Ecole de Management: 2015 SIP Report

Télécom Ecole de Management
B.
C.
D.
E.
F.
International Accreditations ...................................................................................... 6
Key Figures ................................................................................................................. 6
The City of Evry: Home to Télécom Ecole de Management....................................... 7
Télécom Ecole de Management is part of the Mines-Télécom Institute................... 8
The Mines-Telecom Foundation ................................................................................ 9
II PRME Principles in TEM:................................................................................................... 10
1)
Purpose: We will develop the students’ abilities to be the future generation
managers working on sustainable values for business and society at large and for an
inclusive and sustainable global economy. ...................................................................... 11
Strategy and Objectives ............................................................................................... 11
Achievements ............................................................................................................... 11
Future Perspectives ...................................................................................................... 12
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................................................................................................... 13
Strategy and Objectives ............................................................................................... 13
Achievements ............................................................................................................... 13
Future Perspectives ...................................................................................................... 14
Hiring additional faculty with expertise in sustainable development and ICT. 3)
Method: We will create educational frameworks, materials, processes and
environments that enable effective learning experiences for responsible leadership ... 14
3)
Method: We will create educational frameworks, materials, processes and
environments that enable effective learning experiences for responsible leadership ... 15
Strategy and Objectives ............................................................................................... 15
Achievements ............................................................................................................... 15
Future Perspectives ...................................................................................................... 15
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 economical value ........................................... 16
Strategy and Objectives ............................................................................................... 16
Achievements ............................................................................................................... 16
Future Perspectives ...................................................................................................... 19
5)
Partnership: We will interact with business corporations managers to extend our
knowledge of their challenges in meeting social and environmental responsibilities and
to explore together effective approaches in order to meet these challenges ................ 20
Strategy and Objectives ............................................................................................... 20
Achievements ............................................................................................................... 20
Future Perspectives ...................................................................................................... 20
Strategy and Objectives ............................................................................................... 21
Achievements ............................................................................................................... 21
Future Perspectives ...................................................................................................... 21
Strategy and Objectives ............................................................................................... 22
Achievements ............................................................................................................... 22
Future Perspectives ...................................................................................................... 22
III. Conclusion ........................................................................................................................ 23
2
I
Letter of Renewed Commitment
A word from the Dean:
Télécom Ecole de Management long ago embraced sustainable development, social
responsibility and diversity as essential to its strategy. As part of its mission, Télécom Ecole
de Management ensures its graduates have both fundamental management skills to succeed
in the information age but also to develop values to lead people and organizations in an
interconnected world. The School strives to make all its shareholders aware of
interdependence among people, their actions, social organizations and the environment in
which they operate and influence.
Faculty confront all students with Issues in sustainable development and corporate social
responsibility in the first semester of their program, and the School prides itself in having a
well respected and active research pole focused on ethics, technology, organizations and
society known as ETOS.
I have great pride in participating in PRME’s initiative in sharing information on the progress
we are making in sustainable development and corporate social responsibility and I hope
this initiative will result in new and fruitful collaborations among schools and with the
business community.
Denis GUIBARD
3
A.
Télécom Ecole de Management’s Mission
Télécom Ecole de Management’s Mission
Through quality in research and teaching, TEM Business School develops fundamental
skills, while training managers of the future to be open, pro-active, and capable of
integrating technological fields into their management decision-making, giving companies
in which they work the ability to initiate, support and steer their innovation, development
and change in a competitive global environment.
The School’s Mission Statement stresses the importance of information and communication
technologies in both research and student learning. The School seeks to be a leading
business school in the world of information and communication technology while
contributing to the economic development of a knowledge-based society internationally,
nationally and locally. This overlying principle unites both students and faculty alike and
determines in particular the School’s relations with its external stakeholders and
constituencies, particularly its corporate and academic alliances.
The School’s vision stems from its context as the only management school in a group of
engineering schools. This context guarantees the School’s link to both the private and public
sectors of the world of information and communication technologies (ICT). As a result of this
vision, the School:
 Optimizes its position as the Management School within Institut Mines-Télécom, a
national group of engineering schools;
 Orients its teaching and research activities to modernize management methods
through the progress in information and communications technologies and sciences
that:
 promote the positive impact of information and communication technologies
on business and society and
 explore the full potential that these technologies bring to the various fields of
business, be it marketing, logistics, organizational behavior, or finance;
 Integrates its corporate partners at all levels of the institution, governing boards,
teaching, funding, advising, among others, to ensure the corporate relevance of both
its programs and research;
 Guarantees access of all qualified candidates, regardless of their socio-economic
background, to the Integrated Master’s in Management (Grande Ecole) Program
consistent with its role as the only public Grande Ecole among French business
schools;
 Globalizes
 student learning through established assurance of learning goals and
4
 intellectual contributions through recruitment, faculty development and
research incentives;
 Ensures student learning includes responsible and innovative leadership in a global
environment with projects in sustainable development, corporate social
responsibility, project management, entrepreneurship, required studies / internships
abroad and foreign language acquisition.
5
B.
International Accreditations
AACSB in 2012
and
AMBA for the Integrated Master’s in Management Program in 2010
C.
Key Figures
Key Figures for Télécom Ecole de Management

