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GR L I Annual R e p o r t
2009
d e ve l o p i ng a ne x t ge ne r a t i o n o f gl o b a l l y r e s p o ns i b l e l e a d e r s
2. WWW.GRLI.ORG
www.grli.org
d e ve l o p i ng a ne x t ge ne r a t i o n o f gl o b a l l y r e s p o ns i b l e l e a d e r s
This report is also available online at
www.grli.org/index.php/annualreport2009
Globally Responsible Leadership Initiative Foundation
(GRLI)
Foundation of public interest - VAT: BE 0808.174.702
Rue Gachard 88 - Box 5, B-1050 Brussels (Belgium)
Tel: +32-2-6290810 | Fax: +32-2-6290811
info@grli.org
|
www.grli.org
founding
partners
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Contents
Chairman’s Report
5
The GRLI is Founded on Unique Operating Principles 6
Shifting Gear
7
About GRLI
8
GRLI Partners
10
2009 Highlights
12
2009 New Partners
13
Advocacy
14
Practice and Execution
20
Concept Development and Thought Leadership
22
GRLI Governance & Management
34
2009 Financial Statements
36
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The story of the logo
!
The GRLI Logo embraces an image of responsibility and leadership relating to the planet, the
global community, each other and the self.
The three ellipses of the logo form a circle as they expand, signifying our planet. Each
individual ellipse represents, from right to left, ‘I’, ‘we’ and ‘all of us’ – from the smallest to
the largest.
The logo has the colour of a blue ocean and a clear sky.
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C h ai r m an' s Re p ort
This is the first Annual Report of the Globally Responsible Leadership Initiative (GRLI) Foundation. It
stands as a testament to the transformation of the subject of ‘responsible leadership’ from the interest of
a few, to centre stage in the global agenda.
In September 2004, 35 individuals from 19 companies and business schools from across the world
embarked together on a journey to found what was going to become the GRLI. At that time, the notion
of global responsibility was so limited in its scope that the phrase did not exist on the Internet. Today, it
stands as the expression of the highest form of corporate and personal citizenship.
Our focus is to develop a next generation of globally responsible leaders. This task has taken us into the
realm of thought leadership, because it has required a fundamental re-examination of the purpose of
business and its relationship to human progress. It has taken us into advocacy because the ideas we
represent amount to radical transformation of a the global economic system in need of both a new vision
and a complete overhaul of the core principles which underpin its modus operandi. It has led us to
execution as we seek actions, which will result in change both within individual organisations and
collectively in the global economic system. Within this report you will find examples of some of our
projects and the work with which we are engaged. There are many others in the pipeline, which will be
implemented as we grow the number of organisations within the GRLI and increase
We are a truly global initiative and have consciously sought to bring voices from across the world into
everything we do. This is reflected in the make up of our partnership and in our governance structure.
The Board of Trustees comprises both expertise and a strong blend of perspectives from all the
continents, as well as a gender balance and a balance between business school and business
representation.
I am pleased to report that the GRLI Foundation’s governance is effective and the Board of Trustees
applies itself seriously to its responsibilities. The Board met three times in 2009. From a financial
perspective, the accounts report a small surplus reflecting the careful management of the GRLI
Foundation’s office.
It is my pleasure in this first report to especially thank our two founding partners, EFMD and the United
Nations Global Compact. Their contribution as sponsors and supporters of our work is greatly
appreciated.
I would also like to pay tribute to the contribution of our Secretary General, Prof. Anders Aspling. His
passion, drive and energy created the GRLI and at the end of 2009, he stepped down from an executive
role of leading the GRLI but remains fully engaged with our work on a voluntary basis. His spirit of
selfless service to the common good is an example to us all.
In his place, the Board of Trustees has appointed Mark Drewell as Chief Executive. Mark comes to the
GRLI with a strong background of business success and service to society. His experiences in South
Africa during that country’s transition and his worldview and networks equip him well to serve
GRLI as we move to the next level. He was among those first 35 people who gathered in 2004
to found what was going to become a whole new approach to developing the next generation of
globally responsible leaders.
Shortly, prior to the publication of this report, we learnt of the untimely death of Bryce Taylor,
from the GRLI partner organisation the Oasis School for Human Relations. He made an
important contribution to our work with his insights on developing the Whole Person Learning
approach and he will be sadly missed.
At the end of 2009, the GRLI partnership had grown to 62 organisations welcoming four new
partners in 2009. We anticipate this number will continue to grow and I look forward to
reporting progress in all of our activities during 2010.
Pierre Tapie
Chairman of the Board of Trustees
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The
GRLI
is
Founded
on
Unique
Operating
Principles
In November 2001, a small committee from the EFMD met to decide on the theme for the
2002 EFMD Annual Conference. Reflecting on the recent 9/11 attacks, the group concluded
that “business as usual” was not an option and developed the idea of exploring the role of
business in society and of business educators as the theme for the discussions. This was the
founding action that led to the establishment of the GRLI. During 2003, the United Nations
Global Compact (UNGC) agreed to join EFMD as a founding partner and the project was
born at the end of 2004.
From the outset, the project team recognised that the world did not need yet another talk shop
and so designed the GRLI around a number of key principles, which still lie at the heart of the
organisation today. They include:
1. Think big, act small, start now – an action orientated entrepreneurial approach.
2. Acting our way into a different way of thinking rather than spend the time thinking
and refining ideas at the expense of action.
3. A continuous cycle of developing ideas, testing them in action reviewing their
effectiveness and developing further ideas.
4. Applying a principle of only taking on what was not being already done elsewhere
and ensuring that everything was scalable or replicable and had the potential to create
meaningful change.
Very quickly, these principles were enhanced by the powerful concept of developing the
“Whole Person”, and the principles of Whole Person Learning. This reflects our certainty that
the challenge of creating a next generation of globally responsible leaders lies as much in how
learning takes place in mainstream education processes as it does in what is learnt.
It is extremely exciting to see the small shoots that we planted at the beginning develop into
something of meaning and impact. In addition to bringing the notion of global responsibility
to the landscape, we are particularly pleased to have been able to provide the intellectual
framework for what has now become the United Nations Principles for Responsible
Management Education (PRME). As a co-convenor of PRME, we remain in its Steering
Committee where we offer thought leadership, an example of which is the initiation of
progress reports as a tool to stimulate action among the signatories. GRLI continue to act as an
advance laboratory of practice with many of the GRLI’s partner business schools being early
participants and vigorously engaged in implementing the principles.
Perhaps as important, if not more so than examples of collective action, the results of the
GRLI can be found at a personal and individual organisational level. On many occasions,
GRLI participants have told me how the experience of being part of the coalition has
transformed their work and in turn enabled them to impact the development of their own
organisations. Standing as we do, for human progress, perhaps this is the most rewarding
dimension of what we achieve.
