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SCHOOL OF BUSINESS AND MANAGEMENT

INSTITUT TEKNOLOGI BANDUNG

PRME SHARING INFORMATION ON PROGRESS (SIP)

REPORT 16 November 2016

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Letter of Continued Commitment to PRME

The School of Business and Management (SBM), Institut Teknologi Bandung (ITB) is committed to the

Principles of Responsible Management Education (PRME) and believes that schools of business

should nurture students to become socially responsible managers, leaders, and entrepreneurs.

Institut Teknologi Bandung (ITB), the oldest technical university in Indonesia, was founded by the

Dutch government in 1920 as Technische Hogeschool, and was renamed as Institut Teknologi

Bandung in 1959. The present lnstitut Teknologi Bandung was founded by the Indonesian

government as an institution of higher learning of science, technology, and fine arts, with the mission

of education, research, and service to the community. ITB’s vision is to become an outstanding,

distinguished, independent, and worldwide recognized university to bring about changes that will

lead toward the prosperity of Indonesia and the world; and its mission is to discover, share and apply

new knowledge in science, technology, the arts and humanities, as well as to develop outstanding

human resources to best serve Indonesia and the world.

The School of Business and Management at ITB (SBM ITB) was established in 2003 being the only

school/faculty in ITB predicated on the humanities and management science. Aligned with the vision

and mission of ITB, our mission is to educate students to be innovative leaders with an

entrepreneurial mindset and to develop and disseminate knowledge of business and management for

the betterment of business, government, and society. It was only after several months of extensive

consultation with relevant stakeholders such as faculty members, staff, and industry that this became

our declared mission in 2015. Consequently the formulation of this mission statement has been an

important milestone of SBM ITB since our stated intention is to have a major impact on the

development and future prospects of Indonesia. In particular we are committed to making

sustainability and social responsibility the framework of our teaching, research and community

service (Tri Dharma Perguruan Tinggi –The Three Pillars of Responsibility of Institutions of Higher

Education in Indonesia). This is why we lay such stress on subjects such as Business Ethics,

Management Practice and Leadership, Community Project, Environment Management System and

Corporate Social Responsibility. These curricular initiatives have been supported by our faculty

members who are continually carrying out research of a kind which has a direct impact on the

community through various modes of dissemination: publication, consultation, training, and other

activities. In this respect we are assisted by all our stakeholders including our alumni, who contribute

to our development through the School Governing Council and by providing feedback to our

curriculum and organisational practices.

SBM ITB is proud to be a PRME signatory and is pleased to present its first PRME Sharing

Information on Progress (SIP) Report for the period November 2016. This report provides our past

accomplishments and ongoing progress with respect to all six principles for responsible management

education. In alignment with our mission, we will maintain our commitment towards PRME

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Table of Contents

1. Overview of Practical Actions in Implementing PRME Principles 5

Principle 1: Purpose 5

Principle 2: Values 9

Principle 3: Method 11

Principle 4: Research 30

Principle 5: Partnerships 36

Principle 6: Dialogue 38

Principle 7: Organisational Practices 42

2. Assessment of Progress Made in the past 24 Months in Implementation of PRME

Principles 44

3. Future Objectives for the Next 24-month Period in Implementation of

PRME Principles 45

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1. Overview of Practical Actions in Implementing PRME Principles

Principle 1: Purpose

We will develop the capabilities of students to be future generators of sustainable value for business and society

at large and to work for an inclusive and sustainable global economy.

SBM ITB is aligned with ITB in nurturing human capital who gives impact to the society including

Indonesia and the world. The mission of ITB is ‚To innovate, share, and apply science, technology, art

and humanity and to produce excellent human resources for better Indonesia and the world‛. Align

with this in 2015, SBM ITB has reformulated its mission to become ‚to educate students to be

innovative leaders with an entrepreneurial mindset and to develop and disseminate knowledge of

business and management for the betterment of business, government, and society‛.

To achieve the mission, ITB has vision to be ‚an outstanding, distinguished, independent, and

internationally recognized university that leads changes toward welfare improvement of the

Indonesian nation and the world‛. Therefore, ITB aims to not only pursue to be a world-class research

university, but also to be an entrepreneurial university. Supporting this, the vision of SBM ITB is

‚Being a world-class institution that inspires and develop new leaders with entrepreneurial spirit‛.

Therefore, SBM ITB interprets responsible management education by developing strategies in

teaching, research and service by contributing to the business, government and society.

SBM ITB’s mission statement is subject to the following interpretive comments:

Students include SBM ITB students, executives, managers, amateurs, professionals, government

officers, and others who engage in the learning processes.

Leadership is a process oriented to shape both character and competencies. Character relates to

integrity and optimistic attitude to contribute better values to business and society. Students are

exposed to programmed events that help them to influence and lead others by setting up targets,

making & executing plans, and monitoring & evaluating results. Competencies are acquired from

the use of experiential approach to understanding problem situations and finding effective

solutions. The emphasis is on innovative competency that seeks solutions rather than being

trapped in a situation of helplessness. Innovation is the key characteristic of ITB as a national icon

of technological university in Indonesia that constantly seeks new values in technologies,

processes, products & services, and business models. The education system of SBM ITB is aimed

at nurturing innovative leaders with the attitude to seek for alternative ways and to influence

others to take actions.

Entrepreneurial mindset is an integrated attitude constructed by capabilities in recognizing

opportunities, willingness to take risks, taking decisions & responsibilities, and involving others

to co-create values.

Develop and disseminate knowledge of business and management by creating, capturing,

researching, studying; followed by, delivering, sharing and applying business and management

content for theoretical, practical, pedagogical, and sustainable development context.

The betterment of Business, Government, and Society means that the work of SBM ITB ethically

impacts the improvement of Business, Government, and Society in increasing their values and

sustainability.

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Following adoption of the mission by the school and approval by ITB, the school disseminated its

mission statement using the tag line ‚for the greater good‛. The dissemination process began with the

faculty, professional staff, and students, and was followed by the community at large. Supporting the

mission, the SBM ITB strategies encompass growth, program diversification and systems

improvement. The strategies are developed in the following aspects: (1) education; (2) research; (3)

community service; (4) human capital; (5) organisation and governance; (6) infrastructure and multi

campus; and (7) finance.

SBM ITB’s mission differs from those of other schools since it focuses on creating innovative leaders

with an entrepreneurial mindset. The mission statement reflects the Tri Dharma Perguruan Tinggi

(Three Responsibilities of Higher Education as required by the Ministry of Education) and SBM ITB is

strategically positioned to become a model of success in the field of business and management studies

and to create Indonesia’s future business leaders. The school places an emphasis on producing

leaders who will make a difference for Indonesia.

SBM ITB believes that leadership skill is important for nation-building. To this end, SBM ITB has

designed its programs to include courses that stimulate responsible leadership skills. SBM ITB has

developed learning goals and learning outcomes based on the school’s mission. It is aligned with ITB

curriculum. Therefore, the activities of teaching and learning reflect the objective of the school’s

mission as well as the general purpose of ITB. The Bachelor of Management program has Leadership

(LG 4) and Ethical & Sustainable Business Practice (LG 5) as two of five learning goals. Bachelor of

Entrepreneurship has Sustainable and Ethical Business Strategies (LG 5) as one of the five learning

goals. The MBA program has Ethical Responsibility (LG 4), Leadership (LG 5) and Global Mindset

(LG 6) as three of the six learning goals. The Master of Science in Management (MSM) and The Doctor

of Science in Management Program (DSM) have Communication and Ethical Responsibility (LG 5) as

one of the five learning goals.

SBM ITB faculty members are also expected to develop knowledge of business and management

through their active engagement in research. Consistent with the mission, faculty members are

expected to disseminate their knowledge through a variety of different types of intellectual

contributions but with aim of contributing to the betterment of business, government, and society.

Research in SBM ITB should answer the need of its stakeholders. Thus SBM ITB expects that faculty

overall will engage in research that emphasizes applied or application oriented scholarship rather

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than discovery scholarship. In addition to alignment to the mission, at present, SBM ITB expects

faculty to produce intellectual contributions to comply with the standard of the Indonesian Ministry

of Research, Technology, and Higher Education. To support faculty in doing research, internal and

external funding opportunity is available. Internally, SBM ITB offers research grants annually and

externally, faculty could apply for research grants from ITB Institute for Research and Community

Services (http://www.lppm.itb.ac.id/en/) and Ministry of Research, Technology and Higher Education

of the Republic of Indonesia (http://www.dikti.go.id/).

To ensure good governance, SBM ITB has an internal legislative council called the School Senate. The

School Senate meets regularly to discuss policies and guidelines, and to monitor results. SBM ITB also

has a School Governing Council made up of external advisors and non-teaching faculty. The Council

is responsible for (1) Directing strategies and policies to improve academic quality, (2) Fostering

relationships with external parties such as industry, government, and the professions, (3) Providing

scholarships for SBM ITB students, and (4) Improving learning facilities.

