June 13th, 2014

Dear PRME Secretariat,

I am writing on behalf of the Joseph M. Katz Graduate School of Business and College of Business Administration at the University of Pittsburgh to affirm our commitment to the Principles for Responsible Management Education. As an institution of higher learning steering the education of current and future managers, Katz and CBA are committed to engaging in a continuous process of improvement and following the PRME compact.

Because our practices may be of help to others, we provide this update and list several new and ongoing initiatives that reflect the values and attitudes of the school.

My colleagues and I welcome inquiries from other organizations and encourage all business education providers to follow the principles that encourage responsible management.

Sincerely,

John T. DelaneyDean

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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.

The Mission of the School

The mission of the Joseph M. Katz Graduate School of Business and College of Business Administration is to produce knowledge through research on issues relevant to business and society; prepare students to create business value through thought leadership and practice; and promote global dialogue on economic and entrepreneurial activities that improve society.

We will achieve our mission by emphasizing experience-based learning (EBL), stressing speed and value in education, and maintaining a stimulating environment that honors the following core values:

• Candor and Transparency, which ensure effective communication;• Initiative, which empowers us to take action and perform to the highest standards;• Integrity, which will be demonstrated in our actions and decisions;• Collaboration and Compassion, which emphasize respect and sharing, and

magnify our teamwork;• Innovation, which allows us to envision the future and accept change; and• Continuous Improvement, which will be woven into the fabric of what we do.

We will measure performance of our mission by examining:

• Research, teaching, and other results relative to competing business schools;• Faculty achievements and awards in business and the disciplines;• Student satisfaction with our teaching, processes, and activities;• Student achievement in case competitions, professional certification

exams, and the development of professional and entrepreneurial experiences;

• Our success in generating resources;• Faculty, staff, and alumni satisfaction with our progress;• Our creation of global experiences and opportunities for students, faculty, and others;• Our impact in the region and in the local business community; and• The outcome of key business school ranking surveys.

The Vision of the School

Our aspiration is to be a recognized global leader in the development of people, and the generation and dissemination of business knowledge, processes, and skills that generate lasting societal value.

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The Katz MBA ProgramA founding member of the Association to Advance Collegiate Schools of Business (AACSB International) and continuously accredited since 1919, the Joseph M. Katz Graduate School of Business offers an education that meets the highest standards for master’s degree programs in business administration worldwide.  But Katz goes beyond providing a world-class business education; our faculty and staff guide MBA students through a transformation framework that integrates traditional functional areas (finance, marketing, information systems, and management) with key focal areas of the school (globalization, supply chain/value change management, entrepreneurship) including issues of ethics and corporate social responsibility.  Our expectation of MBA students is that they will undergo a transformation that builds upon a strong academic foundation together with the knowledge and tools to approach business in a different manner than before.  Both curriculum and co-curricular activities are built around the Katz School’s unique “Transformation Framework” which consists of five core categories: (1) Developing Your Best Self, (2) Managing People and Processes, (3) Cultivating Professional Networks, (4) Learning through Experience, and (5) Applying Technical Competence. The MBA curriculum is the central part of the framework, while the co-curricular elements further expand the customized development plan, which is an important part of a Katz MBA student’s transformation experience.

The Katz School has a long history of dedicated teaching and research in business ethics, corporate social performance (CSP), and business-government relations. Thus, the Katz School unites the leading edges of research in social impact analysis with MBA education. Here, creativity in research informs the design and content of our classes. Our faculty are leaders in their respective fields and by design integrate ethics and social and environmental impacts of business in their classes. MBA core professors are required to report yearly on their efforts of integrating these matters into their coursework. In addition, all MBA students participate in required ethics workshops along with dedicated events and programming throughout their MBA experience.  Together with the David Berg Center for Ethics and Leadership, MBA students are encouraged to explore ethics, corporate social responsibility and sustainability issues through project courses, student organizations, high impact corporate speakers and individual research projects.

Our emphasis on “experience-based learning” means that issues of ethics, corporate social responsibility and sustainability are not only addressed inside the classroom, but are part of the hands-on experience that is expected for each MBA student across our portfolio of programs that include the following formats:  one-year MBA; two-year MBA; Evening MBA; Executive MBA; MBA/JD; MBA/Master of International Business; MBA/Master of Science in Engineering; MBA/Master of Science in Management Information Systems; MBA/Master of Public and International Affairs; MBA/Master of International Development.  No matter where one is in their life or career, the Katz MBA Program provides the opportunity for a meaningful and purpose-driven transformation.

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Joint Degrees with the Graduate School of Public & International Affairs MBA/Master of Public and International Affairs MBA/Master of International Business MBA/Master of International Development

Centers and Institutes

Center for Executive Education Since 1949, the Center for Executive Education (CEE) has offered management development programs to enhance executive-level skills to thousands of managers and leaders domestically and globally. A wide range of open enrollment programs, including customized course content, can be delivered on-site for local organizations, exposing participants to the latest thinking of top executives and business scholars. This training is crucial to grow more and better leaders to face the ever-changing issues faced especially by non-profits and our local organizations who seek to succeed in the 21st century. The CEE partners with organizations from various industries including, but not limited to, energy, manufacturing, healthcare, finance/banking, and non-profit to address their individual organizational needs by providing tailored training with competencies and a new understanding of today’s business world and the social impact through their work.

David Berg Center for Ethics and Leadership The David Berg Center for Ethics and Leadership is part of the Joseph M. Katz Graduate School of Business and the College of Business Administration at the University of Pittsburgh. The center enhances the education of undergraduate business students through a unique certificate program in leadership and ethics that immerses students in these principles over a three-year period. The center also offers shorter programs at the graduate level with our MBA Fellows (BNY Mellon and Woodcock Fellows) as well as the MBA Certificate in Leadership and Ethics. Additionally, the Berg Center supports important research into the area of ethics and leadership by faculty and undergraduate students. The Berg Center actively involves members of the business community in both sides of the educational process by inviting them to share their expertise in the classroom and in strategic planning for the center, as well as by contributing to their ongoing education in business ethics through outreach events such as the speaker series and the regional American Business Ethics Awards.