Anders Aspling
Secretary General
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Shifting
Gear
At the time of publication of this report, there is an exciting buzz around the GRLI. If the past
few years have been characterised by many individual, bi-lateral and multi-lateral initiatives,
then the next phase is being shaped by a programme of collective action on large levers for
change.
Five major areas of activity are emerging within our broad themes of thought leadership,
taking action and advocacy. These are:
1. We are learning about, documenting and sharing what is required in a leader who can
2.
3.
4.
5.
act with responsibility and serve the global common good. These include, what values
they require, what they need to know and what they need to do.
We are developing and sharing insights on the learning processes and content required
to develop and inspire globally responsible leaders.
We have developed, are piloting and will shortly beginning rolling out a faculty
development programme to equip educators with the knowledge and process skills to
develop and inspire leaders for the global common good.
We are identifying the designs that work for companies to serve the global common
good.
We are developing the blueprint for the business and leadership school for the global
common good. Additionally, we are putting plans in motion to implement a working
laboratory pilot, which can serve as both a test bed and a role model to put this
blueprint into practice.
Underneath and in a matrix across these five major areas of activity, our projects and
programmes all connect. They include our web presence, the GRLI Ambassadors, the GRLI
International Awards, academic and non-academic publishing, Communities of Responsible
Action at the local/regional level and a rapidly growing speaking programme. This report
contains a flavour of the details of some of them.
To support an ambitious action programme we are diversifying our sources of funding in order
to increase our financial capacity. Notwithstanding the scale of the challenges we are engaging,
in the words of Paul Hawken, “The great thing about the dilemma we are in is that we get to
re-imagine every single thing we do. There isn’t one single thing we make, or one single system
we have, that doesn’t require a complete remake. What a great time to be born, what a great
time to be alive because this generation gets to essentially completely change the world.”
Mark Drewell
Chief Executive Officer*
*appointed 1 January 2010
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About GRLI s
Today, the GRLI is the largest community of businesses and business
schools/learning institutions uniquely focused on developing a “new”
generation of globally responsible leaders. To do this we are the issues of the
company for the 21st Century, the mission of business schools/learning
institutions and the process for cultural change in organisations.
GRLI was initiated by the Board of Directors of the EFMD (European
Foundation for Management Development) in early 2003 after one-year of
intensive preparations. Towards the end of that same year, the United
Nations Global Compact (UNGC) signed an agreement with EFMD and
work began to prepare an invitation to businesses and business schools to
work on and answer one question in action: “How do we develop a next
generation of globally responsible leaders?”
The guiding principles from the beginning were (and remain) that whatever
we engage in must:
Be result oriented: Whatever the initiative decides to do must clearly
increase the capability to deliver visible results on the ground.
Have long-term effects: Whatever the initiative decides to do will
only qualify if it stands a strong chance to live on, and continuously
affect the development of globally responsible leaders.
Be unique: Getting things done innovatively, quickly and effectively
while honouring and sustaining the unique combination of the
partnership of businesses and learning institutions and not done
elsewhere.
The concept of uniqueness was particularly important in the sense that it
would have been (and remains) easy to slip into the mode of taking on all
issues related to the role of business in society. This principle forces our focus
to stay firmly on the development and education of the next generation of
globally responsible leaders.
GRLI is a co-convenor, a member of the Steering Committee and an active
supporter of the Principles for Responsible Management Education (PRME).
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2009 Highlights
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Conferences, Seminars and Forums Co-hosted with Partners
4
New Partners
3
Communities of Responsible Actions Formed
2
General Assemblies
1st GRLI Partner Magazine, “Global Responsibility”
1st
Joint GRLI- EFMD Seminar on In-company Training
1st Social Impact Award Launched with Emerald Publishing Ltd.
1st
GRLI Ambassadors Social Network Platform
1st Update on Sharing Information on Progress on PRME
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A Community of 63
Organisations joining the GRLI are
termed “partners”. Applications from
prospective partners are assessed by the
GRLI Board of Trustees in terms of the
joining organisation’s track record and
commitment to be part of a global
coalition of action. In addition, the GRLI
strives to maintain a balance of companies
and learning organisations/business
schools as well as a strong geographic
spread. The decision not to use the term
“members” reflects the principle of a
community taking action together rather
than becoming members, paying annual
fees in exchange for services.
GRLI added four new institutional
partners in 2009: Aalto University
School of Economics (Finland),
Belgacom (Belgium), Maastricht
University School of Business
(Netherlands) and Universidad
Americana (Paraguay). In 2009, this
brought GRLI’s total number of
institutional partners to 62 from all parts of
the world, up from the 21 pioneering
partners in 2004. As this report went to
press, Standard Bank (South Africa) joined
GRLI brining the total number of partners
to 63 . Our partners now comprise of 39
business schools, 4 learning institutions/
foundations and 20 corporations.
Geographically, GRLI now counts 7
partners in North America, 5 in South
America, 3 in Africa, 6 in Australia, 7 in
Asia the balance from Europe.
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Advocacy
During 2009 GRLI continued to advocate global
responsibility and thought leadership at several
international forums, seminars and conferences.
As a result of this, GRLI’s expansion gathered
significant momentum as several companies,
business schools and learning organisations
commenced the application process to become
partners. The Management Centre focused on
following-up and contacting potential partners
across the globe as well as providing a
coordinated function for various GRLI projects.
The Marketing and Communication Unit
rebranded the GRLI image to enhance impact by
highlighting the GRLI’s unique focus of
developing a next generation of responsible
leaders.
A key aspect of GRLI lies in that it pairs
corporations with business schools/learning
organisations so that together they can reshape
the development of responsible leaders. In 2009,
the GRLI Management Centre continued to
work with those partner organisations that have
not yet established a paired partner relationship
with another.
GRLI worked closely with EFMD, a founding
partner, as part of its expansion strategy to
contact Business Schools within the EFMD’s
network that could contribute collectively to the
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partnership. All GRLI partners are also
encouraged to become an EFMD
Member.
As part of their ongoing commitment,
EFMD and ESSEC Business School
provided financial support to the GRLI.
As official sponsors of GRLI, these two
partners are recognised for this in all of
GRLI’s communication platforms. The
GRLI Board of Trustees appointed a
working group on Communication
tasked with the responsibility of finding
additional sponsorship based on its
mission.
Presenting GRLI at Conferences
Martine Torfs (GRLI Foundation)
presented an introduction on GRLI at
the International Conference on
“Integrating Spirituality and
Organizational Leadership”,
Pondicherry, India held on 9-12
February 2009. This conference was
organized by the Faculty of
Management Studies University of
Delhi, India and brought together
people from across the globe focused on
and engaged in promoting leadership
that nurtures the spirit of each person in
order to create harmony at workplace
and society.
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Advocacy
The 2009 7th Annual Baltic Management Development
Association Conference was held in Copenhagen,
Denmark on 15 May under the theme of “Student
Driven Social Responsibility”, “Value Based
Management” and “Corporate Karma” an open and
interactive discussions about practical leadership
approach, experience shared by Torben Moller
(Dean, AVT Business School, 2002-2009), Anders
Aspling (Secretary-General GRLI), Marielle Heijltjes
(Universiteit Maastricht Business Schol, The
Netherlands) along with others.