Every year SBM-ITB reviews its strategic plan to compare actual performance with the goals of the

plan, and every five years the school develops a revised plan. The ITB plan provides the key

framework for development of the SBM ITB strategic plan. Thus the mission, vision and values are set

to align with the corresponding elements of the ITB plan and the school’s choice of goals and

strategies must be consistent with those of ITB. However, framing of the SBM ITB plan reflects

extensive consultation with all relevant stakeholders. In particular, we engage in regular productive

dialogue with our external stakeholders - targeted business and community leaders and the School

Governing Council – and internally with the founders of SBM ITB, faculty members, professional

staff, student leaders, and other ITB schools and faculties to monitor the success of our mission and to

develop our curricula. As a result of the consultations the school is confident that stakeholders are

together committed with the plan.

“Leadership with integrity, respect for diversity and heart for humanity are the key values we aim to

generate from students’ own potentials.”

Founder of SBM ITB - Kuntoro Mangkusubroto

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SBM ITB received ICSB INDONESIA

PRESIDENTIAL AWARD 2016 in category of

research & academician for the dedication and

commitment to support small and medium

enterprises sector. This event held by Gebyar UKM

Indonesia and organised by The International

Council for Small Business (ICSB) Indonesia

chapter in Auditorium RRI Bandung on Thursday,

27 October 2016. ICSB is a non-profit organisation

devoted to continuing management education for

entrepreneurs and small business.

Andi Taufan Garuda Putra, alumnus of SBM ITB,

Founder and Chief Executive Officer of Amartha

Microfinance, Asoka Young Changemaker Award

(2010), MasterCard foundation scholar for Micro

and SME Banking program, Frankfurt School of

Management. He is currently pursuing MPA degree

in Harvard Kennedy School where he is an Edward

S. Mason Fellow.

"Library Program" supported by SBM ITB students,

sponsored by former first lady Mrs Ani Yudhoyono

which is a semi-bus vehicle where children in

villages could borrow books, use computers and

other learning equipment.

Another alumnus of SBM ITB - Febrianto

Mulyawan who made a social-preneurship-based

digital business start-up.

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Principle 2: Values

We will incorporate into our academic activities and curricula the values of global social responsibility as

portrayed in international initiatives such as the United Nations Global Compact.

The mission and vision show that SBM ITB is committed to engage and give impact to the community

including business, government, and society. Therefore, SBM ITB should nurture faculty members

and students who are ethical, respected, and morally and socially responsible. We do this by ensuring

ethical, transparent, and fair decisions among lecturers, students, and other stakeholders in the

education system. Currently, ethical guidelines are available for faculty, staff, and students. The

ethical guidelines in SBM ITB are developed based on SBM values.

SBM ITB revisited their values at the end of 2013 by forming an adhoc team to formulate SBM ITB

values (using Organisation Culture Assessment Instrument). After assessing our former

organisational culture and perceiving that it was too hierarchically based we re-oriented ourselves so

that faculty members and administrative staff would be more pro-active following a flexible

‘adhocracy’ model in support of the new SBM mission. Therefore, in early 2014, all faculty and staff

were participated in a series of workshops to formulate SBM ITB’s values. This workshop not only

created shared sets of values but also as a media to internalize those values. This SBM ITB values then

are legalized by Dean’s Decree Number: 0773/I1.C12.3/LL/2014, Date: May 19, 2014. Then in 2015,

SBM ITB made another initiative to revisit SBM ITB mission, and this process resulted additional

values of SBM ITB, which was Collegiality. The new mission and values were assimilated through a

campaign for SBM ITB stakeholders using a tagline ‚For the Greater Good‛.

The derived values resulted from the workshop are:

1. Integrity that comprises ethical issues, fair treatment of faculty members, students, and all

SBM ITB’s stakeholders, as well as the congeniality between words and actions.

2. Strive for excellence, which includes working professionally, passionately, and reliably.

3. Trust, which covers sharing knowledge, empowerment, and transparency.

4. Innovation, which incorporates visionary mindset, out of the box thinking, and

knowledge creation.

5. Harmony, which embraces diversity, cooperation, and a holistic mindset, and

6. Collegiality, which embraces delegation, sharing, and coaching to capture development

and dissemination of business and management knowledge for the benefits of businesses,

government, and society.

Above values are employed as ethical guidelines for (1) interactions amongst faculty members; (2)

interactions between faculty and students; (3) interactions between faculty and other staffs; and (4)

interactions between faculty and society at large. The ethical guidelines for staff includes rules that

regulate staff activities that are related with SBM ITB’s partners such as maintaining the school

information’s confidentiality, receiving gifts, having other jobs outside SBM ITB, and marital

relationship between staff. The ethical guidelines for students comprise of three types of violation that

students might commit namely academic, individual, and student organisation violations. The

guidelines also include the consequences of each violation, while putting the frequency and level of

violation into considerations. Courses such as Business Ethics, Qualitative Methods, and

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Anthropology of Organisation also encourage students to behave and implement business and

research ethically. Currently, SBM ITB is in the process of developing ethical committee for research.

We also enforce plagiarism check for research and assignment using Turnitin software.

SBM ITB has policies that encourage ethical behaviors that reflect the values. The published policies

are: Code of Ethics for Faculty; SBM ITB Senate Decree about Conflict of Interest and Commitment;

Staff Handbook; and Student Handbook.

Students of SBM ITB were selected as the top three

participants who represented Unilever Indonesia in

Singapore along with other 22 countries

representatives in Unilever Future Leaders’ League

2013.

Students of SBM ITB was one of the top 20 team finalists

of Mandiri Young Leaders.

Faculty members develop financial application

system for villages Faculty member with visiting professor investigated

Aceh after Tsunami, March 2008

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Principle 3: Method

We will create educational frameworks, materials, processes and environments that enable effective learning

experiences for responsible leadership.

In order to prepare SBM ITB graduates to the complex challenges after graduation, the school equips

its students with creative and systematic thinking abilities and ethical values, including the

understanding of how business processes and decisions may have impacts on society and

environment. Those values are transferred to students, as the future entrepreneurial leaders, through

the incorporation of those values in the curriculum by developing the students’ soft skills. The

following approaches represent the main efforts by the school to achieve these goals through

academic and non-academic programs and activities.

Course Embedding PRME-Related Issues

SBM ITB provides meaningful opportunities for students to develop their leadership ability, personal

and professional skills to better enable and empower them to make a positive difference in a changing

world.

1. Neuro Linguistic Programming Bootcamp

Before starting the lecturing process, SBM ITB held an outbound activities and ESQ to encourage

personality development, leadership, self-reliance, dynamics, and creativity in groups. In

addition techniques of Neuro-Linguistic Programming (NLP) was also introduced to the

students.

NLP is a model of interpersonal communication and alternative approach to psychotherapy

based upon subjective learning about language, communication, and personal change. Through

NLP techniques, students can learn about the working mechanism of the mind and various ways

of interacting with the environment and other students, accompanied by the method to make

changes that will provide great benefits in lecturing process. This bootcamp is conducted by

experienced NLP Master Practitioner, NLP Coach, and experienced NLP Trainers.

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2. Management Practice and Leadership

All undergraduate students are required to take ‚Management Practice and Leadership‛ course

project. This course applies an experiential learning method. In the big frame it is a project- based

learning where students have to complete their project at a certain time. The objective of this

course is to develop students’ soft-skills by challenging them in performing in front of the public

or society. The most important soft-skills that will be achieved is their self-management,

especially in controlling emotions. It reaches the peak when they deliver the performance. It also

prepares the students in dealing with a riskier project in the subsequent semester, namely the

Integrative Business Experiences. This course is designed for students who are just leaving their

college life and mostly unprepared to work in a team and organisation. In this course students

will not just only know how to organise but also feel what does it take to deal with difficulties

and challenges in cooperating with their team ethically and responsibly.

3. Oddisey Project

"Oddisey", "Opera and Drama Inspired by SBM for Education Charity" is the creation of

performances by students of the School of Business and Management ITB, which is packed with

a specific theme, collaboration between acting, music, fashion and choreography. This activity is

a form for implementing practical management knowledge combined with acting and

performing arts, presented to the public, as a form of stimulation of interaction with the public.

"Oddisey" presented to the public in a representative theater building, with ticket sales target for

1200 spectators. This challenge has been providing unique capabilities for students SBM, in the

form of mastery of artistic skills and ability to handle a team-work production, into aunified

management activities, to develop leadership and potentials ideaship of students. ‚Oddisey"

project is the application of project-based learning as the development of soft-skills of the student

of School of Business and Management, to increase their abilities to demonstrate and convey

messages through the artistic skills of acting and performing arts.

4. Integrated Business Experience

SBM ITB developed ‚Integrated Business Experience‛ course. The Integrative Business Experience

(IBE) course intends to provide students an opportunity to create, plan, and manage a small

business enterprise. Through this course, students will also experience cultivating and reinforcing

the sense of corporate responsibility (by generating profits) and ethical responsibility (by using the

profit to support a non-profit service project). As a concern of social awareness and not only

business awareness, we want to encourage students’ sense of individual responsibility to the

community by requiring personal involvement with the selected charity project. This course is

designed to provide students with real experience in doing business as well as integrating

management functions that they receive during their study. Aligning with SBM ITB’s vision and

mission, this subject will provide complex skills for students related to leadership, problem

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solving, and teamwork. It also will enhance their managerial ability with ethical and social

responsibility. After joint this course, students are expected to: (1) understand various functions in

management and able integrate the functions in business practices; (2) improve their

communication skills in a structured manner as a member of a team, as a manager, and/or as a

leader in an business organisation; (3) be able to identify problems in the business context; and (4)

be able to identify ethical/social issues and to make an ethical/socially responsible decision both in

business and other managerial contexts.

