SHARING INFORMATION ON PROGRESS
MAY 2013
Contents
EADA at a glance .............................................................................................................. 3
Letter of renewed commitment ........................................................................................ 3
Centers / institutes ........................................................................................................... 4
Corporate Sustainability Impact Center ................................................................................. 4
Commitment by Principles ................................................................................................ 6
Principle 1................................................................................................................................ 6
Principle 2................................................................................................................................ 7
Principle 3.............................................................................................................................. 11
Principle 4.............................................................................................................................. 12
Principle 5.............................................................................................................................. 16
Principle 6.............................................................................................................................. 17
Future perspectives / Key objectives................................................................................ 17
2
EADA at a glance
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EADA was founded in 1957
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More than 120,000 alumni from over 40 countries
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85% of international students in full time programs
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Campus in Barcelona and a Residential Training Centre closed to Monsterrat
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Joint programmes with CENTRUM Pontificia Universidad Católica, University of
Maastricht, Leipzig Graduate School of Management, Kozminski University, Audencia
School of Management, IAE Aix–en-Provence, Bradford University School of
Management and MIP Politecnico di Milano.
One of EADA’s objective as a Foundation is to manage its day to day activities in an
environmentally friendly fashion and at the same time to be responsible towards its
stakeholders. Its role as a “good corporate citizen” is fulfilled primarily by the presence of a
traditionally strong ethics and CSR component in its programmes, and also through other
specifically social initiatives which aim to have a positive impact on the community in which it
operates. In terms of its Corporate Social Responsibility (CSR), EADA intervenes in two
important ways. On the one hand, EADA has developed a CSR policy as a Foundation, with
programmes and actions related to its participants, it employees and the wider community. On
the other, EADA has a comprehensive CSR strategy which is an integral part of its training
activity, in other words, it produces academic research on Sustainability and Social Impact
related issues and has permeated all its programme syllabuses with CSR related concepts.
Letter of renewed commitment
At EADA as an institution of higher education involved in the development of current and
future managers we declare our willingness to progress in the implementation of the 6
Principles for Responsible Management Education, starting with those that are more relevant
to our capacities and mission. We will report on progress to all our stakeholders and exchange
effective practices related to these principles with other academic institutions. At the same
time, as a signatory of the Global Compact since 2010, EADA is committed to prepare and send
the corresponding progress reports.
EADA is an academic institution where the Values we share are: Independent thinking,
Responsible actions, Sustainable actions, Integrity, Learning by Doing, Entrepreneurship,
Quality and Internationalization.
Miquel Espinosa
General Director
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Centers / institutes
CORPORATE SUSTAINABILITY IMPACT CENTRE
The Centre is, on the one hand, the result of many years of teaching Corporate Social
Responsibility in the MBA and Executive Education Programmes (Luis Torras) and, on the other
hand, the new approach brought by Dr. Elisabeth Garriga. The new centre is managed by Dr.
Elisabet Garriga and aims to research and develop models that measure the impact of
Corporate Social Responsibility and Sustainable Management on companies. Finally, the centre
investigates the return on social investment either in monetary terms, or in corporate
behavior, or in both.
Dr. Elisabeth Garriga from the Business Policy and Economics Department, as well as Dr. Alexis
Mavrommatis from the Marketing Department, are driving forces of the centre, which also
receives input from the departments of People Management and Operations and IS.
The Centre also aims to share new knowledge with the participants in class. From MSc to
Executive MBA level, responsible management is part of the course curricula, and sessions are
programmed to look into the impact of CSR decisions.
The innovative issue of this centre is based on its differentiation towards other already existing
centres. The Centre covers a niche in CSR-research by focusing on the impact of CSR in
companies. Finding ways to measure this impact helps to evaluate CSR-policies and to receive
a broader acceptance of CSR. Dr. Elisabeth Garriga is experienced in this issue and has worked
with multinational companies (Inditex, AACREA, Gas Natural, Pricewaterhouse Coopers,
AGBAR, … ) and supranational institutions (UNDP) in Argentina as well as in China. Her
academic achievements are reflected in conference participations where she has presented
papers in the field of CSR, Social Capital and Stakeholder Theory and in academic publications.