International Business Center Founded in 1990 as a joint venture of the Katz Graduate School of Business and the University Center for International Studies, the International Business Center (IBC) is a unique resource that develops, operates, and supports programs designed to build international competence and expertise in business students, faculty, and practitioners, and help businesses enhance their international competitiveness. The IBC plays a key role in creating and implementing the Katz School’s international strategy, including launching programs in management schools in Central Europe, which are modeled on the comparable Katz programs. In addition, as part of Katz’s strategy to expand programs in emerging markets, the IBC supports initiatives focused on global issues surrounding ethics and corporate social responsibility.

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The Center for Health and Care Work The Center for Health and Care Work (CHCW) has as its primary aim the development and dissemination of research addressing the unique opportunities and challenges of professionals who provide healthcare and other forms of direct care to others. This is a large and growing workforce in the United States, encompassing jobs that cut across income and education levels, ranging from personal attendants and childcare workers to nurses and physicians. Enhancing the quality, size, and stability of this workforce touches on many of the central economic and social issues of our time, ranging from off-shoring to immigration, national competitiveness to shared prosperity and reducing the ranks of the working poor.

The Institute for Entrepreneurial Excellence The Institute for Entrepreneurial Excellence (IEE) helps people realize their dreams. The IEE grows the region's economy by nurturing and promoting new product commercialization, entrepreneurial activity, innovative agricultural production, new business creation, and social entrepreneurship. Committed to the interests of every kind of entrepreneur and business owner, the IEE is building the future by creating the business and wealth that will sustain and grow the vibrant culture of western Pennsylvania. Combining the research capabilities of the University of Pittsburgh, the renowned faculty of the Katz Graduate School of Business, the vast talents of the region's students, and the dedicated staff of the IEE, the institute provides experienced guidance and valuable resources to businesses.

Center for Supply Chain Management. The new center is dedicated to the study of critical issues relating to global supply chain management, an increasingly important field that adopts an end-to-end view of the product life cycle: from design and procurement through processing and distribution to recycling and reuse. The cross-disciplinary center draws on complementary topics from across the school and the university. It benefits students by providing an expanded set of programs with an experience-based learning focus and by creating more opportunities to develop networks with industry.

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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

CurriculumOur curriculum is focused on giving students a solid grounding in business fundamentals together and then challenging students to put them into action. Experience-based learning exercises are at the core of the curriculum. Students complete an array of projects in which they solve critical problems facing top companies. This curriculum takes students out of their comfort zone and molds them into leaders who view challenges as opportunities. We offer a global education that improves students understanding of how widely dispersed world markets are actually intimately connected—and how this affects their personal and professional success. Below are courses most directly related to global social responsibility and the PRME Principles.

Management of Information Systems

Course Name: Electronic Commerce This course covers: (1) electronic business, defined as the use of Internet and related communication technologies for organizational communication, coordination, and management of the firm; (2) electronic commerce, defined as the process of buying and selling goods and services electronically; and (3) societal implications of the new technologies. Students will be partially evaluated on the development of a business plan where they propose e-commerce solutions to tackle specific organizational or business problems and opportunities.

Course Name: Information Systems Information technology (IT) is a key component and enabler of business transformation. Focuses on how business processes can be (re)designed and business decisions can be supported with emphasis on the IT perspective. Business cases involving IT-driven and IT-enabled decision situations and business transformations are used.

Course Name: Project Management Planning, organizing, staffing, and controlling projects requires traditional management skills as well as an appreciation of the tools, techniques, and practices unique to project management. This course starts with an overview of project management concepts, and then focuses on project planning, estimating, monitoring, and controlling. It also covers topics related to being an effective project leader and managing project teams. The Project Management Institute (PMI), a professional organization for project managers, has produced a guide to the project management body of knowledge, which documents the knowledge and practices needed by today’s project managers. This guide, along with current research and management trends related to project management, provides the framework for material covered in this class.

Course Name: Technology Enabled Business Transformation Business in the 21st Century runs on IT. However, competitive advantage seldom comes from having exclusive or proprietary access to a technology. Rather it comes from more effectively utilizing technologies to which everyone—including the competition—has access. The

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implications of this reality are many. First, it is necessary to understand what technologies are available in the marketplace and their capabilities. Next, and far more challenging, it is necessary to understand how these capabilities may positively (or negatively) interact with business strategy. 

Business transformation is the alignment of process, people and technology such that it can both support and innovate business strategies. Given that technologies evolve and develop at a rapid pace, it is necessary for managers to understand what technologies can do (both established and new) and how IT can be leveraged to create real value.

Accounting

Course Name: Financial Accounting This course helps students become informed users of firms' external financial reports. The basic structure and contents of such reports and the process by which they are prepared will be studied. Discussion topics will include what items are included in the reports, how such items are measured, and how various economic events affect them. An understanding of what can be inferred from the reports about past performance, present position, and future prospects of the firm will be developed.

Course Name: Financial Statement Analysis Financial statement analysis focuses on the evaluation of publicly traded company financial statements and related note disclosures as well, as the correlation of this historical financial data with the company's stock prices. This course helps students to develop a systematic approach to analyzing reported financial data to understand the underlying risks and possible inconsistencies across companies. Requirements of the course include interim exams and written and oral presentations of analysis.

Course Name: Forensic Accounting Fraud is extremely costly to our society, and the costs seem to be growing. The AICPA recently called forensic accounting one of the seven hot, new, "sizzling" career areas in accounting. It is estimated that there will be a shortage of between 25,000 and 50,000 professionals working in this area in the next few years in the U.S., so there are many opportunities for students knowledgeable in fraud to work in various federal agencies (e.g. FBI), major corporations, and professional service firms.

