Ashridge in a rapidly changing world develop sustain lop - PRME
Ashridge in a rapidly changing world develop sustain lop - PRME
Ashridge in a rapidly changing world develop sustain lop - PRME
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<strong>Ashridge</strong> <strong>in</strong> a <strong>rapidly</strong> chang<strong>in</strong>g <strong>world</strong><br />
Deve<strong>lop</strong><strong>in</strong>g leaders who<br />
create value susta<strong>in</strong>ably<br />
<strong>deve<strong>lop</strong></strong> <strong>lop</strong><br />
susta<strong>in</strong> sta<br />
United Nations Pr<strong>in</strong>ciples for Responsible Management Education<br />
Shar<strong>in</strong>g Information on Progress Report<br />
2012<br />
www.ashridge.org.uk<br />
1
C ontents<br />
About <strong>Ashridge</strong> and what we do<br />
Deve<strong>lop</strong><strong>in</strong>g leaders who create value<br />
susta<strong>in</strong>ably<br />
<strong>Ashridge</strong>’s commitments for the 2012<br />
UN Rio+20 Summit on Susta<strong>in</strong>able<br />
Deve<strong>lop</strong>ment<br />
Research and thought leadership<br />
Work<strong>in</strong>g with our clients<br />
<strong>Ashridge</strong> House – a susta<strong>in</strong>able venue<br />
How have we led change?<br />
Selected publications<br />
Selected conference presentations<br />
and contributions to events<br />
This report is <strong>Ashridge</strong>'s second UN <strong>PRME</strong> Shar<strong>in</strong>g Information on Progress Report, and<br />
covers the period June 2010 to June 2012. <strong>Ashridge</strong>'s fi rst UN <strong>PRME</strong> Shar<strong>in</strong>g Information<br />
on Progress Report was published <strong>in</strong> 2010 and its next will be published <strong>in</strong> 2014.<br />
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As a bus<strong>in</strong>ess school and<br />
educational charity, our<br />
purpose is to help people and<br />
organisations learn, <strong>deve<strong>lop</strong></strong><br />
and change, for the benefit of<br />
wider society, and to ma<strong>in</strong>ta<strong>in</strong><br />
<strong>Ashridge</strong> House and Gardens<br />
for the benefit of the nation.<br />
We pride ourselves on<br />
be<strong>in</strong>g <strong>world</strong> class partners <strong>in</strong><br />
organisational learn<strong>in</strong>g and<br />
change for our clients wherever<br />
they are <strong>in</strong> the <strong>world</strong>.<br />
As our <strong>world</strong> changes, we<br />
are <strong>in</strong>novat<strong>in</strong>g and adapt<strong>in</strong>g<br />
across how we th<strong>in</strong>k about<br />
our research, education and<br />
organisation consult<strong>in</strong>g, and<br />
how we <strong>in</strong>vest <strong>in</strong> and steward<br />
<strong>Ashridge</strong> House and Gardens.<br />
About <strong>Ashridge</strong> and<br />
what we do<br />
We help clients to learn, <strong>deve<strong>lop</strong></strong> and change<br />
through our executive education, consult<strong>in</strong>g and<br />
research expertise<br />
We partner with you to understand and address<br />
your challenges and opportunities<br />
We work with 6,450 managers and 850<br />
organisations every year <strong>in</strong> 60 countries<br />
We are a lead<strong>in</strong>g provider of customised<br />
executive education programmes<br />
We are one of the few bus<strong>in</strong>ess schools <strong>in</strong> the<br />
<strong>world</strong> to have its own organisation <strong>deve<strong>lop</strong></strong>ment<br />
consult<strong>in</strong>g practice<br />
For <strong>in</strong>dividuals, we have a comprehensive<br />
range of open executive education programmes<br />
spann<strong>in</strong>g general management and specific skills<br />
We have a portfolio of degree programmes:<br />
full-time and Executive MBAs; Masters <strong>in</strong><br />
management, coach<strong>in</strong>g and susta<strong>in</strong>ability; and a<br />
Masters and Doctorate <strong>in</strong> organisational change<br />
We have <strong>in</strong>novative web-based learn<strong>in</strong>g products<br />
that support all our learn<strong>in</strong>g and <strong>deve<strong>lop</strong></strong>ment<br />
We carry out research that makes a tangible<br />
difference to management and bus<strong>in</strong>ess<br />
We employ faculty who comb<strong>in</strong>e academic depth<br />
with practical bus<strong>in</strong>ess experience – 25% are<br />
from outside the UK and 95% have <strong>in</strong>ternational<br />
experience.<br />
We help our clients make a difference <strong>in</strong> the<br />
<strong>world</strong>. We helped <strong>deve<strong>lop</strong></strong> and became one of<br />
the first signatories to the United Nations Global<br />
Compact Pr<strong>in</strong>ciples for Responsible Management<br />
Education.<br />
www.ashridge.org.uk<br />
1
2<br />
Deve<strong>lop</strong><strong>in</strong>g leaders who<br />
create value susta<strong>in</strong>ably<br />
In <strong>Ashridge</strong>’s fi rst <strong>PRME</strong> Shar<strong>in</strong>g Information on<br />
Progress report <strong>in</strong> June 2010, I argued that the<br />
po<strong>in</strong>t of bus<strong>in</strong>ess schools is to help <strong>in</strong>dividuals<br />
and organisations perform better so that everyone<br />
<strong>in</strong> society as a whole benefi ts. We like to th<strong>in</strong>k<br />
of <strong>Ashridge</strong> as a social enterprise: we are a<br />
commercially-m<strong>in</strong>ded educational charity, we survive<br />
and thrive when our clients value the services we<br />
provide, but we exist for more than that, we exist to<br />
help our clients make a difference <strong>in</strong> the <strong>world</strong>.<br />
And our <strong>world</strong> is chang<strong>in</strong>g fast, with lots of new<br />
challenges like food security, nutrition, health, water<br />
scarcity, biodiversity loss, and climate change,<br />
to name a few. Bus<strong>in</strong>ess thrives by <strong>deve<strong>lop</strong></strong><strong>in</strong>g<br />
<strong>in</strong>novative products and services that ultimately<br />
help people improve their quality of life, and many<br />
bus<strong>in</strong>ess leaders are now respond<strong>in</strong>g to these new<br />
challenges by redefi n<strong>in</strong>g success <strong>in</strong> terms of how<br />
their core bus<strong>in</strong>ess helps people improve their quality<br />
of life with<strong>in</strong> the constra<strong>in</strong>ts of planetary boundaries.<br />
Unilever, for example, was one of the group of<br />
companies that founded <strong>Ashridge</strong> Bus<strong>in</strong>ess School<br />
<strong>in</strong> 1959. Its current chief executive, Paul Polman has<br />
argued that: “The great challenge of the 21st century<br />
is to provide good standards of liv<strong>in</strong>g for 7 billion<br />
people without deplet<strong>in</strong>g the earth’s resources or<br />
runn<strong>in</strong>g up massive levels of public debt.” 1<br />
And he has argued that the right response from<br />
bus<strong>in</strong>ess looks someth<strong>in</strong>g like this: “What we<br />
firmly believe is that if we focus our company on<br />
improv<strong>in</strong>g the lives of the <strong>world</strong>’s citizens and come<br />
up with genu<strong>in</strong>e susta<strong>in</strong>able solutions, we are more<br />
<strong>in</strong> synch with consumers and society and ultimately<br />
this will result <strong>in</strong> good shareholder returns… It is<br />
an enormous learn<strong>in</strong>g curve as no one has been<br />
tra<strong>in</strong>ed for this.” 2<br />
As a bus<strong>in</strong>ess school, we at <strong>Ashridge</strong> th<strong>in</strong>k our<br />
response to this <strong>rapidly</strong> chang<strong>in</strong>g <strong>world</strong> means we<br />
need to do the follow<strong>in</strong>g:<br />
• We need to use the trust people have <strong>in</strong> us to<br />
br<strong>in</strong>g diverse groups together to discuss and<br />
make sense of both these new challenges, and<br />
the new behaviours we’re see<strong>in</strong>g from companies<br />
<strong>in</strong> response.<br />
• Through our research we need to <strong>deve<strong>lop</strong></strong> and<br />
test new approaches to do<strong>in</strong>g bus<strong>in</strong>ess, and then<br />
update our core bus<strong>in</strong>ess theories around how to<br />
th<strong>in</strong>k about bus<strong>in</strong>ess strategy, leadership, fi nance,<br />
market<strong>in</strong>g and everyth<strong>in</strong>g else.<br />
• And through our roles as educators, consultants<br />
and executive coaches, we need to rise<br />
to Polman’s challenge and ensure today’s<br />
and tomorrow’s leaders are supported to<br />
lead effectively <strong>in</strong> these <strong>rapidly</strong> chang<strong>in</strong>g<br />
circumstances.<br />
In short, we need to recognise the fundamental<br />
<strong>in</strong>fl uence we have as a bus<strong>in</strong>ess school, and use it<br />
the right way to help accelerate how bus<strong>in</strong>ess as a<br />
whole responds to our <strong>rapidly</strong> chang<strong>in</strong>g <strong>world</strong>.<br />
That’s why we actively engage with our peers <strong>in</strong><br />
<strong>in</strong>itiatives like the United Nations Global Compact<br />
and the Pr<strong>in</strong>ciples for Responsible Management<br />
Education. You can read more about our work over<br />
the past two years <strong>in</strong> the pages that follow.<br />
Kai Peters, Chief Executive<br />
1 Unilever (2012) Message from our CEO. http://www.unilever.com/susta<strong>in</strong>able-liv<strong>in</strong>g/ourapproach/messageceo/<strong>in</strong>dex.aspx<br />
2 Quoted <strong>in</strong> Confi no, J. (2012) Unilever’s Paul Polman: challeng<strong>in</strong>g the corporate status quo. Guardian Susta<strong>in</strong>able Bus<strong>in</strong>ess.<br />
www.ashridge.org.uk<br />
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4<br />
At the 2012 UN Rio+20 Summit on Susta<strong>in</strong>able<br />
Deve<strong>lop</strong>ment, <strong>Ashridge</strong> made the follow<strong>in</strong>g four<br />