Several activities were carried out with the support of non-academic institutions:
• Company workshop in Buenos Aires within the United Nations Development Programme in
October 2011. The aim was to test a capability model.
• Research presentation in CosmoCaixa (2010) (Barcelona) with Flavio Fuertes, Director of
Global Compact of Argentina and Dr. Kellie McElhaney from Berkeley’s Haas School of
Business, July (2012).
• Presentation of the social impact of entrepreneurial activity on the Square Table meeting of
Global Compact UN (Spain) in EADA (December 2012). The Square Table is a forum bringing
together representatives of different spheres within the framework of the World Pact in Spain.
• Attendance to the Congress of Deputies (Catalonia) 12/2012, special commission on
disability and CSR.
• Research with SERES Foundation with companies such as CitiGroup, DKV (ERGON Group) and
Grupo Norte (2011-2012). Research Document titled “The measure of social impact”.
• Research with Agbar (2012) and Foundation Vincenç Ferrer in a water project in India.
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Related research projects are:
• Garriga, E., The Role of Change Agents in the Sense Making Process of CSR: Social Networking
Approach (presented EBEN Annual Conference 2011)
• Masuda, A.D., Power Motives and Core Self-Evaluation as Correlates of Managerial Morality
(published Academic Leadership)
• Masuda, A.D. et al. Interaction of Core Self-Evaluation and Perceived Organizational Support
on Work to Family (published The Journal of Psychology)
• Marquina, P./Morales, C., Influence of CSR on Purchasing Behavior in Peru and Spain (to
appear in International Marketing Review)
Through the CSI Centre, EADA also supports the activities of the EADA Green Business Society,
an initiative that is related to the Centre. The GBS is a voluntary student club for all who have
an interest in Climate Change, Green Business, Sustainability and Ecological Issues. Throughout
the year, the club organises a series of 6 interactive seminars to raise the awareness for
environmental sustainability and to encourage participants to discuss the major issues facing
the world and business in the future.
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Commitment by Principles
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.
In EADA we believe that sustainable and socially responsible company management is not a
choice but a unique long term strategy. That’s why we not only feature specific subjects on CSR
but all of our main subjects such as corporate strategy, finance, HR, marketing, take into
account economic, social and environmental sustainability in their syllabuses. We believe that
in order to be profitable on a long term basis, companies today need to implement strategies
that incorporate sustainable management, which do not only optimise economic results but
also the impact on society at both a human and environmental level.
EADA’s aim is formulated in its Mission described below:
MISSION
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We are an independent non profit institution founded in Barcelona (Spain) in
1957.
We believe in humanist organisations and companies.
We are dedicated to training and developing people and to their professional
improvement.
Through research and teaching our aim is to train managers of companies
and organisations who are economically efficacious, socially responsible and
respectful towards the environment.
In our pursuit of continuity we aim to be an influence on society.
We manage ourselves efficiently. We must make a profit via our activity, which
will enable us to guarantee the institution’s future.
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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
Below are examples of core courses taught in the MBA and Masters programmes:
Social Responsible Execution
In the recent years business has increasingly been viewed as a major cause of social,
environmental and economic problems. Even worse the more business has begun to embrace
social and environmental issues in their activities; the more it has been blamed for society's
failures. A big part of the problem lies with the companies themselves in their approach to
value creation and its business models (focus on optimizing short term financial performance)
while missing important customer needs and society and environmental issues and important
stakeholders in the implementation of corporate strategies. The recent idea of shared value
aims to create economic value in a way which also creates value for society by addressing their
needs and challenges. A growing number of companies such as GE, Google, Nestle, Unilever,
Wal-Mart have already embarked in important efforts to create shared value. New business
models are also developed to foster shared value around the world in different industries. In
this course, we discuss managerial decisions regarding the responsible execution of the
strategies, and business models that foster economic, social and environmental value (shared
value). We will visit different contexts and industries, and you will learn strategy making
related to the environment and society in the value creation process.