The EFMD Annual Conference took place in
Brussels, Belgium on 7-9 June 2009 under the theme
of “Gaining Strength in Turbulent Times”. GRLI
partner representative Uwe Steinwender (Daimler
AG) and GRLI’s Senior Advisers Philippe de Woot
(Prof. Emeritus IAG Louvain School of Management)
and John Alexander (Former President, Centre for
Creative Leadership-CCL) refereed a panel on “How
can a Framework be Developed for Leadership of the
21st Century Firm in a Corporate as well as
Educational Environment?” This session presented
thoughts and actions on how to develop leaders for
tomorrow in four parts: (a) a conceptual framework
on the leadership needed for the corporation of the
2lst century, (b) the corporate development – the case
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images courtesy: photos.com & BEM
of Daimler AG, (c) the educational development – a
general picture, and (d) interactive work with session
participants on their experiences and actions to be taken
now.
The Global Ethics Forum, held in Geneva, Switzerland
on 2-3 July 2009 under the theme “Business
Development – Social Responsibility Sustainable
Growth” was organised by the GRLI partner CEIBS
(Henri-Claude de Bettignies). Pierre Tapie, (Chairman of
the GRLI Board and President and Dean of ESSEC)
presented on “The Challenge of Teaching CSR and
Social Innovation as a new Requirement for Business
Schools” focusing on innovations in teaching ‘responsible
leadership’, ethics and social entrepreneurship in
business schools and the need to re-design the MBA
curricula to integrate learning from the current economic
situation and its causes. GRLI Senior Adviser Philippe de
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Advocacy
Woot (Prof. Em. IAG Louvain School of Management)
presented a session on “Beyond Changing Rules of the
Game, Changing the Game itself: For a new Paradigm of
Business” that proposed business schools focus on the logic
and requirements for a paradigm shift, research implications
and the role of business schools in promoting a new business
paradigm.
The 2009 EFMD-CENTRUM Conference, Lima, Perú on
6 July 2009 themed “Managerial Challenges for Latin
America: Developing Innovative, Responsible, Talented and
Global Leaders” was hosted by GRLI partners EFMD and
Pontificia Universidad Católica del Perú (CENTRUM).
Anders Aspling (Secretary General, GRLI Foundation) and
Walter Esquivel (Babson College) conducted a session on
“Developing Responsible Leaders” detailing the tools that
business schools could use to develop students so that they
can become responsible leaders.
image courtesy: photos.com
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The first Worldly Leadership Summit held at the
Leadership Trust on 22-23 September 2009 saw GRLI
working in collaboration with non-GRLI partners, the
Leadership Trust (www.leadership.org.uk) and the
Ashridge Foundation (www.ashridge.org.uk, to co-host an
international event that addressed responsible leadership
on the world stage. This event was aimed at building new
ways of addressing present and future global needs. The
Summit brought together leadership scholars and leaders
of business schools, together with business leaders,
government, NGO leaders, scholars and social
entrepreneurs across the world focused on identifying and
harnessing ancient, indigenous and other hidden
leadership wisdoms in order to reframe today’s economic,
social and ecological challenges and work together to
produce collaborative action toward a more sustainable
world. Following the success of the first Summit, the
Second Worldly Leadership Summit will be held at The
Leadership Trust on 6-7 September 2010 (see
www.worldlyleadership.org) for more information.
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image courtesy: photos.com
Practice &
Execution
The GRLI-EFMD Joint Seminar on In-company
Training in Brussels was held on 10 June 2009 under the
theme of “Integrating Global Responsibility with Incompany Leadership Training and Management
Development”. This seminar was led by Uwe
Steinwender (Daimler AG) and GRLI’s Senior Adviser
John Alexander (Former President, the Center for
Creative Leadership-CCL). The Seminar attracted 17
participants from a variety of non-partner institutions.
GRLI’s Senior Adviser Philippe de Woot (Prof. Emeritus
IAG Louvain School of Management) was the keynote
speaker and the seminar was designed at integrating issues
around regarding responsible action and conduct – and
corporate behaviour for sustainability – into leadership
training and management education. The Seminar
recognised that tremendously challenging tasks lay ahead
of us, but also great opportunities, the business case for
responsible action gets stronger by the day. Participants
were shown how GRLI partners have engaged in piloting
different ways of orchestrating how to integrate these
issues within their management and leadership
development. Experiences were both learned from and
reported on a continuous basis. The evaluations ranged
from good to excellent with participants expressing that a
longer session to work on these issues would be welcome.
The facilitators provided a fuller description of the origin
and early thinking behind this workshop for the inaugural
issue of the GRLI Magazine, “Global Responsibility”,
(June 2009) entitled “Developing In-Company Workshops
on Globally Responsible Leadership (GRL)” available at
(http://www.grli.org/images/stories/newletter/
johnalexander_uwesteinwender.pdf).
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At the end of 2009 the “Social Impact Award” was
launched in collaboration with Emerald Publishing
Limited. The judging panel arranged by the GRLI
comprised of the following GRLI partners representative,
Anders Aspling (GRLI Secretary General), Birgit
Kleymann (IESEG School of Management), Marielle
Heijltjes (Maastricht University School of Business and
Economics) and André Sobczak (Audencia Nantes Ecole
de Management). They awarded The Inaugural Emerald
Social Impact Award to Mr. Esben Rahbek Pedersen and
Mr. Peter Neergaard for their article entitled “What
matters to managers? The whats, whys, and hows of
corporate social responsibility in a multinational
corporation” published in Management Decision Vol. 47
Issue 8. Twelve articles from 12 peer-reviewed Emerald
Journals were considered by the judges for the prize
sponsored by Emerald that aims to recognise “research
you can use” which has the potential to make a tangible
difference for the good of society. The definition of
“Social impact’ in this context is how our actions affect
the social fabric of the community and wellbeing of
individuals and families. Recognition is given to research
which has real-world applications ranging from use in the
classroom, contributing to the body of
knowledge, research which influences public thinking and
policy making, to research which has a direct application
to the world of work, bridging the gap between theory
and practice.
image courtesy:
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Concept
Development
A Call for Engagement
This 50 page document spells out GRLI’s vision of the
future of a world where leaders contribute to the
creation of economic and societal progress in a globally
responsible and sustainable way. Our goal is to develop
the current and future generation of globally
responsible leaders through a global network of
companies and learning institutions. To bring to the
fore the capabilities, capacities and attitudes required
for the next generation of globally responsible leaders, it
is no longer sufficient to rely solely on the cognitive
acquisition of knowledge. Experiential, presentational,
propositional and practical ways of learning must be
integrated into the globally responsible leader
curriculum. In all of these, the human learns not only
with his or her rational abilities, but learns by
responding with all of his or her senses and abilities
(practical, affective, conceptual, imaginal) – a “Whole
Person Learning” approach. This enables the globally
responsible leader to discover more of their inner
dimension, learn from first hand experiences about the
social and environmental consequences of business
decisions, to develop entrepreneurial learning processes
and to face the intended and unintended consequences
of the choices they make.