5. Performance Art

"Performance Art" course is intended to provide basic skills for students to apply creative thinking

skills, persuasive communication skill; with using the medium of visual art, body expression,

emotion and acting skills, also develop side of social intelligence, which is the result all is

expressed through modified performing art form. Lectures are given in the form of an explanation

and discussion of the key topics that have been prepared. Key topics are then used as material for

workshops and team-work activities. The results of the application of these topics further resolved

into individual assignments or in the form of a group presentation. At the end of the course

students will have the skills to express themselves, combining the visual language, kinetic and

affective, interactive communication, creating story from factual reality, stringing creative ideas to

deliver a persuasive messages. Skills convey messages persuasively, through the medium of visual,

kinetic and affective, are fundamental human skills that are relevant in developing productive

forms of communication in the business realm.

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This year, to educate students to be innovative leaders with an entrepreneurial mindset and to

develop and disseminate knowledge of business and management for the betterment of business,

government, and society the course challenged students to create an inspiring & impactful ‚For The

Greater Good Project‛. The objectives of this project were to make the students aware of its

surrounding, environment & community, and then map their assets, utilize them and create a

solution for its community. Also students were asked to take lessons learned from the project and

understand the bigger purpose & consequence of the actions that they have made. One example of

important initiative by the students was by organizing a gathering event with SBM cleaning service

staff. The students invited the cleaning services staff to have meals together and to be engaged as part

of one family of SBM ITB.

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6. Study of Human Societies

Business management is no other than managing people. Every business stakeholder is a person

with each respective role as employee, customer, supplier, distributor, etc. The most important

aspect of their roles is that they act based on their respective cultures. Every human being in their

life has set of knowledge that shapes their behavior and that all defines their culture. Every

decision made, every conduct, reflects their culture. That is why understanding of culture is

important for business practices as basic support to manage the business. Based on that condition,

SBM ITB developed ‚Study of Human Societies‛ course for 2nd semester undergraduate students.

This course specifically studies human being as individual and community/society in his cultural

and social context, considering that every human behavior can be understood as shaped and

affected by culture and by human being as a form of interpretation and response to

environment(s). Understanding cultural and social aspects will hopefully encourage the students

to develop empathy to other people and other community/society with different cultural

backgrounds.

7. Business Ethics, Law, and Sustainability

The Undergraduates and MBA programs (in Bandung and In Jakarta) require students to take the

‚Business Ethics, Law, and Sustainability‛ course, in which students learn the basics and

applications of ethics and law in the context of business and its sustainability. Students are

brought to think critically about the basic operation of business in a capitalistic system, which is

usually taken for granted, including the often-unconscious impact of business operation on its

stakeholders. Debates are encouraged to explore critical issues in certain industries, such as in

food and fashion industries. Assignments are directed at tapping into real-life examples in the

Indonesian context where business operation and ethical/moral concerns often conflict. While

understanding some of the basic ethical and moral principles is critical, students are encouraged to

think of the dilemma they often encounter and how ethical and moral concerns are made integral

to their decision making process.

Invited by our lecturer, former Minister of Transportation, Ignasius Jonan, gave lecture for

Business Ethics at Jakarta Campus on Sunday (28/8/2016). The lecture began with his experience

when he was a Minister. Being a Minister of Transportation for just 21 months, according to Jonan,

he has traveled to all 34 provinces of Indonesia, at least three times for each province. He visited

Papua 8 times, and transformed the face of seaports and airports in that island, including Wamena

Airport which used to look like a bus terminal and now a modern mid-tier airport. He said that

building airports such as Wamena, or seaports like Nagekeo, was what he called Ethics in this

context. ‚I could’ve chosen to focus on the more flashy projects -like LRT or HST- which attracted

attention, but it is those people in eastern Indonesia who deserve the most. That’s ethics.‛A

student from Samosir island in North Sumatera stood up and applauded him, thanking Jonan for

the Silangit airport which allowed him to access his hometown quicker. Meanwhile, a student

from NTT thanked Jonan for the port in Nagekeo, and a native from North Halmahera said that

the ports in Tobelo and Galea had made touristic places like the Arab tombs there now more

connected to the world.‚To lead is to give example. And telling the truth -no matter how hard or

unpleasant, especially when it impacts your job- is the most fundamental leadership principle,‛

closed former President Director of PT KAI.

Ethics are also taught in courses such as Marketing, Corporate Finance, and Capital Markets to

provide knowledge and exposure to students on how to implement each management function

ethically.

In terms of ethics in assignment and research, SBM ITB is strongly against any plagiarism case and

any case found will be handled seriously by the ethics committee. To check whether students

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intentionally cheat our school has a license to the online plagiarism detection software such

as Turnitin.com. The SBM ITB faculty members and Students' is concerned with the punitive use

of electronic plagiarism detection software. It is good practice to advise students that plagiarism

detection software is available and might be used by lecturers to check for plagiarism. Staffs are

also encouraged to explore the possibilities in the software for providing feedback to students that

will improve their academic practices.

8. The Anthropology of Organisations

Being a capstone course is intended to bring together much of the knowledge and skills and

desired attitudes taught in courses in the first and second years for practical application in a small

research project. In particular this option requires students to think critically about issues such as

the principles of management, the structure of organisations, the role of various units (sales,

marketing, customer service, etc.) within an organisation, innovation and research, holistic

thinking, corporate responsibility (internal and external), and business communication. It requires

students to be aware of all these issues and their ethical dimensions while they are doing

fieldwork research on site into the operations of a local organisation- a business or, for example, an

NGO, a government office, a law firm, school or a university department. In 2015 this course had

38 students each doing individual research projects in, among others, health clinics, pharmacies,

farmers’ cooperatives, schools, orphanages, libraries.

9. Corporate Social Responsibility (CSR)

To answer the question of empathy as a businessman to the general public SBM ITB developed

‚Corporate Social Responsibility (CSR)‛ course. An entrepreneur is basically not only mere profit

financially, but also must try to gain social order of business being operated by obtaining

permission from the local community around the company. Therefore, this course provides a

deeper understanding of the community and how a company adapts itself to the social life of the

community. In other words, students learn CSR which is the continuing commitment by business

to contribute to economic development while improving the quality of life of the workforce and

their families as well as of the community and society at large. Corporate Social Responsibility has

to be applied as a need by company to sustain their activities and earn social benefit from

community and employee in the long term.

10. People in Organisation

People in Organisation in MBA program requires students to apply SBM values (for the greater

good) by implementing projects which giving impact to the society. This is what we called as

‚Action Learning‛. The following are some projects that have been developed and organised by

students: Pasar Cihapit (Cihapit Market) – action learning, a Business Lab and integrated course

with Marketing.Students organised a garage sale event for charity. The profit that they earned

from that event will be used to revitalize several rural traditional markets such as Cihapit and

Ancol Markets.

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Cihapit Market Project, Repainted the Traditional Market

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Media Coverage about Sakola Pasar, teaching children of the traders at Pasar Cihapit (Cihapit Market)

11. Community Project

Community Project as an embodiment of the vision and mission of the School of Business and

Management (SBM) – ITB nurtures graduates who have social awareness. Thus, SBM ITB

developed ‚Community Project‛ course. As part of the community, SBM ITB students feel that

they should be socially responsible to participate in the development of the community.

Implementing this, the students go to a village, stay, and live in the middle and with a community

in rural area, far from the hustle and bustle of the city. By being in the middle of rural community

for real, the students identify potentials resources owned by the community, including social

capital. By living with the community, the students also learn the problems faced by the people

that inhibit their ability to develop themselves. From the data, the students help the community to

solve the problems by empowering the potentials of the community. They work together with the

community to find out the best solution to meet the needs of the community. The idea is gathered

from the Focus Group Discussion held by the students and the community which then is realized

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in a program. By fulfilling the needs, it is expected that the community can have more ability to

overcome the problems they face.

This course is designed to prepare the students as future business leaders and managers to face

this demand. Practically through this course they know how to conduct community development

program. The most important is through these courses, the students can sharpen their awareness

and sense of social responsibility to apply their knowledge, not only for themselves, but also the

others. Most part of this course is field activity in which the students will collect data and

information regarding community’s potentials by conducting field research and social mapping.

To be able to do these students are prepared by the lecturers in the beginning of this course. Using

the profit earned from ‚Integrative Business Experience‛ course our students have given impact to

the society located in Ciwidey, Garut, and other villages in West Java by building facilities needed

to develop their economic growth like fixing the villages road condition, build water irrigation

system, mosque renovation, teach the poor kids, etc.