The objectives of the forensics course are to familiarize students with several forms of fraud and the methods that fraud examiners use to prevent and detect it. Students will develop expertise in detecting financial statement fraud from the external auditor perspective and learn how to use technology to detect fraud. They will acquire a basic understanding of how interviews are conducted in order to detect deception. The class will also provide a historical view of financial statement fraud. The tools used in the class will include interviewing, document examination, and public records searches, which will be helpful to students wanting to become consultants, auditors, tax professionals, managers, etc.

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Course Name: International Accounting IssuesThis course will explore the rapid movement toward a set of internationally consistent financial reporting methods in the global marketplace. The Financial Accounting Standards Board (FASB) and the International Accounting Standards Board (IASB) have formally agreed to harmonize reporting standards over time. In addition, the Securities and Exchange Commission (SEC) is currently considering a proposed timeline for the adoption of International Financial Reporting Standards (IFRS) in the US. The course will examine the substantive differences between US Generally Accepted Accounting Principles (US GAAP) and IFRS, which have already been adopted by many other countries. The course will also provide a framework for understanding the theory and application of IFRS versus US GAAP and explore some of the ethical issues inherent in international business reporting.

Course Name: Managerial Accounting This course introduces students to the basic terminology and concepts of cost accounting, and provides an introductory coverage of product costing, cost allocation, budgetary control, responsibility accounting, and the use of cost information in resource allocation and other managerial decisions. Textbook material and real-world examples are used to engage students in extensive problem solving.

Marketing

Course Name: Consumer Behavior 1 This course analyzes how targeted consumer needs, wants, and desires change as marketplace marketing variables are adjusted according to cultural and structural lifestyle constraints. It evaluates cultural and lifestyle influences on consumer behavior, and the role and responsibilities of industry in designing targeted messages to create awareness, interest, and guide action. Discussion will examine motivation, personality and emotion and how the corporation uses these factors to directly influence consumer behavior.

Course Name: Consumer Behavior 2 Understanding our consumers — or ourselves, as consumers — is no easy task. Perhaps its difficulty is best reflected in the number of new product introductions that fail each year. This course is intended to introduce graduate students to critical theoretical ideas and techniques of investigations into consumer behavior phenomena. Basic methodologies for research in consumer behavior are developed and applied. The emphasis will be on developing applications of behavioral concepts and methods for marketing actions. Topics and objectives: Evaluate the consumer decision process to determine how problems are identified, evaluated

and products/services selected to resolve the problem state. Analyze post-purchase processes, consumer satisfaction and metrics to evaluate customer

loyalty. Evaluate business-to-business buying behavior and segment these organizational behaviors

into actionable groups with appropriate performance metrics.

Course Name: Marketing Management This course examines the role of marketing in creating value for the firm. It helps students answer the central question of marketing strategy - what value to provide and to whom - using

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the tools of segmentation, targeting, and positioning (STP) of brands. The course shows how central aspects of marketing mix programs - product, place, pricing, and promotion - all follow from an effective STP program, and how marketing support functions such as marketing research, advertising, and new product development can support effective marketing decisions. Emerging trends in digital marketing, competition and globalization are examined. The course emphasizes experience-based learning to develop the necessary marketing knowledge and skills among students.

Course Name: Marketing Planning and Strategy This capstone course uses a marketing strategy simulation game to illustrate key aspects of marketing strategy formulation and the construction and design of marketing plans. It requires students to apply marketing concepts and skills as they:1) design marketing strategies based on SWOT analyses, 2) use strategic decisions to develop marketing programs for managing the 4Ps, 3) adjust strategies to align with changes in competitive environments and financial performance, and 4) develop comprehensive marketing plans based on past performance and future opportunities. The simulation includes discussion of the role of ethics in product placement and the social responsibilities of equitable pricing practices.

Course Name: Sales Management The management of today's sales force requires a unique application of management principles. Typical situations confronting the sales manager involving hiring, training, directing, motivating, and analyzing the sales force will be reviewed through real-world case studies and classroom involvement. This course is somewhat unique in that it stresses hiring characteristics that should be sought by the sales manager and various recruiting techniques that have proven effective. The student can use this information to effectively search for positions in the future as well as be effective in their own hiring efforts in future management positions. The entire course will provide assistance to the student in sales positions following graduation and will form the basis for sales management decisions in future years.

Strategy

Course Name: Consulting Field Projects The intent of this practicum is to guide students in applying management consulting processes as a means of solving real-world organizational problems. Students are assigned to a project of critical importance to their client organizations, which are represented by a broad band of industries, public agencies and non-profits. The field assignment requires student teams to work across multiple disciplines while considering leadership, teamwork, and issues of corporate and social responsibility.

Teams are supported by faculty advisors and workshops led by McKinsey & Company, Pittsburgh-- the local arm of the global management consulting firm. The workshops give students the skills necessary to manage their interaction with clients and provide guidance on various aspects of the consulting profession, including issues of critical importance, processes, and approaches.

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The final requirement of these Consulting Field Projects is for each team to participate in the McKinsey Cup Competition. Teams present their project summary as well as their findings and recommendations to a panel of judges who evaluate each presentation based on its analytical rigor and content.

Course Name: Decision Making in a Complex Environment Learn how to make high-impact decisions that are reasoned, defensible, and will lead to having greater success in both making these decisions and in justifying them by individuals and organizations. Most complex decisions involve many interested parties with conflicting interests and objectives and many factors, especially intangible ones like social, environmental and political influences alongside economic ones. All these factors need to be prioritized and integrated under common goals. Such complex decisions have benefits, opportunities, costs and risks that need to be addressed. How to put this together to make the most effective decision is the object of this class on the Analytic Hierarchy Process (AHP) and its generalization to dependence and feedback, the Analytic Network Process (ANP). The subject provides a new way of thinking about decision problems. Students will be exposed to a variety of applications and will get hands on practice with the very usable Super Decisions Software that facilitates this way of decision-making.