&
to download a copy of the “Call for Engagement” visit:
http://www.grli.org/index.php/resources/publications
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Thought
Leadership
to download a copy of the “Call for Action” visit:
http://www.grli.org/index.php/resources/publications
A Call for Action
The “Call for Action” was a follow up to the
original “Call for Engagement”. It expresses the
GRLI believe that business schools should focus on
educating the whole person as entrepreneurs,
leaders and corporate statesmen. Leadership is the
art of motivating, communicating, empowering
and convincing people to accept a new vision of
sustainable development and the necessary change
that this implies. Realising the urgency with which
a failing system needs to be adapted to human
needs in a globalised economy, we will: (i) enhance
the change factors that will help us to implement a
more sustainable development model; (ii) embed
the appropriate values and behaviours in our
strategies and management practices; (iii) aim to
develop pedagogies and curricula which will enable
the development of a globally responsible
leadership; and (iv) exchange innovations, good
practices and cases in business and education, and
share them with our partners and the wider public
through the development of learning platforms for
critical and constructive dialogue. The GRLI Call
for Action aims at re-enforcing the strengths of our
entrepreneurial system while correcting its defects
and the financial excesses of the system. We strive
to achieve this through enhancing global
responsibility at all levels.
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Research: Corporation of 21st Century
Already, we are witnessing the emergence of
a group of people with awareness and
attitudes of corporate global responsibility.
This portends a tipping point, the
development of a critical mass with a
genuinely global view and the skills and
appetite to change things for the better. In
2009 the ‘action research project’ based on a
permanent dialogue between business schools
and corporations was launched. We know
that there are already enlightened
corporations acting at a high and sustainable
level of corporate responsibility. Our aim as a
researcher foundation is to identify and
understand these practices and to formulate
and translate them into concepts (and tools)
that will progressively help to build and
proliferate a new concept of corporate
statesmanship. Our starting point is the
unsustainability of the current model of
socio-economical practice. The dangers
inherent in continuing to run the economic
sphere as before are manifold:
Threatening the planet and
increasing the inequalities;
Delinking from ethics and politics;
Adapting to the complexity of
globalisation; and
The dominance of finance.
to download a copy of the “AlphaBEM visit:
http://www.grli.org/index.php/resources/publications
The research project sets out to identify and
analyse cases of “emerging good practice”.
The project seeks to understand the way
enlightened entrepreneurs shape their firms
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and the way their employees enact the
sustainable development of their
organisations. The project looks to extract the
wisdom of the entrepreneur that is very much
present in many cases, but at the moment too
often not given a voice. We believe that
observing, analysing, and learning from those
best practices can help us trace a roadmap for
sustainable and responsible organisational
development.
to download a copy of the “Whole Person Learning Manual” visit:
http://www.grli.org/index.php/resources/wpl
The main goal of the research project is to
produce a new vision of the corporation by
identifying corporate ‘emerging good
practices’ with the aid of analysis from
concrete cases to find innovative and good
practices. This approach is based upon an
historical understanding of a paradigmatic
shift by creating something different from the
Milton Friedman approach by placing
image courtesy: photos.com
emphasis on cultural change. The research
project studies the DNA of the companies: it
is a new approach to understand the human
being in the organisation and will includes
both traditional and non-traditional
companies. In looking at different types of
companies, we will try to understand the
similarities and differences in their point of
views while understanding the story of their
company. This allows us to engage these
companies by asking them about different
elements while listening to them in order not
to have a prefabricate conversation.
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Publications
The inaugural issues of the GRLI Partner
Magazine, “Global Responsibility”,was
published in mid-2009 as part of the GRLI
Management Centre’s broader initiative to
disseminate shared knowledge on the work of
GRLI partners on responsible leadership issues.
The first issue of the magazine featured a
mixture of articles highlighting the work of
partners and the collective actions undertaking
since the General Assembly in March 2009
including features from Liliana Petrella (EFMD)
on the EFMD’s involvement on Management
Education; GRLI Senior Adviser Prof. Em.
Philippe de Woot discussed the corporation of
the 21st century; John Alexander (CCL) and
Uwe Steindener (Daimler) offered their thoughts
on developing In-company Training Workshops
on globally responsible leadership; Anders
Aspling (GRLI Foundation) and Per Junker
Thiesgaard (AVT) provided guidance on
working with PRME; Nick Ellerby (The Oasis
School of Human Relations) taught us
multiplication as well as addition in establishing
Communities of Responsible Action (CoRAs);
Rohan Khadabadi (Welingkar Institute graduate
08), Martine Torfs (GRLI Foundation) and Tavis
Jules (GRLI Foundation) highlighted how GRLI
can involve students and young managers to join
forces; and Torben Moller, (AVT) and Irene
Quist Mortensen (AVT) focused on how
cooperation between firms and business schools
in executive education allows us to work on
PRME. The magazine has been well received
and praised by partners as yet another way to
share best practices on responsible leadership
across the network. Subsequently, two further
issues have been published.
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Concept Development, Research and
Publication continued in 2009 under the aegis of
GRLI’s collaboration with Emerald Publishing
Limited. The Call for Papers for the GRLI
Journals, “The Journal of Global
Responsibility”(JGR) and “Sustainability
Accounting, Management and Policy
Journal” (SAMPJ) were officially launched. The
Scholarone online database for editors of both
Journals was also established.
The structure for the third publication line a,
Book Series progressed in 2009 with the
appointment of the Series Editors: Malcolm
McIntosh (Director, Asia Pacific Centre for
Sustainable Enterprise, Griffith Business
School), Carol Adams (Professor of Accounting
and Sustainability Development Strategy,
Director of Sustainability, Deputy Dean, Faculty
of Law and Management, La Trobe University),
and Henri-Claude de Bettignies (Distinguished
Professor of Globally Responsible Leadership,
CEIBS-China Europe International Business
School) and two coordinating editors at the
GRLI Management Centre (Anders Aspling and
Tavis Jules).
Call for papers
Call for papers
Journal of
Global Responsibility
Editor: Dr Grant Jones, Macquarie Graduate School of Management, Sydney,
Australia
Deputy Editor: Professor Gayle Avery, Macquarie Graduate School of
Management, Sydney, Australia
Sustainability Accounting,
Management and Policy Journal
Sustainability Accounting,
Management and Policy Journal
(SAMPJ) is an exciting new title to be
launched by Emerald in 2010. SAMPJ
aims to find practical and policy
solutions to improve the social and
environmental sustainability
performance of organisations and societies. The
journal brings together work from a range of
disciplines to promote a multi-disciplinary perspective
to developing such practical and policy solutions. In
addition to inter- and multi-disciplinary papers, the
journal publishes single disciplinary papers which are
important to researchers, practitioners and policy
makers in the field, regardless of their main discipline.
