Corporate Governance and Firm Performance: The Sustainability Equation?

In order to achieve a sustainable growth and to respond to social pressures, firms develop their Corporate Social Responsibility (CSR) policy. Corporate Governance, especially the board of directors, plays here a strategic role by integrating the environmental, social and societal objectives in the decision-making process. Based on the French case, this dissertation analyzes how corporate governance may foster CSR inside firms. First, I demonstrate that CSR motivation is an important trigger of CSR awareness. Second, I study how the composition of board of directors theoretically affects firm outcomes. Third, I evaluate three CSR demands from shareholders, stakeholder and society in terms of board composition (independence, stakeholder representation and gender diversity inside the boardroom) and their impact on firm performances. I conclude with some recommendations in terms of public policy and regulation to foster sustainable development through firms.

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oikos International

posted March 22, 2016

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Evaluating and Enhancing the Impact of Sustainability Reporting Tools (SRTs)

Sustainability reporting tools (SRTs) have proliferated in order to meet the demand of stakeholders for higher transparency on environmental and social issues. Despite the increasing reliance on SRTs in decision making, much is still unknown about their effectiveness. If SRTs prove to be ineffective, they may pose a serious obstacle to sustainable development as well as to the discourse associated with it. To address this gap, this thesis evaluates the impact of SRTs in the context of companies as well as the building/infrastructure sector, in order to enhance their impact. In evaluating the impact of SRTs, four investigations are conducted. First, the link between environmental, social and governance (ESG) and financial performance is analysed using univariate, multivariate and portfolio analysis. Data for the period 2008-2010 are used. Results show that there is a weak relationship between ESG and financial performance represented by a wide range of financial ratios and stock returns. The portfolio of ESG leaders does not outperform the ESG laggards. Although analysts’ forecast error is found to be negatively correlated to ESG, this observation is not significant. Second, the behaviour (price movement, index trend and trading volume) of the FTSE4Good Australia Index and its constituents are examined using a Markov chain analysis. Based on the results obtained, these company stocks do not seem to demonstrate superior performance. Third, an examination of building SRTs reveals that: variation in criteria scores and weights need to be accounted for; there is no large difference in occupants’ satisfaction levels between a sustainable building (ascertained by building SRTs) and a non-sustainable building; and criteria scores are inconsistent for buildings with similar sustainability awards. Fourth, the current state of sustainability reporting of publicly-listed Australian construction companies is investigated. Contrary to expectation, the state of sustainability reporting is found to be poor with high evidence of graph obfuscation. That is, there is a biased use of graphs to depict favourable criteria in sustainability reports. Corroborative evidence from all four investigations appears to suggest that the effectiveness of SRTs is questionable. To enhance the impact of SRTs, this thesis presents an alternative multi-criteria framework to assess sustainability performance of companies and building/infrastructure projects based on second order moment thinking. This framework is designed to overcome existing limitations and encompasses six different elements: (i) Criteria selection; (ii) Quantitative measurement scales for the criteria; (iii) Characterising each criterion by measures of central tendency and dispersion; (iv) The distinction of additionality; (v) Criteria weighting; and (vi) Combining criteria to give an overall sustainability score characterised by a measure of central tendency and a measure of dispersion. A tree form classification model of companies’ sustainability performance is proposed. This model is developed using a combination of agglomerative hierarchical clustering and classification and regression tree (CART) techniques. Extending this model, the link between different clusters of companies (‘Leader’, ‘Average’ and ‘Laggard’) and sustainability maturity levels is established. As well, the fuzzy-based approach is recommended as a way to measure project sustainability maturity levels. While the nature of return–risk efficient portfolio frontier has been discussed at length in the literature, it has not been extended to incorporate the analysis of sustainability issues, as done in this thesis. Leveraging on a few concepts such as the centre of gravity (COG) and Euclidean distances, the superiority of portfolios is differentiated by accounting for both return–risk and ESG–variance. These tools adopted are original contributions to help enhance stakeholders’ decision making process.

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oikos International

posted December 25, 2015

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Interested in Renewable Energy Finance 2.0? We’d love to hear from you

photovoltaic cells and high voltage post.