Created in 1979

Annual budget of 18 million Euros

Program from a Bachelors, Integrated Master’s, Master’s of Science,
Specialized Master’s, EMBA and Doctorate

10 doubles degree programs with sister engineering schools

8 double degree with international partners

1 500 students of which 30% are international

72 full-time faculty of which 57 are specialized in management sciences

Annual salary upon graduation: 40 436 €

70+ Doctoral students

120+ coop students

Student/Faculty Ration: 20:1

Budget per student: 13 000 Euros

130 business created through the School small business incubator
with more than 1 300 jobs created

More than 5 000 alumni

5000 jobs created thanks to our alumni involved in entrepreneurship and
innovation

60 student clubs and associations on campus

700+ student housing units on campus

+120+ university partners in more than 50 countries
6
D.
The City of Evry: Home to Télécom Ecole de Management
Évry
A Green, Young, Academic City
•
Top level scientific/economic center: Génopole,
Arianespace, University, TEM & TSP, ENSIEE,
largest Hospital center in Paris region
•
A green city: 220 hectares of vegetation, 6 large
urban parks
•
2 RER stations, 23 sports facilities, commercial
center, cinema, theaters, swimming pool, ice
skating rink, theater…
•
A young city: 13.2% students
•
Close to Paris (35 km), its cultural life and
economic activities
www.mairie-evry.fr
The Campus
•
Paris is 40 min by train and 30 min by car
•
Train station 5 min away, by foot
•
RER station: 35 km from Paris (20 min by car)
•
Beautiful and safe campus
•
Shared with a school of engineering
•
With numerous facilities, sports activities and a
highly developed student life
7
E.
Télécom Ecole de Management is part of the Mines-Télécom Institute
Télécom Ecole de Management is part of the Mines-Télécom Institute: one of the leading
higher education and research forces in engineering in France.
Mines-Télécom’s Institute key figures:

13 Grandes Ecoles with over 4 600 staff and faculty

13,000+ students of which over a third receive financial aid and a third are
international

1,700+ of enrolled students are in a doctoral program

4 500+ graduates per year of which 400+ are managers

Almost 50% of doctoral graduates work in business and over 90% of all
graduates find employment within six months of graduation

Over 125 € million of contractual research funding per year

80+ business start-ups supported each year with a 85% success rate after
three years