ISSN 2040-8021
Volume 1 Number 1 2010
ISSN 2041-2568
Volume 1 Number 1 2010
Journal of
Global Responsibility
www.emeraldinsight.com
We are currently seeking papers for a
new journal to be launched in 2010
and closely aligned with the goals and
objectives of the Globally Responsible
Leadership Initiative (GRLI) and
European Foundation for
Management Development (EFMD).
Editorial scope and objectives:
Organizations can become conditioned by
competitive pressures to narrow their goals and adopt
an overly instrumental logic, stripped of any meaning
beyond simple profit. The survivalist impulse is selfcontradictory, because it reduces longer-term viability.
It also reduces the organization’’s legitimacy, because
a narrow focus diminishes the net contribution that
the organization can make to society. The adoption of
global responsibility is therefore an act of leadership,
a voluntary and willful deployment of the resources of
an organization towards building sustainability.
Journal of Global Responsibility defines a globally
responsible organization as one with a clear business
case for sustainability.
Articles would be welcome from the traditional
management disciplines –– accounting and finance,
operations, human resources, organizational studies,
marketing and strategy –– where the articles build on
our model for sustainable development. It is also
recognized that the development of global
responsibility may also be directly informed by more
www.emeraldinsight.com/jgr.htm
fundamental disciplines such as sociology, politics,
psychology, history or philosophy.
Coverage includes, but is not limited to,
the areas of:
Ethics, new mental models, governance, strategy,
public policy, corporate social responsibility, human
rights, workplace spirituality, employee/community
engagement, transparency, resource management,
environmental impact, organizational development,
change, human resource management and
development, social entrepreneurship, innovation and
creativity, social marketing, action learning,
management education, cross-cultural management,
organizational change, leadership theory and
leadership development.
Full author guidelines can be found at
www.emeraldinsight.com/jgr.htm
Sustainability Accounting,
Management and
Policy Journal
••
Social and Environmental Audit
••
Sustainability Accounting, Accountability and
Reporting
••
Sustainable Development
••
Stakeholder Engagement
••
Workplace Wellbeing.
www.emeraldinsight.com
The coverage of the journal includes, but
is not limited to:
••
Carbon Accounting and Trading
••
To submit an article or to request more information,
please contact the Editor:
Corporate Governance and Corporate Social
Responsibility
••
Economic Impact of Social and Environmental
Sustainability Policies
E-mail: Grant.Jones@mgsm.edu.au
••
Environmental Management Accounting
More information can be found at:
www.emeraldinsight.com/jgr.htm
••
Submissions should be sent by e-mail to the Editor:
Professor Carol Adams
E-mail: sampj@latrobe.edu.au
The journal will publish high quality academic articles
with particular emphasis on their relevance to
practice and policy. Main articles will normally be
between 8,000 and 11,000 words.
The news section will include around five short
opinion and discussion pieces between 1,000 and
2,000 words in length discussing new regulations,
guidelines, indices, practices impacting on social and
environmental sustainability performance. Articles in
this section will be subject to a single review.
Environmental Ethics
••
Submit a paper:
Environmental Management
••
Research you can use
Environmental and Social Policy
••
More information can be found at:
www.emeraldinsight.com/sampj.htm
Human Rights
••
Organisational Studies
www.emeraldinsight.com/sampj.htm
Research you can use
27
28. www.grli.org
GRLI on the WEB
A newly redesigned website was launched
at the 8th GRLI General Assembly in
Bordeaux. An “e-platform” on GRLI’s new
web structure was launched creating a
reading list of top papers; “matchmaking”
a news forum to post opportunities for joint
research, questions, and events, an
electronic Working Paper Series, and a case
study database (to be used internally for
partners teaching).
28
29. www.grli.org
“ ... ”
Just Imagine
Imagine a world where harmony, equity,
social cohesion, ethical conduct, a
sustainable environment and a just society
dominate the thoughts and minds of all
leaders, business, government and
civil society...
Imagine leaders who translate these
personal ideals into standard business
practice...
Imagine leaders who take personal interest
and commit themselves emotionally to the
real world we want to create...
Imagine a business environment which
enables leadership at all levels... a
business environment that facilitates,
incentives and celebrates change from
within...
Imagine this becoming a reality
Derick de Jongh, GRLI Founding Partner
Representative, South Africa
29
30. www.grli.org
Communities of Responsible Action
CoRAs provide a mechanism to enable
organisations to become involved in the GRLI
by working on thematic actions with other GRLI
partners. They engage in the question of
developing globally responsible leadership
through thematic and/or geographical
communities, whilst staying connected with a
worldwide learning initiative. CORAs aim to be
leaderful communities that learn and act
together, rather than based on a more traditional
leadership model. It is the willingness of those
involved to commit the time and resources
necessary to a sustained effort that will
determine the outcomes.
In 2009, CoRAs remained GRLI’s way of
enhancing its impact and engaging local and
regional stakeholders in their joint effort of
developing a next generation of globally
responsible leaders. In 2009, a number of
CoRAs were started, including the UK CoRA
on “Thinking Globally, Acting Responsibly”
developed by GRLI partners The Oasis School
of Human Relations and Leeds Metropolitan
University’s School of Applied Global Ethics
(SAGE). This project seeks to create a UK
network of businesses and others committed to
working together to co-create transparent and
accountable approaches to responsible practice.
The 8th General Assembly held in Bordeaux,
France, under the theme “The Bordeaux
Challenge” on 4-7 October was organised to
coincide with the establishment of the Bordeaux
CoRA around the challenges presented within
Bordeaux’s regional context and its stakeholders.
“L’Appel de Bordeaux” establishing the
Bordeaux CoRA was signed by the GRLI
partners BEM – Bordeaux Management School
and CEAPC–Caisse d’Epargne Aquitaine Nord
Poitou-Charentes along with with signatories
from the Bordeaux Chamber of Commerce, the
local government and civil society represented
by the Mayor Alain Juppé, former Prime
Minister of France. The historic City Hall
provided the backdrop for the formal creation of
the Bordeaux CoRA based on the mission and
work of GRLI.
30
31. www.grli.org
GRLI Ambassadors
The main aim of the GRLI Ambassadors are to
create a global forum of students and graduates
at the GRLI partner schools, young managers in
GRLI partner companies and alumni of the
partner schools to function as “GenR GRLI
watchers” that can contribute to the GRLI’s
work (and comment on it), ensure long-term
commitment to GRLI of the graduates from
partner business schools and to act globally as
well as locally on the same issues of globally
responsible leadership. Once mobilised,
graduating students form the emerging
community of responsible young leaders. The
GRLI Ambassadors is a student driven initiative
and produces tangible results with each
participating organisation setting their own
specific objectives. The GRLI Ambassadors
focus on issues related to the GRLI. In 2009 the
GRLI Ambassadors launched their networking
tool though the social network Facebook. This
tool is aimed at creating a virtual and potentially
physical forum driven and managed by student
champions who play a powerful role in engaging
students and junior managers from GRLI
partner institutions across continents, in a debate
on concepts developed within GRLI and their
integration in the curricula and business
practices.