Course Name: Management of Strategic Alliances 1Strategic alliances and cooperative relationships between two or more firms is rapidly becoming a common feature of a firm's competitive environment. The purpose of this course, therefore, is to examine the nature of both domestic and international alliances, the reasons behind their formation, and the issues related to their management. The topics covered in the course include conceptual frameworks, the nature of the contract, management and performance of the alliance, transfer of technology and information, and organizational learning. Although a variety of strategic alliances will be discussed, particular emphasis is placed on joint ventures.

Course Name: Strategic Management of Acquisitions & Divestment Given the frequency and magnitude of mergers and acquisitions (M&A) activity, most MBAs can expect their careers to be impacted by M&A transactions sooner or later — whether as analysts in the pre-merger phase, as managers or consultants in charge of implementing the merger, or simply as professionals whose career trajectories are inevitably shaped by the event. In order to help you prepare for these roles, Managing Post Merger Integration will address the strategic and organizational challenges of integrating companies so as to realize the promise of value creation. Building on the premise that the real work of M&A begins after the deal is signed, this course will utilize current research findings, case studies, and practitioner experiences to equip you with a working knowledge of effective post-merger integration. At a time when most companies realize that M&As have a poor track record of success precisely due to poor post-merger integration, the educational experience in this course will provide you with a valuable skill set.

Course Name: Strategic Leadership This course deals with issues of leadership at the organizational level. In the course we will study the particular challenges of leading an organization. Such challenges include development and implementation of corporate vision, values, goals, etc.; organizational design and change

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management; working with a board of directors, shareholders and the media; and crisis management. This course will provide students with the tools needed to help an organization cope with difficult economic times while also moving it forward in a dramatic fashion. In addition, students will learn important concepts that differentiate average organizations from those that are truly exceptional.

Economics

Course Name: Economic Analysis for Managerial Decisions - Firms and Markets This course develops an understanding of how a market-based economic system reconciles the separate needs of consumers and producers, and provides an economic framework for managerial decisions. Additionally, the course provides tools of analysis and concepts that are used in the MBA program's functional fields. Centering on the basic concept of the business firm, it integrates the analysis of market demand with that of production and costs in the context of a variety of domestic and global market structures. Topics include pricing, output, and quality decisions; the impact of productivity improvements on costs; quality-cost tradeoffs; transaction costs as a determinant of the boundaries of the firm; and market imperfection and the role of regulation.

Course Name: Economics of International Business This course investigates key aspects of the international economics environment in which business operates. Topics covered include the concept of globalization, national economic differences, international trade theories, governmental policies toward trade, multilateral approaches to trade (primarily the World Trade Organization), regional approaches to trade (particularly the European Union and NAFTA), foreign direct investment and multinational enterprises, the foreign exchange market, the balance of payments and the international monetary system. Assignments include a country analysis, many short case analyses, two exams, and a written research paper on a trade-related conflict. Students are expected to keep up with current news related to international business.

Operations Management

Course Name: Decision Technologies in Manufacturing and Operations Management This course provides a foundation in the use of decision technologies for solving complex management problems in a variety of functional areas. Over the past decade, the use of computers and the availability of spread sheet-based software have changed the way businesses analyze and evaluate decision alternatives. This course is a combination of management-science/operations research (MS/OR) and operations management (OM) techniques.

The objective of this course is to introduce two major MS/OR methodologies, namely, Linear Programming and Simulation, with emphasis on applications. Other topics covered include: Network models including CPM/PERT, inventory models, queueing systems and decision analysis using decision trees.

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Course Name: Global Supply Chain Management This course will consider multi-facility supply and demand network management from all three perspectives: operational, tactical and strategic. We will emphasize the creation and maintenance of value in the supply network, an activity critical to the survival of all organizations. Value creation can be accomplished by increasing revenue (e.g., by making the delivery system more flexible and responsive to the customer) and/or by decreasing cost (e.g., by eliminating unnecessary activities, and efficiently managing the others, from the distribution channel). Topics covered will include those in the shorter version of the course but in more detail. In addition, network design in uncertain situations, inter-organizational partnerships for effective inventory control, and revenue management will be covered. Using real-life case studies and software packages, we will examine these intricacies of supply and demand network management, learning about the underlying tools, methodologies and decision support systems. 

Course Name: Strategic Procurement and Sourcing Management The course provides a special emphasis on the development and management of strategic sourcing relationships and promotes an understanding of the strategic role of supply management in effective supply/demand/value chain operations. Purchasing and supply management play an essential role in the ability of the firm to operate efficiently and be competitive in the contemporary global business environment. Included in these processes are activities involved in identifying potential suppliers, creating relationships with selected suppliers, obtaining the needed materials in the most efficient quantities at the highest quality levels, and developing strategies designed to ensure an uninterrupted flow of goods and materials. The objective of this course is to make students aware of the demands placed upon purchasing professionals, and to understand the impact of purchasing on the competitive success and profitability of the firm. They must also have an understanding of legal and ethical considerations which affect purchasing decision-making.

Finance Course Name: Derivatives: Applications to Valuation and Value Creation Over the past few decades, some of the most interesting developments in finance have been the results of financial engineering. Financial engineering is a process by which quantitative methods are used to design financial instruments and the financial structure of an organization in order to maximize that organization's effectiveness. The purpose of this course is to introduce participants to corporate financial engineering. Toward this purpose, we will explore how and why financial engineering is used in a variety of settings primarily with the use of cases.

Course Name: International Financial Management This course will examine decision making in international finance via a broad study of the opportunities and problems encountered when investments and business operations cross national boundaries. Emphasis will be placed on how conventional financial models require modification in a global context, and on the use of international financial markets to enhance portfolio performance, control risks and maximize firm value. Specific topics include foreign exchange markets, international parity conditions and exchange rate forecasting, exchange rate exposure and hedging, global capital sourcing, multinational capital budgeting, and international portfolio diversification.