12. Social Enterprise for Economic Development (SEED)

Cultural understanding in the study of management becomes increasingly important when the

world activity becomes borderless. This condition encourages the study of management to

develop new capabilities that can accommodate activities involving individuals who have

different cultural backgrounds. Inspired by this urgency and promoted by the ASEAN Learning

Network, SBM ITB and Asia Research Center – University of St. Gallen, Switzerland developed a

cross-cultural learning program in which students can learn in real world to work together in

teams that have different cultural backgrounds. This is called Social Enterprise for Economic

Development (SEED) program. Further, SEED program is directed into a community development

program in which students are challenged to assist rural communities to develop themselves.

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Through this program students are expected to hone social awareness and social responsibility to

the community. In this program, experts and academics collaborate to develop the context-based

management studies.

Students from different universities and countries in Southeast Asia and Europe work together to

conduct a study on the economic potentials of a community and develop business plans that can

support the community development. Through this program, the participants are exposed to multi

cross-cultural learning process, namely among fellow participants and the community. To achieve

these, the participants live together in the middle of the community to learn their culture, life,

habits, customs and local traditions. The understanding of the characteristics of these communities

is needed to recognize the economic and social potential possessed by the community in an effort

to develop a business that can support the advancement of the community. Social enterprise or

social enterprise is the key in understanding how economic development occurs. Developed

business plan aims to build community-owned economic activities, conducted by the community,

and for the advancement of the community. This is done to encourage economic development

level in the region with hope in future the community can develop themselves to be economically

more independent.

SEED began in 2008 has been implemented seven times in several villages such as in Cisondari,

Ciwidey; Pengalengan; and Garut all in Bandung regency, West Java. Using social mapping,

students with different backgrounds jointly develop the community by empowering the economic

potential in the village. Therefore, the process of acculturation among students and exchange of

knowledge was experienced by the participants. There have been some challenges to sustain the

business in the village but by understanding the culture, partnering with local society and other

institutions the program has made a great impact to the village.

13. Environment Management System (EMS)

An Environment Management System (EMS) is a tool for managing the impacts of an

organisation’s activities in the environment. It provides a structured approach to plan and

implement environment protection measures. Therefore, SBM ITB developed ‚Environmental

Management System‛ course that covers mainly about the sustainable development concept and

its practices in business ecosystem concepts. This course provides students awareness, knowledge

and skills on how the concept of sustainable business is implemented in real actions, not just

theoretically. There are five contents learned in the class: (1) Sustainability concept; (2)

Environmental Assessment; (3) Life Cycle Assessment; (4) Design for environment (DfE); and (5)

Environmental Valuation. Upon joining the course, student is expected to improve students

awareness of today’s environmental issues, have a good understanding on global environmental

22

problems that may affect their future business operation, understand the important connection of

the environmental with their business sustainability, able to critically analyze problems within the

business sectors in their attempt on implementing environmentally friendly approach, and can

implement environmental friendly approach in their business using the tools introduced during

the course.

Students presented their proposed sustainable business

14. In House MBA Class in Energy Management

Opened by Minister Sudirman Said, the program aims to develop the staff in the Ministry of

Energy and Mineral Resources (KESDM) within the area of managing the energy sector. Attended

by the Head of Training and Education Board KESDM, Dr. Djadjang Sukarna, who initiated the

cooperation with SBM ITB for the development of the program, and Dean of SBM ITB Prof.

Sudarso Kaderi Wiryono, the Minister puts great expectation on the collaboration.The students of

KESDM commenced their learning journey at Pusdiklat KEBTKE in Ciracas, Jakarta. Students

come from various KESDM’s directorate generals and agencies such as Education and Training

Agency, Secretariat General, Inspectorate General, Directorate General of Oil and Gas, Directorate

General of Coal and Mining, Directorate General of Electricity, and Directorate General of New

Energy, Renewable and Energy Conservation.The program is completed in 18 – 24 months. The

curriculum is designed to shape the managerial and leadership skills that is to sharpen the ability

to make decisions and lead subordinates within the institution in terms of energy management.

To ensure that above courses and our curriculum maintain the quality of the current industry’s needs

which is part of the school responsibility, the learning processes in the school undergoes several

quality assurance procedures which are evaluated by national accreditation standard, ISO committee,

government audit, and independent audit.

Co-Curricula and Extra- Curricular Activities

1. Environmental Campaign

MBA ITB students have taken part in an environmental campaign in Cenderawasih Bay in Papua.

Despite the beauty of the whale shark, the largest fish in the sea is still struggling for survival due

to unregulated fishing. Concerned with the species’ plight, students took part in an environmental

campaign in Cenderawasih Bay in Papua. The objectives are to educate tourists to not touch

the gentle fish during diving and to share information with local fishermen about protecting the

whale shark and its ecosystem. After this campaign hopefully people there would be more aware

of preserving the environment. Diving is a leisure activity, but care for the environment needed so

our children and grandchildren will still be able to enjoy the scenery that we currently have.

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2. Satoe Indonesia

Satoe Indonesia was established in 2006 by undergraduate students of SBM ITB with vision to give

tangible social and entrepreneurial contribution to the community. In the midst of protests and

violence by students, it dreamt of creating an organisation which can bring students closer to the

community. Giving to communities and learning from them in return. In 2010, the organisation

was then established as a non-governmental organisation (NGO) and focuses its activities in

mentoring small and medium enterprises (SMEs), by increasing their added value and quality

development to fulfill retail market requirements. At the present time, Satoe Indonesia plays an

intermediary role by providing access to financing, marketing and mentoring to small and

medium enterprises (SMEs) in rural areas in Indonesia. Satoe Indonesia also provides services in

the design process and implementation of Corporate Social Responsibilty (CSR) program, working

closely with multinational and international corporations.

3. Students Organisation (Keluarga Mahasiswa Sekolah Bisnis dan Manajemen - KM-SBM)

School of Business and Management ITB as an educational institution, encourage each student to

become an initiator strategic in achieving an adequate level of leadership and can give impact to

society. Therefore students of SBM ITB established a student union to be able to interact socially

and professionally in developing their skills, interests, and talents as part of the learning process.

Driven by a sense of responsibility and commitment, our students together achieve SBM goals.

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4. SBM- Consulting Group

SBM ITB Consultant is a team that is in charge of helping small and medium enterprises (SMEs)

and other business by applying science and business management knowledge. This group can

become a catalyst for students of engineering and art department in ITB that has created many

products/services but not yet maximized and even struggling to sell their products properly to the

public. SBM-Consulting group focuses in ITB internal market. Assisting and helping the students

business to grow and set in ITB.

5. Home Tournament

Annual sport tournament that held by Keluarga Mahasiswa Sekolah Bisnis dan Manajemen (KM-SBM)

has several objectives: (1) To develop an ability to observe, analyze and judge the performance of

self and peers in sporting situations; (2) To develop an appreciation of the concepts of fair play,

honest competition and good sportsmanship; (3) To develop the capacity to maintain interest in a

sport or sports and to persevere in order to achieve success; (4) To prepare each student to be able

to participate fully in the competitive, recreational and leisure opportunities offered outside the

school environment; (5) To develop leadership skills and foster qualities of co-operation, tolerance,

consideration, trust and responsibility when faced with group and team problem-solving tasks;

and (6) To develop self-esteem and self-confidence through positive sporting experiences.

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6. Campus Marketeers Club

Marketeers Club connects cool, inspiring, and progressive marketing enthusiasts. This club

prepares marketing enthusiast students to become the next great marketers who possess cool

(ethical) attitude, inspiring knowledge, progressive skills.

7. Golf Tournament for Charity

Golf Tournament for charity is an annual event that was held by SBM students with hoped despite

themed charity this event also fosters a spirit of solidarity and sportsmanship in life and sport. The

tournament that was held in 2012 successfully beat a record in Indonesian World Records

Museum (MURI) for the category of the most unique golf match at the opening ceremony for the

category of First Domino Golf in Indonesia. The Publication Staff of Golf Tournament, Arief

Syakur Sutedjo said the tournament has raised funds about 3.6 billion. These funds will be

donated to the organisation Satoe Indonesia, which is a non-profit organisation founded by

students of SMB ITB and will be used for rural development activities in partner villages located in

Ciwidey, West Java. It will also be used as capital to build a village in Cileat.

Community Service by Faculty Members

Besides giving impact through our courses and research, as a leading university in Indonesia, SBM

ITB also actively participates in seeking solutions for the resolution of national problems to bring this

nation to a standard of living that is more advanced, prosperous, culturally-based, prosperous, and

globally competitive. Taking responsibility in that role, then the target field of community service

SBM ITB takes into account a very strategic position to optimize all the potential that exists. Taking

into account the strategic position and ITB excellence and the current and future needs, several

26

strategic objectives of the SBM ITB Strategic Plan 2011- 2015 in the field of public service are as

follows:

1) Support for improved utilization of science and technology products of ITB to increase the

competitiveness and prosperity of the nation;

2) Increased utilization of ITB science and technology products by the industry;

3) Implementation of community service program quality and productivity.