31
32. www.grli.org
Principles for Responsible
Management Education (PRME)
GRLI is a co-convener of the six United Nations
Global Compact’s Principles for Responsible
Management Education (PRME). Much of the
conceptual content of the PRME is rooted in the
work of the GRLI and its 2005 “Call for
Engagement” report, as well as from significant
input of the GRLI’s founding participant
companies and business schools, many of whom
were vigorously involved in shaping the PRME
framework in its pre-launch phase. In 2008, the
decision was taken that the GRLI Foundation
would become more involved with PRME by
engaging jointly with EFMD and other potential
stakeholders on two key points: (a) how to get
started with PRME and (b) sharing information
on progress. Two workshops on these topics were
run at 2008 United Nations Global Forum. The
result was a proposed simple reporting model for
all signatories. Within GRLI this work has been
taken further and a system for sharing hands-on
experiences and learning has been developed
and it is ready to be launched throughout the
partnership. 2009 saw GRLI attending the
“2009 EFMD Deans and Directors Meeting”
and “the CSR Europe Annual Meeting 2009
and Strategy Workshop meeting” in an advocacy
capacity for the PRME. Workshops on “Getting
Started with PRME” showing live examples of
the six principles were given at the 7th GRLI
General Assembly in Belo Horizonte by Per
32
33. www.grli.org
Junker Thiesgaard (AVT Business School ) and
Anders Aspling (GRLI Foundation), which lead
to a publication on “Providing Guidance for the
enactment of the UN Global Compact PRME”
in inaugural issue of “Global Responsibility”,
the GRLI Partner Magazine. At the 8th General
Assembly in Bordeaux, Anders Aspling (GRLI
Foundation) presented an “Update on Sharing
Information on Progress on PRME”.
Additionally, in 2009 GRLI focused on PRME
by developing a Community of Responsible
Actions (CoRA) around PRME with the aim of
carrying forward the dialogue into an online
forum for the sharing of ideas.
In all presentations made by leading
representatives of GRLI the PRME is
specifically addressed, and the principles are
presented – in many cases with examples of
what is being implemented (and how) within the
partner organisations of GRLI.
All GRLI partner learning institutions (business
schools) are encouraged to sign the PRME and
72% (28 out of a total 39 of business school
partners) had done so by 31 December 2009.
33
34. www.grli.org
General Assemblies
In 2009 the format of the General Assemblies
was reviewed in view of more efficiency and a
decision reached on the following items: two
General Assemblies will be held per year as a
way to ensure interconnection with the
collective work; one of the General
Assemblies will last for a full three days and
will be hosted by a GRLI partner to support
the embedding of GRLI locally and the local
partners’ efforts; the other General Assembly
will be linked to an external conference/event
in an easily accessible place for two days; and
when there is a global event where GRLI
partners are participating, a separate GRLI
meeting can be organised before or after, for
one or two days. Subsequently, two General
Assemblies of the Globally Responsible
Leadership Initiative Foundation were held in
Belo Horizonte, Brazil and Bordeaux, France.
The 7th General Assembly
The 7th General Assembly was hosted by
pioneering partners Fundação Dom Cabral
(FDC) and Petrobras in Belo Horizonte,
Brazil on 1-4 March 2009. FDC proved to be
an excellent host content-wise, in particular
through the involvement of government,
corporate and other sector guests who
participated in a special session on “Changing
Practice” on 2 March 2009. Attendance was
a bit lower than in the past years due to the
constraints imposed by the financial crisis, but
a number of people contributed to the work
via audio facilities and/or by working from
home in parallel. To be highlighted are the
high degree of commitment and contribution
from corporate representatives: in particular,
the Caisse d’Epargne Aquitaine Nord PoitouCharentes, Daimler AG, GlaxoSmithKline,
Petrobras and ShakarGanj Mills.
34
35. www.grli.org
!
Overall, the Belo Horizonte General Assembly
evidenced a sense of commonly agreed
directions, focused work and strong community
of action with perceptible progress being
registered on the following: the Principles for
Responsible Management Education (PRME),
research and publications, regional/thematic
Communities of Responsible Actions (CoRA)
and the GRLI Ambassadors.
The 8th General Assembly
BEM – Bordeaux Management School and
CEAPC – Caisse d’Epargne Aquitaine Nord
Poitou-Charentes,hosted the 8th General
Assembly on 4-7 October 2009 in Bordeaux,
France. Both organisations joined as pioneering
partners and as a pair (these “tandems” of one
company and one learning institution/business
school are one of the unique characteristics of
the GRLI). Bordeaux provide a great
opportunity for the ‘Bordeaux Challenge’ which
brought together multistakeholders from the
Chamber of Commerce, the Mayor’s office and
the Town Hall, the business community and
education to launch the “L’ Appel de
Bordeaux” (The Bordeaux Call). In
understanding how to make GRLI the central
driving force for working with stakeholders
towards CoRAs, part of the General Assembly
was organised around one central question and
two sub-questions: How do your organisations,
their leadership and managers create “value”
without forfeiting “values” and goals contained
in the United Nations Global Compact and the
Millennium Development Goals. The global
dimension was yet again crystallised with the
confirmed in local and regional actions, and the
true meaning of being “glocal” is thereby
becoming a reality.
35
36. www.grli.org
Governance & Management
1
2
3
4
5
6
7
8
9
10
20
21
Chairman
1. Pierre Tapie
President, ESSEC Business School Paris, France
Board of Trustees
Vice Chairman
5. Carol Adams
Deputy Dean, Faculty of Law and
Management, LaTrobe University,
Australia
2. Pascal Lizin *
Director, External & Public Affairs, GSK
Biologicals, Belgium
6. Rosemary Bissett *
Headof Sustainablity Goverance and
Risk, National Australia Bank, Australia
CEO & Secretary General
7. Fernando d’Alessio ^
Director General, CENTRUM Católica,
Pontificia Universidad Católica del Perú,
Peru
3. Paul Mark Drewell ^
Chief Executive, GRLI Foundation
4.