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Course Name: Investment Management/Capital Markets The objective of Investment Management/Capital Markets is to provide the student with a theoretical and practical background in the field of investments. The course will cover the major topics of financial markets, portfolio theory, security valuation, capital market equilibrium and risk-return trade-off, performance evaluation, and international diversification. The course is intended for those students who want to become investment professionals or those who want to be wise individual investors. Real-world examples will be given to make connections with the theoretical framework.

Course Name: Valuation 1 This course examines the discounted cash flow approach to valuing business firms. Students develop the skills necessary to project free cash flows, estimate the cost of capital, compute terminal values, conduct sensitivity analyses, identify value drivers, and estimate the values of firms. It is a “hands-on” course in which students are required to value an actual company.

Course Name: Corporate Finance This course is an introduction to corporate financial management. The course consists of four main parts. The first part develops the tools necessary to conduct the analysis of corporate finance problems. These tools include the analysis of data reported on financial statements, building pro-forma financial statements, the basics of put and call options, and an introduction to corporate valuation techniques. The second part of the course examines how managers set the two primary corporate financial policies: capital structure and payout policy (e.g. dividends and share repurchases), and the process of restructuring in financial distress and bankruptcy. The third part of the course analyzes the process of issuing securities in the capital markets, including the role of the investment banker. Finally, the fourth part explores several aspects of mergers and acquisitions, including the motives for these transactions, the structure of the deal, and the role of private equity firms.

Course Name: Acquisition of Privately Held Companies The course will provide an introduction to the acquisition of privately held companies along with strategies for value creation in the acquired business. The course, which is exclusively taught using the case method, takes lessons taught in the valuation courses and extends these concepts to the valuation of privately held business, the structuring of the acquisition balance sheet and the execution of the acquisition process. While a discussion of secured financing alternatives will be included, the application of junior capital, both mezzanine debt and equity, will be the focus of the course. A risk analysis of the target will be performed and an investment thesis intended to illustrate value creation techniques will be central to each class discussion. Upon completion, students will be better prepare to assess both operational and financial forms of risk, develop techniques intended to reduce both forms of risk, and consider value creation strategies in marketing, operations, finance and management. Each case will involve a real company acquired over the years by PNC Equity Partner, along with actual selling memorandum, diligence prepared by PNC principals, market research firms, accounting firms and law firms employed by PNC as part of their diligence process.

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Course Name: Introduction to Derivatives The purpose of this course is to introduce participants to derivative securities with particular focus on four basic derivatives: forwards, futures, options and swaps. Toward this purpose, we will examine the structure of these contracts, discuss the techniques used for their valuation, and explore the various uses of these financial products in speculation and risk management.

Course Name: Markets and Trading This course is designed to give participants a broad understanding of the operations of various financial markets with special focus on liquidity, market structure and trading. With this objective in mind, the course will concentrate on the operations of exchanges, trading systems and broker-dealer intermediaries. Participants will be exposed to a range of issues regarding the formulation of trading decisions and market structure design and regulation. Simulation software will be used to provide hands-on experience with making tactical trading decisions in different market structure environments.

Course Name: Fixed Income Securities This course examines the concepts that are most frequently encountered in the market for fixed income securities. Specifically, the course describes the most important fixed income securities and markets and develops tools for valuing these securities and managing their interest rate and credit risk. Historically, “fixed-income” refers to securities which promise fixed cash flows over their lives such as a fixed-rate coupon bond. Now, it is generally accepted that a fixed income instrument is one whose value is driven by the level of interest rates and/or the value of a related underlying asset. This classification would include floating rate bonds, callable bonds, bond futures, bond options, caps, floors and collars, interest rate swaps, credit derivatives and asset-backed securities. The importance of understanding fixed income securities has been highlighted by the events that have unfolded over the last two years to create the credit crisis of 2007 where losses may top $1 trillion by the end of 2008. The losses have been attributed to a number of factors including errors in assigning credit ratings, valuation uncertainty, errors in valuation, complex security design and lack of transparency. The purpose of the course is to provide the participant with the ability to qualitatively and quantitatively analyze the impact of these factors on global markets.

Course Name: Valuation 2 This course examines a number of topics in the area of business valuation, including alternatives to the discounted cash flow model, intricacies involved in estimates of the cost of capital and terminal values, and valuation of acquisition targets, private companies, financial institutions, foreign companies and e-commerce companies.

Course Name: Financial Management 1 The main objective of this course is to gain understanding of the theory and practice of financial decision making. This course develops the tools and framework necessary to address the central question in corporate finance: What investment projects should be undertaken to maximize shareholder wealth? To examine this question, we will learn how to value an uncertain stream of cash flows and apply the concept of the time value of money in valuing bonds and equity. The course covers a number of market-based investment criteria and develops an entity valuation

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model, based on discounted cash flows (DCF) used for standard capital budgeting decisions. We will conclude with a short introduction to the concept of risk and return, resulting in the cost of capital. We will cover a case discussion on capital budgeting to put our framework in a more realistic environment.

Course Name: Financial Management 2 This course builds on Financial Management 1 and develops an asset pricing framework used in corporate finance based on the trade-off between risk and return. We use modern portfolio theory to determine a suitable asset pricing model and arrive at determining the relevant discount rate to reflect the risk associated with the cash flow we focused on in Financial Management 1. Finally, we will address how financing and capital structure choices affect project and firm value using the above techniques and methods. The course will conclude with three valuation methods: WACC, APV, and FTE and an extensive case discussion.

Organizational Behavior and Human Resource Management

Course Name: Human Resources for Competitive Advantage The effective management of human resources is critical to sustained competitive advantage in an increasingly deregulated, global, and knowledge-driven corporate environment. This course identifies the key role of human resources management in the organization's effort to create value and explores its link with competitive strategy. Environmental and legal factors that affect decision making and utilization of human resources are examined. Special emphasis is placed on effective organizational staffing, strategically directed performance management, and compensation and incentive systems that focus employees' efforts on organizational success. We will also examine programs and policies that encourage employee learning and development, facilitate the use of distributed know-how, and leverage the associated skill and knowledge for organizational advantage. The course will frame the issues and student learning around the needs of general middle and senior managers.