The objectives are:
 To apply critical reasoning to analyze the problems of economic and social value
creation
 To introduce the concept of shared value as a source of competitive advantage
 To understand the main elements of business models of shared value
 To evaluate actual and future demands, issues and opportunities for responsible
execution and shared value
Social Entrepreneurship Project
Social entrepreneurship (SE) is one of the most modern forms of enterprise, proposing
innovative solutions to society’s most pressing social problems. It requires ambition,
persistence, and a desire to tackle major social issues and offer new ideas for wide-scale
change. Social entrepreneurs do not leave unmet societal needs to the government or
business sectors, they find what is not working and solve the problem by changing the system,
spreading the solution, and persuading entire societies to take new leaps. In most cases, for
these solutions to be long-lasting they must also be profitable. The purpose of this project is
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for MBA students to gain first-hand experience with developing and implementing a social
entrepreneurship concept. The project proposed by students should identify a specific
problem and find a potential solution for it. The business concept should be ethical, address
specific social needs, be financially viable, and have the potential to be replicated.
Aims
The key objectives of the Project are to:
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Have students create a social business within the MBA program period
Provide innovative business education
Foster the dissemination of new ideas and methods to create companies
Develop entrepreneurship and team working skills
Provide new perspectives on business responsibility towards society
Offer students the opportunity to be an agent of change and make a difference to a
target group in just one academic year
Some examples of projects are:
- Fair Trade Reusable Bags: A social business idea to import reusable bags for the sale in
Barcelona, to encourage green behaviour and fair trade.
- Braval: Promoting sports activities as a viable and healthy alternative for youth in “El Raval”
district, and for incorporating them into the society of Barcelona.
- Drops Make an Ocean: Customers of the Primary Partner are enticed to give many small
donations, known as ‘round ups’, as they make purchases, in return they receive discount
vouchers for use with our Secondary Partners.
- The EcoMind Shapers: Ecomind Shapers was established to educate the community about the
environmental, social and health impact coming from the use of organic products for babies
and children.
- Green Moving: It aims to provide an alternative transport option in Barcelona by setting up
an Electric Motorbike rental network.
- Destroy and Build: The main purpose of “Destroy and Build” is to take the stress created by
our daily lives and to transform it into something productive that will be beneficial for the
society itself. The concept consists in a relaxing activity known as “destructoterapia”, already
popular in countries like Japan and Germany.
- Barcelona bearable: An initiative to provide local ambulances with teddy bears for children,
which helps make the frightening ordeal that a child experiences more "bearable".
- Foto X Futuro: It is the 1st Annual Social Awareness Photography Contest project initiated in
Barcelona, Spain in 2010 The project aims to address the social problems communities face
everyday. The 2010-2011 Contest objective is to generate awareness regarding the impacts of
Poverty.
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- Moragas Foundation: The main goal is to help non-profit organizations, by using our business
knowledge, to analyze basics aspects of their operations in order to help them increase their
efficiency, productivity and profitability.
Elective courses and Seminars:
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Green Retailing: InSearch of ECO-Librium
Librium
Carbon Politics: The UN Climate Change Conferences, Carbon Trading& Offsetting
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New Sources of Energy: Creating a low-carbon Economy
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Water Management in a Globalised World
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Fairtrade: A Mainstream Economic Model?
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Product Design & Ownership. Entrepreneurship, Innovation & Sustainable Product
Development
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The Marketing Mix, Consumers and Greenwashing
CFA Institute
EADA was officially named a partner of the CFA Institute in London via the International
Master in Finance programme which covers at least 70 percent of CFA’s Programme
requirements. This organisation works towards ensuring that the finance programmes of the
world’s leading business schools abide to strict ethical and professional standards in training in
the financial field.
ON CAMPUS SPEAKERS
Seminar “How to innovate in the social sector” (January 2012) Speaker: Patricia Sáez, Alumni
of the EADA MBA and author of the book “Capitalism 2.0. The power of the citizen to change
the world”
EXECUTIVE ALUMNI MEETING 2012 (February 2012)
On this occasion, the event revolved around the concept of Happiness: a corporate shared
vision that starts with each individual’s experience and attitude and leads to a way of living the
company experience as a collective dream.
