest has continued its teaching and research missions and, in line with
its 2012 presentation, worked in sustainable development, corporate social
responsibility, and responsible management. It should be noted that the initiatives
taken in 2012 (ecological campus management, handicaps, social expansion, teaching,
education, and research) are considered complete, and several have been the target
of improvements and additions, which are described in this report.
In January 2013, the school merged with 3 other French institutions of higher
learning, with the aim to create a center for higher education in management focused
particularly on innovation in teaching and entrepreneurship. This merger allowed for
new innovation in teaching programs, as well as the pooling of student resources. The
market did not respond to this multiple-innovation strategy, and the different founding
institutions separated once again in September 2014.
Nevertheless, a certain number of achievements were preserved by the school
in the field of instructional design, giving greated precedence to responsible social
management.
The Group ESC Bretagne-Brest builds on a 50-year history, strong links to the
local community, a promising environment, a well-adapted program selection, an
established international strategy, and relevant service offerings to drive its
development. On this basis, the Groupe ESC Bretagne-Brest was recognized by the
French Ministry of Higher Education and Research.
The updated 2015 report will present important action taken since 2012, without
repeating data from 2010 and 2011, as these actions have already been put into longterm effect.
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1 Responsible Management: Growing Importance in
School Programs
The ESC Bretagne Brest group is a center of activity bringing together nearly
900 users, including students, professors, administrative staff, and part-time lecturers.
The institution offers two undergraduate (Bachelor) as well as five postgraduate
programs: a Master in Management, three Mastères Spécialisés [Advanced Masters],
and a Master of Science. The Bachelor programs and the Master in Management are
accredited by the French Ministry of Higher Education and Research, and the three
Mastères Spécialisés are accredited by the French Ministry of Labor.
Discussions held between 2013 and 2014 on program offerings were focused
on several key aspects directly linked with the school's mission statement:

adopt innovative teaching methods

promote entrepreneurial spirit

train Responsible Managers
This in-depth work led to the creation of two new Bachelor programs and a new
Master program in which the areas of responsible management and corporate social
responsibility are handled, both at the heart of the curriculum and in other required
activities offered to students, called "social projects".
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Students collecting food for French Food Bank
1-1 Bachelor Programs
Our Bachelor in International Management offers students an interdisciplinary
project entitled the "Social Responsibility Project". This project focuses on the
understanding of regional interests; students are placed in practical situations to learn
how to lead a project by confronting them with the expectations of a responsible
community. This exercise requires students to think about different interactions as well
as the complex economic, social, and environmental factors which emerge from the
decision-making process.
A single theme is chosen by the professor and presented to the students, who
must comprehend the issues, position themselves on the local and national level, and
raise awareness among their classmates. Their main objective is to formulate a social
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project based on the subject chosen. In addition, each student must provide a plan for
developmental action within one of the many organizations partnered with the school.
Students must organize a social market on campus called the "RSE solidaire"
where they meet with local organizations to present their groups' projects. This is
followed by a charity event led entirely by Bachelor students, who must convince
attending partner organizations and institutions to make donations which will be used
by humanitarian organizations to support local charity projects.
Students must also persuade businesses to support their projects and identify
negative externalities in the economic fabric stemming from certain activities.
The Bachelor in Business Development offers, in the second year, a module on
business law focusing partly on sustainable development.
The Bachelor in Management offers, in the third year, a 36-hour module entitled
"sustainable development and corporate social responsibility". The course defines the
changes brought about by the understanding of sustainable development, social
responsibility within business, as well as the impact of this understanding on
competitiveness.
The educational objectives are the following:

comprehend the changes brought about by sustainable development within a
company's operational scope

determine the reasons leading companies to become socially responsible

analyze the issues facing socially-responsible companies

understand the managerial aspects which structure the performance of sociallyresponsible companies

define and present the different approaches which validate the actions of a
socially-responsible company
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1-2 The Master Program
In the Master in Management Program, corporate social responsibility is covered
in every discipline. Beyond these different contributions, the "Ethical Management and
Corporate Social Responsibility" teaching module bridges the gap between the social
projects described in the following section. It is intended to equip students with the
conceptual tools that will allow them become effective managers and deal with CSR
issues within a company.
The goal of this module is for future business leaders to comprehend the issues
surrounding CSR and the entrepreneurial and managerial opportunities involved in
adopting a socially-responsible approach to management.
The concepts, scenarios, and examples analyzed in this module serve to make
the challenges of CSR understandable, in particular by demonstrating that CSR is not
mere communication, nor is it a series of disconnected activities and mission
statements. Indeed, CSR may be a “win-win” exercise for both companies and their
stakeholders.
The educational approach includes both:

case studies and projects, bringing students to reflect on the best way to
integrate CSR issues into their business creation plans, in order to adapt their
thinking to the context of each project, and to implement a responsible plan of
action.

testimonials of entrepreneurs:
Discussions with social entrepreneurs or other entrepreneurs who have acted on the
challenges of CSR by implementing their development projects.