For investments in renewable energy consumers, electric utilities as well as private and institutional investors use a wide range of financial instruments. In the past few years, innovative models like leasing, power purchase agreements, green bonds, yieldcos and crowdfunding – “renewable energy finance 2.0” – have moved up the agenda in this context. Earlier this week, we invited 22 participants from academia, business, policymaking, NGOs and the media to discuss these instruments during a roundtable in Zurich, Switzerland. The goal of the event was to strengthen the links between theory and practice, to develop an overview on innovative financing models for renewable energy and the existing research thereon as well as to identify knowledge gaps and possible research questions. It was the first “oikos Roundtable” that we organized – and in view of the encouraging participant feedbacks most probably not the last one.

Martin Stadelmann from South Pole Group introduced the topic by outlining the traditional financing model for renewable energy: around 30% equity and 70% debt are raised; project returns come from energy market prices or feed-in tariffs. He gave two examples for innovative instruments: an Indian concentrated solar power (CSP) plant using a power purchase agreement to market its energy and a Turkish geothermal plant using leasing; both plants were partly financed with loans from public sector institutions. He also highlighted the role of support funds like the Swiss technology fund that provides loan guarantees for small and medium enterprises, of CO2 certificates for the funding of electricity production from bio methane, of electricity certificates and of up-front-sales of green electricity to end consumers.

Johanna Köb from Zurich Insurance Group presented yieldcos, securitization and green bonds. While yieldcos allow energy firms to spin off and go public with power plants that already provide stable returns, securitization offers a way to mix, package and standardize financial claims on different energy assets in a way that meets the risk and return requirements of different investors. Institutional investors, like pension funds and insurance companies, often have a preference for stable and foreseeable returns, which is why they invest most of their portfolios in bonds. Consequently, emission of green bonds, whose returns are earmarked for environmental activities, has seen rapid growth in the past years. Since green bonds currently provide similar returns to their non-green counterparts, the green focus is predominantly a transparency and sensitization tool. The market for green bonds is likely to diversify and develop more sophisticated and impactful products over time.

Benjamin Schmid from the Swiss Federal Institute for Forest, Snow and Landscape Research (WSL) gave an overview on the state of Swiss renewable energy cooperatives. He circumscribed energy cooperatives as one possible form of community energy where a regionally defined group of citizens provides the majority of the capital for an energy facility, co-manages the project and often shares certain non-financial goals. Over the past 120 years in Switzerland energy cooperatives have developed in three phases: one early boom around the turn of the century (construction of local distribution grids) and two recent ones (focus on renewable energies). The introduction of public support policies for renewable energies as well as the accidents in Chernobyl and Fukushima had an increasing effect on the development of energy cooperatives. Today, almost 300 cooperatives exist, which, however, manage relatively small energy capacities or solely operate the local distribution grids. They are mainly financed through a high share of equity and through classic bank loans.

Vivid discussions started during the presentations and were continued in three break-out sessions. The group discussions also served to develop the following more detailed research questions in the three topic areas:

Power purchase agreements, leasing, contracting, loans and grants
• Which actors are able to bear which prices and risks? This question is important, inter alia, when transitioning from public support-based schemes to market price schemes in renewable energy financing.
• Which financing instruments can reduce risk in which market segments (different technologies for electricity and heat, small scale vs. commercial/industrial vs. large scale)?
• Are end consumers in Switzerland and Northern Europe as open as North Americans to the leasing model for renewable energy? Or do other means to integrate end consumers have more potential, like the up-front-sale of electricity as currently offered by the city of Zurich’s utility?

Green bonds, yieldcos, and securitization
• Is green really green – do green bonds need a central certification scheme to protect their credibility?
• What does it take for institutional investors to increasingly invest into sustainable infrastructure, e.g. changes in financial regulation, adjustment of financing models to better meet institutional investor needs, proof of derisking via ESG integration?
• How can we overcome the bottleneck of a lack of bankable projects? This is linked with the question of how to make small, decentralized projects bankable, e.g. in Switzerland.
• How will the pricing system of the energy market be organized in the long run – energy only or capacity markets?
• Do sustainability criteria in infrastructure lead to lower risks?