public commitments:<br />
<strong>Ashridge</strong> commits to...<br />
1. ... ma<strong>in</strong>stream<strong>in</strong>g susta<strong>in</strong>ability as a core theme<br />
runn<strong>in</strong>g through all modules of its new MBA<br />
programme to be launched 2012.<br />
(Head of Qualifi cation Programmes)<br />
2. ... embedd<strong>in</strong>g susta<strong>in</strong>ability as a core theme<br />
across three fl agship open enrolment executive<br />
education programmes.<br />
(Head of Open Programmes)<br />
3. ... actively seek out opportunities to emphasise<br />
the susta<strong>in</strong>ability aspects of leadership, strategy<br />
and change when design<strong>in</strong>g tailored executive<br />
education programmes.<br />
(Head of Tailored Executive Education)<br />
4. ... <strong>in</strong>corporate explicit attention to susta<strong>in</strong>ability<br />
and virtual work<strong>in</strong>g <strong>in</strong> all conversations with<br />
consult<strong>in</strong>g clients about our work with them.<br />
(Head of <strong>Ashridge</strong> Consult<strong>in</strong>g)<br />
<strong>Ashridge</strong>’s commitments for<br />
the 2012 UN Rio+20 Summit<br />
on Susta<strong>in</strong>able Deve<strong>lop</strong>ment<br />
www.ashridge.org.uk<br />
5
Vicki Culp<strong>in</strong><br />
Director of Research<br />
We believe that as a bus<strong>in</strong>ess<br />
school, we should use our role as a<br />
place of th<strong>in</strong>k<strong>in</strong>g and ref lection to<br />
br<strong>in</strong>g diverse groups together to<br />
discuss and make sense of emerg<strong>in</strong>g<br />
challenges and responses. And we<br />
believe that through our research<br />
we need to <strong>deve<strong>lop</strong></strong> and test new<br />
approaches fit for a rapid ly<br />
chang<strong>in</strong>g <strong>world</strong>, and then use these<br />
new ideas to update the core<br />
theories <strong>in</strong> key areas like strategy,<br />
leadership and organisational<br />
change. To make sure this knowledge<br />
and learn<strong>in</strong>g is widely embedded<br />
across our education and consult<strong>in</strong>g<br />
work, we need to get as many<br />
members of our faculty engaged <strong>in</strong><br />
this k<strong>in</strong>d of research as possible.<br />
Research and<br />
thought leadership<br />
Proportion of <strong>Ashridge</strong> faculty that have<br />
spoken or facilitated at an event, published<br />
or <strong>in</strong> some other way <strong>deve<strong>lop</strong></strong>ed <strong>in</strong>tellectual<br />
capital relat<strong>in</strong>g to susta<strong>in</strong>able <strong>deve<strong>lop</strong></strong>ment<br />
at some po<strong>in</strong>t s<strong>in</strong>ce 2007<br />
40%<br />
20%<br />
0%<br />
With our specialist research centre, the <strong>Ashridge</strong><br />
Centre for Bus<strong>in</strong>ess and Susta<strong>in</strong>ability, act<strong>in</strong>g as a<br />
coord<strong>in</strong>at<strong>in</strong>g hub, over the past two years we have<br />
convened events and led research projects focus<strong>in</strong>g<br />
on the implications of our <strong>rapidly</strong> chang<strong>in</strong>g <strong>world</strong> for<br />
leadership, strategy, and organisational change and<br />
executive learn<strong>in</strong>g.<br />
• October 2010 – <strong>Ashridge</strong> organised a symposium<br />
on Lead<strong>in</strong>g Organisations of Tomorrow <strong>in</strong><br />
partnership Heidrick&Struggles and Tomorrow’s<br />
Company. A group of 16 <strong>Ashridge</strong> faculty and<br />
consultants led a dialogue among over 100<br />
Human Resources and Organisational Change<br />
professionals, with speakers <strong>in</strong>clud<strong>in</strong>g Will Hutton<br />
of The Work Foundation, Brian Hosk<strong>in</strong>s of the UK<br />
Climate Change Committee, David Cooperrider<br />
of Case Western University, and Goran Carstedt<br />
of The Natural Step and former President of IKEA<br />
USA . Speakers from HSBC, IBM, Interface,<br />
Ernst&Young, IMC Pan Asia Alliance, Lend Lease<br />
and Sky all shared stories of <strong>in</strong>novation from their<br />
own approaches to leadership <strong>deve<strong>lop</strong></strong>ment and<br />
organisational change for susta<strong>in</strong>ability.<br />
• May 2011 – To mark the open<strong>in</strong>g of <strong>Ashridge</strong>’s<br />
new offi ce <strong>in</strong> zero-carbon Masdar City <strong>in</strong> Abu<br />
Dhabi, <strong>Ashridge</strong> organised sem<strong>in</strong>ars for senior<br />
leaders and human resources professionals on<br />
Deve<strong>lop</strong><strong>in</strong>g the Global Leader of Tomorrow at<br />
the Bus<strong>in</strong>ess School of Tomorrow at the Masdar<br />
Institute <strong>in</strong> Abu Dhabi and the British Embassy <strong>in</strong><br />
Dubai.<br />
2009<br />
20%<br />
26%<br />
LEADERSHIP IN A RAPIDLY CHANGING WORLD<br />
How bus<strong>in</strong>ess leaders are refram<strong>in</strong>g success<br />
March 2012<br />
28%<br />
2010 2011<br />
• June 2011 – <strong>Ashridge</strong> organised an academic<br />
conference on What are we learn<strong>in</strong>g about<br />
organisational change for susta<strong>in</strong>ability?<br />
Papers were presented from academics and<br />
practitioners work<strong>in</strong>g around the <strong>world</strong> shar<strong>in</strong>g<br />
their research and experiences. Follow<strong>in</strong>g the<br />
conference, the best papers were published <strong>in</strong><br />
special issues of the Journal of Organisational<br />
Change Management and the Journal of Public<br />
Affairs, and a special issue of the Journal of<br />
Management Deve<strong>lop</strong>ment is forthcom<strong>in</strong>g.<br />
• November 2011 – <strong>Ashridge</strong> organised a workshop<br />
on Susta<strong>in</strong>ability as Usual to share and enrich<br />
the emerg<strong>in</strong>g fi nd<strong>in</strong>gs from <strong>Ashridge</strong>’s crosssector<br />
research to explore the strategies that<br />
lead<strong>in</strong>g organisations are us<strong>in</strong>g to <strong>in</strong>tegrate<br />
susta<strong>in</strong>ability <strong>in</strong>to their bus<strong>in</strong>ess practices.<br />
Companies participat<strong>in</strong>g <strong>in</strong> the workshop <strong>in</strong>cluded<br />
Anglo American, the BBC, BT, HSBC, the IOU<br />
Project, Natural England, Rabobank, Skanska,<br />
Virg<strong>in</strong> Media and Vodafone.<br />
• March 2012 – To launch new <strong>Ashridge</strong> research<br />
on Leadership <strong>in</strong> a Rapidly Chang<strong>in</strong>g World,<br />
<strong>Ashridge</strong> organised a breakfast dialogue for<br />
senior leaders and human resources professionals<br />
with Sir Stuart Rose former executive chairman<br />
of Marks & Spencer, talk<strong>in</strong>g with Mark Foster,<br />
Chairman of the International Bus<strong>in</strong>ess Leaders<br />
Forum and former chief executive of Accenture,<br />
and Matt Gitsham, Director of the <strong>Ashridge</strong> Centre<br />
for Bus<strong>in</strong>ess and Susta<strong>in</strong>ability.<br />
• May 2012 – <strong>Ashridge</strong> organised a conference<br />
on Gregory Bateson and An Ecology of<br />
M<strong>in</strong>d: explor<strong>in</strong>g how we th<strong>in</strong>k about change<br />
<strong>in</strong> the 21st century. Organisational change<br />
professionals jo<strong>in</strong>ed Nora Bateson for a dialogue<br />
around the ideas of her father Gregory Bateson,<br />
which began with a screen<strong>in</strong>g of Nora’s fi lm about<br />
her father An Ecology of M<strong>in</strong>d.<br />
Major research projects led over the past two years<br />
<strong>in</strong>clude:<br />
• Leadership <strong>in</strong> a Rapidly Chang<strong>in</strong>g World CEO<br />
Study (2012) on susta<strong>in</strong>ability and leadership,<br />
conducted <strong>in</strong> partnership with the International<br />
Bus<strong>in</strong>ess Leaders Forum as a formal contribution<br />
to the UN Rio+20 Summit on Susta<strong>in</strong>able<br />
Deve<strong>lop</strong>ment.<br />
• Susta<strong>in</strong>ability As Usual study (2012) on<br />
susta<strong>in</strong>ability and organisational change, based<br />
on <strong>in</strong>terviews with over 40 susta<strong>in</strong>ability directors.<br />
• Deve<strong>lop</strong><strong>in</strong>g Leaders for a Rapidly Chang<strong>in</strong>g<br />
World (2012) on susta<strong>in</strong>ability, leadership and<br />
executive learn<strong>in</strong>g, based on case studies of<br />
<strong>in</strong>novation <strong>in</strong> leadership <strong>deve<strong>lop</strong></strong>ment at HSBC,<br />
IBM, Interface, Ernst&Young, IMC Pan Asia<br />
Alliance, Lend Lease and Sky.<br />
• Virtual Leadership: Learn<strong>in</strong>g to Lead Differently<br />
(2012) on the implications of virtual work<strong>in</strong>g for<br />
leadership <strong>in</strong> a low carbon economy.<br />
Numerous other studies, publications and events<br />
on susta<strong>in</strong>ability and leadership, strategy, change<br />
and executive learn<strong>in</strong>g have been completed,<br />
<strong>in</strong>clud<strong>in</strong>g books by Gill Coleman and Philip Sadler, a<br />
research partnership with HSBC and the Earthwatch<br />
Institute, and a research project <strong>in</strong> partnership with<br />
Stellenbosch University on Responsible Leadership <strong>in</strong><br />
South African small and medium-sized enterprises.<br />
6 www.ashridge.org.uk 7<br />
1<br />
Build<strong>in</strong>g leadership capability for a<br />
<strong>rapidly</strong> chang<strong>in</strong>g <strong>world</strong><br />
What every bus<strong>in</strong>ess leader now needs<br />
to know about <strong>deve<strong>lop</strong></strong><strong>in</strong>g<br />
themselves and their people<br />
<strong>in</strong> a changed <strong>world</strong><br />
Stories St of <strong>in</strong>novation <strong>in</strong><br />
leadership <strong>deve<strong>lop</strong></strong>ment from<br />
IBM<br />
Ernst & Young<br />