Non-profit organization “Tall Ship School”:
o Market study
o Product strategy

Non-profit organization “hot club jazz Iroise”:
o Communication and partnership research.
 City Hall of Quentin (Brittany region): Territorial marketing. How to develop the
attractivity of the city center.
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1-3 Supplementary Activities
Supplementary activities are an integral part of the teaching methods for ESC
Bretagne-Brest. These mandatory activities aid in the understanding of the economic
and societal issues which are essential for training responsible managers.
Social projects are at the heart of these offerings and require considerable
investment on the part of students. Through an annual project aimed at understanding
interrelated local interests, students are placed in practical situations where they must
lead a project while facing the expectations of a responsible community. This exercise
requires students to think about different possible interactions as well as the complex
economic, social, and environmental factors which emerge from the decision-making
process. This module begins in the first year and ends at the completion of the second
or third year. Projects are led either individually or in groups of four to six students.
They must work on local social subjects in collaboration with stakeholders.
The objectives and managerial context allow students to understand the
complex changes that are occurring in the 21st century. Organizations today are
confronting the energy transition and the resolution of economic and social crises. In
light of social pressure, financial crises and environmental risks, legal measures and
international initiatives are being implemented in an attempt to anticipate possible
dangers to society. As organizations see that more than their own interests are at
stake, they must anticipate and keep their categories and natures of impact in check.
It is for this reason that new leaders are brought to consider the sustainable issues
particular to the organizations in which they will work.
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2 Responsible Management, a Vector to Social Openness
The school's social policy aligns with its own mission, with companies' needs in
terms of competitiveness, and with the characteristics of the local social environment.
The school wishes for no one to be excluded from its programs for financial reasons.
This social policy has led to several provisions:
o Entrance examination fees are waived for scholarship students
o Tuition fees may be paid in installments during the school year, in ten
monthly payments or by semester.
o Apprenticeship incentives allow for tuition fees to be paid by the host
company, and for students to be compensated for their work.
o The school helps students in difficulty to find paid part-time work with
partner companies.
o The school itself hires students every year for filing, telephone surveys,
activity leading, IT and audiovisual service, and research assistant
positions.
o During the 2015 entrance examinations, the school wishes to assist
young people who may be discouraged for financial reasons; all
prospective students with scholarships will benefit from a 50% reduction
in first-year Master program tuition fees. Access to the second year of
the program will be facilitated as well.
o New Talent scholarships offer a sizable reduction in tuition fees for
students in hardship situations.
These scholarships help to identify talented, deserving young people and to aid
them from high school up through the job market with the assistance of our partners.
Our aim is to deploy this community of talent across the local region, benefiting from
the contributions of our founding campuses.
At each stage of the curriculum, we support our students and encourage them
to strive for and achieve excellence. Those who are interested in these scholarships
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can be eligible beginning in Grade 11 (penultimate year of high school), but also at
any point in their education upon validation by an ad hoc committee.
Entry via one of these scholarships will be judged on the following criteria:

motivation

academics

societal commitment

entrepreneurial spirit
A Disabled Persons Contact has been appointed and a special procedure has
been implemented for candidates with disabilities wishing to register for the selection
process. These candidates are, by law, granted a 1/3 time extension and/or writing
assistance. Future projects will implemented to make the whole of the institution
accessible to individuals with disabilities.
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3 Responsible Management in Scientific Research
Since 2012, the teaching staff has been committed to research concerning
responsible management and sustainable development, and regularly contributes to
publications. Their work is particularly important for research in human resources,
finance, and entrepreneurship.

2015
BRANELLEC G. (2015). "D’une préservation volontaire de l’environnement par les
entreprises à une préservation ordonnée ? “, Revue Organisation Responsable

2014
BRANELLEC G., CADET I. La construction d’une GRH socialement responsable grâce
à la Norme ISO 26000. 16ème Université de Printemps de l’Institut d’Audit Social, May
26-28, 2014, Beijing, China.
MOUSSAVOU J., CADIOU C., CADIOU K.. Massification du microcrédit : la voie
partenariale du micro financement. In: XI ADERSE, 20-22 mai 2014, Marseille, France.
AKONO D. Logistique urbaine et développement durable : quelle nouvelle approche
des compétences et des métiers. In : Les métiers de la Ville de Demain, Paris: Editions
MPE/EMS, 2014.
TRIVIDIC G. (2014). Comment développer le “co-entrepreneuriat” en SCOP ? Thesis
in management sciences under the direction of Professor Robert Paturel, Université de
Bretagne Occidentale, 9 October 2014.

