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Implementation of PRME: Issues and Challenges

This presentation by Michael Powell, Pro-Vice Chancellor at Griffith Business School, discusses the journey of implementing the Principles for Responsible Management Education (PRME) within the institution. It covers initial commitments to sustainability, the embedding of ethics in curriculum, and the establishment of the Asia Pacific Centre for Sustainable Enterprise. While substantial progress has been made since early adoption, challenges remain, including student engagement, research integration, and environmental sustainability. The need for ongoing commitment and the development of new leadership in this area is emphasized.

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Implementation of PRME: Issues and Challenges

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  1. Implementation of PRME: Issues and Challenges Michael Powell Pro-Vice Chancellor (Business) Griffith Business School Queensland, Australia Australia and New Zealand PRME Forum, Sydney 2011

  2. Background • GBS early signatory • Already made strategic commitment to sustainability and CSR • Accepted part of strategy so PURPOSE was addressed • L & T and research initiatives underway

  3. Two Years Later ... • Accepted and acknowledged as strategic and values commitment of GBS (e.g. Finance group) • Business ethics and corporate responsibility modules embedded in core u/grad courses • MBA ranked 27th in Aspen Institute Top One Hundred • U/grad major and Grad Certificate in Sustainable Enterprise introduced

  4. Two Years Later ... • Asia Pacific Centre for Sustainable Enterprise established with Malcolm McIntosh as Foundation Director (start-up investment) • Successful public seminar series and two academic conferences – thought leadership • Academic staff with focus in this area hired • Research program underway (PhD students and Postdocs

  5. Scorecard: Are we there yet? • Substantial progress but still a lot to do • General acceptance of PRME agenda; gone from periphery to centre (e.g. Assurance of Learning) • Active embedding of principles still patchy in L & T • Research traction achieved but more to do • Student engagement still limited • Environmental sustainability in our operations still not achieved

  6. Challenges to Institutional Adoption • Academic independence and inertia especially in research • Volatility of staff teaching assignments • Changing patterns of student life; less campus engagement means less student engagement • Performance demands on academic staff

  7. Challenges ... • Working across disciplines and across campuses • Breaking through hierarchical journal rankings • Centralised university systems and processes • Can return to periphery with establishment of specialised centres or units • Current politicization of the space around carbon pricing; unhelpful rhetoric

  8. Conclusion • Still on the journey • Some big climbs still to conquered (e.g. student engagement; “greening” of our operations) • Need to maintain the commitment and the drive • Developing new, younger champions!

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