IMC Group<br />
Lend Lease<br />
Interface<br />
HSBC<br />
SUSTAINABILITY AS USUAL<br />
A change leader’s guide to<br />
embedd<strong>in</strong>g susta<strong>in</strong>ability
8<br />
Play<strong>in</strong>g our role as public <strong>in</strong>tellectuals<br />
Numerous <strong>Ashridge</strong> faculty have also embraced their<br />
roles as public <strong>in</strong>tellectuals to contribute extensively<br />
to ma<strong>in</strong>stream publications on questions of<br />
susta<strong>in</strong>ability for general and management audiences,<br />
<strong>in</strong>clud<strong>in</strong>g F<strong>in</strong>ancial Times, Harvard Bus<strong>in</strong>ess Review,<br />
The Daily Telegraph, The Times, The Independent,<br />
The Guardian, Management Today, HR Magaz<strong>in</strong>e<br />
and BBC Radio, and also numerous conferences and<br />
other events.<br />
Doctoral research<br />
A high proportion of the candidates pursu<strong>in</strong>g<br />
<strong>Ashridge</strong>’s doctoral programme for work<strong>in</strong>g<br />
professionals are also putt<strong>in</strong>g questions of<br />
susta<strong>in</strong>able <strong>deve<strong>lop</strong></strong>ment at the core of their research<br />
<strong>in</strong>quiries, <strong>in</strong>clud<strong>in</strong>g for example, Paul Dick<strong>in</strong>son,<br />
Executive Chairman of the Carbon Disclosure Project<br />
and a student on the <strong>Ashridge</strong> doctoral programme.<br />
Action Research<br />
In 2010, <strong>Ashridge</strong> launched a new research centre,<br />
the <strong>Ashridge</strong> Centre for Action Research, led by<br />
Gill Coleman, which complements the work of the<br />
<strong>Ashridge</strong> Centre for Bus<strong>in</strong>ess and Susta<strong>in</strong>ability. The<br />
Centre for Action Research supports people to use<br />
action research as a bridge between th<strong>in</strong>k<strong>in</strong>g and<br />
do<strong>in</strong>g, between the <strong>world</strong> of ideas and the <strong>world</strong><br />
of messy, everyday action, and to help people to<br />
act more thoughtfully, more effectively, and more <strong>in</strong><br />
service of values that matter.<br />
www.ashridge.org.uk<br />
9
We believe that as educators and<br />
consultants we need to embed<br />
this k<strong>in</strong>d of new th<strong>in</strong>k<strong>in</strong>g across<br />
the portfolio of educational,<br />
consult<strong>in</strong>g and coach<strong>in</strong>g<br />
activities that we engage <strong>in</strong>.<br />
Margaret de Lattre<br />
Head of Tailored Programmes<br />
Proportion of tailored executive<br />
education programmes and<br />
organisation <strong>deve<strong>lop</strong></strong>ment<br />
consult<strong>in</strong>g projects that <strong>in</strong>clude a<br />
focus on susta<strong>in</strong>able <strong>deve<strong>lop</strong></strong>ment<br />
Proportion of open enrolment<br />
executive education programmes<br />
that <strong>in</strong>clude a focus on susta<strong>in</strong>able<br />
<strong>deve<strong>lop</strong></strong>ment<br />
Proportion of qualification<br />
programmes that <strong>in</strong>clude a focus<br />
on susta<strong>in</strong>able <strong>deve<strong>lop</strong></strong>ment<br />
Work<strong>in</strong>g with<br />
our clients<br />
Build<strong>in</strong>g on our <strong>world</strong>-renowned specialist MSc <strong>in</strong><br />
Susta<strong>in</strong>ability and Responsibility, we have made<br />
important progress <strong>in</strong> ma<strong>in</strong>stream<strong>in</strong>g susta<strong>in</strong>ability<br />
as a thread runn<strong>in</strong>g throughout our portfolio of<br />
qualifi cation, open and tailored executive education<br />
programmes and consult<strong>in</strong>g work, and important<br />
work rema<strong>in</strong>s ongo<strong>in</strong>g to cont<strong>in</strong>ue this process.<br />
10 www.ashridge.org.uk 11<br />
20%<br />
0%<br />
40%<br />
20%<br />
0%<br />
100%<br />
50%<br />
0%<br />
6%<br />
2009<br />
2009<br />
8%<br />
23% 21%<br />
88%<br />
2009<br />
12%<br />
2010 2011<br />
16%<br />
2010 2011<br />
70% 70%<br />
2010 2011
12<br />
Tailored Executive Education and Organisation<br />
Consult<strong>in</strong>g<br />
Slowly but surely, ideas and themes around<br />
susta<strong>in</strong>ability and how to do bus<strong>in</strong>ess differently<br />
<strong>in</strong> response to major societal forces are becom<strong>in</strong>g<br />
embedded across our tailored executive education<br />
and organisation consult<strong>in</strong>g. Sometimes driven by<br />
the <strong>in</strong>itiative of our faculty and client directors and<br />
sometimes driven by the specifi cations of our clients,<br />
questions of susta<strong>in</strong>ability are <strong>in</strong>creas<strong>in</strong>gly featur<strong>in</strong>g<br />
<strong>in</strong> classroom learn<strong>in</strong>g and project-based learn<strong>in</strong>g for<br />
clients based across different regions and <strong>in</strong>dustries.<br />
A UK-headquartered Home Improvement Retailer<br />
We have worked <strong>in</strong> partnership with this client<br />
to <strong>deve<strong>lop</strong></strong> and deliver a change leadership<br />
programme for senior leaders. Susta<strong>in</strong>ability is a<br />
key feature of the organisation’s strategic plan.<br />
We have <strong>in</strong>cluded an opportunity for participants<br />
to spend a day refl ect<strong>in</strong>g on how they might<br />
implement changes necessary to meet their<br />
susta<strong>in</strong>ability agenda, and to use the learn<strong>in</strong>g from<br />
the whole programme to <strong>deve<strong>lop</strong></strong> a change plan<br />
they could use to enable this.<br />
A Netherlands-headquartered Global Dairy<br />
Cooperative<br />
FrieslandCamp<strong>in</strong>a recognised <strong>in</strong> 2010 that, <strong>in</strong> order<br />
for them to fulfi l their strategy go<strong>in</strong>g forward, a key<br />
strategic priority was that of talent management.<br />
We have been work<strong>in</strong>g with them to support the<br />
organisation <strong>in</strong> <strong>deve<strong>lop</strong></strong><strong>in</strong>g a global, comprehensive<br />
approach to <strong>deve<strong>lop</strong></strong><strong>in</strong>g and manag<strong>in</strong>g their young<br />
talents and high potentials which will enable them<br />
to br<strong>in</strong>g about the organisational change that they<br />
are seek<strong>in</strong>g. We designed and are facilitat<strong>in</strong>g three<br />
key strategic leadership <strong>deve<strong>lop</strong></strong>ment programmes<br />
for FrieslandCamp<strong>in</strong>a that are offered on an ongo<strong>in</strong>g<br />
and global basis and take a blended learn<strong>in</strong>g<br />
approach.<br />
A key thread that runs throughout the programme<br />
is susta<strong>in</strong>ability. Participants engage with<br />
farmers as key stakeholders by visit<strong>in</strong>g their<br />
farms and understand<strong>in</strong>g the challenges that the<br />
farmers face. In East Asia, participants have the<br />
opportunity to engage with the local community<br />
on societal projects and the bus<strong>in</strong>ess challenge<br />
project-work that they undertake frequently<br />
has susta<strong>in</strong>ability at the core. All participants<br />
are required to engage with the organisation’s<br />
susta<strong>in</strong>ability agenda and how this will impact on<br />
their leadership go<strong>in</strong>g forward.<br />
<strong>Ashridge</strong> is also <strong>in</strong>creas<strong>in</strong>gly work<strong>in</strong>g with clients<br />
to partner to help meet their specifi c needs<br />
for stakeholder-led strategy <strong>deve<strong>lop</strong></strong>ment and<br />
executive education and organisation consult<strong>in</strong>g for<br />
susta<strong>in</strong>ability.<br />
A UK-based global renewable energy company<br />
We worked with this client on a stakeholder-led<br />
strategy engagement, help<strong>in</strong>g the organisation<br />
engage with external and <strong>in</strong>ternal stakeholders<br />
to co-create and own a compell<strong>in</strong>g vision for the<br />
organisation and actions that fl owed from that. A<br />
three stage process <strong>in</strong>volved support<strong>in</strong>g a process<br />
of stakeholder enquiry, facilitat<strong>in</strong>g a three day<br />
event for 30 members of senior management,<br />
and support<strong>in</strong>g the undertak<strong>in</strong>g of a series of<br />
result<strong>in</strong>g action research-based strategic projects.<br />
Deve<strong>lop</strong><strong>in</strong>g an appropriate response to forces<br />
connected with susta<strong>in</strong>ability was a thread that ran<br />
throughout this work.<br />
A mult<strong>in</strong>ational shipp<strong>in</strong>g company<br />
We worked with this client to facilitate a boardlevel<br />
<strong>in</strong>tervention to support the leaders of<br />
this mult<strong>in</strong>ational organisation make sense of<br />
susta<strong>in</strong>ability through experiential dialogue and<br />
engagement. We facilitated a two day residential<br />
retreat for board members and stakeholders<br />
from different communities and organisations to<br />
focus on what it meant for the bus<strong>in</strong>ess to create<br />
susta<strong>in</strong>ability <strong>in</strong> the long-term, with a particular<br />
emphasis on the responsibilities faced by the<br />
leaders and the organisation’s value cha<strong>in</strong>. The<br />
workshop was designed around the pr<strong>in</strong>ciples of<br />
sensitiz<strong>in</strong>g, re-vision<strong>in</strong>g, transform<strong>in</strong>g, and wholeperson<br />
learn<strong>in</strong>g.<br />
A global knowledge-shar<strong>in</strong>g network focused<br />
on climate change backed by <strong>in</strong>ternational<br />
<strong>deve<strong>lop</strong></strong>ment agencies and departments.<br />
We worked with this network to <strong>deve<strong>lop</strong></strong>, with<br />
a multi-stakeholder steer<strong>in</strong>g team, a three day<br />