13 Associated Schools
8
F.
The Mines-Telecom Foundation
Scholarships
•
Mines-Telecom Institute scholarships:
 Up to 40 scholarships for all MSc programs within the Institute,
 Up to 5 scholarships for the Integrated Master’s in Management’s Program
(Grande Ecole),
 Up to 5 scholarships for PhD’s candidates given by the TELECOM Foundation.
•
Scholarships awarded by the Embassy of France in foreign countries: depends on
each Embassy and awarded on a case-by-case basis.
9
II
PRME Principles in TEM:
Develop students’ abilities to be the future generation managers
Incorporate academic activities and curricula’s values of global social responsibility
Create educational environments for responsible leadership
Engage in conceptual and empirical research for sustainable value
Interact with business corporations to enhance social and environmental
responsibilities
Support dialogue with stakeholders on critical issues related to global sustainability
Convey to our students our own organizational values
10
1)
Purpose: We will develop the students’ abilities to be the future generation
managers working on sustainable values for business and society at large and for an
inclusive and sustainable global economy.
Strategy and Objectives
Educating future managers to exercise their social and environmental
responsibilities: raising their awareness of sustainable development issues and the
impact of their managerial practices.
Encouraging environmental responsibility practices via student associations,
internships and student projects.
Achievements
Curriculum
The School has embedded courses in corporate social responsibility and sustainable
development in its Integrated Bachelor, Master’s in Management (Grande Ecole) and
MSc degree programs.
Sustainable development, corporate social responsibility, ethics, project
management, entrepreneurship, international business, multicultural management,
required studies / internships abroad and foreign language acquisitions: all make up
part of Télécom Ecole de Management’s core curriculum, ensuring students have a
quality education to become responsible and innovative leaders in a global
environment.
The program’s general education component has a course embedded curriculum
covering leadership, diversity, sustainable development, global social responsibility
and intercultural communication / management. For all modules in sustainable
development and humanities, students in management are mixed with their
classmates in engineering, a unique synergy.
Humanities and foreign language instruction constitutes approximately 25 % of their
academic program in the first year. Starting in September 2015, students will have to
pass the Sustainable Literacy Test during the 1st year of their curriculum.
Student Internships for Humanitarian Purposes
Students may validate a portion of their academic program, as well as their obligation
to work or study abroad, through humanitarian activities. A common example is a
housing project in which students help build low-income housing in Guatemala and
Nicaragua.
11
Student Associations
Equiterre
As its name suggests, Equiterre is a student association that introduces on campus
the idea of equitable commerce. Students work as volunteers, selling various
products from either local suppliers or missions abroad (Nepal, Burkina Faso and
India for example). Students sensitize the entire campus on the purpose and value of
equitable commerce through events, communal meals, theatre, fashion shows and
other activities. The Association has successfully put students in contact with local
business in developing countries, creating sustainable partnerships for their products
on the French market.
INTervenir
INTervenir promotes humanitarian actions on campus. Perhaps one of its most
important projects involved Nicaragua. For over 16 years, students raise funds to go
to Nicaragua for two months to build houses, give English classes to elementary
students and French classes to university students. The students use their funds to
purchase school materials to give to the poor. The association engages in many more
activities such as helping foreign students come to France to teach their language
and culture (GATE). The association sponsors three on-campus clubs: INT’aide, 4L
Troph’INT and Uni’vert.
Future Perspectives
Develop short-term executive programs on specific issues in sustainable
development.
Extend courses in sustainable development to all programs.
Make compulsory for all Bachelor and MIM (Grande Ecole) students a six month
associative or volunteer project, aligned with Equiterre.
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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.
Strategy and Objectives
Adapting program learning goals and objectives that include ethical reasoning and
acquiring key values in corporate social responsibility.
Ensuring program and individual course delivery meets set learning goals and
objectives.
Achievements
Full-time faculty specialized in sustainable development, ethics and organizational
behavior/development provide over 90% of student contact hours in sustainable
development curriculum.
PhD faculty specialized in sustainable development, ethics and organizational
behavior/development provide 100% of student contact hours in sustainable
development curriculum.
Courses in sustainable development embedded in program and issues in sustainable
development integrated in key subject matters (accounting, finance, law,
management, marketing, new technologies, etc.).
Mandatory courses in global responsibility
 Required course “The Information Society and the Challenges of
Sustainable Development”
 Required course “Introduction to Corporate Social Responsibility”
(bachelor and MSc Programs)
 Complete the SULIT test (Sustainability Literacy test) for Bachelor and
Msc programs (1st year) as of September 2015
Electives in Sustainable Development:
 From progress to technological risks and the major environmental
factors incurred
 Ecological impact of ICT
 What is an ecologically friendly policy?
Electives in ethics and critical thinking
 Feminine/Masculine: Stereotypes and freedom
 Gender and Society
 The permanent state exception: An answer to the crisis?
 A World at High Speed
 Myths and Images in Modern Society
 Knowledge technologies and epistemology
 The majors demographic stakes facing the 21st century
 The humanitarian crisis in today’s society
 Critical perspectives on Images in a Digital Age
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