Conference: “Stumbling on Happiness”
Speaker: Dr. Dan Gilbert, professor of Psychology at Harvard University
Round table: “Happiness in the workplace”
Moderator: Dr Steven Polemans, EADA Professor
Speakers: Silvia Vilchez, Director of People Management of MRW
Ana Sainz, General Director of the SERES Foundation
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Carlos Chaguaceda, Corporate Director and Chairman of the Happiness Institute of
Coca Cola
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Principle 3
Method: We will create educational frameworks, materials, processes and environments that
enable effective learning experiences for responsible leadership.
EADA has launched a course on Climate Change and Green Business. The course is designed to
create a significant impact upon participants. The programme includes a series of interactive
seminars and a green-related final project. The objective is to create an educational
framework, materials, processes and environments that enable effective learning experiences
for responsible leadership. To support the course, a new “Green Business and Marketing”
section has been created in the library, which contains over 100 new titles.
EXTRACURRICULARS
The School supports organizations and actively promotes the engagement of participants and
staff in non profit activities on a permanent or on a yearly basis, but does not allocate a
specific budget for individual activities.
In addition the School organizes, under the initiative of the participants and staff, a series of
activities to support specific segments in need of the local and international community,
allocating time, space and additional infrastructure if needed. The faculty supplies the
information it has about activities, organisations, social networks and needs of the local
community.
Activities:
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Inauguration Ceremony Academic Year: several forums on CSR are held led by
executives of MSF (Médicos Sin Fronteras), Laboratorios Esteve, Greenpeace.
Blood donation: the International MBA organizes several blood donations every year
to supply the Red Cross under-resourced blood bank. The last donation took place in
April, 2012.
Solidarity Sandwich: an occasional institutional initiative to raise funds when natural
disasters occur. For example, for the reconstruction of the area affected by the
earthquake in Japan on 14th April 2011.
A 750 euro donation to the “Soñar despierto” Foundation, collected from payments
from alumni to participate in the MBA 2012 options.
Movember Campaign: in November 2012, EADA participated in this fundraising
campaign, promoted by some participants of the International Master in Marketing,
asking men to grow a moustache with the aim of raising vital funds and awareness for
Prostate Cancer charities.
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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.
Conceptual research:
GARRIGA Cots, E. (2012) How do European SME owner-directors make sense of ‘stakeholder
management’? – Insights from a cross-national study. To appear in Journal of Busines Ethics.
The vast majority of empirical research on stakeholder management has traditionally focused
on multinational corporations. Only in recent years, scholars have begun to pay attention to
the stakeholder management concept within the context of small and medium-sized
companies (SMEs). The few studies existing however discuss SMEs as a context free category
or remain focused on single country analysis. This cross-national empirical research studies the
small-business owner-managers’ perceptions of stakeholder management in six European
countries. The comparative analysis is followed by a discussion about the linguistic and cultural
elements that influence sensemaking of stakeholder management. The translation of the term
“stakeholder” in the different languages and the context of its adoption and dissemination
partially explain regional differences of perception. Our study questions the universality of
management terms and warns that more attention should be paid to the institutional, cultural
and linguistic environment that shape economic activity in different parts of Europe.
GARRIGA, ELISABET. (2012) Beyond Stakeholder Utility Function: Stakeholder Capability in
the Value Creation Process. Special Issue, Journal of Business Ethics.
In spite of the thousands of articles on stakeholder theory, research on value creation has had
a shorter history and narrower breadth. Only a few studies have researched from a
stakeholder lens what value creation is how stakeholders appropriate value, or the processes
or activities by which stakeholders create value. To the extent that to date, some questions
remain unanswered regarding how a firm should treat stakeholders in order to create value.
Specifically from the stakeholder’s side, several questions arise: What does value mean for
stakeholders? What does “value” mean for a particular group of stakeholders and how do
firms create these different types of value? How do we measure the value created by
stakeholders (beyond the accounting and financial measures)? What is stakeholder behavior in
the value creation process? The purpose of this paper is to answer these questions from
Amartya Sen’s Capability Approach, identifying and measuring stakeholders’ capabilities in the
value creation process. Stakeholder capability is the adequate concept to understand
stakeholder welfare rather than the utility function concept. The empirical evidence is
provided by an in-depth case study, of the company The Grobo Group and its stakeholders.