knowledge exchange and learn<strong>in</strong>g event for 120<br />
organisations work<strong>in</strong>g globally across climate<br />
science, policy, advocacy and bus<strong>in</strong>ess. We<br />
facilitated the three day event to support the<br />
participants to <strong>deve<strong>lop</strong></strong> the formal and <strong>in</strong>formal<br />
processes, structures and policies to enable<br />
better coord<strong>in</strong>ated work<strong>in</strong>g together to co-<strong>deve<strong>lop</strong></strong><br />
effective responses to climate change. The set of<br />
the organis<strong>in</strong>g pr<strong>in</strong>ciples <strong>deve<strong>lop</strong></strong>ed at this event<br />
have gone on to <strong>in</strong>form similar climate and low<br />
carbon focussed multi-stakeholder activities all<br />
over the <strong>world</strong>.<br />
For Rio+20, we commit to actively<br />
seek out opportunities to emphasise<br />
the susta<strong>in</strong>ability aspects of<br />
leadership, strategy and change<br />
when design<strong>in</strong>g tailored executive<br />
education programmes, and we commit<br />
to <strong>in</strong>corporate explicit attention to<br />
susta<strong>in</strong>ability and virtual work<strong>in</strong>g<br />
<strong>in</strong> all conversations with consult<strong>in</strong>g<br />
clients about our work with them.<br />
Margaret de Lattre, Head of Tailored Executive Education<br />
and Phil Mix, Head of <strong>Ashridge</strong> Consult<strong>in</strong>g<br />
Hamish Scott<br />
Head of Open Programmes<br />
For Rio+20, we commit to embedd<strong>in</strong>g<br />
susta<strong>in</strong>ability as a core theme across<br />
three f lagship open enrolment executive<br />
education programmes by June 2013.<br />
Open Executive Education Programmes<br />
<strong>Ashridge</strong>’s Senior Executive Programme, its<br />
fl agship programme for chief executives and<br />
senior leaders, has <strong>in</strong>cluded a session on<br />
th<strong>in</strong>k<strong>in</strong>g strategically about chang<strong>in</strong>g societal<br />
forces s<strong>in</strong>ce 2008.<br />
<strong>Ashridge</strong>’s Fast Track Advanced Management<br />
Programme, its fl agship programme for middle<br />
managers, has <strong>in</strong>cluded a ‘live case’ project<br />
focused on susta<strong>in</strong>ability follow<strong>in</strong>g its launch<br />
<strong>in</strong> 2011. Live cases have <strong>in</strong>cluded Seacourt<br />
Waterless Pr<strong>in</strong>ters, the Carbon Disclosure<br />
Project, Pr<strong>in</strong>diville Design and Automotive and<br />
Forum for the Future.<br />
A full curriculum review is <strong>in</strong> progress to embed<br />
ideas and themes around susta<strong>in</strong>ability and<br />
how to do bus<strong>in</strong>ess differently as a thread<br />
runn<strong>in</strong>g through the whole curriculum for three<br />
fl agship open programmes: the Senior Executive<br />
Programme, the Advanced Management<br />
Programme and the Management Deve<strong>lop</strong>ment<br />
Programme.<br />
The fi gures for the proportion of open enrolment<br />
programmes that <strong>in</strong>clude a focus on susta<strong>in</strong>able<br />
<strong>deve<strong>lop</strong></strong>ment have decl<strong>in</strong>ed <strong>in</strong> the short<br />
term due to a restructur<strong>in</strong>g of the portfolio of<br />
programmes <strong>in</strong> 2010 where some programmes<br />
that had historically featured the subject were<br />
discont<strong>in</strong>ued. We expect the proportion to grow<br />
<strong>in</strong> the future as a result of the work described<br />
above cont<strong>in</strong>u<strong>in</strong>g.<br />
www.ashridge.org.uk<br />
13
14<br />
Qualification Programmes<br />
The <strong>Ashridge</strong> MBA<br />
Follow<strong>in</strong>g a periodic review and major curriculum<br />
redesign, <strong>Ashridge</strong> <strong>in</strong>corporated a compulsory two<br />
week module on susta<strong>in</strong>able bus<strong>in</strong>ess <strong>in</strong> its Full Time<br />
MBA <strong>in</strong> 2005.<br />
Build<strong>in</strong>g on this pioneer<strong>in</strong>g step, <strong>in</strong> September 2012,<br />
aga<strong>in</strong> follow<strong>in</strong>g a periodic review, <strong>Ashridge</strong> will<br />
launch a new MBA curriculum. Substantial curriculum<br />
<strong>deve<strong>lop</strong></strong>ment has been undertaken to embed<br />
susta<strong>in</strong>ability as a core cross-cutt<strong>in</strong>g theme runn<strong>in</strong>g<br />
through all modules of this new MBA programme,<br />
complemented by a compulsory module dedicated to<br />
lead<strong>in</strong>g systems <strong>in</strong>novation to embed susta<strong>in</strong>ability.<br />
The <strong>Ashridge</strong> Masters <strong>in</strong> Organisational Change<br />
Follow<strong>in</strong>g a periodic review <strong>in</strong> 2011, the <strong>Ashridge</strong><br />
Masters <strong>in</strong> Organisational Change embedded ideas<br />
and themes around susta<strong>in</strong>ability throughout its<br />
curriculum. The question “What is the impact of my<br />
work <strong>in</strong> the <strong>world</strong>?” now runs throughout the entire<br />
programme. One of the eight residential workshops<br />
is held at the <strong>world</strong>-renowned Schumacher College,<br />
where contextual and ecological perspectives are<br />
explored <strong>in</strong> detail.<br />
For Rio+20, we commit to<br />
ma<strong>in</strong>stream<strong>in</strong>g susta<strong>in</strong>ability as<br />
a core theme runn<strong>in</strong>g through<br />
all modules of our new MBA<br />
programme to be launched 2012.<br />
Narendra Laljani<br />
Dean of Graduate Studies<br />
The <strong>Ashridge</strong> MSc <strong>in</strong> Susta<strong>in</strong>ability and<br />
Responsibility<br />
Orig<strong>in</strong>ally <strong>deve<strong>lop</strong></strong>ed by Dame Anita Roddick and<br />
Dr Gill Coleman at the New Academy of Bus<strong>in</strong>ess<br />
and Bath University, this <strong>world</strong>-renowned MSc<br />
programme found a new home at <strong>Ashridge</strong> Bus<strong>in</strong>ess<br />
School <strong>in</strong> 2009. Founded on the philosophy of action<br />
research, and with a pedagogy based on refl ective<br />
<strong>in</strong>quiry, it creates genu<strong>in</strong>ely transformational learn<strong>in</strong>g<br />
and has empowered a large alumni of skilled and<br />
committed change agents for susta<strong>in</strong>ability.<br />
Overall, the fi gures for the proportion of qualifi cation<br />
programmes that <strong>in</strong>clude a focus on susta<strong>in</strong>able<br />
<strong>deve<strong>lop</strong></strong>ment suggest that a decl<strong>in</strong>e has taken place.<br />
Actually, the reality is that susta<strong>in</strong>ability cont<strong>in</strong>ues<br />
to feature on the same programmes as before, and<br />
the quality and depth of this focus has improved<br />
considerably. The reason for the change <strong>in</strong> the fi gures<br />
is that two new programmes have been added to the<br />
portfolio which are specialist programmes where a<br />
focus on susta<strong>in</strong>ability is not so clearly appropriate.<br />
The new programmes are the <strong>Ashridge</strong> Postgraduate<br />
Certifi cate <strong>in</strong> Organisational Deve<strong>lop</strong>ment, and<br />
the <strong>Ashridge</strong> Masters <strong>in</strong> Leadership (Quality<br />
Improvement), which has been <strong>deve<strong>lop</strong></strong>ed specifi cally<br />
for leaders <strong>in</strong> the UK National Health Service.<br />
Virtual <strong>Ashridge</strong><br />
<strong>Ashridge</strong>’s onl<strong>in</strong>e learn<strong>in</strong>g on demand service, Virtual<br />
<strong>Ashridge</strong>, prides itself on cont<strong>in</strong>ually <strong>deve<strong>lop</strong></strong><strong>in</strong>g its<br />
extensive onl<strong>in</strong>e learn<strong>in</strong>g materials on susta<strong>in</strong>ability.<br />
www.ashridge.org.uk<br />
15
16<br />
We achieved ISO14001 accreditation for <strong>Ashridge</strong><br />
Bus<strong>in</strong>ess School <strong>in</strong> 2011, and while our overall<br />
carbon footpr<strong>in</strong>t went up <strong>in</strong> 2011, important progress<br />
has been made aga<strong>in</strong>st a number of targets we set<br />
ourselves.<br />
Our performance improved <strong>in</strong> two key external<br />
benchmarks we measure ourselves by, the<br />
International Association of Conference Centers<br />
(IACC) Code of Susta<strong>in</strong>ability and the CAESER UK<br />
Public Procurement Index. Our performance <strong>in</strong> the<br />
IACC Code improved from 58% to 78% between<br />
2010 and 2011. It decl<strong>in</strong>ed slightly <strong>in</strong> 2012 as new<br />
criteria were added to the code – we are currently<br />
<strong>deve<strong>lop</strong></strong><strong>in</strong>g plans to address these new criteria. Our<br />
performance <strong>in</strong> the CAESER UK Public Procurement<br />
Index improved from 47% to 98%.<br />
<strong>Ashridge</strong> House –<br />
a susta<strong>in</strong>able venue<br />
International Association of Conference Centers<br />
(IACC) Code of Susta<strong>in</strong>ability<br />
CAESER UK Public Procurement Index:<br />
Environmental Performance<br />
Andy Plumbly<br />
<strong>Ashridge</strong> Chief Operat<strong>in</strong>g Offi cer<br />
Our vision for <strong>Ashridge</strong> House is<br />
to provide a liv<strong>in</strong>g, vibrant space<br />
for people to meet, work, learn, be<br />
productive, relax and celebrate. We<br />
<strong>in</strong>vest to simultaneously conserve<br />
our cultural heritage, be fit for<br />
the future, and play our part <strong>in</strong><br />
help<strong>in</strong>g wider society adapt to a<br />
chang<strong>in</strong>g <strong>world</strong>. We have a target<br />
to cut our carbon emissions by 34%<br />
by 2020 and 80% by 2050, and<br />
other specific goals around water,<br />
waste, biodiversity and susta<strong>in</strong>able<br />