Energy cooperatives and crowdfunding
• How can the legal definition of “own consumption”, which gives favorable terms to small producers and direct users of renewable energy in Switzerland, be widened to also include production and consumption from bigger power plants owned by cooperatives?
• What are models for fruitful cooperation between utilities and cooperatives?
• How can the full potential of cooperatives be tapped by implementing a favorable regulatory framework?

If you are interested in tackling one of these questions in your bachelor, master, or PhD thesis, we’d love to hear from you.

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oikos International

posted October 23, 2015

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oikos Members Pursue International Impact

On June 21st, 2015, three oikos members traveled to New York City with a bag full of aspirations and enthousiasm. Anita Negri, Julia Weber (oikos Vienna, COMMIT Manager) and Nikolay Ivanov (oikos Copenhagen, CBS PRME), first attended the GRLI Annual Meeting (June 21st and 22nd).

On the first day of the GRLI AGM, the oikos team met with Chris Taylor, the so-called, mentor of COMMIT. Chris has been involved in GRLI for a long time and is the key link in the cooperation between oikos and GRLI for COMMIT. He is also a a consultant at the Oasis School. This meeting served to revise and complete last-minute details for the workshop that the team would host on the second day of the GRLI AGM.

After an interesting introduction, a magnificent dinner was held next to the World Trade Center. Over dinner several interesting conversations were held which brought multiple perspectives together on how to advance cooperation between business and universities and how the educational systems around the world vary. The interest in COMMIT rose as well, as the vast presence of faculty was interested in understanding how we can truly make a step forward to achieving more responsible management education.

On the second day of the GRLI AGM, the COMMIT workshop was amongst the many workshops which were proposed. The workshop focused on asking challenging questions to the participants and making them realize the pressing need to change management education and our methodologies. With the use of several innovative methods, amongst which the collaboratory, the COMMIT workshop was named a success. The outcomes included commitments from professors and deans which will be soon published and an overall increase in awareness and understanding of the possibilities to further explore alternatives in teaching. The GRLI AGM closed with another magnificent dinner where like-minded people continued making plans and commitments to improve current educational systems.

On June 23rd the PRME Global Forum started. After the opening speeches, the first panel discussion took place. This panel also featured the oikos President, Anita Negri. By bringing a youth perspective on the need to change management education, Anita pointed out several points that she gathered throughout her work within, and outside, oikos. She highlighted the need for more collaboration, a true integration of sustainability and responsibility in all courses, an improvement in skills and values directed at students and more. Her interventions were very well received and sparked interesting discussions in the round tables that followed.

The first day was continued with another panel discussion and parallel workshops where participants got in touch with best practices and started new partnerships and projects.

The second day featured another workshop hosted by oikos and COMMIT: the student perspectives workshop. The organisers were delighted to see a full room for this workshop where, not only oikos and COMMIT were presented, but also student organizations from New Zealand, Brazil and Canada displayed their achievements and goals. Throughout the session groups were formed to discuss three topics: what changes are required in curricula, what changes are required in teaching and what changes are required in universities. Each team chose their preferred topic and each team was requested to present their findings in a creative manner. The session also featured some dancing to convey the message that education should include more fun!

The PRME Global Forum was concluded with a closing ceremony, a lot of smiles, achievements and positive outlooks for the future.

On behalf of the oikos community, we would like to thank GRLI and PRME for having given us the opportunity to participate to these events and contribute with our youth perspectives. Join all these creative and pro-active minds in changing education, we can do this!

Some more insights on the conferences can be found on Anita’s twitter account.

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oikos International

posted July 6, 2015

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Sistema Ser: Scaling Private Health Care for the Base of the Pyramid

Abstract

The case revolves around “Sistema Ser” (SSer) (1), a private health care organization that serves the base of the pyramid (BOP) in northern Argentina, and its founder and director, Argentine gynecologist Dr. Jorge Gronda. In the late 1990s, Dr. Gronda had begun to serve the poor—particularly women in the remote Puna region—on an unpaid, voluntary basis. Eventually, the initiative developed into a formal network of organizations comprising CEGIN (a private enterprise and medical center offering preventive and primary gynecological services); a number of affiliated physicians and other health care providers (e.g., pharmacies); and Fundación Ser (FSer), a foundation that coordinates the affiliation of network providers and markets SSer among potential members. The SSer network is financially self-sustaining and, at the same time, able to provide affordable services to its patients from the BOP. SSer is based on a system of membership cards and a network of providers that offer high-quality services at a price 40- to 60- percent lower than that of other private providers.