The results indicate the following stakeholder capabilities which are relevant for value
creation: employable, autonomous, innovative, entrepreneurial, responsive, social capabilities
and healthy. The employable, autonomous, innovative and responsive stakeholder capabilities
are those which have higher weight which have never been identified before in previous
Amartya Sen Studies.
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GARRIGA, E; Melé,D.(2012)Corporate Social Responsability Theories: Mapping the Territory.
30th anniversary Journal of Business Ethics
The Corporate Social Responsibility (CSR) field presents not only a landscape of theories but
also a proliferation of approaches, which are controversial, complex and unclear. This article
tries to clarify the situation, ‘‘mapping the territory’’ by classifying the main CSR theories and
related approaches in four groups: (1) instrumental theories, in which the corporation is seen
as only an instrument for wealth creation, and its social activities are only a means to achieve
economic results; (2) political theories, which concern themselves with the power of
corporations in society and a responsible use of this power in the political arena; (3)
integrative theories, in which the corporation is focused on the satisfaction of social demands;
and (4) ethical theories, based on ethical responsibilities of corporations to society. In practice,
each CSR theory presents four dimensions related to profits, political performance, social
demands and ethical values. The findings suggest the necessity to develop a new theory on the
business and society relationship, which should integrate these four dimensions.
MASUDA, A.D.; McNall, L.; Allen, T.; Nicklin, J. (2011) Examining the Constructs of Work-toFamily Enrichment and Positive Spillover. Journal of Vocational Behavior.
This paper reports construct validity evidence surrounding two recently developed measures
of the positive side of the workfamily interface: work-to-family positive spillover and work-to
family enrichment. Results of two studies indicate that the best fitting model distinguishes
between WFPS and WFE, each with three sub-dimensions. However, these studies also
showed that several items measuring WFE cross loaded into factors measuring WFPS. Results
from the discriminant analyses showed that the sub-dimensions of WFPS and WFE uniquely
predicted job satisfaction and life satisfaction. Yet, when WFPS and WFE were examined as
one dimension, the measure of WFE predicted life satisfaction but the measure of WFPS did
not. Across both studies, WFE mediated the relationship between WFPS with both job and life
satisfaction. These results suggest that enrichment and positive spillover are distinct but
related constructs, each with three sub-dimensions. More work is needed, however, to refine
the measurement of WFE and WFPS.
McNall, L.; Masuda, Aline D.; Shanock, Linda R.; Nicklin, Jessica M. (2011) Interaction of Core
Self-Evaluations and Perceived Organizational Support on Work-to-Family Enrichment. The
Journal of Psychology, 145 (2), 133–149.
The purpose of this paper was to offer an empirical test of Greenhaus and Powell’s (2006)
model of work-family enrichment by examining dispositional (i.e., core self-evaluations; CSE)
and situational (i.e., perceived organizational support; POS) factors associated with work-tofamily enrichment (WFE) and whether these variables interact in predicting WFE. In a survey of
220 employed adults, our hierarchical regression analysis revealed that in highly supportive
work environments, individuals reported high WFE regardless of CSE. On the other hand, when
POS was low, individuals high in CSEs reported higher WFE than those low in CSEs, in support
of conservation of resources theory. Implications for research and practice are discussed.
Masuda, Aline D.; Poelmans, S.; Allen, T.D.; Spector, P.E.; Lapierre, L.M.; Cooper, C.L.;
Brough, P.; Ferrero, P.; Fraile, G.; Lu, L.,; Lu, C.-Q.; Siu, O.L.; O’Driscoll, M.P.; Simoni, A.;
Shima, S.; Moreno-Velazquez, I. (2011)
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Flexible working arrangements availability and their relationship with work-to-family conflict,
job satisfaction, and turnover intentions: A comparison of Three Country Clusters. Applied
Psychology: An International Review, In Press. The present study explored the availability of fl
exible work arrangements (FWA) and their relationship with manager outcomes of job
satisfaction, turnover intentions, and work to-family conflict (WFC) across country clusters. We
used individualism and collectivism to explain differences in FWA availability across Latin
American, Anglo, and Asian clusters. Managers from the Anglo cluster were more likely to
report working in organisations that offer FWA compared to managers from other clusters. For
Anglo managers, flextime was the only FWA that had significant favorable relationships with
the outcome variables. For Latin Americans, part-time work negatively related with turnover
intentions and strain-based WFC. For Asians, flextime was unrelated to time-based WFC, and
telecommuting was positively associated with strain based WFC. The clusters did not moderate
the compressed work week and outcome relationships. Implications for practitioners adopting
FWA practices across cultures are discussed.