sourc<strong>in</strong>g.<br />
100%<br />
50%<br />
0%<br />
100%<br />
50%<br />
0%<br />
58%<br />
2010<br />
47%<br />
2010<br />
78% 77%<br />
2011 2012<br />
98%<br />
2011<br />
www.ashridge.org.uk<br />
17
Energy<br />
We have already implemented many measures to<br />
reduce our carbon footpr<strong>in</strong>t at <strong>Ashridge</strong> House.<br />
This is beg<strong>in</strong>n<strong>in</strong>g to show <strong>in</strong> a gradual decl<strong>in</strong>e <strong>in</strong> our<br />
Scope 1 and 2 emissions, which have reduced by<br />
15% s<strong>in</strong>ce 2006.<br />
Measures implemented <strong>in</strong> the past two years <strong>in</strong>clude:<br />
phased <strong>in</strong>troduction of thermostatic radiator valves,<br />
Dyson hand-dryers, low-energy light<strong>in</strong>g, water chilled<br />
air condition<strong>in</strong>g and enhanced <strong>in</strong>sulation. This has<br />
been complemented by copier, pr<strong>in</strong>ter and server<br />
rationalisation, automatic power-down of staff PCs,<br />
technology to make work<strong>in</strong>g at home easier, a new<br />
swimm<strong>in</strong>g pool cover, smarter driver tra<strong>in</strong><strong>in</strong>g, lower<br />
emission transport vehicles, a new emissions policy<br />
for purchas<strong>in</strong>g sales cars and steps to encourage<br />
behaviour change around energy use and commut<strong>in</strong>g<br />
by means other than car. We are also encourag<strong>in</strong>g<br />
greater use of video-conferenc<strong>in</strong>g technology and<br />
other means of virtual learn<strong>in</strong>g.<br />
<strong>Ashridge</strong> switched to a 100% renewable electricity<br />
supply contract <strong>in</strong> 2011.<br />
Heat<strong>in</strong>g oil and electricity are the two largest sources<br />
of <strong>Ashridge</strong>’s Scope 1 and 2 emissions. S<strong>in</strong>ce<br />
2006, heat<strong>in</strong>g oil use has decl<strong>in</strong>ed by 38% overall.<br />
Electricity use <strong>in</strong>creased by 34% between 2006 and<br />
2009, but decl<strong>in</strong>ed by 3% between 2010 and 2011.<br />
Scope 1 CO2e Emissions from Heat<strong>in</strong>g oil<br />
tonnes of CO2e<br />
Scope 2 CO2e Emissions from Electricity<br />
tonnes of CO2e<br />
2000<br />
1500<br />
1000<br />
500<br />
0<br />
1600<br />
1400<br />
1200<br />
1000<br />
800<br />
600<br />
400<br />
200<br />
0<br />
1907<br />
2006<br />
1009<br />
2006<br />
1381<br />
1394<br />
1190<br />
2009 2010 2011<br />
1357<br />
1367 1324<br />
2009 2010 2011<br />
However, when we <strong>in</strong>clude Scope 3 emissions to<br />
look at our overall carbon footpr<strong>in</strong>t, it is still ris<strong>in</strong>g – it<br />
has <strong>in</strong>creased 4% overall s<strong>in</strong>ce 2006. Our Carbon<br />
Management Plan to 2020 <strong>in</strong>cludes <strong>in</strong>vestment <strong>in</strong><br />
a range of further energy effi ciency and renewable<br />
energy measures, <strong>in</strong>clud<strong>in</strong>g cont<strong>in</strong>ued <strong>in</strong>stallation<br />
of thermostatic radiator valves, Dyson hand-dryers,<br />
low-energy light<strong>in</strong>g, water chilled air condition<strong>in</strong>g, and<br />
enhanced <strong>in</strong>sulation.<br />
After a comprehensive review of alternative low<br />
carbon heat<strong>in</strong>g technologies that could act as<br />
substitutes to <strong>Ashridge</strong>’s current high carbon oil-<br />
based heat<strong>in</strong>g system, biomass has been identifi ed<br />
as the preferred technology to replace heat<strong>in</strong>g oil for<br />
our campus, which would reduce carbon emissions<br />
from heat<strong>in</strong>g by over 90%, and we anticipate will<br />
be central to meet<strong>in</strong>g our 2020 and 2050 carbon<br />
targets. A proposal to move to biomass heat<strong>in</strong>g was<br />
taken to <strong>Ashridge</strong>’s Board of Governors <strong>in</strong> 2011.<br />
The Governors decided not to proceed at that time<br />
due to uncerta<strong>in</strong>ty around government subsidies for<br />
renewable heat, and asked to review a proposal aga<strong>in</strong><br />
<strong>in</strong> 2015 <strong>in</strong> the hope that there would then be greater<br />
clarity regard<strong>in</strong>g stability of subsidies.<br />
18 www.ashridge.org.uk 19<br />
tonnes of CO2e<br />
10000<br />
9000<br />
8000<br />
7000<br />
6000<br />
5000<br />
4000<br />
3000<br />
2000<br />
1000<br />
0<br />
Heat<strong>in</strong>g oil<br />
Electricity<br />
Food and dr<strong>in</strong>k<br />
Air Travel<br />
2006<br />
<strong>Ashridge</strong> Carbon Footpr<strong>in</strong>t: Scope 1, 2 and 3 emissions<br />
Waste<br />
2009 2010 2011 2020 2050<br />
Target<br />
Staff commut<strong>in</strong>g<br />
Paper and pr<strong>in</strong>t<strong>in</strong>g<br />
Cook<strong>in</strong>g gas<br />
Other bus<strong>in</strong>ess travel<br />
(tra<strong>in</strong>, expensed miles,<br />
taxi)<br />
<strong>Ashridge</strong> vehicles<br />
Fugitive emissions –<br />
air condition<strong>in</strong>g<br />
Water<br />
Other Suppy cha<strong>in</strong>
20<br />
Waste<br />
S<strong>in</strong>ce 2010 we have worked hard on our waste and<br />
recycl<strong>in</strong>g <strong>in</strong>frastructure, chang<strong>in</strong>g contractors to<br />
work with a partner who can better help us meet our<br />
needs. This <strong>in</strong>frastructure has enabled us to make a<br />
step change <strong>in</strong> the amount of waste we recycle – by<br />
the end of 2011, only four percent of our waste was<br />
go<strong>in</strong>g to landfi ll.<br />
Because of the change of contractor, some parts of<br />
the data on our historical waste are miss<strong>in</strong>g. However,<br />
the chart below illustrates that we have achieved a<br />
94% reduction <strong>in</strong> the total weight of waste go<strong>in</strong>g to<br />
landfi ll between 2009 and 2011.<br />
tonnes<br />
Water<br />
In 2011 we <strong>in</strong>stalled water-sav<strong>in</strong>g shower heads <strong>in</strong><br />
<strong>Ashridge</strong>’s guest bedrooms, to add to the watersav<strong>in</strong>g<br />
measures <strong>Ashridge</strong> already pursues around<br />
collect<strong>in</strong>g ra<strong>in</strong>water for garden irrigation. Further<br />
progress <strong>in</strong> reduc<strong>in</strong>g water use has been limited<br />
to date as we have focused on other targets, but<br />
rema<strong>in</strong>s a long term goal.<br />
litres – 000s<br />
200<br />
180<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
40<br />
30<br />
20<br />
10<br />
0<br />
29.8<br />
2006<br />
187<br />
31.8 30.4<br />
37.6<br />
10.8<br />
2009 2011<br />
28.4 28.5<br />
2007 2008 2009 2010 2011<br />
Paper Sourc<strong>in</strong>g<br />
Our goal is to substantially reduce the amount of<br />
paper we use at <strong>Ashridge</strong>. We have also set some<br />
strict criteria about the k<strong>in</strong>d of paper we will use.<br />
We have reduced overall paper consumption by 34%<br />
between 2008 and 2011.<br />
In 2009, we used no recycled paper. In 2011, 80%<br />
of all paper used was certifi ed FSC 100% recycled<br />
content, and a further 19% was certifi ed FSC mixed<br />
source.<br />
kilograms<br />
35000<br />
30000<br />
25000<br />
20000<br />
15000<br />
10000<br />
5000<br />
0<br />
PEFC<br />
2008<br />
FSC mixed source<br />
2009 2010 2011<br />
FSC 100% recycled<br />
Not accredited<br />
www.ashridge.org.uk<br />
21
22<br />
Erick Moboti<br />
Head Chef, <strong>Ashridge</strong> House<br />
There is a serious disconnect rarely spoken about <strong>in</strong> the cater<strong>in</strong>g <strong>in</strong>dustry – the<br />
broken relationship between farmers and chefs. Fortunately, there has been a<br />
reth<strong>in</strong>k<strong>in</strong>g of what is important when it comes to food and we’re delighted <strong>in</strong> some<br />
small way to participate <strong>in</strong> a modern movement which revives some of those early<br />
values. It is better to pay slightly more for quality from a reputable supplier<br />
with a good and honest traceability record. Here at <strong>Ashridge</strong> we are work<strong>in</strong>g<br />
towards <strong>deve<strong>lop</strong></strong><strong>in</strong>g a responsible and susta<strong>in</strong>able food ethos which respects the<br />
produce, keeps it simple and seasonal, sources locally and reduces waste.<br />
Food sourc<strong>in</strong>g<br />
We take pride <strong>in</strong> the food we serve at <strong>Ashridge</strong>. Local<br />
producers have supplied <strong>Ashridge</strong>’s kitchens for<br />
centuries and that’s the way we want it to stay.<br />
We are currently work<strong>in</strong>g towards the Soil<br />
Association’s Food for Life Accreditation, and have<br />
a target to be fully accredited by the end of 2013.<br />
This framework sets specifi c standards around fresh<br />
<strong>in</strong>gredients, the use of additives, trans-fats and<br />
genetically-modifi ed <strong>in</strong>gredients, animal welfare,<br />
organic farm<strong>in</strong>g pr<strong>in</strong>ciples, and labour standards<br />
and susta<strong>in</strong>able livelihoods for producers, as<br />
well as susta<strong>in</strong>able fi sh sourc<strong>in</strong>g, build<strong>in</strong>g quality<br />
relationships with local producers, and serv<strong>in</strong>g fresh,<br />
seasonal meat, fruit and veg.<br />
Proportion of tea and coffee that is either Fairtrade<br />
or Ra<strong>in</strong>forest Alliance Certified<br />
120%<br />
100%<br />
80%<br />
60%<br />
40%<br />
20%<br />
0<br />
49%<br />
Tea<br />
100%<br />
2%<br />
Coffee<br />
2009 2010<br />
100%<br />
*<strong>Ashridge</strong> launched an <strong>in</strong>itiative to pilot Fairtrade coffee and<br />
Fairtrade and organic tea <strong>in</strong> 2011<br />
www.ashridge.org.uk<br />
23
Biodiversity<br />
<strong>Ashridge</strong>’s Gardens have Grade 2* Listed status,<br />
and they are part of a historic designed landscape,<br />
<strong>Ashridge</strong> Park, itself part of the Chilterns Area of<br />