For more than 15 years, SSer has been delivering primary health services, which cover 80 percent of the most common low-cost and non-complex health problems, mainly to people at the BOP and within San Salvador, the capital of the province of Jujuy. Recent developments have led Dr. Gronda to consider options for scaling his organization’s impact. He wonders whether he should geographically expand the delivery of SSer’s existing service portfolio in order to reach BOP communities outside of San Salvador, or whether he should extend SSer’s service portfolio by delivering additional services in San Salvador.

The case illustrates the development path of a social innovation born of a volunteer initiative and transformed into a sustainable structure. One of its main objectives is to make students aware of key factors that need to be considered in regard to scaling decisions in general and those at the base of the pyramid in particular.

(1) At the time this case was finalized, the founders of Sistema Ser were planning to rename their organization into “Umana”.

AuthorsSilke Bucher (HEC Montréal), Urs Jäger (INCAE Business School) and Andrea M. Prado (INCAE Business School)
InstitutionHEC Montréal (Canada), INCAE Business School (Costa Rica)
Competition Year2015
PlaceSecond Prize
TrackSocial Entrepreneurship
Key WordsSocial innovation, bottom of the pyramid, scaling, inclusive business, social entrepreneurship, sustainable strategies
CoursesSocial entrepreneurship, sustainable strategic management, healthcare
Target AudienceUndergrads, Master's students, practitioners
Purchase InformationThe case is published at the Journal of Business Research via open access here.
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oikos International

posted June 24, 2015

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Building a Sustainable Enterprise with the Power of Local Communities- The Journey of Neev Herbal Handmade Soaps

Abstract

Poverty, illiteracy and gender discrimination have been the underlying factors that have stifled development in the villages of Jharkhand state in northern India. In 2006, Hudlung village located in the outskirts of the steel city of Jamshedpur was acutely stricken by poverty with about 80% of the population living below the poverty line, as defined by the Government of India. Gender discrimination against females was also a rampant practice and avenues of education as well as employment were few and far between. The men of the households used to work in the paddy fields or as contract laborers in the steel industry, while the women took care of household chores.

This abysmal situation was prevalent when the Jains, Anurag and Shikha, decided to initiate a new paradigm of socio-economic empowerment of the local community. In 2007, they started Neev Herbal handmade Soaps with the vision to produce the highest quality hand crafted herbal products while providing a dignified means of employment for rural women and rejuvenating the rural economy. The enterprise has since had a remarkable transformative effect on the village community.

Currently, Neev products are primarily sold through 180 retail store partners spread across India and to a lesser extent through 10 niche e-tailing partners. The latest annual revenues for Neev stand close to Rs. 4.5 million. With a good market presence in the Metros and Tier I cities, Neev is exploring the prospects of partnering with mass market e-tailers to target customer bases in Tier II and Tier III Indian cities. This would not only generate more employment opportunities for the women of Hudlung but also enable it to compete with other herbal soap manufacturers who have already adopted the e-tailing channel.

AuthorsSaurav Kumar Das and Sanjana Grover
Institution: Xavier School of Management, India
Competition Year2015
PlaceRunner up
TrackSocial Entrepreneurship
Key WordsHand made soaps, community empowerment, e-tailing, Sustainable Manufacturing
CoursesOrganizational Change & Development, e-commerce (Marketing), Social Entrepreneurship, Strategic Management
Target AudienceMBAs, Undergrads, Aspiring Social Entrepreneurs
Permission RightsThis case is part of the oikos free case collection. Download a free online copy below. If you are a faculty member and you are interested in teaching this case, you can request a free teaching note by sending us an email to freecase@oikosinternational.org.
DownloadFree Online Copy
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oikos International

posted June 24, 2015

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The German ‘Energiewende’: RWE’s Strategic Choice

Abstract

In July 2012 Peter Terium was named the new CEO of RWE, the biggest electricity provider in Germany. RWE has performed financially well over the previous 40 years with annual sales greater than €50bn since 2010. However, in 2014 the company had to disclose €2.8bn of net losses for the first time in its history.[i] This prompted an urgent need to change RWE’s corporate strategy. Peter Terium now faces a number of challenges in order to guarantee the profitable future of RWE.