Below are several community service activities that have been done by SBM ITB through a center and

as individual faculty member:

1. Center for Innovation, Entrepreneurship, and Leadership (CIEL)

CIEL is a center that focuses its activities on the development of SMEs, innovation activities,

entrepreneurship, and leadership. As part of SBM ITB as an educational institution, CIEL SBM

ITB’ has several main tasks in implementing the Three Responsibilities of University (Tri Dharma

Perguruan Tinggi) which includes education, research, and community service. The following are

some programs of CIEL:

27

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Campus Entrepreneurship Development is one of the programs organised by CIEL SBM ITB in

cooperation with other faculty to provide the basics training of entrepreneurship for its

participants. The participants had the opportunity to be given a briefing that will support their

entrepreneurial activity. This program implemented throughout the year in several periods – at

the beginning and end of the year. In the following year, the program will be held in March-May.

In year 2013, CIEL SBM ITB had collaborated with Pirates Entrepreneurship Club of Engineering

Physics Student Association and Student Dormitory of Bumi Ganesha for holding an

entrepreneurial workshops which attended by students from various majors in ITB. After

following the program, the students are expected to have an insight into entrepreneurial activity

and strengthen their faith to choose the entrepreneurial path.

CIEL expects this workshop could be offered to other student associations and not limited only for

ITB but also open for public. Wide deployment is expected to magnify the entrepreneurship effects

that can positively impact Indonesia in general. One of the main materials given was a set of

business model canvas from introduction to application (were described in detail per section and

how to apply them in business planning documents/business plan). Through this training,

students were expected to have an entrepreneurial mindset and can create opportunities that can

provide positive influence to Indonesian economy generally.

Fridaypreneurship is another event initiated by CIEL SBM ITB and the entrepreneurship study

program. This event held once in every month, which is on Friday. Entrepreneurs such as Andara

Rainy, founder of Etnika also known as Miss Tourism 2009 and Arief Widhiyasa as founder of

AGATE Studio have been presented at this regular event. This event is addressed for ITB

civitas and public to shape the entrepreneurial mindset through success story sharing and to

evoke the entrepreneurship spirit in order to increase the practice of entrepreneurship, especially

in ITB. By this following event, the students were able to learn from the entrepreneurs experience

and to compare between entrepreneurship theory and the real implementation.

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Campus Entrepreneurship Development

Fridaypreneurship

2. Community Service by Faculty Members supported by the funding from SBM ITB

Developing Financial Application System as Community Service in Indonesia’s Village

Financial literacy is the ability to understand how money works in the world: how someone

manages to earn or make it, how that person manages it, how he/she invests it (turn it into more)

and how that person donates it to help others. Financial literacy is important for individual,

organisation, as well as government body. The smallest government organisation body in

Indonesia, village, had becoming center of attention to Indonesia’s development programs. They

received huge amount of funding for rural development involving human aspect and

infrastructures. In this situation, financial management including planning, recording, analyzing,

and reporting have to be done punctually as stated in the regulation of ministry of home affairs

no 113 year 2014 PP 43/2014 jo PP 47/2015.

Plered district in Purwakarta, that is consist of 16 villages, is one district in West Java province

having low financial literacy. Village officials have difficulty in operating the financial reporting

software made by the audit board of the republic of Indonesia. Knowing that situation, a team of

faculty members from SBM ITB (Tuntun Salamatun Zen, Nur Budi Mulyono, Ahmad Danu

Prasetyo, Hana Afifah, Reza Meltaridma, Asep Darmansyah) conduct community service

activities with the purpose of increasing awareness and importance of financial literacy to village

personnel. This activities include: preparation, data collection and preliminary survey, training

and educational activities, and evaluation. The whole activities take 10 months period in where

the training is conducted on September 20th, 2016. As a result, the knowledge of financial

personnel of village in Plered district is increased along with the improved ability in operating

financial management software. Awareness toward transparent and accountable usage of

funding is also showing a positive progress.

Faculty members also have been implemented training on financial literacy, computerized

accounting, statistics and other topics to the public.

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Principle 4: Research

We will engage in conceptual and empirical research that advances our understanding about the role, dynamics,

and impact of corporations in the creation of sustainable social environmental and economic value.

Research Focus

SBM ITB’s faculty members are expected to develop knowledge of business and management

through their active engagement in research. Consistent with the SBM ITB mission, faculty members

are expected to disseminate their knowledge through a variety of different types of intellectual

contributions but with aim of contributing to the betterment of business, government, and society.

Research in SBM ITB should answer the need of its stakeholders. Thus SBM ITB expects that faculty

overall will engage in research that emphasizes applied or application oriented scholarship rather

than discovery scholarship. In addition to alignment to the mission, at present, SBM ITB expects

faculty to produce intellectual contributions to comply with the standard of the Indonesian Ministry

of Research, Technology, and Higher Education.

In terms of PRME-related research SBM complies with the ITB statutes on research as follows:

1. The Article 4 Clause (3) of the ITB Statutes is:

“ITB conducting the research that have a certain quality by respecting the moral and academic ethics and

intellectual property rights to actively contribute to the development of science, technology, arts, social sciences,

and humanities, build new sciences, as well as serving the development needs of national and wide community”

2. Article 16 Clause (1)-(4) ITB Statute reads,

1. ITB conducts the research in an integrated way with the educational mission and the mission of

community services.

2. The research was conducted in the form of mono-disciplinary, interdisciplinary and multidisciplinary

research programs.

3. Funding of research program comes from ITB and/or other parties as grants or in the basis of

cooperation with ITB.

4. ITB plays a role in the development of innovation and entrepreneurship based on research to improve

the nation’s progress.

SBM ITB also adheres with the further provisions regarding research policy is regulated by the

Academic Senate No. 12/SK/K01-SA/OT/2015 concerning of Research Norm and Policies of Institute

of Technology Bandung.

Academic Senate Regulation No. 12/SK/K01-SA/OT/2015, among others set:

1. The research is directed to realize the ITB pioneering in the development of science, technology, arts

and social sciences-humanities, especially in tackling the various problems of the nation and

strengthening the role of maintaining the sovereignty of the Unitary Republic of Indonesia as the

largest archipelago country in the world.

2. Research priorities are determined based on the elements of innovation and creativity, environment-

friendly principles, the fulfillment of national strategic needs, and expertise owned by ITB, especially in

the areas of Energy, Information, Disaster, Health, Regional and Infrastructure, Food, and

Culture Products.

3. The research was conducted in an integrated way with educational activities and community service.

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4. Standards of ITB research include research qualification, quality of infrastructure, quality of processes,

and the quality of the research result.

5. The research appreciation system is built on the basis of a research accomplishments (merit system)

achieved by researchers.

Further, SBM ITB is required by ITB to focus on seven research areas in 2010-2020 which oriented to

green technology and climate change. The areas according to Academic Senate Regulation No.

20/SK/K01-SA/2010 are:1) Infrastructure, Natural Disaster Mitigation, and Domicile; 2) Energy; 3)

Information and Communication Technology; 4) Food, Health and Medicine; 5) Cultural and

Environmental Products; 6) Nano and Quantum Technology; and 7) Biotechnology.

Research Interest Groups

SBM ITB has three interest groups which are Entrepreneurship & Strategic Marketing, Decision

Making & Finance, and Operation & People Management. Each interest group has research roadmap

that is designed to work on applied research. Specifically, People and Knowledge Management

(PKM) interest group has roadmap that is PRME-related. Research in PKM interest group is divided

into six interrelated clusters:

a) Human Capital Management and Knowledge Management

Managing human capital is the key factor for evolving organisation life simultaneously in all

aspects. This includes how to transform individual knowledge into organisation knowledge by

identifying, creating, explaining, and distributing knowledge to be understood, reapplied, and

learned within organisations.

b) Employee Engagement

Organisation growth is strongly linked with the willingness of its members to be involved in

each aspect of the organisation. Employee contribution becomes the inputs for developing the

organisation. Employee behavior can be learned from individual group and business level

analysis. Therefore, employees capability, motivation, emotional quotient (EQ) will become the

key success factor for organisations.

c) Business and Social Collaboration in Knowledge Innovation Zone

The competitive business atmosphere urges business organisations to grow and adapt quickly

with the changing environment. The ability to change and innovate via collaboration will

determine organisation sustainability rate in the competitive situation.

d) Leadership and Organisational Performance

How business leaders lead their organisation will strongly affect the business results.

Organisation performance will be also be determined by the right leadership style to direct and

motivate the employees.

e) Business Ethics and Social Responsibility

Business is not an alienated aspect in life. In the contrary, business activity is an important

aspect in life, and it is giving both positive and negative impacts to the surrounding

community. This creates organisation social responsibility to contribute to the public in order to

develop an ethical and fair situation.

f) Inter-Cultural Management

Globalization is unavoidable. Consequently, individual and organisational relationship will be

a challenge as there are so many different cultural backgrounds. This diversity, if not managed

well, can be a barrier to overcome the global challenges.

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Research Grants

For over the past 5 years, SBM ITB’s faculty members have produced 832 intellectual contribution in

total. Of the total contributions, 80 (9.62%) are basic or discovery scholarship, 736 (88.46%) are

integration or application scholarship, and 16 (1.92%) are teaching and learning scholarship. Thus,

consistent with the mission, by far the bulk of the contributions are of an applied nature.