Outstand<strong>in</strong>g Natural Beauty.<br />
<strong>Ashridge</strong>’s gardens are managed primarily to conserve<br />
and enhance this cultural heritage. At the same time<br />
we also manage the gardens to conserve and promote<br />
biodiversity, and to promote awareness among staff<br />
and visitors of the importance of biodiversity.<br />
In 2011, <strong>Ashridge</strong> adopted a new biodiversity policy<br />
clarify<strong>in</strong>g the pr<strong>in</strong>ciples that <strong>in</strong>form how we manage<br />
the gardens.<br />
Mick Thompson,<br />
Estates Manager, <strong>Ashridge</strong><br />
When we adopted the new<br />
biodiversity policy, we committed<br />
to enhanc<strong>in</strong>g habitats for priority<br />
species like bees, butterf lies and<br />
bats, work<strong>in</strong>g <strong>in</strong> partnership with<br />
the National Trust <strong>Ashridge</strong><br />
Estate, our local Wild life Trust<br />
and other local partners to<br />
enhance local networks of quality<br />
habitats, reduc<strong>in</strong>g the use of<br />
synthetic pesticides, herbicides<br />
and fertilisers, and peat-based<br />
composts, and <strong>in</strong>volv<strong>in</strong>g both<br />
visitors and staff <strong>in</strong> learn<strong>in</strong>g<br />
about the biodiversity we have<br />
here at <strong>Ashridge</strong>.<br />
Dur<strong>in</strong>g the summer months the buddleia <strong>in</strong> the Dry<br />
Garden are brimm<strong>in</strong>g with butterfl ies, <strong>in</strong>clud<strong>in</strong>g<br />
the peacock, small tortoiseshell and pa<strong>in</strong>ted lady.<br />
The humm<strong>in</strong>gbird hawk moth can also be seen.<br />
We appreciate that bees are vital to our<br />
ecosystem, and colonies can often be seen<br />
nest<strong>in</strong>g <strong>in</strong> the brickwork of the House and dr<strong>in</strong>k<strong>in</strong>g<br />
from the pond <strong>in</strong> the Italian Garden. Several hives<br />
have been situated <strong>in</strong> the Garden.<br />
Several species of butterfl y frequent the Herb<br />
Garden; our summer visitors <strong>in</strong>clude the common<br />
blue, comma and small copper. Nearby the<br />
marbled white, brown argus and r<strong>in</strong>glet can often<br />
be seen <strong>in</strong> the long grass.<br />
Many magnifi cent tree species can be found <strong>in</strong><br />
the Arboretum, <strong>in</strong>clud<strong>in</strong>g sweet chestnut, cedar of<br />
Lebanon, purple beech, horse chestnut, Holm oak<br />
and Lawsons cypress. Look out for the twisted<br />
bark of the sweet chestnuts on the perimeter<br />
walk.<br />
Green woodpeckers can often be seen on the<br />
lawns and on the old skat<strong>in</strong>g pond. The grass<br />
banks are left to grow dur<strong>in</strong>g the summer months<br />
to encourage poll<strong>in</strong>ator <strong>in</strong>sects.<br />
If you are return<strong>in</strong>g to <strong>Ashridge</strong> late on a summer’s<br />
even<strong>in</strong>g look out for badgers forag<strong>in</strong>g <strong>in</strong> the grass<br />
<strong>in</strong> front of the build<strong>in</strong>g; the deer also move closer<br />
to the House dur<strong>in</strong>g these quiet times.<br />
If you see one of these magnifi cent creatures, a<br />
gardener will probably be follow<strong>in</strong>g close beh<strong>in</strong>d!<br />
Although the Gardens have been deer-proofed they<br />
are determ<strong>in</strong>ed to break <strong>in</strong> and feast on the plants!<br />
The <strong>Ashridge</strong> Ice House is situated outside the<br />
boundary fence, and is now home to a colony of<br />
bats.<br />
Birds of prey can often be heard and seen, with<br />
buzzards nest<strong>in</strong>g at the bottom of the Garden<br />
and red kites soar<strong>in</strong>g <strong>in</strong> the skies above. Almost<br />
70 bird species have been spotted <strong>in</strong>clud<strong>in</strong>g<br />
owls, warblers, wagtails and fi nches (too many to<br />
name!)<br />
The monkey puzzle trees <strong>in</strong> this area haven’t been<br />
<strong>in</strong> the Gardens for long, so it may be a few million<br />
years before <strong>Ashridge</strong> is sell<strong>in</strong>g jet jewellery made<br />
from their fossilised wood!<br />
A stroll down Liquidambar Walk, an avenue of<br />
sweet gum trees, is a must dur<strong>in</strong>g the autumn<br />
months when the colours of the leaves are<br />
magnifi cent.<br />
The Bible circle consists of <strong>in</strong>cense cedars; this is<br />
a species of conifer imported from North America.<br />
24 www.ashridge.org.uk 25
How have we<br />
led change?<br />
We’re clear that we still have a long way to go at<br />
<strong>Ashridge</strong>, but how has the k<strong>in</strong>d of change that’s<br />
occurred so far been possible?<br />
Lead<strong>in</strong>g any k<strong>in</strong>d of change is generally a more<br />
complex affair than what it might appear at fi rst<br />
glance. At <strong>Ashridge</strong> our start<strong>in</strong>g po<strong>in</strong>t is that people<br />
and the way they get on with each other are at the<br />
heart of any change. Much of what we have done<br />
therefore has been deliberately <strong>in</strong>formal, but we have<br />
also looked to where more formal systems can be<br />
amended or created to support that change.<br />
There have been many motivated members of faculty<br />
and staff who have proactively supported these<br />
efforts. But there have also been barriers. We have<br />
seen issues of motivation and anxiety. While a small<br />
m<strong>in</strong>ority of faculty disagree with the whole idea of<br />
susta<strong>in</strong>ability, more either do not see it as relevant<br />
to their specialism, or see it as an important but low<br />
priority. The majority of faculty are supporters of<br />
change, but among some, there has been legitimate<br />
anxiety: Do I know enough? Why should I take the<br />
risk on my programme? Will my work be recognised?<br />
Our approach has therefore been to support<br />
<strong>in</strong>novators rather than seek uniform change through<br />
compliance.<br />
Top-level commitment has also been an important<br />
factor, with several members of the school’s<br />
management team vocally champion<strong>in</strong>g the need and<br />
rationale for change. This vocal leadership creates the<br />
space for others <strong>in</strong> the organisation to take the risk to<br />
lead change.<br />
Alongside support from the top there has been<br />
proactive, <strong>in</strong>formal support for faculty <strong>deve<strong>lop</strong></strong>ment<br />
and learn<strong>in</strong>g. We’ve found that formal attempts at<br />
faculty <strong>deve<strong>lop</strong></strong>ment haven’t been so useful, but<br />
what has worked better has been to structure the<br />
roles of the susta<strong>in</strong>ability specialists on the faculty<br />
so that a proportion of their time is spent on <strong>in</strong>formal<br />
engagement and coach<strong>in</strong>g of whichever colleagues<br />
are <strong>in</strong>terested and want support to learn about<br />
susta<strong>in</strong>ability and th<strong>in</strong>k about what implications it<br />
might have for their own work.<br />
There have been other more formal supportive<br />
<strong>in</strong>terventions: creat<strong>in</strong>g space to recognise and reward<br />
<strong>in</strong>novation through faculty performance management,<br />
ensur<strong>in</strong>g susta<strong>in</strong>ability specialists sit on Teach<strong>in</strong>g and<br />
Learn<strong>in</strong>g Committee and Research Committee, and<br />
<strong>in</strong>troduc<strong>in</strong>g questions on the place of susta<strong>in</strong>ability<br />
<strong>in</strong> the curriculum <strong>in</strong>to quality assurance processes.<br />
We also added <strong>Ashridge</strong>’s carbon footpr<strong>in</strong>t as a<br />
key metric <strong>in</strong> the organisation’s overall balanced<br />
scorecard that is used by our management team and<br />
reported to our Board of Governors.<br />
For the past two years we have been through an<br />
annual school-wide engagement process to review<br />
where we are on susta<strong>in</strong>ability, where we want to be<br />
<strong>in</strong> the long term and what that means for next year’s<br />
activities.<br />
This has created a comprehensive set of around 100<br />
objectives across the organisation each year, each<br />
suggested and agreed by <strong>in</strong>dividual members of staff<br />
to pursue <strong>in</strong> the follow<strong>in</strong>g year.<br />
We have a monthly susta<strong>in</strong>ability steer<strong>in</strong>g group<br />
meet<strong>in</strong>g, chaired by the Chief Operat<strong>in</strong>g Offi cer, and<br />
an annual review of susta<strong>in</strong>ability performance and<br />
agreement of goals for the next year at the <strong>Ashridge</strong><br />
Management Committee. Performance is reported to<br />
each meet<strong>in</strong>g of the <strong>Ashridge</strong> Governors, which occur<br />
three times a year.<br />
Performance on embedd<strong>in</strong>g susta<strong>in</strong>ability across<br />
executive education and consult<strong>in</strong>g, open<br />
programmes and qualifi cation programmes is<br />
reviewed annually by <strong>Ashridge</strong>’s Academic Board.<br />
We also believe that part of how we lead change<br />
at <strong>Ashridge</strong> is to work with others to lead systemic<br />
change across the wider management education<br />
sector. We have contributed to <strong>in</strong>itiatives across<br />
the fi eld of management education, <strong>in</strong>clud<strong>in</strong>g<br />
the Association of Bus<strong>in</strong>ess Schools (ABS), the<br />
Association to Advance Collegiate Schools of<br />
Bus<strong>in</strong>ess (AACSB), the European Foundation for<br />
Management Deve<strong>lop</strong>ment (EFMD), The Association<br />
of MBAs (AMBA), and the United Nations <strong>PRME</strong><br />
<strong>in</strong>itiative itself, where <strong>Ashridge</strong> played a key role <strong>in</strong><br />