2013
BRANELLEC G. Vers une justification par les entreprises de leur appartenance au
secteur de l’économie sociale et solidaire. Gestion 2000, 2013, n°2.
BRANELLEC G, LEE J.-Y. Benefit Corporation: Faut-il introduire en France une
nouvelle forme d’entreprise lucrative ayant l’obligation d’être utile socialement ou
environnementalement ? In: 11ème colloque francophone sur le risque (ORIANE), 2628 September 2013, Bayonne, France
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DROUOT B. La mise en œuvre d’une démarche de RSE collective dans les entreprises
de pêche : un facteur de réduction du risque d’exploitation ? In: 10ème congrès de
l’ADERSE, 28-29 March 2013, Brest, France.
TRIVIDIC G. Comment favoriser l’intégration des salariés de Scop dans un schéma
d’entrepreneuriat collectif ? In: XXIIIèmes rencontres RIUESS 2013, 5-7 June 2013,
Angers, France.

2012
BRANELLEC G., LEE J.-Y. (2012). Le say on pay : nouvel outil RSE permettant
d’éviter le risque de rémunération excessive des dirigeants ? 10ème colloque
francophone sur le risque (ORIANE), Bayonne, 20-21 September 2012.
BRANELLEC G., LE GALLOU C. (2012), An examination of global law, ethics and
international business: a work in progress paper, Conference 2012 Academy of World
Business, Budapest, Hungary, 16-19 July 2012.
LEPLAT M., LOHEAC Y. (2012). Responsabilité sociale et incitations : partage et don
des étudiants dans une framed field experiment, 29ème journées de Microéconomie
Appliquée, Brest, 7-8 June 2012.

2011
BRANELLEC G. (2011). Vers une rémunération responsable des dirigeants
d’entreprises dans le monde : l’adoption du say on pay, Congrès annuel de l’ADERSE,
Paris, 24-26 March 2011.
BRANELLEC G. (2011). Entreprise et environnement : un risque réciproque, 9ème
colloque ORIANE, Bayonne, 22-23 September 2011.
CHANTELOT S. (2011). Les entreprises du périmètre coopératif agricole en France –
Une analyse de la dynamique de localisation des activités, 48ème colloque ASRDLF,
Schoelcher, Martinique, 6-8 July 2011.
CHANTELOT S. (2011). Du talent à la ville créative : le cas de la Communauté Urbaine
de Bordeaux, 48ème colloque ASRDLF, Schoelcher, Martinique, 6-8 July 2011.
CHANTELOT S. (2011). From Talent to Creative City: Towards a conceptual
framework, Colloque ERSA 2011, Barcelona, Spain, 30 August – 3 September 2011.
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
2010
BRANELLEC G. (2010). Le respect par l’entreprise de l’économie sociale et solidaire
des intérêts des parties prenantes, Colloque International de Management
Gouvernance, Management et Performance des Entreprises de l’Economie Sociale et
Solidaire : quelles spécificités ?, Lyon, 4-5 November 2010.
BRANELLEC G. (2010). L’entreprise face à l’environnement. 3ème Colloque ARPEnv
Recherche et environnement : quelle place pour les sciences humaines et sociales ?,
Dijon, 9-12 June 2010.
BRANELLEC G. (2010). Un vent d’innovation souffle en droit des sociétés : La
gouvernance d’entreprise une recherche d’équilibre entre le respect des droits des
associés et la prise en considération de la responsabilité sociale de l’entreprise. 7ème
congrès de l’Association pour le développement de l’enseignement et de la recherche
sur la responsabilité sociale de l’entreprise, La Rochelle, 24-26 March 2010.
FERNANDES V., AKONO D., (2010). Impacts du développement durable sur les
choix de relocalisation : une approche exploratoire. 2ème université Réalités et
prospectives du Développement durable, Clermont-Ferrand, 28-29 October 2010.
TRIVIDIC G. (2010). L’entrepreneuriat en économie solidaire et sociale : un
entrepreneuriat singulier nécessitant une approche de la performance spécifique.
Colloque A La recherche de la performance en entrepreneuriat, TPE et PME,
Casablanca, Morocco, 20-21 May 2010.
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Our lecturer-researchers have participated in or led different events, including:

the prestigious “Centre des Jeunes Dirigeants” [Center for Young Directors]
2012 plenary conference on social and societal objectives, held on 15 November
2011

Preparing and organizing the 10th ADERSE [Association for the Development
and Teaching of Corporate Social Responsibility] Congress, held 28-29 March
2012 in Brest, in collaboration with the IAE [University School of Management]
of Brest.

the AFEV [Students for the Town Foundation Association] project (monitoring
young people in hardship, led by our students).
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