Anders Aspling
Secretary General, GRLI Foundation,
Sweden
8. Philippe de Woot de Trixhe
Professor Emeritus, UCL - Université
Catholique de Louvain & Senior Adviser,
to the GRLI Foundation, Belgium
9. Jean-Louis Duquéroix
Former Corporate Communications
Manager, Caisse d’Epargne Aquitaine
Poitou-Charentes & Senior Adviser, to
the GRLI Foundation, France
10. Nick Ellerby
Director, The Oasis School of Human
Relations, United Kingdom
11. Dennis Hanno
Dean Undergraduate School, Babson
College, United States
12. Swar Kranti ^
Faculty - HR, Welingkar Institute of
Management Development & Research,
India
13. Björn Larsson ^+
Chief Executive Officer, The ForeSight
Group, Sweden
36
37. www.grli.org
11
12
16
17
22
23
14. Linda Livingstone ^*+
Dean, Pepperdine University Graziadio
School of Business, United States
15. Michael Powell +
Pro Vice Chancellor, Griffith University
Business School, Australia
16. Laura Quinn ^*+
Senior Associate, CCL - Center for
Creative Leadership, United States
17. Ricardo Salomão +
General Manager, PETROBRAS
University - Petróleo Brasileiro S.A.,
Brazil
13
14
18
15
19
Founding Partners Representatives
GRLI Staff
18. Manuel Escudero ^*+
Senior Adviser, United Nations Global
Compact, United States
22. Tavis Jules
Programme Manager, GRLI Foundation,
Belgium
19. Liliana Petrella
Director, Development Initiatives, EFMD,
Belgium
23. Martine Torfs
Programme Manager, GRLI Foundation,
Belgium
GRLI Advisors
Outgoing Board Members
20. John Alexander
Principal of Leadership Horizons &
Senior Adviser to the GRLI Foundation,
USA
Walter Brito ^
PETROBRAS University - Petróleo
Brasileiro S.A., Brazil
21. Izeusse Dias Braga
Former International Communication
Manager & Senior Adviser to the GRLI
Foundation, Petróleo Brasileiro S.A.,
Brazil
All Board Members participated in all 2009
Board Meetings with the exceptions indicated in
the following notations:
^ 1 March, 2009 sent apologies
* 7 June, 2009 sent apologies
+ 4-7 October, 2009 sent apologies
37
40. www.grli.org
Financial Statement 2009
Balance Sheet: Assets
GRLI Foundation
ANNUAL ACCOUNTS 2009
BALANCE SHEET - ASSETS
Codes
FIXED ASSETS
31/12/2009
20/28
2.503,39
I. Formation expenses
20
1.189,60
II. Intangible assets
21
Ill. Tangible assets
A.1. Land and buildings (in freehold)
B.1. Plant, machinery and equipment (in freehold)
C.1. Furniture and vehicles (in freehold)
D. Leasing and other similar rights
E.1. Other tangible assets (in freehold)
F. Assets under construction and advance payments
22/27
22/91
231
241
25
261
27
IV. Financial assets
A. Affiliated entities
1. Participating interest in affiliated companies
2. Amounts receivable
B. Other companies linked by participating interests
1. Participating interests
2. Amounts receivable
C. Other financial assets
1. Shares
2. Amounts receivable and cash guarantees
28
280/1
280
281
282/3
282
283
284/8
284
285/8
CURRENT ASSETS
V. Amounts receivable after more than one year
A. Trade debtors
B. Other amounts receivable
29/58
1.313,79
1.313,79
211.360,10
29
290
291
VI. Stocks and contracts in progress
A. Stocks
1. Raw materials and consumables
2. Work in progress
3. Finished goods
4. Goods purchased for resale
5. Immovable property acquired or constructed for
resale
6. Advance payments
B. Contracts in progress
3
30/36
30/31
32
33
34
VII. Amounts receivable within one year
A. Trade debtors
B. Other amounts receivable
40/41
40
41
163.851,41
137.776,58
26.074,83
VIII. Investments
A. Own shares
B. Other investments and deposits
50/53
50
51/53
46.600,22
IX. Cash at bank and in hand
54/58
403,47
X. Deferred charges and accrued income
490/1
505,00
20/58
213.863,49
TOTAL ASSETS
35
36
37
46.600,22
Page 1 / 4
40
41. www.grli.org
T
Financial Statement 2009
Balance Sheet: Liabilities
GRLI Foundation
ANNUAL ACCOUNTS 2009
BALANCE SHEET - LIABILITIES
Codes
SOCIAL FUNDS
10/15
I. Associative funds
A. Initial patrimony
B. Permanent means
12
IV. Allocated funds
13
V. Profit carried forward
Loss carried forward
140
141
VI. Investment grants
30.889,23
10
100
101
Ill. Revaluation surplus
31/12/2009
15
PROVISIONS
VII.
A. Provisions for liabilities and charges
1. Pensions and similar obligations
2.Taxation
3. Major repairs and maintenance
4. Other liabilities and charges
B. Provisions for donations and legacies with
right of recovery
CREDITORS
30.889,23
16
160/5
160
161
162
163/5
168
17/49
182.974,26
VIII. Amounts payable after more than one year
A. Financial debts
1. Subordinated loans
2. Unsubordinated debentures
3. Leasing and other similar obligations
4. Credit institutions
5. Other loans
B. Trade debts
1. Suppliers
2. Bills of exchange payable
C. Advances receives on contracts in progress
D. Other amounts payable
1. Interest-bearing
2. Non-productive of interest or with an abnormally
low interest
3. Securities received in cash
17
170/4
170
171
172
173
174
175
1750
1751
176
179
1790
IX. Amounts payable within one year
A. Current portion of amounts payable after more than
one year
B. Financial debts
1. Credit institutions
2. Other loans
C. Trade debts
1. Suppliers
2. Bills of exchange payable
D. Advances received on contracts in progress
E. Taxes, remuneration and social security
1. Taxes
2. Remuneration and social security
F. Other amounts payable
1. Bonds, dividends and securities received in cash
2. Other various debts producing interest
3. Other various debts non-productive of interest or
with an abnormally low interest
42/48
X. Accrued charges and deferred income
492/3
85.000,00
10/49
213.863,49
TOTAL LIABILITIES
1791
1792
42
43
430/8
439
44
440/4
441
46
45
450/3
454/9
48
480/8
4890
97.974,26
97.974,26
97.974,26
4891
Page 2 / 4
41
42. www.grli.org
Financial Statement 2009
Income Statement: Charges
GLRI Foundation
ANNUAL ACCOUNTS 2009
INCOME STATEMENT - CHARGES
Codes
II. Operating charges
60/64
A. Raw materials, consumables and goods for resale
1. Purchases
2. Increase (-); Decrease (+) in stocks
B. Services and other goods
C. Remuneration, social security costs and pensions
D. Depreciation of and other amounts written off
formation expenses, intangible and tangible fixed
assets
E. Increase (+); Decrease (-) in amounts written off
stocks, contracts in progress and trade debtors
F. Increase (+); Decrease (-) in provisions for liabilities
and charges
C. Other operating charges
H. Operating charges capitalised as reorganization
costs
V. Financial charges
60
600/8
609
61
62
630
1/1/2009-31/12/2009
281.493,26
2.188,02
2.188,02
263.817,57
954,30
631/4
635/7
640/8
14.533,37
(-) 649
65
A. Interest and other debt charges
B. Increase (+); Decrease (-) in amounts written off
current assets other than mentioned under II.E.