Acting in an uncertain digital age: What role should policy holders
play?
Critical perspectives on Images in a Digital Age
What ethic-political questions to ask in the interconnected age?
Logic or absurdity in contemporary society
Globalization in Europe
Future Perspectives
Opening either an independent program or a major in sustainable development and
information and communication technologies (ICT).
Hiring additional faculty with expertise in sustainable development and ICT.
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3)
Method: We will create educational frameworks, materials, processes and
environments that enable effective learning experiences for responsible leadership
Strategy and Objectives
Creating an environmentally friendly, “green” campus.
Supporting financially and academically student activities (associations, internships,
entrepreneurship projects in the area of sustainable development.
Encouraging students to present start-up projects in sustainable development during
the annual, week-long Challenge Project, in which students work together on a
business plan they present before an academic and professional jury.
Motivating faculty to use case studies and other materials incorporating issues in
sustainable development.
Achievements
The School participated in a campus-wide working group to reflect upon a
sustainable development/corporate social responsibility policy.
One sub-group looked at governance, institutional commitment, social policy
and local context.
Another sub-group examined educational programs and research.
A third sub-group worked on ecological programs to reinforce or initiate on
campus (examples: recycling, energy-use reduction, paper reduction, carsharing, increase video-conference to reduce carbon footprint, etc.).
As a result of the above working groups, the School:
Promotes digital technology and affirms the school’s commitment to
sustainable development by encouraging both students and faculty to use elearning platform Moodle to disseminate and exchange information.
Implemented general recycling campus wide (residence halls,
faculty/administrative offices, common areas, etc.), including batteries, ink
cartridges, etc..
Implemented campaign to reduce printing and general use of paper.
Established a carbon footprint balance sheet to reduce emissions.
Sensitized the campus to various inequities: Handimanagement, Women’s
Day, Aid Awareness Day, etc.
Future Perspectives
Put in place on-campus seminars for staff and students that address issues in
sustainable development.
Improve heating and ventilation systems on campus and reduce electricity use
campus-wide (improve elevators, install water reduction equipment, etc.).
Encourage greater use of public transportation and carpooling.
Ensure handicap access to all buildings and facilities.
Welcome students from all social backgrounds.
15
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 economical value
Strategy and Objectives
Pursuing research in sustainable development, corporate social responsibility and
ethics at large.
Achievements
ETOS Research Group: The aim of the research group “Ethics, Technologies,
Organizations, Society” is a transdisciplinary one. It seeks to articulate the various
approaches used in philosophy, social sciences (law, sociology, and economy),
political sciences and engineering sciences to question the development of the
information and communication society in the light of its ethical, legal, socio-political
and ecological challenges. ETOS focuses on three main research points:
Ethics, hermeneutics and technological mediation,
Ecology of digital infrastructure and sustainable development, and
Liberties, security and ownership in digital society.
Our individual and collective lives are increasingly shaped by networked computers,
mass media and “nomad” technologies. However, the apparent fluidity enabled by
“informational machines” entails some ethical risks relating to the sense of
responsibility, the quality of inter-subjective exchanges and the respect of individual
freedom. Network communication should be evaluated according to political, socioeconomical and cultural contexts, in which technical mediation lies, taking into
account the reasoning that supports them and gives them a symbolic expression.
Télécom Ecole de Management Faculty:
Loréa BAÏADA-HIRECHE ; Annie BLANDIN; Annabelle BOUTET; Pierre-Antoine
CHARDEL (team leader) ; Laura DRAETTA ; Pierre DUMESNIL ; Charles EGERT ; Fabrice