Nevertheless, a good number of the contributions are in the higher quality outlets. Of the total of 832

contributions, 179 (21.51%) were published in peer reviewed journals (list of journals in Appendix

2.2.1), 497 (59.74%) were in proceedings of academic or professional meetings and 43 (5.17%) were

cases for use mainly at SBM ITB.

To encourage publications, SBM ITB faculty research fund comes from several sources that can be

divided into internal and external sources. The internal sources come from SBM ITB and the Institute

for Research and Community Services (IRCS) of ITB. As an attempt to develop a strong foundation

for research by improving SBM ITB’s teaching staff qualification, starting from 2015 SBM ITB conduct

research funding program. In 2015 the program was considered as a success since it was successfully

draw 85 proposals. The program has now entered the second batch, with more additional features.

For 2016, the program funded 50 proposals, a twenty percent increase from last year. There are two

types of proposals: academic research proposals, and community service proposal. From 50

proposals, five to ten proposals were for community service. The community service should be

specifically designed to empower society. Furthermore, the topics should be in line with SBM

strategic themes, with emphasize on innovation, entrepreneurship, leadership, and branding in ITB,

Bandung, and West Java scope. This program is fully funded by SBM ITB, managed by Research and

Knowledge Unit and supervised by Associate Dean for Research. For 2016, we also call for the

participation of part-time lecturers as the part of the research team.

The external sources usually come from the cooperation with parties that have similar interests such

as National Strategic Research Grant from Ministry of Education and Culture, state-owned

enterprises, foreign Institutions, and government agencies.

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Publications in PRME-related issues

The following are some out of many publications on PRME-related issues by our faculty members (in

English and Bahasa Indonesia):

Books

Budimanta, A., dan B. Rudito (2003) ‚Corporate Social Responsibility: Membangun sintesis baru hubungan

perusahaan dengan komuniti‛ Jakarta: ICSD. ISBN 979-97278-1-2.

Djajadingrat, S.T, Y. Hendriaya., M. Famiola (2012) ‚Green Economy‛ Rekayasa Sain, Bandung.

Djajadingrat, S.T., M. Famiola (2005) ‚Eco-Industry: Kawasan Industri Ramah Lingkungan‛ Rekayasa

Sain, Bandung.

Famiola, M. (2003) ‚Baku Mutu Lingkungan Hidup Indonesia‛ a research project of Studi Ekonomi-ITB

and Ministry for the Environmental –RI (Kementrian Lingkungan hidup-RI).

Putro, U.S. (2016) ‚Value Co-Creation Platform as Part of an Integrative Group Model Building

Process in Policy Development in Indonesia‛ in book chapter: Systems Science for Complex

Policy Making: A Study of Indonesia.

Rudito, B., M. Famiola (2007) ‚Etika Bisnis dan Tanggung Jawab Sosial di Indonesia‛ Rekayasa Sain,

Bandung.

Rudito, B., M. Famiola (2009) ‚Social Mapping‛ Rekayasa Sain, Bandung.

Rudito, B., M. Famiola (2010) ‚Community Service‛ SBM ITB, Bandung.

Rudito, B., M. Famiola (2013) ‚CSR‛ Rekayasa Sain, Bandung.

Rustiadi, S. (2014) ‚Arts and Cultural Leadership‛ Josephine Caust (Ed). Abingdon, Oxon: Routledge

November, 2013: King’s College London, United Kingdom.

Suharto, Yulianto, D. Tugrul (2012) ‚Storage Technology Portfolio for Integrating Wind Power

Generation.‛ In Encyclopedia of Energy Engineering and Technology, 1-9: Taylor & Francis.

Sushandoyo, D. (2012) ‚Strategic Sailing Ship Effects? in the Global Automotive Industry?

Competition between ‚New‛ and ‚Old‛ Technologies in the Race for Sustainable Solutions, in

The greening of the automotive industry‛ 2012, Palgrave Macmillan.

Wicaksono, A. (2007) ‚Opini: Kepemimpinan yang Melayani, resensi buku Servant Leadership: The Ultimate

Calling to Fulfill Your Life’s Greatness oleh Donald Lantu, Erich Pesiwarissa, Augusman Rumahorbo

(Gradien Books, 2007)‛ Kompas, Jakarta, 26 Agustus 2007.

Wicaksono, A. (2009) ‚Menuju Green Economy dengan Green Business Leadership‛ Prosiding Revitalisasi

Kebijakan Nasional Pengelolaan Sumberdaya Alam dan Lingkungan Hidup 2010-2014,

Kementerian LH dan SBM ITB, 16 April 2009.

Journal and International Conferences

Adinda Meutia Hapsari and Purwanegara, M.S. (2011)‛Consumers Segmentation Based on Their

Perceived Value toward Recycled Products‛, 3rd IICIES: Creative and Cultural

Entrepreneurship in the New Era, Bandung.

Bangun, Y.R. (2010) ‚Modelling Organisational Capability from leadership, organisational culture,

organisational politics and its impact to business performance in turbulence industry –

compare state owned oil palm and private own oil palm estates‛ Jurnal Manajemen Teknologi.

Djajadiningrat S.T., M. Famiola (2004) ‚Trend of Industrial Development toward environmentally

friendly industries‚ Journal of Environment Economic –Ministry of Environment Indonesia,

Jakarta.

Famiola, M. (2003) ‚Analisis Kebijakan Pengembangan Kawasan Industri Klaster Dengan Menggunakan

AHP‛, Indonesian Symposium on Analytic Hierarchy Process III, Agustus 6-7 2003, Teknik

Industri-ITB, Bandung.

Famiola, M. (2004) ‚The Sustainable Corporation‚ Jurnal Manajemen Teknologi ITB-Indonesia,

Volume 6 Number 1.

34

Famiola, M., Adiwoso, S.A (2015) ‚CSR Diffusion by Multinational Subsidiaries in Indonesia:

Organisational Dynamic and Institutional Effect‛ Social Responsibility Journal, Vol. 12 Iss: 1,

pp.117 – 129.

Famiola, M., S. Hartati, A. Wulansari (2016) ‚CSR in Indonesian SMEs: Institutional and Resource

based Analysis‛ Advances in Social Sciences Research International Conference (ASSRIC)

2016, 24-25 May 2016 Bandung.

Fauzan, M., M. Famiola (2015) ‚A SWOT Model of Entrepreneurship Based Community: an

Examination Tool to Identify a Product for an OVOP Project‛ Indonesia International

Conference on Innovation, Entrepreneurship, and Small Business, August 2015.

Handoko, Y & Sunitiyoso, Y. (2012) ‚De-bottle necking Polyethylene Plant due to Butene shortage: A

multi-attribute decision analysis using SMART‛ Indonesia Journal of Business Administration,

Vol 1, No 1.

Hariadi, M.F., K. Bruce (2015) ‚Corporate Social Responsibility in Emerging Countries: A Review‛

Working Paper. School of Business and Management Institut Teknologi Bandung.

Kramar, R., M.F. Hariadi (2010) ‚Human resource management, performance and organisational

sustainability: a new paradigm‛ Management International Conference (MIC 2010) (11th : 2010)

(24 - 27 November 2010 : Ankara, Turkey)

Kramar, R., M.F. Hariadi, (2011), ‚Human resource management, performance and organisational

sustainability: a new paradigm‛ Adaptive options, Vol. 6, Issue 1, (2011), p.11-18

Mangkusubroto, K. (2011) ‚Analysis of Collaboration Dynamics between BRR (Agency for the

Rehabilitation and Reconstruction of Aceh and Nias) and Donating Insitution after 2004

Tsunami using Drama Theory‛ Jurnal Manajemen Teknologi, Vol. 10, No. 1.

Mangkusubroto, K. (2007) ‚Building Back Aceh Better Through Reconstruction and Reintegration‛

Prosiding Nasional Presentasi di International Society for the System Science (ISSS). Tokyo,

Jepang, Juni.

Nainggolan Y, J How, P Verhoeven (2015) ‚Ethical screening and financial performance: the case of

Islamic equity funds,‛ Journal of Business Ethics.

Natzir A Dian Sri Rezeki, Purwanegara, M.S. (2010) ‚Pengaruh Dimensi Etika Terhadap Sikap Konsumen

pada Viral Stealth Marketing‛ Jurnal Manajemen Teknologi. Volume 9. Number 2.

Purwanegara, M.S, Rossy Sjarifah Sjarif and Annisa Ayu Vinandita (2011), ‚Consumer Acceptance on

Eco Friendly Shopping Base Case Study: Carrefour Green Bag‛, Proceeding of Pan-Pacific

Conference XXVIII, Seoul, South of Korea.

Purwanegara, M.S. and Cahyoko H.K.H (2011) ‛A Study of the Effect of Social Media Marketing

Messages on Attitude towards Green Products in Social Media‛ Proceeding of Pan-Pacific

Conference XXVIII, Seoul, South of Korea.

Purwanegara, M.S. and Nita Garnida (2010) ‚Personal Values and Consumer Innovativeness on

Biofuel‛ Proceedings of Global Marketing Conference: Marketing in a Turbulent Environment.

Korean Academy of Marketing Science, Tokyo, Japan.