Course Name: Organizational Behavior: Leadership and Group EffectivenessThe effective management of people is a critical component of organizational competitiveness. This course addresses problems and issues concerning leadership, interpersonal effectiveness, and challenges for managers in the 21st century. The student is prepared to manage himself or herself and others in a rapidly changing global environment. Topics covered include leadership, teamwork, power, politics, and influence.

Course Name: Project Course in Organizational Leadership Students will be required to complete a project (in pairs) based on their acceptance into one of two specific leadership fellows programs (Woodcock Fellows or BNY Mellon CSR Fellows). This project will involve conducting an overall needs assessment and developing a scope of work for the specific assigned project client. In addition, background reading materials on leadership, organizational effectiveness and corporate social responsibility will be reviewed and discussed. Specific project deliverables will be discussed, developed and approved by the project sponsors. Students are expected to develop and execute project deliverables as the major part of their grade in this project course experience.

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Course Name: Managing Human Capital This course examines the design and use of organizational human resources systems to achieve market advantage. Emphasis is placed on exploring the decisions managers must make to obtain an appropriate number of qualified employees and to motivate them to achieve organizational competitive objectives. Participants examine the influences of managing technologies, public policy directives and international competitive requirements as they affect decisions relating to staffing, compensation, employee relations and human resource development.

Course Name: Managing Offshore Outsourcing This course provides an in-depth assessment of the operational and legal challenges that must be addressed to effectively outsource a company’s business processes to overseas locations. The fundamental learning objective is to enhance students’ functional skills across the life cycle of these initiatives from process identification and internal restructuring through contract negotiations and ongoing vendor management. We begin with a review of existing frameworks and tools to identify processes that are viable candidates for external sourcing (e.g., business mapping notation, business process reengineering principles). The consolidation of business processes into domestic shared-service units or captive centers abroad will be treated as a transition stage to more extensive co-sourcing and outsourcing relationships with third-party vendors. From there, students will examine the challenges of developing and executing an offshoring strategy and structuring effective relationships with foreign-based, outsourcing partners. Special attention will be focused on the performance management and corporate social responsibility aspects of these initiatives. A multi-functional perspective is maintained throughout, examining outsourcing trends and best practices in the areas of finance and accounting, HRM, procurement, call center management/customer support, and IT.

Course Name: Cross-Cultural Dimensions of International Management How can a leader effectively drive performance within global teams? Clearly the answer to this question draws attention to a critical issue for organizations. While global teams are a powerful management tool, research suggests that many falter and most experience a great deal of conflict and miscommunication. Global teams also remind us that there is no such thing as one universal leadership style or approach. This course focuses on understanding what it takes for leaders to be effective when managing global teams.

Course Name: Interpersonal Skills for Managers 1 This course is designed to introduce students to theories, concepts and practical applications that enhance job effectiveness and professional development. Many career coaches suggest that initial hiring after attainment of the bachelor’s degree is due to technical skills, the first promotion into a supervisory position is due to managerial skills, and subsequent promotions, including those into executive positions, due to interpersonal skills. This module critically examines those interpersonal skills and includes topics such as conflict management and team membership.

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Business Law

Course Name: Business Law The primary objectives of this course are (1) to identify the many types of business actions which require decision makers to analyze ethical issues; and (2) to teach students when, why, and how ethical issues should be made a part of the decision-making process.

Course Name: Legal Environment of Business 1 This course is designed to provide students with the pervasive dimensions of commercial law in society. Through the pragmatic vehicles of the Uniform Commercial Code and the Antitrust Laws, the course will examine the operations and interactions of the judicial, legislative, administrative, and executive processes as reactions to commercial society and as causative factors in commercial society. Heavy emphasis will be placed on preventive law through business planning in the context of commercial law.

Entrepreneurship

Course Name: Entrepreneurship and New Venture Initiation This course describes the entrepreneurial process, from developing a framework for analyzing prospective new ventures to examining typical problems encountered in the early life of new ventures, as well as exploring some potential areas for future entrepreneurial activity.

Quantitative Methods

Course Name: Statistical Analysis This course provides students with a set of integrated statistical tools and methodologies managers use to increase efficiency and effectiveness in organizations. The emphasis is on the use of real data for modeling and solving problems in the areas of marketing, finance, human resources, and operations management. Topics covered include data analysis and modeling, simple and multiple regression (estimation, testing, and prediction), analysis and design of experiments, nonparametric statistics, and statistical quality control. Throughout the course, ethics-in-statistics discussions emphasize the importance of ethical behavior when collecting, analyzing, interpreting, and reporting on data with statistics. Through examples and cases, students are continually reminded and required to apply sound statistical methodology. They learn to recognize situations when unethical statistics are inappropriately employed. Whenever suitable, corporate social responsibility and sustainability are addressed as well.

CSR/Business Ethics

Course Name: Business Ethics and Social Performance This course examines concepts, issues, and tools related to the management of ethics and social responsibility in business. Students learn how to recognize and respond to ethical problems, to understand their personal responsibilities as business managers, to evaluate various ethical frameworks, to apply a process of moral decision making to ethical problems, to grasp relationships between ethical behavior and organizational structure and processes, and to manage the ethical and social problems and opportunities arising from organizational, institutional,

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societal, and global dimensions of the business environment. Students are encouraged to consider the level of community responsibility they and their respective companies have (CSR) and whether that responsibility mandates they respond not only to activities leading to future profits but also to specific obligation to the society which allows them to operate as a supplier of its needed goods and services.

Environmental Management

Course Name: Managing the Natural Environment This course focuses on the management of strategic and compliance issues related to the natural environment of the business firm. Along with investigating how companies respond to environmental regulations, students examine how environmentalism alters such essential firm activities as product design, marketing strategies, and stakeholder relationships. This course will employ numerous case examples, lectures, and visits by corporate environmental consultants and environmental affairs officers from the Pittsburgh business community.