FLIPO ; Claude GIMENES ; Cédric GOSSART ; Claudine GUERRIER ; Brigitte MUNIERTEMIME, TEM / Télécom ParisTech ; Gabriel PERIES ; Xavier STRUBEL ; Thibault DE
SWARTE, TEM / Télécom Bretagne ; Robert VOYER
Other researchers
Manola ANTONIOLLI, Université de Paris Ouest Nanterre La Défense
Michel ATTEN, France Télécom
Michel FAUCHEUX, INSA – Lyon
Patricia RIBAULT, ESAD Reims
Jean-Marc SALMON, Ministère de l’Ecologie et du Développement Durable
16
List of publications, conferences and other academic activities over the last 18
months:
SUSTAINABLE DEVELOPMENT
Peer Reviewed Articles
FLIPPO, F., Naturalisme, écologisme, émancipation – une tentative de clarification des enjeux, Revue
du MAUSS, n°42, pp. 198-218, 2013.
FLIPPO, F., Que fait l’écologie politique ? A propos de Bruno Latour, Relecture d’un ancien article de
Bruno Latour (1995), Revue du MAUSS permanente, [en ligne], 2013.
FLIPO, Fabrice, « Les trois conceptions du développement durable », Développement Durable et
Territoire, Vol 5, n°3, 5 décembre 2014.
CECERE, G, CORROCHER, M. ÖZMAN & GOSSART, C. « Technological pervasiveness and variety of
innovators in green ICT: A patent-based analysis”, Research Policy, 43(10): 1827-1839, 2014.
Peer-reviewed Proceedings
FLIPO, F., Penser l’écologie politique, Paris Diderot, 13-14 janvier 2014, « Qu’est-ce que l’écologie
politique ? », Penser l’écologie politique – interdisciplinarité et sciences sociales, 2014.
Books and books chapters
CHARDEL, P.A., GOSSART, C., et REBER, B., L’émergence des problèmes publics à l’ère du numérique,
Conflits des interprétations dans la société de l’information : Éthique et politique de
l’environnement, Paris : Hermès Sciences, 2012.
FLIPO, Fabrice, Les enjeux d'une philosophie politique écologiste, Textuel, 2014.
GOSSART, C., et al. (2012), Impacts écologiques des Technologies de l’Information et de la
Communication : les faces cachées de l’immatérialité, Les Ulis : EDP Sciences, 16 novembre 2012.
GOSSART, Cédric, “Rebound effects in ICTs: A literature review”, In L. Hilty and B. Aebischer (Eds.),
ICT Innovations for Sustainability, Springer Series Advances in Intelligent Systems and Computing,
2014.
CORPORATE SOCIAL RESPONSIBILITY
Peer Reviewed Articles
GUERRIER, C.,, Les fichiers de police et la protection des données personnelles après le décret de mai
2012, Lamy Revue Lamy Droit de l'immatériel (RLDI), 53-63, 2012.
GUERRIER, C.,, La CNI biométrique française : entre préservation de l'identité et protection des
libertés individuelles, Revue Lamy Droit de l'immatériel, n° 82, pp 61 à 71, 2012.
CECERE G., CORROCHER, N. and SCARICA, F., Why do pirates buy music online? An empirical analysis
on a sample of college students, Economics Bulletin, 32 (4 ), 2955-2968, 2012.
ADROT A., BIA FIGUEIREDO M., Handling coordination in an extreme situation: tensions in electronic
communication and organizational emptiness during the 2003 French heat wave crisis response,
Systèmes d'Information et Management, Vol 18, n°1, pp 11-57, 2013.
17
BESSON, M., et LAVORATA, L.,, Adaptation des systèmes de contrôle en temps de crise: perceptions
et réactions des commerciaux, Revue Française de Gestion, Vol. 36, 2013
CECERE, G. and ROCHELANDET, F., Privacy intrusiveness and web audience: Empirical evidences,
Telecommunication Policy, Vol. 37, Issue 10, pp 1004–1014, 2013.
DUBEY, G.,. « Toucher le virtuel : une nouvelle anthropologie », SociologieS [En ligne], Théories et
recherches, 2013.
GUERRIER, C.,, Vers la mise en cause de l'arrêt Nikon ? Revue Lamy droit de l'immatériel, pp 66-75,
2013.
GUERRIER, C., Prism est-il conforme au droit ?, Revue Lamy droit de l'immatériel, n° 97, pp 62-73,
2013.
Chardel, Pierre-Antoine, "Politiques des réseaux. Médias numériques et démocratie à venir", Ecoethica Vol. 3, LIT, 2014.
Périès, Gabriel, « La subversion prise par le bout des doigts. Aux origines policières du Plan Condor »,
Politix, Ni guerre ni paix, Vol. 26, n° 104, p. 133, 2013.
Gola, Romain, «Le nouveau cadre de la résolution en ligne des litiges de consommation au sein de
l'UE: vers un mode approprié des résolutions des conflits? » Lamy droit de l'immatériel, 05/14, pp.7385, 2014.
Guerrier, Claudine, «Les interceptions et la loi de programmation militaire», Revue Lamy Droit de
l'immatériel, n° 104, pp 85-96, mai 2014.
Chabrak, Niel, Craig, R & Daidj, Nabyla “Nouveau riche, old guard, established elite: Agency and the
leadership of Vivendi Universal”, Leadership, version électronique publiée sur le site de Leadership le