First, RWE has to deal with the consequences of a variety of regulations, namely: (a) The German electricity market liberalization, (b) the renewable energy law in Germany, (c) the European Emissions Trading System and (d) the German nuclear phase out. These regulations contribute to a major shift in the electricity market, often referred to as the German Energiewende. The cornerstones of this Energiewende are decentralized and renewable power generation. RWE’s business model is built on centralized electricity generation based on coal and nuclear power and, thus, is contradictory to the German Energiewende.

Second, RWE is endangered by market developments: (a) RWE’s bottom-line is suffering from decreasing electricity market prices as a result of an oversupply of electricity due to the growing amount of renewable sources. (b) Many small competitors, sometimes even RWE’s former customers, have entered the electricity market thereby decreasing RWE’s market share. (c) In 2014 one of RWE´s main competitors E.ON started to respond to the altering market conditions and announced a substantial change in its business strategy and to focus entirely on renewables.

Third, the company faces specific expectations from external stakeholders: (a) As a consequence of the developments above, 10,400 jobs are up for redundancy.[ii] Local governments – of which some are RWE`s shareholders – are worried about these figures. (b) RWE also carries reputational risks because some well-known NGOs like the WWF criticize its lack of a low-carbon strategy.

Finally, the organization also faces an internal challenge. The internal structures have developed over decades and are based on the dominant logics of centralized coal and nuclear power production. As is typical for change processes in large organizations, these dominant logics may lead to structural inertia.

This case has been written to facilitate classroom discussion and engage debates for MBA/MS-level students in the form of a stakeholder role-play. The case focuses on the challenge of RWE to determine its future corporate strategy. It enables students to understand how legislative developments, market transformations and new technologies can fundamentally impact incumbents in a traditional industry.

[i] RWE, Annual Reports 2010 – 2013

[ii] “RWE streicht jede zehnte Stelle“, Zeit Online, http://www.zeit.de/wirtschaft/unternehmen/2013-11/energiekonzern-rwe-stellenabbau, accessed on September 30, 2014

Authors: Timo Busch and Marcel Richert
Institution: University of Hamburg, Germany
Competition Year2015
PlaceThird Prize
TrackCorporate Sustainability
Key WordsEnergy transition, renewable energy, electric utilities, low carbon strategy
CoursesStrategic management, CSR, business ethics, finance
Target AudienceMaster level, MBAs
Permission RightsThis case is part of the oikos free case collection. Download a free online copy below. If you are a faculty member and you are interested in teaching this case, you can request a free teaching note by sending us an email to freecase@oikosinternational.org.
DownloadFree Online Copy

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oikos International

posted June 24, 2015

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Hopworks Urban Brewery: A Case of Sustainable Beer

Abstract

Founded in 2007 in Portland, Oregon, Hopworks Urban Brewery is a sustainability-focused brewpub that produces certified organic beer. The State of Oregon is the second largest producer of hops, a main ingredient in beer, in the United States, and also has more craft breweries per capita than any other state. The metro area of Portland, home to over 2 million people, has over 84 craft breweries within its borders.

The craft brewing industry has grown rapidly in the United States over the last decade, with an annualized growth rate of 9.6% from 2009–2014 and a $14.3 billion market in 2013. Craft brewers are small enterprises, producing fewer than six million barrels of beer per year, employing both traditional and innovative brewing methods, and focusing on quality products and connecting with their local community. To date, Hopworks has thrived in this competitive environment, producing over 12,000 barrels of beer per year while staying carbon neutral and diverting 98.6% of their total waste from landfills. Hopworks’ top quality beers have won prestigious national awards. Additionally, Oregon’s Governor has honored the brewery for its achievements as a sustainable business.