Purwanegara, M.S.and Nita Garnida (2011) ‚How Eco-Oriented Firm Influences Innovators Intention

to Purchase Bio Fuel‛ World Marketing Conference, Academy of Marketing Science, Reims,

France.

Putro, U.S., K. Mangkusubroto., dan K. Ariyanto (2008) ‚Roles of Emotion in Negotiation Process: An

Application of Drama Theory in Citarum Riverbasin Problem‛ Jurnal Manajemen Teknologi 7.

Rahayu, N., Putri, R.C., Hani, U., Hasan Basri, M. (2012) ‚Mapping Waste Supply Chain in Bandung

City‛ 6th International Conference on Management of Innovation and Technology, June 11-13,

2012, Bali.

Shimaditya Nuraeni, Dhanan Sarwo Utomo, Utomo Sarjono Putro (2012) ‚Model Berbasis Agen bagi

Penyebaran Penyakit ISPA pada Musim Hujan di Bandung Selatan‛ Jurnal Manajemen Teknologi,

volume 11, no 1.

35

Sianipar, C.P.M., Dowaki, K., Yudoko, G. (2014) ‚Interdependency of cleaner production and cleaner

application: Towards an integrated assessment on Appropriate Technology‛ Applied

Mechanics and Materials 606, 281-285.

Sianipar, C.P.M., Yudoko, G., Adhiutama, A., Dowaki, K. (2013) ‚Community Empowerment through

Appropriate Technology: Sustaining the Sustainable Development‛ Procedia Environmental

Sciences, Vol.17, 1007-1016.

Sushandoyo, D. (2012) ‚Strategic niche management from a business perspective: Taking cleaner

vehicle technologies from prototype to series production‛ Journal of Cleaner Production, 2014,

Teten W. Avianto, Utomo Sarjono Putro, Pri Hermawan (2016) ‚System Dynamics Approach to

Sustainable Food Security Policy‛ Actual Problems of Economics, 176, 348-357.

Utomo Sarjono Putro, Manahan Siallagan, Santi Novani, Dhanan Sarwo Utomo (2009) ‚The Role of

Emotion in Elimination of Confrontation and Collaboration Dilemma in Citarum River Basin

Problem‛ Jurnal Manajemen Teknologi, volume 8, no 2.

Wisesa, Anggara (2011) ‚Integritas Moral dalam Konteks Pengambilan Keputusan Etis?‛ Jurnal

Manajemen Teknologi, Vol.10, 1, 2011.

Yudoko, G. (2002) ‚Municipal Solid Waste Planning and Management in Developing Contries: A

State-of-the-Art and Implications for Further Research‛ Jurnal Teknik dan Manajemen Industri

22, No. 3: 15-34.

Yudoko, G. (2006) ‚A Literature Review on Integrated Resource Management‛ Jurnal Manajemen

Teknologi 5, No. 1.

Yudoko, G. dan B. Wati (2004) ‚Analisis Teknologi, Ekonomi dan Sosial Industri Informal Daur Ulang

Sampah di Kota Bandung‛ Jurnal Teknik dan Manajemen Industri 24, No. 2.

SBM ITB PhD Dissertation

Krisnawati, Astrie (2016) ‚Modeling an Effective Corporate Social Responsibility Based on Legal

Regulations in Alignment with Good Corporate Governance: Case Studies in Indonesian

Business Practices‛ Dissertation, School of Business and Management Institut Teknologi

Bandung.

Sunardi, Oki (2016) "Enterprise Sustainability: The Role of Human Capital and Informal Knowledge

Sharing in Medium-sized Food Manufacturing Enterprises" Dissertation, School of Business

and Management Institut Teknologi Bandung.

Joint Research and Collaboration

1. Joint Research between SBM ITB and Tokyo Institute of Technology: Value Co-Creation in

Industrial Clusters: Analysis and Support in Service Systems Science Perspective.

2. Joint Research between SBM ITB and Chalmers Technology University (Sweden):

Telecommunication industries in Indonesia and Europe. The research topic may cover on how

the government regulations (policies) may affect the industries.

3. Center of Knowledge for Business Competitiveness (CK4BC) has been collaborating with PT.

Dirgantara Indonesia to conduct a research project in 2013. The collaborative research proposes

some topics that can be appointed in final assignment/research for students in MBA and MSM

involving: (1) Knowledge Management and Learning Organisation; (2) Strategic Human Capital

Management and Employee Engagement; and (3) Change Management and Leadership.

4. Joint research between SBM and Lund University, Sweden in Innovation Systems and

Entrepreneurship.

5. School of Business and Management – ITB and Asia Research Center – University of St. Gallen,

Switzerland created a cross-cultural learning program in which students can learn in real terms

to work together in teams that have different cultural backgrounds, called Social Enterprise for

Economic Development (SEED) program. The hope is that they will gain practical knowledge

about how to work within such multicultural team.

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Principle 5: Partnerships

We will interact with managers of business corporations to extend our knowledge of their challenges in meeting

social and environmental responsibilities and to explore jointly effective approaches to meeting these challenges.

We interact with managers and society in meeting social and environmental responsibilities through

Community Services Unit, Center for Innovation, Entrepreneurship and Leadership (CIEL) and the

Center of Knowledge for Business Competitiveness (CK4BC). Through these units, lecturers are

disseminating their research to academic community, conducting training and advisory projects to

meet the need of private and state owned business, including local businesses. The partners of CIEL

are included private enterprises such as British Embassy and Aqua, Islamic institution such as

Baitulmaal Muamalat, and government agency such as Bappenas.

Faculty members are also involved in Executive Education programs (public training or in house

training) to share their research and knowledge to industry. Further, we also offer courses for

industry through our MBA in-house programs such as for staffs of Krakatau Steel and Freeport. We

partner with our School Governing Council which consists of industry experts and government

representative to develop our curriculum. Internship by our MBA students also shows our

partnership to give impact to the real world. We also further interact with industry through guest

lecturers in each course. Finally, by sponsoring our conferences, research and others we interact with

business corporations in meeting social and environmental responsibilities.

We engage with national and local governments on development of government projects such as

Citarum river project. Our faculty members also join IIASA (International Institute for Applied

Systems Analysis) which conducts policy-oriented research. Conducting these via Indonesia National

Committee for Applied System Analysis which is governed and implemented by UKP-PPP, Ministry

of Higher Education, and SBM ITB they apply system analysis to solve real and complex problems in

Indonesia.

Visiting Aceh after Tsunami, March 2008

The International Workshop on Agent-Based Modeling

and Simulation for Policy Development, 2012, held by

UKP4 at Jakarta, Indonesia

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We collaborate with our partners overseas such as with Prof Kijima from Tokyo Institute of

Technology and Agency for the Rehabilitation and Reconstruction of Aceh and Nias on how to apply

systems approaches for contextual problems in Indonesia such as tsunami. Also, we partner with

ASEAN Learning Network in organising SEED in West Java, Indonesia. Funded by Australia-

Indonesia Center, scholars from SBM ITB, University of Melbourne, Monash University and

University of Paramadina investigated at what renewable energy can do to develop community and

alleviate poverty in rural areas such as in Purwakarta and Subang.

Partnering with local and overseas institutions for community development in rural areas

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Principle 6: Dialogue

We will facilitate and support dialog and debate among educators, students, business, government, consumers,

media, civil society organisations and other interested groups and stakeholders on critical issues related to global

social responsibility and sustainability.

We facilitate and support dialogue among educators, students, business and government through:

1. Focus Group Discussion

Our faculty members have been regularly dialoguing with micro, small and medium enterprises

on how to develop them. For example, we researched the potential of traditional Batik clothing

and tourism industries in Solo.

Field Study Solo, August 2013

Focus Group Discussion with Stakeholder in Tourism

Department, Solo , March 2015

We through CIEL also are having dialogue with local government on the development of

Bandung Raya in terms of food, small and medium enterprises and tourism.

We also organise Knowledge Café with the aim to dialogue with all faculty members on issues in

the real world.

2. SBM ITB also contributes to wider society though sharing sessions in the local radio stations

conducted by lecturers and MBA students.

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3. ASEAN Learning Network on Social Enterprise for Economic Development (SEED) Program

SBM ITB as the fastest growing business school and part of ITB as one of the centre of academic

excellence in Indonesia recognizes the importance of inter-cultural approach to the studies of

management and economic. In cooperation with the Asia Research Centre at University of St.

Gallen (ARC-HSG) ‚the top business school in Europe and number one in the German-speaking

world‛ to promote the importance of cultural-based management studies and contribute this

development to the society, on February 10, 2009, the ASEAN Learning Network (ALN) was

established in Bandung, an organisation that aims to attain practice-relevant academic excellence

in a socially responsible way for participating institutions through culture-based management

and economic research, teaching and practice-training. To achieve this vision, it develops culture-

based research, training and practice-training projects and programs to equip students who will

be socially responsible and culturally competent in the evolving context of Asia.