28 décembre 2014.
Peer-reviewed Proceedings
BIA FIGUEIREDO, M, ADROT, A. et KALIKA, M., Les paroles s’envolent les écrits restent… L’influence
de la traçabilité des communications électroniques sur les pratiques de transmission de l’information,
Actes du 18ème colloque de l’AIM, 22-23 mai 2013, Lyon, France, 2013.
BELL, B., CARPENTER, M., GLIMSTEDT, H., LAZONICK, W., Business History Conference Annual
Meeting, Frankfurt am Main, Germany, 13-15 March 2012, “Cisco Systems and the Virtues and Vices
of the New Economy Business Model”, 2012.
BAÏADA-HIRÈCHE, L., GARMILIS, G., European Business Ethics Network (EBEN), Berlin, 12-14 Juin 2014,
« Accounting professionals ethical judgment and the institutional Disciplinary Context: a French-US
comparison”, 2014.
BAÏADA-HIRÈCHE, L., GARREAU, L., European Academy of Management (EURAM), Valence, 4-7 juin
2014, «The dynamics of ethical judgment: an essay of modelization”, 2014.
CHARDEL, P-A., Colloque CREIS – Terminal, Données collectées, disséminées, cachées, Faculté des
sciences et des techniques de l’Université de Nantes, 3 et 4 avril 2014. « Capture des données
18
personnelles et rationalité instrumentale. Le devenir des subjectivités en question à l’ère
hypermoderne », 2014.
MORLEY, C., MC DONNELL, M., Colloque international FGTIC – Femmes, genre et technologies de
l’information et de la communication, Paris, 15-16 mai 2014, (Europe, XIXe-XXIe siècles), LabEx EHNE.,
2014
Books and books chapters
BIA FIGUEIREDO, M., BAUDOIN, E., MORLEY, C., et SALIERNO A. (2012), La génération Y dans
l'entreprise : Mythes et réalités. Paris : Pearson, 26 octobre 2012
CHARDEL, P-A., "De l'écrit aux écrans. Eléments pour une techno-critique", Ed. in Valérie, Berty (dir.),
Archives Kareline, Les nouvelles voies de la transmission ISBN : 978-2-35748-108-7 mars 2014.
CHARDEL, P-A., "L'éthique dans la société technologique. Un défi pédagogique majeur", in E. RudeAntoine et M. Piévic (dir.), Edition l’Harmattan, Un état des lieux de la recherche et de
l'enseignement en éthique, 2014.
CHARDEL, P-A.,,"Nos existences sous surveillance. Regards croisés et perspectives critiques" in P-A
Chardel, Politiques sécuritaires et surveillance numérique, CNRS Editions, 2014.
CHARDEL, P-A., "La coexistence en question à l'ère hypermoderne. Eléments pour une écologie
sociale", Editions Parangon, 2014.
CHARDEL, P-A. "Ethique", in Divina Frau-Meigs, Kiyidou, Alain, « la Documentation Française »,
Glossaire de la diversité culturelle à l'ère numérique, 2014.
CHARDEL, P-A., "TIC, domotique, robotique : opportunités et limites", Les Entretiens Albert Kahn :
Bien vieillir dans vingt ans. Imaginer et construire les solutions du futur, Hauts-de-Seine Le
Département, 2014.
GOSSART, Cédric, “Can Digital Technologies Threaten Democracy by Creating Information Cocoons?”,
In J. Bishop (Ed), Transforming Politics and Policy in the Digital Age (pp. 145-154). Hershey, PA:
Information Science Reference, 2014.
PERIES, Gabriel, « La confiance au prisme de la "sécurité nationale" Les Essentiels d'Hermès, CNRS
Editions, pp.59-79, 2014.
Other activities
Cédric Gossart has advised both national and international organizations in sustainable
development.
Future Perspectives
Continued pursuit of research in sustainable development, corporate social
responsibility and ethics: identify the various scientific and technical
components/trends/development that will impact the future.
Reinforce the School’s specify in the area of information systems, their environment
and their impact on sustainability, ethics, corporate governance and business in
general.
19
5)
Partnership: We will interact with business corporations managers to extend
our knowledge of their challenges in meeting social and environmental
responsibilities and to explore together effective approaches in order to meet these
challenges
Strategy and Objectives
Identify best practices with our corporate and institutional partners to identify best
practices in sustainable and incorporate such practices into the daily management of
the School.
Achievements
Creation of a Corporate Advisory Board which addresses strategic issues, including
sustainable development.
Creation of Corporate Steering Committees for majors and special programs with
experts in sustainable development.
Projects in Entrepreneurship
MM Software: software solutions for patient interface in hospitals
AUTICIEL: applications and iPads to aid learning for children with challenges
(autism, cognitive defects, etc.)