the core group prepar<strong>in</strong>g the Third Global Forum<br />
on Responsible Management Education at the<br />
UN Rio+20 Summit on Susta<strong>in</strong>able Deve<strong>lop</strong>ment.<br />
<strong>Ashridge</strong> also plays a central role as a found<strong>in</strong>g<br />
partner <strong>in</strong> the Academy of Bus<strong>in</strong>ess <strong>in</strong> Society<br />
(EABIS).<br />
We have also called for support for change from<br />
key rank<strong>in</strong>gs and accreditation bodies. We believe<br />
that if the accreditation systems of AACSB, EFMD<br />
and AMBA, and the rank<strong>in</strong>gs of The F<strong>in</strong>ancial Times,<br />
were to value and recognise <strong>in</strong>novation <strong>in</strong> support<br />
of the UN Pr<strong>in</strong>ciples for Responsible Management<br />
Education, this would greatly support bus<strong>in</strong>ess<br />
schools <strong>in</strong> the change we are try<strong>in</strong>g to lead.<br />
Mart<strong>in</strong> Lockett<br />
Dean of Academic Deve<strong>lop</strong>ment<br />
A requirement was added to our<br />
Academic Regulations <strong>in</strong> 2011 that<br />
all qualification programmes be<strong>in</strong>g<br />
approved or reviewed would need to<br />
articulate if and how the programme<br />
addresses susta<strong>in</strong>ability <strong>in</strong> its<br />
curriculum and design. This has been<br />
another useful prompt to encourage<br />
programme directors to th<strong>in</strong>k and<br />
engage with someth<strong>in</strong>g that otherwise<br />
might not have been front of m<strong>in</strong>d.<br />
26 www.ashridge.org.uk<br />
27
28<br />
Philip Sadler CBE<br />
Vice President of the <strong>Ashridge</strong> (Bonar Law Memorial) Trust<br />
(Chief Executive, <strong>Ashridge</strong> Bus<strong>in</strong>ess School, 1969-1990)<br />
I first saw <strong>Ashridge</strong> House and its gardens<br />
<strong>in</strong> 1964. They were <strong>in</strong> a sorry state. The<br />
build<strong>in</strong>g was <strong>in</strong> urgent need of repair and the<br />
gardens were largely overgrown. No wonder,<br />
then, that stewardship and conservation<br />
have featured so strongly on the agenda<br />
over the years.<br />
In the 1970’s, stimulated by the report<br />
of the C lub of Rome, the economic,<br />
social and environmental issues l<strong>in</strong>ked<br />
to susta<strong>in</strong>ability featured on many of<br />
the school’s programmes. Follow<strong>in</strong>g the<br />
emergence of knowledge about climate change<br />
and its implications, this work <strong>in</strong>tensified<br />
and became a key element <strong>in</strong> the research<br />
programme. A key milestone more recently<br />
was the adoption of the Masters Degree <strong>in</strong><br />
Susta<strong>in</strong>ability and Responsibility.<br />
Today, both <strong>in</strong> terms of its educational<br />
activities and also <strong>in</strong> its stewardship of the<br />
land and build<strong>in</strong>gs for which it is responsible,<br />
I believe that <strong>Ashridge</strong> can serve as a model<br />
for similar organisations <strong>world</strong>wide.<br />
Photo by Rachel Piper<br />
www.ashridge.org.uk<br />
29
Selected<br />
publications by<br />
<strong>Ashridge</strong> faculty<br />
June 2010-June 2012<br />
Lombard, L., April, K., & Peters, K. (2012).<br />
Susta<strong>in</strong>ability & authentic leadership: Stumbl<strong>in</strong>g<br />
blocks and enablers. Crown Research <strong>in</strong> Education,<br />
Vol. 2, Issue 2, pp. 74-84 ISSN 2276-7436<br />
April, K. (2011) What makes us choose to act<br />
ethically?, Breakwater Bus<strong>in</strong>ess, Vol. 12, Issue 1, pp.<br />
44-45<br />
April, K., Peters, B.K.G., Locke, K. & Mlambo, C.<br />
(2011) Lead<strong>in</strong>g Ethically: What Helps and What<br />
H<strong>in</strong>ders, <strong>in</strong> C. Millar & E. Poole (Eds.) Ethical<br />
Leadership: Global Challenges and Perspectives,<br />
Bas<strong>in</strong>gstoke, Palgrave Macmillan, pp. 165-186<br />
April, K. & Blass, E. (2010) Ethical Leadership<br />
Required to Lead a Diverse New Europe, <strong>in</strong><br />
W. Matiaske, S. Costa, & H. Brunkhorst (Eds.)<br />
Contemporary Perspectives on Justice, München,<br />
Mer<strong>in</strong>g: Ra<strong>in</strong>er Hampp Verlag, pp. 183-201<br />
Ceasar, N. & Stubb<strong>in</strong>gs, A. (2012) Susta<strong>in</strong>ability As<br />
Usual, 360° The <strong>Ashridge</strong> Journal, Spr<strong>in</strong>g<br />
Ceasar, N. & Stubb<strong>in</strong>gs, A. (2012) Susta<strong>in</strong>ability<br />
forever? Embedd<strong>in</strong>g susta<strong>in</strong>ability <strong>in</strong> your brand and<br />
culture, Directions, February<br />
Coleman, G. (2011) Susta<strong>in</strong>ability as a learn<strong>in</strong>g<br />
challenge, 360° The <strong>Ashridge</strong> Journal, Summer, pp.<br />
8-13<br />
Marshall, J., Coleman, G. & Reason, P. (2011)<br />
Leadership for Susta<strong>in</strong>ability: and Action Research<br />
Approach, Sheffi eld, Greenleaf Publish<strong>in</strong>g ISBN 978-<br />
1-906093-58-4<br />
Ballard, D., Reason, P. & Coleman, G. (2010) Us<strong>in</strong>g<br />
the AQAL Framework to Accelerate Responses to<br />
Climate Change, Journal of Integral Theory and<br />
Practice<br />
Gitsham, M. (2012) The role of HR <strong>in</strong> <strong>deve<strong>lop</strong></strong><strong>in</strong>g<br />
leaders fi t for a <strong>rapidly</strong> chang<strong>in</strong>g <strong>world</strong>, HR Magaz<strong>in</strong>e,<br />
July<br />
Gitsham, M. (2012) Tra<strong>in</strong><strong>in</strong>g to shape the future,<br />
European CEO, July<br />
Buono, A.F., Carteron, J.C. & Gitsham, M. (2012)<br />
Schools need to champion a Susta<strong>in</strong>ability M<strong>in</strong>dset,<br />
F<strong>in</strong>ancial Times, June<br />
Gitsham, M. (2012) Rio+20: Reasons to be Cheerful,<br />
The Guardian, June<br />
Gitsham, M. (2012) Experiential learn<strong>in</strong>g for<br />
leadership and susta<strong>in</strong>ability at IBM and HSBC,<br />
Journal of Management Deve<strong>lop</strong>ment, Vol. 31, Issue<br />
3, pp. 298-307<br />
Gitsham, M., Wackrill, J,. Baxter, G. & Pegg, M.<br />
(2012) Leadership <strong>in</strong> a Rapidly Chang<strong>in</strong>g World: How<br />
bus<strong>in</strong>ess leaders are refram<strong>in</strong>g success, <strong>Ashridge</strong><br />
and International Bus<strong>in</strong>ess Leaders Forum for the UN<br />
<strong>PRME</strong><br />
Gitsham, M. (2012) A quiet revolution: has the role<br />
of a CEO changed?, Corporate Citizenship Brief<strong>in</strong>g,<br />
January<br />
Gitsham, M. (2012) The Chang<strong>in</strong>g Role of Global<br />
Bus<strong>in</strong>ess Leaders, Harvard Bus<strong>in</strong>ess Review Insight<br />
Centre: The Next Generation of Global Leaders,<br />
February<br />
Gitsham, M. (2011) Susta<strong>in</strong>ability and leadership<br />
<strong>deve<strong>lop</strong></strong>ment, EG Magaz<strong>in</strong>e, May<br />
Gitsham, M. (2011) CEO perspectives: management<br />
education <strong>in</strong> a chang<strong>in</strong>g context, Corporate<br />
Governance, Vol. 11, Issue 4, Emerald Publish<strong>in</strong>g<br />
Gitsham, M., Pegg, M. & Culp<strong>in</strong>, V. (2011) The shift<strong>in</strong>g<br />
landscape of global challenges <strong>in</strong> the 21st century,<br />
Bus<strong>in</strong>ess Leadership Review, April<br />
Gitsham, M. (2011) The Shift<strong>in</strong>g Landscape of Global<br />
Challenges <strong>in</strong> the 21st Century, What this Means for<br />
What Bus<strong>in</strong>esses Want From Tomorrow's Leaders,<br />
and the Implications for Management Learn<strong>in</strong>g, <strong>in</strong><br />
Voller, S., Blass, E. and Culp<strong>in</strong>, V. (eds) , The Future<br />
of Learn<strong>in</strong>g: Insights and Innovations from Executive<br />
Deve<strong>lop</strong>ment, Bas<strong>in</strong>gstoke, Palgrave Macmillan, pp.<br />
17-32<br />
Jones, M. and Flem<strong>in</strong>g, P. (2010) The end of<br />
Corporate Social Responsibility: Crisis and Critique,<br />
published by Sage, London.<br />
Lockett, M. & Gitsham, M. (2011) Bus<strong>in</strong>ess schools<br />
fi t for tomorrow, Global Focus (EFMD), Vol. 5, Issue 3,<br />
September, pp. 48-51<br />
Malnick, T. & Gitsham, M. (2010) HSBC Climate<br />
Partnership Earthwatch Learn<strong>in</strong>g Evaluation, <strong>Ashridge</strong><br />
Report<br />
Millar, C.C. J.M., Gitsham, M. & Mahon, J. (2012) The<br />
susta<strong>in</strong>able challenge: can public affairs <strong>in</strong>fl uence the<br />
necessary change?, Journal of Public Affairs, Vol. 12,<br />
No. 3, pp. 171-176<br />
Millar, C.C.J.M., H<strong>in</strong>d, P. & Magala, S. (2012)<br />
Susta<strong>in</strong>ability and the need for change: organisational<br />
change and transformational vision, Journal of<br />
Organizational Change Management, Vol. 25, Issue 4,<br />
pp. 489-500<br />
Millar, C.C.J.M. (2011) Manag<strong>in</strong>g the Susta<strong>in</strong>ability<br />
Challenge: Organisational Change and<br />
Transformational Vision, Anglo-Higher, June<br />
Millar, C.C.J.M. & C.J. Choi (2011) MNCs, Worker<br />
Identity and the Human Rights Gap for Local<br />
Managers, Journal of Bus<strong>in</strong>ess Ethics, 97 (S1), pp.<br />
55-60<br />
Millar, C.C.J.M. & Poole, E. (2010) Ethical Leadership,<br />
Global Challenges and Perspectives: Theory and<br />
practice for scholars and executives, Palgrave<br />
MacMillan, December<br />
Millar, C.C.J.M, Delves, R. & Harris, P. (2010) Ethical<br />
and Unethical Leadership: Double Vision, Introduction<br />
paper. Journal of Public Affairs, Vol 10, (3), pp. 109-<br />
120,<br />
Page, N. C. (2012) Do<strong>in</strong>g Someth<strong>in</strong>g Different to<br />
overcome 'bad' habits and create a more susta<strong>in</strong>able<br />
culture at work, 360° The <strong>Ashridge</strong> Journal, Autumn<br />
Page, M.P. & Page, N.C. (2011) HOT topics: Habits,<br />
Opportunities and Thoughts <strong>in</strong> pro-environmental<br />
behaviour change, <strong>in</strong> D. Bartlett (ed). Go<strong>in</strong>g Green:<br />