Until now ALN members consists of School of Business and Management – ITB (Indonesia),

Universiti Malaysia Kelantan (Malaysia), Ho Chi Minh City Banking University (Vietnam), Prince

Songkla University (Thailand), University of Brunei Darussalam (Brunei), San Beda College

(Philippines), De La Salle Collage (Philiphines), Parahyangan University (Indonesia), Thaksin

University (Thailand), Universiti Malaysia Perlis (Malaysia), Universiti Teknologi Malaysia

(Malaysia), Princess of Naradhiwas University (Thailand) and currently working to expand the

networks to other ASEAN countries. ALN apparently interested in the activities of SEED

program and makes it one of its activities.

Social Enterprise for Economic Development (SEED) Program is a two weeks cross-cultural

management learning program which is a result of collaboration between universities in South

East Asia incorporated in the ASEAN Learning Network. Unlike other learning programs, SEED

program offers learning activities through real experiences in a contextual manner in which the

participants will learn to understand how to manage differences in cultural backgrounds that

exist within multi-cultural organisation. Students from different universities from different

countries in Southeast Asia and Europe have been participated in the program. They work

together to conduct a study on the economic potentials of a community and develop business

plans that can support the community development.

4. We foster dialogue on PRME-related topics across the organisation (i.e. across departments and

disciplines) through regular meetings and externally through newsletter and website. We develop

our mission and vision by making a dialogue with all stakeholders and disseminate them via

emails and in our website.

5. Students participated at Harvard National Model United Nations

ITB sudents have participated at Harvard Model United Nation (HNMUN) held on 16-19

February 2012 in Boston, U.S. Students represented Libya, a country with conflict but has

important position in the world, in this simulated United Nation general assembly. This has

provided some exposures and experiences for our students in understanding the current global

issues and how to develop arguments and dialogue with other simulated countries.

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6. Through our PRME-related co-curricular activities, extra-curricular activities and student

organisations we are having dialogue with the stakeholders. For example, student excursion

undergraduate program in Year 1 on Understanding Human Societies followed by Year 2 on

Village Empowerment Program facilitate dialogue between our students, faculty members, and

society on how to develop community by understanding their context. Students also are having

dialogue when they have guest lecturers in their class, attending a talk from industry

representative at graduation, and participating at a Creative Ecosystem Talkshow.

7. We always have invitations to our faculty members to be key-note speakers in other education

institutions or industry. Here, we open to a dialogue with our partners on issues that academics

could advise. Our faculty members who joined IIASA also develop policy research based on the

dialogue with policy makers, government, and industry. Collaborating with IIASA we organise

serial workshop in food and energy with a government agencies (UKP4, PPN, Bapenas, and

Ministry of Energy, and Ministry of Higher Education) and sharing session for research students

on PRME-related issues.

Dr. Han Seung-soo, former Primer Minister and Minister of Foreign Affairs of South Korea gave a talk at SBM

ITB Jakarta campus about Disaster Risk Mitigation and Tackling Climate Change Challenge through Green

Growth. He is currently Special Envoy on Disaster Risk Reduction and Water at The United Nations.

41

8. Our faculty members write regularly on PRME-related issues on books, newspapers and social

media account. The following are some examples:

9. As has been mentioned in Principle 1, we are proud that our alumni engage on PRME-related

issues. Andi Taufan Garuda Putra, alumnus of SBM ITB, is a founder and Chief Executive Officer

of Amartha Microfinance who has received awards for this initiative such as Asoka Young

Changemaker Award (2010) and MasterCard foundation scholar for Micro and SME Banking

program, Frankfurt School of Management.

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Principle 7: Organisational Practices

We understand that our own organisational practices should serve as example of the values and attitudes we

convey to our students.

We show the example of organisational practices which align with PRME principles by:

1. Developing sustainable SBM ITB Building sponsored by PT. Freeport Indonesia

To supports a sustainable business approach, SBM ITB will apply green energy building by using

solar panel as the energy resource. It can change sunlight directly to electricity using solar cells. Every

day, light can hits the solar panels roof's and the solar panel will converts those light energy into

direct current ("DC") electricity. The solar power solutions not only provide clean energy without

green-house gas emissions but also the benefits of long terms electricity savings, an energy efficient

building design, and environmental stewardship. The solar solutions will help SBM ITB to build a

greener future. Solar power systems have numerous benefits of contributing to the environment

because carbon dioxide, main cause of global warming, is not generated by solar power system. The

use of solar power system enables to contribute to preserving the global environment. Besides that,

Solar power system can give economic benefit by reduce the electrical power usage costs and can also

improving SBM ITB company image.

Further, we will apply the smart lighting and automatic air conditioning system that enables to

minimize and save light by allowing us to control remotely cooling and heating, lighting, and the

control of appliances. This ability saves energy and provides a level of comfort and convenience.

From outside the traditional lighting industry, the future success of lighting will require involvement

of a number of stakeholders and stakeholder communities. The concept of smart lighting also

involves utilizing natural light from the sun to reduce the use of man-made lighting, and the simple

concept of people turning off lighting when they leave a room. As for air conditioning control work

like lighting controls, it will make sure that the air conditioner turned off even if people are not there.

There will be automatic lighting and air conditioning systems including occupancy sensors and

individual (personal) controls that can save a significant amount of energy when compared to a

conventional lighting and cooling system. A complete sensor consists of a motion detector, an

electronic control unit, and a controllable switch/relay. The detector senses motion and determines

whether there are occupants in the space. It also has a timer that signals the electronic control unit

after a set period of inactivity. The control unit uses this signal to activate the switch/relay to turn

equipment on or off. Daylight-linked automated response systems will be applied also to further

reduce lighting energy consumption.

Finally, SBM ITB collaborate with physical engineering to build the Auditorium Acoustics, that can

directly minimize electrical frequency energy usage on the stage by utilizing the concepts of

Geometrical Acoustics including sound isolation and modifications in the walls and ceiling also do

proper choice of the room materials to provides o improve listening conditions. This improvement

could finally help in improving the quality of the students’ learning experiences.

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SBM ITB Future Sustainable Building

2. Green initiatives:

- Organising a routine sustainable and work life balance activities such as ‚Bike to Work‛ and

‚Exercise‛ every Friday

- Campaign on save energy practices by reducing paper usage

- Cleaning up own plates and rubbish after eating at the canteen

- Sharing transportation

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2. Assessment of Progress Made in the past 24 Months in Implementation of PRME

Principles

Even though we have implemented PRME-related issues with regards to the seven principles to some

extent we still find the following issues in the past 24 months:

1. We have not had any indicator metrics and system in place for data collection therefore the

implementation seems to be scattered everywhere. Programs are still not integrated to

implement PRME principles.

2. Some PRME-related issues have been embeded in our teaching and research however some

are still not obvious.

3. We have not received feedback from our stakeholders on how effective we have included

PRME-related issues in our curriculum.

4. Assessment of impact of each PRME-related activities has never been evaluated and

monitored systematically. Therefore, we are still uncertain whether we have graduates that

are ethically and socially responsible.

5. Even though we have research grant programs for community service project, the quantity

could still be increased. Further, our school has not yet promoted PRME-related topics in the

research of our faculty members and students.

6. We still need to improve organisational practices to serve as an example to our stakeholders.

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3. Future Objectives for the Next 24-month Period in Implementation of PRME Principles

We believe in continuous improvement. Consequently, after undertaking the current assessment as

explained above in Section 2 we shall aim for the following objectives to achieve a more effective and

more measureable implementation of PRME principles:

1. Establishment of personnel/team who will be responsible for the implementation of strategy

and PRME-related activities.

2. Development of methods and indicators to collect and track information on PRME-related

activities.

a. Surveys to collect data to determine student and staff knowledge and awareness of

values (including results)

b. Assess its collective impact on students and alumni

c. Assessment of the extent PRME-related topics are integrated into

programs/courses/curriculum, as well as the percentage of students participating in

related core courses and electives

d. Evaluation of environmental and social impact in relation to how students, staff and

faculty are engaged in

e. Linkage of teaching-research-and practice towards the six principles of PRME

3. Raising awareness of PRME principles to all faculty members, staffs, and students

4. Organise dialogue with stakeholders on critical issues on global social responsibility and

sustainability

5. Develop PRME-embed curriculum in 2018 which covers:

a. Thought leadership and action learning

b. Global awareness/issues

c. Environmental friendly business

d. Sustainable business

e. Enough number and credits of PRME-related subjects

f. Strategy and systems in place to develop PRME-related course content

g. Assessment of methods used in the classroom (i.e. lectures, co-teaching, case studies,

activities, service learning, field trips, competitions, simulations, e-learning, blogs,

virtual communities) to measure the effectiveness of PRME-related courses

6. Promote PRME-related research:

a. IIASA research agenda could be implemented across all research interest groups

b. Encourage more faculty members and provide incentive to do research on PRME

related issues

c. Promote more doctors and professors to work on PRME-related research

7. Empowering student organisation to align their activities with PRME principles

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8. Faculty development (i.e. workshops, resources, publications) on teaching sustainability as

well as incentives to facilitate faculty work in this area

9. Campaign for organisational practices specifically on environmental issues such as:

a. IT Greening (computers, printers, etc.);

b. Transportation options and strategy;

c. Responsible purchasing/ locally sourced products;

d. Energy strategy and consumption;

e. Water consumption; and

f. Waste (paper usage, printed material, recycling, reuse).

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