However, to expand, Hopworks is faced with a number of key decisions that affect its sustainability both economically and ecologically. Christian Ettinger, founder and brewmaster of Hopworks, must make strategic decisions about capital investments, labor allocations, and even the future of their organic certification as he executes a growth plan in line with their sustainable values. In this case, students will be challenged with analyzing all aspects of a sustainability-focused business and considering the many choices a craft brewer, or any small business owner, faces.

AuthorsMadeleine Pullman, Jacen Greene, Devin Liebmann, Nga Ho and Xan Pedisich
InstitutionPortland State University, United States
Competition Year2015
PlaceFirst Prize
TrackCorporate Sustainability
Key WordsCraft Brewery, Beer, Break-even, Sustainability Manager
CoursesMarketing, Operations & Supply Chain Management, Human Resources
Target AudienceMBAs and Advanced Undergrads
Permission RightsThis case is part of the oikos free case collection. Download a free online copy below. If you are a faculty member and you are interested in teaching this case, you can request a free teaching note by sending us an email to freecase@oikosinternational.org.
DownloadFree Online Copy
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oikos International

posted June 24, 2015

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Succession at Berrett-Koehler Publishers: Institutionalizing the “BK Way” and Protecting BK Values for Future Success

Abstract

Many for-profit enterprises with a strong social or environmental mission, as well as businesses with a strong commitment to corporate social responsibility, struggle with the issue of keeping their social or environmental mission alive as the companies grow larger, bring in new investors, deal with mergers and acquisitions, and change leadership. There have been many failures chronicled as various founders dealt with this issue. Unfortunately, there is a gap in the case materials that speaks to this issue. This case helps to address that gap.

The Berrett-Koehler (BK) case highlights the efforts of a competitively successful, mission-driven, socially responsible publishing company to preserve its values, culture and practices while ensuring continued future success.  BK’s stated mission is “Creating a World that Works for All.” In pursuit of this mission, BK published 35-40 titles per year, each of which focused on fundamental transformation at the individual, organizational or societal level. The wide array of efforts pursued in protecting its mission include innovative approaches, such as consideration of Benefit Corporation status and adoption of a constitution.  The case provides an opportunity to cover corporate governance topics such as:  ownership structures, shareholder relations, CEO and organizational succession planning, and board roles and responsibilities.

This case takes place just prior to and immediately following Berrett-Koehler’s July 2012 Annual Shareholder Meeting and 20th Anniversary celebration.  The case highlights BK CEO, Steve Piersanti, and the Board of Directors in their efforts to institutionalize the “BK Way” through a variety of legal and operational methods.  BK is a socially responsible and mission-driven business working to protect the values, practices and culture it considers to be a critical component of its fundamental success.  BK has outperformed rivals from a financial standpoint in the intensely competitive publishing industry, and is well-known for its integrity and unique procedures.  Specifically, CEO Steve Piersanti and the BK board consider several specific and different options for embedding the BK values in the organization’s operating and ownership structures.

AuthorsMurray Silverman and Sally Baack
InstitutionSan Francisco State University, United States
Competition Year2015
PlaceRunner up
TrackCorporate Sustainability
Key WordsProtecting the social mission, stakeholder management, corporate governance, benefit corporation
CoursesStrategic management, Business, Government & Society, Sustainable Business
Target AudienceMBA's and Undergrads
Permission RightsThis case is part of the oikos free case collection. Download a free online copy below. If you are a faculty member and you are interested in teaching this case, you can request a free teaching note by sending us an email to freecase@oikosinternational.org.
DownloadFree Online Copy
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oikos International

posted June 24, 2015

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oikos FutureLab 2015

The oikos FutureLab is the biggest event in the annual oikos calendar which gathers representatives from the entire oikos community. It provides a 2-day platform for 120 participants to inspire, discover and develop joint perspectives on the future of sustainability in management and economics. It leverages our global network of student members, alumni, advisors, faculty and partners for action. It offers a “laboratory” to design initiatives, engage the oikos community in pursuing them and fuel our journey towards higher impact.

The 2015 oikos FutureLab will take place on 27 – 28 October (Tuesday and Wednesday) in St. Gallen.

More information: www.oikos-international.org/futurelab

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oikos International

posted April 14, 2015

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