ENEA Consulting: advice for integrating new and alternative energy sources
ReCOMMERCE: mobile phone recycling
SEN WOMEN UP: social entrepreneurship for women in Senegal
PASSEPORT AVENIR: an association bringing together high schools, higher education
institutions and business to assist young people from disenfranchised socio-economic
backgrounds to succeed both in school and their professional projects.
School’s partners include: ACCENTURE, AIRBUS, AIR FRANCE, ALCATELLUCENT, ALTRAN, ATOS, CAPGEMINI, CNIM, ENGIE, ERICSSON FONDATION,
KPMG,
FRANCE
MEDIAS,
Le
MONDE,
GENERALI,
GEMALTO,
MALAKOFFMEDERIC, ORANGE, RADIO FRANCE, SAGEMCOM, SFR, SNCF,
SPRING FRANCE, TDF, VERIZON and VOLVO.
The School had two laureates in the academic year 2014/2015 who will go to
Shanghai
Future Perspectives
Create specific subcommittees within the Advisory Board, Steering Committees and
Board of Trustees to address issues in sustainable development.
Identify student internships in sustainable development and promote such
internships to students.
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VI
Dialogue: We will facilitate and support dialogue 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
Strategy and Objectives
Initiate, organize and lead events, both on and off campus, on issues in sustainable
development to increase awareness among all stakeholders.
Encourage all stakeholders to commit to taking concrete actions to better the
environment and society.
Achievements
Research Seminar’s Presentation and Report
Capurso, I . & Gossart, C., Projet de recherche ÉcoLogic - Télécom École de Management (TEM),
«Geste de tri et consommateurs : «Geste de tri et consommateurs : Pistes de réflexions sociologiques
pour améliorer la collecte des DEEE», 2014.
Mc Donnell, M., Morley, C., Projet européen CycLED - WP8 Overcoming barriers to eco-innovation.
Deliverable: “Gender-mainstreaming Final report”, L'Union Européene, décembre 2014,
Future Perspectives
Increase the number of publicity and social campaigns on campus to raise awareness
of the issues involved in sustainable development.
Increase the number of conferences on and off campus involving issues in sustainable
development.
Contact local government officials to coordinate actions and develop new ones
involving sustainable development.
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VII Addendum Principle: We understand that our own organizational practices
should serve as an example of the values and attitudes we convey to our students
Strategy and Objectives
Ensure the administration, faculty and students understand the issues in sustainable
development.
Encourage the administration, faculty and students to be actors in making the local
environment eco friendly.
Ensure the administration, faculty and students understand their responsibility to
society as a whole.
Encourage the administration, faculty and students to be involved in socially
responsible activities.
Achievements
Creation of a Committee for on-campus Health, Safety and Security.
Regular meetings with union representatives to discuss work-life issues and
environment.
Monthly meetings with staff, student delegates and others to discuss best practices
and progress in obtaining stated goals.
Future Perspectives
Reinstitute the committee on sustainable development to assess the progress being
made and establish new goals and policies.
Develop carpooling to reduce the campus’ carbon footprint;
Provide rental bikes;
Take used material such as batteries, lamps, papers, plastics, etc., and recycle them
to create jobs in sustainable development.
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III.
Conclusion
Télécom Ecole de Management proudly renews its subscription to PRME. Télécom Ecole de
Management has long been involved in the issues which sustainable development and
corporate social responsibility raise. It is a chance to enjoy a green environment to study,
work and live in, creating an excellent environment for people to come together in the right
and next to nature. Be it through intellectual contributions, such as the research pole ETOS,
or curriculum, such as required and inserted course content, Télécom Ecole de Management
strives to be exemplary in its actions. The School gladly shares its practices with all,
stakeholder and non-stakeholders alike, and has the openness and willingness to learn from
the best practices of others, wherever they may be.
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