MASUDA, A. ; Sortheix, F. M. (2012) Work-Family Values, Priority Goals and Life Satisfaction:
A Seven Year Follow- up of MBA Students. Journal of Happiness Studies, in press.
The present research takes a motivational approach to examine the work-family interface and
well-being. We report a longitudinal study which shows that giving priority to family goals over
work and leisure goals lead to higher life satisfaction after 7 years from reporting such goals.
Additionally, this effect was mediated by family satisfaction. We also found that family priority
goals led to higher life satisfaction in time 1 only when people also reported high levels of
family values. This interaction was not significant when predicting life satisfaction at time 2.
Instead, family values uniquely predicted life satisfaction at time 2. Contrary to our
expectations work values did not moderate the work priority goals and life satisfaction
relationship either at time 1 nor time 2. However, results showed that individuals who
prioritized and valued work over family reported lower levels of life satisfaction at time 1. This
effect was not found at time 2. We used self determination theory to develop our hypothesis.
Marquina, P., MORALES ROSALES, C. E. (2012)Influence of CSR on the Purchasing Behavior in
Peru and Spain. To appear in International Marketing Review, 29(3).
The research study has three objectives. One is to provide empirical validation of the
relationship between corporate social responsibility (CSR) and corporate abilities (CA) as an
influential factor in socially responsible consumption. The second is to ascertain whether there
are significant differences between CSR parameters estimated in the purchasing decisions of
consumers from Peru and Spain. Finally, we measure people’s tradeoff between the social
(CSR) and traditional (CA) features of their purchasing decisions in terms of their willingness to
pay. A discrete choice modelling experiment was used to test the relationship between CSR
and CA, quantify consumers’ intention to purchase, and establish their willingness to pay for
specific social features. We found that there is a positive relationship between CSR and CA
regarding consumer behavior and that Peruvian consumers seem to be more sensitive to CSR
features of products than Spanish consumers. Moreover, the results show that the willingness
to pay for each specific social feature seems to be contextually defined. This paper contributes
to the ongoing debate regarding the importance of corporate social responsibility as an
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influential factor in consumers’ socially responsible consumption. It quantifies the social
features of companies’ products as willingness to pay.
Empirical research
ICSA Grupo-Aline Masuda (2012) “Informe Diferencias retributivas hombre-mujer”.
The survey confirms that the gender remuneration gap has widened once again according to
the 2012 salary updates and that the number of women in managerial posts has dropped by
almost 9% since the beginning of the crisis.
EADA and Fundación SERES
Since 2011 we have been members of Fundación SERES which furthers the commitment of
companies towards improving society through responsible actions aligned with the company’s
strategy and that generate shared added value. In collaboration with Fundación Seres we are
currently drawing up a “Measurement Model of the Social impact of CSR Programmes”. The
aim of this model is to measure the capabilities (according to Amartya Sen’s theory) that CSR
programmes produce in programme beneficiaries. In addition to this, the measurement model
incorporates other aspects: strategy, stakeholder relations, programme design and indirect
impacts in order to provide comprehensive measurements. What’s more, the model can help
to identify and design CSR programmes that, once incorporated into the company strategy and
culture, can maximise the social impact on stakeholder group capabilities.
Conferences:
Elisabet Garriga
“Beyond the Stakeholder Utility Function: Stakeholder Capability in the value creation
process”. BALAS Annual Conference, 27-30 March 2012, Rio de Janeiro, Brazil.
“Beyond the Stakeholder Utility Function: Stakeholder Capability in the value creation
process”. IABS, 14-17 June 2012, Ashville -North Carolina, USA.
“Stakeholder Capability in the value Creation Process: Empirical Evidence from Multi Case
Study Research”. EABIS, 2-4 July 2012, Lausanne, Switzerland.
“Stakeholder Capability in the value Creation Process: Empirical Evidence from Multi Case
Study Research”.SBE, 3-5 August 2012, Boston , USA
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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.