The psychology of susta<strong>in</strong>ability <strong>in</strong> the workplace, pp.<br />
65-71, Leicester, The British Psychological Society<br />
Pegg, M.W. (2012) Lead<strong>in</strong>g with Scarce Resources,<br />
Virtual <strong>Ashridge</strong> Learn<strong>in</strong>g Guide<br />
Stubb<strong>in</strong>gs, A. & Ceasar, N. (2012) Susta<strong>in</strong>ability as<br />
Usual, <strong>Ashridge</strong> Report, September<br />
Stubb<strong>in</strong>gs, A. & Ceasar, N. (2010) From Lightbulbs to<br />
Lightbulb Moments, Converse, Issue 7, pp. 30-33<br />
Stubb<strong>in</strong>gs, A. & Ceasar, N. (2010) Chang<strong>in</strong>g<br />
conversations <strong>in</strong> a chang<strong>in</strong>g climate, Converse, Issue<br />
7, pp. 34-36<br />
30 www.ashridge.org.uk 31
Selected conference<br />
presentations and contributions<br />
to events by <strong>Ashridge</strong> faculty<br />
June 2010-June 2012<br />
Lombard, L., April, K. & Peters, B.K.G. (2011)<br />
Achiev<strong>in</strong>g authentic, susta<strong>in</strong>able leadership, <strong>Ashridge</strong><br />
International Research Conference, June<br />
Ceasar, N. (2011) Susta<strong>in</strong>ability – It's a People Th<strong>in</strong>g,<br />
CIPD London Conference<br />
Ceasar, N. (2011) Craft<strong>in</strong>g an approach to<br />
susta<strong>in</strong>ability: board engagement with the critical<br />
issues of our times, <strong>Ashridge</strong> International Research<br />
Conference, June<br />
Ceasar, N. (2010) Deve<strong>lop</strong><strong>in</strong>g the Global Leader of<br />
Tomorrow, 2010 Responsible Bus<strong>in</strong>ess Summit,<br />
London<br />
Coleman, G. (2011), Leadership for susta<strong>in</strong>ability:<br />
an action research approach, <strong>Ashridge</strong> International<br />
Research Conference, June<br />
Desmond, B., Araon, B., Adams, W., Fe<strong>in</strong>ste<strong>in</strong>, G.,<br />
Myles, G. & Tuli, K. (2010) Gestalt: Susta<strong>in</strong>ability<br />
of Our Global Environment Presentation Panel<br />
at International Conference Association for<br />
the Advancement of Gestalt Therapy (AAGT),<br />
Philadelphia, USA, June<br />
Gitsham, M. (2012) Susta<strong>in</strong>able Leadership,<br />
Leadership for Tomorrow: Leadership skills for a New<br />
Era, <strong>Ashridge</strong>, May<br />
Gitsham, M. (2012) The chang<strong>in</strong>g global context:<br />
what it means for your role as a leader and your<br />
management education, Web<strong>in</strong>ar for Economist<br />
Which MBA?, April<br />
Gitsham, M., Rose, S. & Foster, M. (2012) Leadership<br />
<strong>in</strong> a Rapidly Chang<strong>in</strong>g World: How bus<strong>in</strong>ess leaders<br />
are refram<strong>in</strong>g success, Institute of Directors, London,<br />
March<br />
Gitsham, M. (2012) What are the hallmarks of<br />
effective behaviour change?, Panel contribution,<br />
Unilever Susta<strong>in</strong>able Liv<strong>in</strong>g Lab, April<br />
Gitsham, M. (2012) Anticipat<strong>in</strong>g the next 10 years:<br />
priorities and challenges for susta<strong>in</strong>able bus<strong>in</strong>ess<br />
<strong>in</strong> executive <strong>deve<strong>lop</strong></strong>ment, EABIS Decennial From<br />
Corporate Responsibility to Susta<strong>in</strong>able Bus<strong>in</strong>ess:<br />
Tak<strong>in</strong>g stock and the Next Ten Years, Nott<strong>in</strong>gham<br />
University Bus<strong>in</strong>ess School, January<br />
Gitsham, M. (2011) Innovations <strong>in</strong> leadership<br />
<strong>deve<strong>lop</strong></strong>ment for susta<strong>in</strong>able organisations – are we<br />
mov<strong>in</strong>g far and fast enough?, International Leadership<br />
Association Global Conference: One Planet, Many<br />
Worlds – Remapp<strong>in</strong>g the Purposes of Leadership,<br />
London, October<br />
Gitsham, M. (2011) Learn<strong>in</strong>g and lead<strong>in</strong>g on<br />
susta<strong>in</strong>ability: bus<strong>in</strong>ess perspectives and<br />
expectations, Learn<strong>in</strong>g and lead<strong>in</strong>g on susta<strong>in</strong>ability –<br />
the green skills agenda, Loughborough, October<br />
Gitsham, M. (2011) The role of bus<strong>in</strong>ess schools<br />
<strong>in</strong> advanc<strong>in</strong>g susta<strong>in</strong>ability, Guardian Susta<strong>in</strong>able<br />
Bus<strong>in</strong>ess Onl<strong>in</strong>e Panel, July<br />
Gitsham, M. (2011) From managers <strong>in</strong> organisations<br />
to leaders <strong>in</strong> society: <strong>deve<strong>lop</strong></strong><strong>in</strong>g the global leader<br />
of tomorrow at the bus<strong>in</strong>ess school of tomorrow,<br />
<strong>Ashridge</strong> Sem<strong>in</strong>ar, Masdar Institute, Masdar City, Abu<br />
Dhabi, May<br />
Gitsham, M. (2011) Creat<strong>in</strong>g an MBA for the 21st<br />
Century: corporate perspectives on <strong>in</strong>tegrat<strong>in</strong>g<br />
susta<strong>in</strong>ability <strong>in</strong>to MBA programmes, Australian MBA<br />
Directors' Forum 2011: Creat<strong>in</strong>g an MBA for the 21st<br />
Century, Melbourne, Australia, May<br />
Gitsham, M. (2011) Bus<strong>in</strong>ess Schools: their role <strong>in</strong><br />
susta<strong>in</strong>ability, EFMD External Relations Meet<strong>in</strong>g,<br />
FUNDESEM, Alicante, March<br />
Gitsham, M. (2010) Deve<strong>lop</strong><strong>in</strong>g the Global Leader<br />
of Tomorrow, Deve<strong>lop</strong><strong>in</strong>g Responsible Leadership <strong>in</strong><br />
Central and Eastern Europe, Lviv, Ukra<strong>in</strong>e, December<br />
Gitsham, M. (2010) Lead<strong>in</strong>g Organisations of<br />
Tomorrow: organisational change through executive<br />
education, Ma<strong>in</strong>stream<strong>in</strong>g Corporate Responsibility<br />
through executive education, co-hosted by EABIS<br />
and Fondazione ISTUD, Stresa, Italy, June<br />
Gitsham, M. (2010) Adapt<strong>in</strong>g to a chang<strong>in</strong>g context:<br />
the role of management education, N<strong>in</strong>th Annual<br />
Colloquium of the Academy of Bus<strong>in</strong>ess <strong>in</strong> Society:<br />
Corporate Responsibility and Emerg<strong>in</strong>g Markets, St<br />
Petersburg, Russia, September<br />
Gitsham, M. & Clark, T.S. (2010) Corporate Leaders'<br />
<strong>in</strong>terests regard<strong>in</strong>g susta<strong>in</strong>ability <strong>in</strong> management<br />
education, Dare to Care: Academy of Management<br />
Annual Meet<strong>in</strong>g 2010, Montreal, Canada, August<br />
Gitsham, M. (2010) Shift<strong>in</strong>g notions of leadership and<br />
leadership <strong>deve<strong>lop</strong></strong>ment <strong>in</strong> an era of susta<strong>in</strong>ability,<br />
Annual Conference of the British Academy of<br />
Management 2010: Management research <strong>in</strong> a<br />
chang<strong>in</strong>g climate, Sheffi eld, September<br />
H<strong>in</strong>d, P., Smit, A. & Page, N.C. (2012) Global<br />
<strong>in</strong>terpretations of susta<strong>in</strong>ability – Enabl<strong>in</strong>g<br />
Susta<strong>in</strong>ability through Action Research (EStAR),<br />
Annual Conference of the British Academy of<br />
Management 2012, Cardiff, 11-13 September<br />
H<strong>in</strong>d. P. & Smit, A. (2012) The EStAR project –<br />
Enabl<strong>in</strong>g Susta<strong>in</strong>ability through Action Research, 3rd<br />
International Action Learn<strong>in</strong>g Conference: The Impact<br />
of Acton Learn<strong>in</strong>g: What Difference are we mak<strong>in</strong>g <strong>in</strong><br />
the <strong>world</strong>?, <strong>Ashridge</strong> Bus<strong>in</strong>ess School, April<br />
H<strong>in</strong>d, P. (2011) The EStAR project – Enabl<strong>in</strong>g<br />
Susta<strong>in</strong>ability Through Action Research, The African<br />
Leadership Colloquium, Stellenbosch Bus<strong>in</strong>ess<br />
School, November<br />
H<strong>in</strong>d, P. (2010) Deve<strong>lop</strong><strong>in</strong>g Organization for<br />
Susta<strong>in</strong>able Performance, Annual Retail Forum and<br />
Symposium, Oxfordshire, July.<br />
Nichols, C. (2010) Stand<strong>in</strong>g Gently: How might<br />
organisations and Earth be at peace?, Ecopsychology<br />
Conference, Poster presentation, Psychosynthesis<br />
and Education Trust, London<br />
Nichols, C. (2010) Keynote speaker, Corporate<br />
Governance, Innovation, Social and Environmental<br />
Responsibility Conference, University of Lisbon,<br />
September<br />
Page, N.C. (2011) Jekyll v Hyde = Home v<br />
Work: Explor<strong>in</strong>g the context dependency of<br />
pro-environmental behaviour, Environment<br />
2.0 Conference, 9th Biennial Conference on<br />
Environmental Psychology, E<strong>in</strong>dhoven, 26-28<br />
September<br />
Page, N.C. (2011) Jekyll v Hyde + Home v<br />
Work: Explor<strong>in</strong>g the context dependency of proenvironmental<br />
behaviour, UK Energy Research<br />
Centre People and Energy: Futures, Complexity and<br />
Challenges Conference, Oxford, 20-21 September<br />
Peters, B.K.G. (2011) Partnership <strong>in</strong> Responsibility,<br />
Embedd<strong>in</strong>g the UN Global Compact's <strong>PRME</strong>, 2011<br />
EFMD-<strong>PRME</strong> Summit, Brussels, June<br />
Peters, B.K.G. & Gitsham, M. (2010) Deve<strong>lop</strong><strong>in</strong>g the<br />
Global Leader of Tomorrow: Leadership <strong>in</strong> a chang<strong>in</strong>g<br />
<strong>world</strong>, Prepar<strong>in</strong>g for Change, <strong>Ashridge</strong> Consult<strong>in</strong>g<br />
Client Forum, <strong>Ashridge</strong>,<br />
Seeley, C. (2011) Artful Know<strong>in</strong>g for a susta<strong>in</strong>able<br />
future, <strong>Ashridge</strong> International Research Conference,<br />
June<br />
Stubb<strong>in</strong>gs, A., (2011) Change pr<strong>in</strong>ciples for an ecohumane<br />
organisation, <strong>Ashridge</strong> International Research<br />
Conference, June<br />
32 www.ashridge.org.uk 33
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