Interdisciplinary

Course Name: Brazil Today As global citizens, students need to have a working knowledge of other countries which are important in shaping the corporate, social and political world. As a rising state in the world economy, Brazil’s status in business and in world affairs is shifting in a transformative way. After an overview of Brazil, this course will provide an introduction to Brazil in three dimensions: its diverse groups of people, the growth and development of the Brazilian economy and institutions and the environmental issues and challenges in modern Brazil.

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Principle 3 | Method: We will create educational frameworks, materials, processes and environments that enable effective learning experiences for responsible leadership.

The Center for Health and Care Work (CHCW) has as its primary aim the development and dissemination of research addressing the unique opportunities and challenges of professionals who provide healthcare and other forms of direct care to others. This is a large and growing workforce in the United States, encompassing jobs that cut across income and education levels, ranging from personal attendants and childcare workers to nurses and physicians. Enhancing the quality, size, and stability of this workforce touches on many of the central economic and social issues of our time, ranging from off-shoring to immigration, national competitiveness to shared prosperity and reducing the ranks of the working poor.

The International Business Center (IBC) funds faculty research that enhances the international competitiveness of business practitioners and firms. As emerging markets become more integrated into the global economy, they present new competitive challenges for domestic businesses, and as technology continues to change the way business is conducted, they present new growth opportunities as well. But American business can deal effectively with neither international competition nor international opportunity unless it is globally competent, and managers in all fields have international training. The IBC provides support for examining regional economic markets and how they connect to established markets, to each other, and to the global economy.

Woodcock Leadership Fellows Program In partnership with Leadership Pittsburgh, Inc. (LP), the Berg Center launched an intensive leadership initiative for Katz full-time MBA students. The Kenneth R. Woodcock Fellows Program places MBA students as guest members of nonprofit or economic development corporation boards of directors. As part of LP's Leadership on Boards program, MBA students work with board members to tackle strategic real-world leadership issues outside the classroom. This new initiative is an exciting addition to the portfolio of experience-based learning efforts sponsored by the Berg Center and helps MBA students to further develop their ethical leadership knowledge and abilities.

The Global Research Practicum The program takes students abroad and immerses them in international business experiences. Typically held over Spring Break or in May, the three-credit course features a weeklong trip to foreign countries. The Katz GRP enlarges the MBA students’ understanding of global commerce — through site visits to multinational and local companies, meetings with top executives and government officials, and cultural visits. The Katz GRP also has a research component. The MBA student will select a research question and conduct field research while overseas.

Intercollegiate Ethics Case Competition Sponsored by the David Berg Center for Ethics and Leadership, an intercollegiate undergraduate business ethics and social responsibility case competition called the “Berg Cup” is held each year. Student teams from peer school are invited to analyze a case prepared by one of the Pitt Business faculty on the topics of business ethics, international business, and corporate social responsibility. Together with the International Business Center and corporate sponsors, this annual event also provides

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ongoing workshops, speakers and recruitment activities focused on enhancing the awareness and experience of students toward the critical need for ethical leadership in today's business world. Additionally, The Berg Center, through a partnership with the Bank of New York Mellon, hosts the BNY Mellon Katz Invitational Case Competition. Students have the opportunity to evaluate a tough business situation in multiple perspectives in a very short period of time and present their recommendations to senior executives serving as judges.

Consulting Field Projects / The McKinsey Cup, This experience-based learning opportunity enables teams to work on projects of critical importance to client organizations representing a broad range of industries as well as government and nonprofit organizations. Teams are supported by faculty advisors and workshops led by McKinsey & Company, Pittsburgh— the local arm of a global management consulting firm. The workshops give students the skills necessary to manage their interaction with clients and provide guidance on various aspects of the consulting profession, including issues of critical importance, processes, and approaches. The final requirement of these Consulting Field Projects is for each team to participate in the McKinsey Cup Competition. Teams present their project summary as well as their findings and recommendations to a panel of judges who evaluate each presentation based on its analytical rigor and content.

Socially Responsible Investment Club, Under the leadership o f one of our finance faculty members, undergraduate business students have the opportunity to examine the impact and parameters of socially responsible financial investing. Involvement in the project helps students to learn about the connection between a firm's performance and its ethical business practices, and raises their awareness of the importance of an individual's fiscal responsibility and financial stewardship. The Socially Responsible Investment Club received a $100,000 endowment that enables the students to invest real money in their portfolios. Student teams meet regularly to discuss criteria for social responsibility, understand issues of financial stewardship, and monitor their firm's performance. They can hold some of their discussions in the Financial Analysis Laboratory, which offers real-time data and access to a wealth of financial information.

Certificate in Organizational Leadership and Ethics, Together with the University of Pittsburgh’s Human Resources Department, the Berg Center partners to deliver the Certificate in Organizational Leadership and Ethics (COLE), a series of six workshops that are designed for supervisors and administrators who want to maximize their ability to have impact as ethical leaders within their unit/department or overall workplace. This workshop series combines knowledge, interactive discussion, and skill-building exercises to help participants learn the essentials of ethical leadership that include such topics as: mentoring and leading others; the ethical use of power; solving problems and ethical dilemmas; principles and practices of servant; leadership; leadership and effective talent development; managing incivility and the bystander effect in the workplace.

Food Abundance Index. This scorecard developed by The David Berg Center for Ethics and Leadership is used as a means to measure food security within a neighborhood or geographic area. The index was created to determine the access to and availability of healthy, nutritious, and

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culturally appropriate food and to eliminate "food deserts" - areas where healthy, affordable food is difficult to obtain.

Faculty Development in International Business (FDIB) Program. This program focuses on allowing faculty and graduate students to gain firsthand knowledge of how business is conducted in a particular region of the world and the opportunity to network with overseas counterparts. They can then use this experience to integrate international examples into the courses they currently teach, develop new teaching and research interests, and make various business and professional contacts. The programs cover key emerging market regions of the world including areas such as Africa, India, Southeast Asia, Russia, Turkey, and the Middle East.