Our partnership with CENTRUM, Pontificia Universidad Católica del Perú places EADA in a solid
position in Latin America, where we have been gaining visibility since we started running joint
Master Programmes leading to a double degree in Lima in 2007. The number of masters,
editions and participants has been growing steadily from 285 in the first year of operation to
419 in the last academic year. In collaboration with CENTRUM Pontificia Universidad Católica
del Peru we are running the Master Specialized in Social Responsibility and Sustainability. The
participants will obtain business management skills integrated to the principles of social
responsibility that will guarantee the sustainable growth of the business and their interest
groups, in harmony with society and the environment.
EADA also offers custom programmes addressed at NGOs and job placement firms for disabled
people. For example:
LA CALAIXERA
Special Work Centre for people with mental health problems, where EADA has worked in
different sessions with the management committee to help them professionalise the running
of the institution.
FUNDACIÓN TALLERS
Through Group Coaching methodology the EADA Coaches team has worked with the
management team of the Fundación Tallers in order to improve teamwork between
departments and to help the foundation cope with the current organisational changes.
And the Project with the EADA Alumni Entrepreneurs of the company:
BIHOOP
EADA worked through corporate coaching sessions with the management team in order to
enable them to define their company strategy.
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Principle 6
Dialogue: We will facilitate and support dialog and debate among educators, students,
business, government, consumers, media, civil society organizations and other interested
groups and stakeholders on critical issues related to global social responsibility and
sustainability.
We understand that our own organizational practices should serve as example of the values
and attitudes we convey to our students.
The EADA Green Society is a voluntary student club for individuals who have an interest in
Climate Change, Green Business, Sustainability and Ecological Issues. Throughout the year
2012, the club organised a series of 6 interactive seminars:

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Green Retailing: InSearch of ECO-Librium
Librium
Carbon Politics: The UN Climate Change Conferences, Carbon Trading& Offsetting

New Sources of Energy: Creating a low-carbon Economy

Water Management in a Globalised World

Fairtrade: A Mainstream Economic Model?

Product Design & Ownership. Entrepreneurship, Innovation & Sustainable Product
Development
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The Marketing Mix, Consumers and Greenwashing
The objective of the society is to encourage participants to discuss the major issues facing the
world and business in the future.
5. Future perspectives/Key objectives.
As an institution of higher learning involved in the education of current and future leaders,
EADA is committed to upholding the UN Global Compact Principles of Responsible
Management Education and to engaging in a continuous process of improvement in the
application of the Principles for Responsible Management Education. We undertake to report
on progress to all stakeholders and to exchange effective practices with other academic
institutions.
As a signatory to the principles, we believe that the values of social responsibility and
sustainability are important in all areas of the School’s activities. This includes the areas
identified in the principles: the business school curricula, programme design, courses and
learning, research as well as in partnerships and dialogue with all our stakeholders.
Specifically, we aim to continue improving in the following areas:
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Research: Elisabet Garriga is working with the SERes Foundation (http://www.seres.es)
to devise a “Measurement Model of the Social impact of CSR Programmes”. The aim of
this model is to measure the capabilities (following Amartya Sen’s theory) that CSR
programmes produce in programme beneficiaries. In addition to this, the
measurement model incorporates other aspects: strategy, stakeholder relations,
programme design and indirect impacts in order to provide comprehensive
measurements. What’s more, the model can help to identify and design CSR
programmes that, once incorporated into the company strategy and culture, can
maximise the social impact on stakeholder group capabilities.
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Curricula and Programme Design: A complete transversal analysis of sustainabilityrelated concepts in the MBA and MSc programmes is under way, in order to ensure
greater co-ordination between disciplines and consistency in the t the delivery of these
issues is consistent throughout the whole programme, and that all strategic & cross
functional concepts that are learnt during the year can be applied within the context of
sustainability. Similarly, EADA has re-designed and better integrated the Green
Business Society, a student society created three years ago to allow interested
participants to further explore issues of sustainability in business. This year, all
students who show a high level of participation in the GBS activities will receive a
Statement of Achievement, recognizing their commitment to sustainable growth.
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