C. Other financial charges
973,62
650
651
652/9
VIII. Extraordinary charges
973,62
66
A. Extraordinary depreciation of and extraordinary
amounts written off formation expenses, intangible
and tangible fixed assets
B. Amounts written off financial fixed assets
C. Provisions for extraordinary liabilities and charges
(increase +, decrease -)
D. Loss on disposal of fixed assets
E. Other extraordinary charges
F. Extraordinary charges capitalised as reorganization
costs
Xl. Profit for the period (transferred to profit
carried forward)
660
661
662
663
664/8
(-) 669
70/67
TOTAL
25.292,23
60/67
307.759,11
Page 3 / 4
42
43. www.grli.org
Financial Statement 2009
IncomeSTATEMENT - INCOME Income
Statement:
INCOME
GLRI Foundation
Codes
I. Operating income
70/74
A. Turnover
B. Increase (+); Decrease (-) in stocks of finished
goods, work and contracts in progress
C. Own construction capitalised
D. Membership fees, donations, legacies and subsidies
E. Other operating income
IV. Financial income
1/1/2009-31/12/2009
307.564,54
70
40.144,00
71
72
73
74
22.500,00
244.920,54
75
A. Income from financial fixed assets
B. Income from current assets
C. Other financial income
750
751
752/9
VII. Extraordinary income
194,57
180,95
13,62
76
A. Adjustments to depreciation of and to other amounts
written off intangible and tangible fixed assets
B. Adjustments to amounts written off financial fixed
assets
C. Adjustments to provisions for extraordinary liabilities
and charges
D. Gain on disposal of fixed assets
E. Other extraordinary income
XI Loss for the period
760
761
762
763
764/9
67/70
TOTAL
ANNUAL ACCOUNTS 2009
70/77
307.759,11
43
44. www.grli.org
Financial Statements 2009
Comments
The previous pages set out the financial results for the year ended 31 December 2009. It is
pleasing to report that the accounts received a clean bill of health from the auditors and their
report is included in this document.
Prior to 2008, the GRLI existed from a financial perspective as an administered account within
EFMD aisbl 2008 was the inception year of the GRLI as an independent Foundation of public
interest and accordingly, comparisons between the year under review and the previous year are
not meaningful.
Total revenues rose from €49, 299.26 in the prior year to €307 759.11 for the year under review.
The main sources of revenue were funds from existing and new partners as well as sponsorships
and income from General Assemblies. Expenses were well controlled and operating charges
totalled €281 493.26 (2008: €43 702.26). The overall result was a small surplus of €25 292.23
(2008: €5 597.00).
Total assets at 31 December 2009 were €213 863.49 compared with €57 666.01 at 31 December
2008. Amounts receivable within one year of €163 851 comprised primarily funds payable from
current partners which were only invoiced towards the end of the financial year. The key item
here is €90 000 of current partner development fund fees invoiced late in the year and for which
payment had been received at 31 December. Deferred income of €85 000 represents future
income from existing partners as their fees are spread out over four years for income purposes.
Prospects for 2010
For the year ahead we anticipate higher revenues due primarily to increased sponsorship will be
offset by increased costs due to increased project activity. Overall we anticipate a surplus in line
with the year under review.
44
45. !
GRLI
Partners
7
34
3
7
5
6
Aalto University School of Economics (Finland)
Anglia Ruskin University – Ashcroft International Business School (UK)
Arcandor (Germany)
Asian Institute of Management – AIM (The Philippines)
Audencia Nantes Ecole de Management (France)
Aviva (UK)
AVT Business School (Denmark)
Belgacom (Belgium)
Babson College (USA)
Barloworld Limited (South Africa)
BEM - Bordeaux Management School (France)
Caisse d'Epargne Aquitaine Poitou –Charentes (France)
Center for Creative Leadership – CCL (USA & Belgium)
CENTRUM PUCP, Pontificia Universidad Católica del Perú (Peru)
China-Europe International Business School – CEIBS (China)
Daimler AG (Germany)
EFMD (Belgium)
Emerald Publishing Ltd. (UK)
ESSEC Business School (France & Singapore)
Fundação Dom Cabral - FDC (Brazil)
GlaxoSmithKline (GSK) Biologicals (Belgium Office)
Griffith University, Griffith Business School (Australia)
IAG – Louvain School of Management (Belgium)
IBM (global)
IESE Business School (Spain)
IESEG School of Management (France)
INSEAD (France)
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46. www.grli.org
IE - Instituto de Empresa (Spain)
Lafarge Ciments (France)
LaTrobe University (Australia)
Leeds Metropolitan University (UK)
London Business School (UK)
Maastricht University School of Business and Economic (The Netherlands)
Macquarie Graduate School of Management – MGSM (Australia)
University of Mannheim (Germany)
Melbourne Business School (Australia)
Merryck & Co (UK)
National Australia Bank (Australia)
Northern Institute of Technology Hamburg (Germany)
OU Business School (UK)
Pepperdine University, Graziadio School of Business and Management (USA)
Petróleo Brasileiro S.A. – PETROBRAS (Brazil)
Queen's University, School of Business (Canada)
Responsible Business Initiative – RBI (Pakistan)
Rouen Business School (France)
ShakarGanj Mills (Pakistan)
St. Petersburg State University Graduate School of Business (Russia)
Standard Bank (South Africa)
Sunland Group Ltd. (Australia)
Telefónica (Spain)
The ForeSight Group (Sweden)
The Oasis School of Human Relations (UK)
UN Global Compact
United Laboratories (The Philippines)
Universidad Americana (Paraguay)
Universidad del Pacífico (Peru)
University of Management and Technology – UMT (Pakistan)
University of Notre Dame, Mendoza School of Business (USA)
University of South Africa, Center for Corporate Citizenship (South Africa)
University of Stellenbosch, Graduate School of Business (South Africa)
Wake Forest University, Babcock Graduate School of Management (USA)
Welingkar Institute of Management Development & Research (India)
Wilh.Wilhemsen ASA (Norway)
Numbers on Map represent the geographical location of GRLI partners
Signatories United Nations Global Compact
Member of EFMD
Signatories of the Principles for Responsible Management Education (PRME)
GRLI Founding Partners
EFMD aisbl
EFMD is an international membership organisation, based in Brussels, Belgium. With more than 730 member organisations
from academia, business, public service and consultancy in 83 countries, EFMD provides a unique forum for information,
research, networking and debate on innovation and best practice in management development. EFMD is recognised globally
as an accreditation body of quality in management education and has established accreditation services for business schools
and business school programmes, corporate universities and technology-enhanced learning programmes. For more
information, please visit www.efmd.org
The UN Global Compact
Launched by the former United Nations Secretary-General Kofi Annan in 2000, the UN Global Compact brings business
together with UN agencies, labour, civil society and governments to advance universal principles in the areas of human
rights, labour, environment and anti-corruption. With over 3300 participating companies from more than 80 countries, it is
the world’s largest voluntary corporate citizenship initiative. For more information, please visit www.unglobalcompact.org
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