Business of Humanity Project. This project is currently looking at direct current electricity transmission and its applications for the benefit of third-world countries. John Camillus, a chair professor in the Katz Graduate School of Business at the University of Pittsburgh, is involved in a demonstration planned for about 120 houses in Pittsburgh which would showcase applications of direct current. There are also grassroots projects in India. "In India, they have started doing these combinations of AC and DC and the economics are extraordinarily attractive," said Camillus, who, along with Bopaya Bidanda, has set up the University of Pittsburgh's Business of Humanity project in order to promote the incorporation of social responsibility into business models. Bopaya Bidanda is a chair professor at the University of Pittsburgh’s Department of Industrial Engineering.

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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.

A number of Katz faculty are engaged in research that is directly linked to corporate social responsibility and sustainability practices. A representative sample of research that Katz faculty has completed or that is in progress includes:

Faculty Research Completed: Vanitha Swaminathan, Associate Professor of Business Administration and Robert W. Murphy Faculty Fellow in Marketing. Co-authors: Christopher Groening and Vikas Mittal Title: Proactive, Reactive, Inactive, or Hypocritical? A Framework of Corporate SocialResponsibility Strategies and Implications for Shareholder Value

Faculty Research Completed: Dennis Galletta, Professor of Business Administration and Director of the Doctoral Program Information Systems and Technology Management, and Dave Eargle, Doctoral Student, Information Systems ManagementCo-authors: Bonnie Anderson, Anthony Vance, Brock Kirwan, Lee J Hinkle Title: “Your Memory is Working against You: How Eye Tracking and Memory Explain Susceptibility to Phishing”

Faculty Research In progress: Brett Crawford, Clinical Assistant Professor of Business Administration, Organizations and EntrepreneurshipTitle: "Race with the (Historical) Devil: From Taboo to Legitimate and Back Again"

Faculty Research In progress: Vanitha Swaminathan, Associate Professor of Business Administration, Co-authors: S. Umit Kucuk, University of Washington, Zeynep Gurhan Canli, Koc University Title: "Why Do Consumers Hate your Brand? The Role of Corporate Social Responsibility and Consumer Complaints in Anti-Branding Activities"

Faculty Research 2013-2015: Brett Crawford, Clinical Assistant Professor of BusinessAdministration, Organizations and EntrepreneurshipTitle: "From 'No Limit' to 'Zero Limit': The Institutional Emergence of Environmental Stewardship"

Faculty Research 2013-2015: Dennis Galletta, Professor of Business Administration andDirector of the Doctoral Program Information Systems and Technology ManagementTitle: “Using Human Fearful Facial Expressions to Overcome Security Warning Habituation Effects”

Faculty Research 2013-2015: R. David Lebel, Assistant Professor of Business Administration, Organizations and EntrepreneurshipTitle: "Understanding Individual Socially Responsible Behavior"

Faculty Research 2013-2015: Narayan Ramasubbu, Assistant Professor of Business Administration, Information Systems and Technology ManagementTitle: "Social Change through Information Technology: An Examination of the Business Initiatives Targeted at the Base of the Economic Pyramid in India"

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Principle 5 | Partnership: 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.

The Institute for Entrepreneurial Excellence (IEE) helps entrepreneurial business leaders harness the power of innovation, collaboration, and knowledge to increase profit margins, create jobs, diversify revenue streams, connect to emerging markets, and secure new research and development dollars. IEE takes pride in knowing that, collectively, the people it serves fuel southwestern Pennsylvania’s resurgent economy.

The Center for Health and Care Work (CHCW) seeks to inform the broad discourse on healthcare and related industries. In recognizing major workforce issues in healthcare-- including little opportunity for promotion and high turnover-- the Center seeks to work with healthcare partners to encourage interdisciplinary research and influence scholarship, policy, and practice. Current initiatives are centered on "quality care through quality jobs" and "work discretion and job crafting in the childcare industry."

The International Business Center (IBC) sharpens the global business skills of students, faculty, and staff. Open to business students of all academic backgrounds, the center focuses on building international competency and cultural awareness, with a particular focus on emerging markets in Asia, Africa, Europe, and South America.

The Center for Executive Education (CEE) offers several non-degree programs related to social and environmental responsibilities of managers. The Management and Leadership Program is designed to build awareness of social, cultural, and global issues for future managers. Another program, the Global Leadership Program, is designed for working professionals. This program provides managers with a global outlook on markets, strategy, and leadership, along with opportunities to build cultural competence in regions where their organizations currently operate or plan to conduct business. The program fosters a deeper awareness of critical business issues and practices in a global setting.

Pitt Innovators are prestigious and fast-growing community of Pitt faculty, staff, and students who are engaged in the process of innovation commercialization. Pitt Innovators hosts several events throughout the year relating to entrepreneurship and business, including the Randall Family Big Idea Competition.

Human Engineering Research Laboratories (HERL) is an organization that engages in various projects to “continuously improve the mobility and function of people with disabilities through advanced engineering in clinical research and medical rehabilitation.”

The Pitt Summer Edge is a program through the Kenneth P. Dietrich School of Arts & sciences that enables undergraduate students to become fully engaged in a focused course of study that brings together strong academic programs and complementary experiences outside the classroom.

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Principle 6 | Dialogue: We will facilitate and support dialog and debate among educators, students, business, government, consumers, media, civil society organizations and other interested groups and stakeholders on critical issues related to global social responsibility and sustainability.

Kenneth R. Woodcock Fellows Program. In partnership with Leadership Pittsburgh, Inc. (LP), the Berg Center launched an intensive leadership initiative for Katz full-time MBA students. The Kenneth R. Woodcock Fellows Program places MBA students as guest members of nonprofit or economic development corporation boards of directors. As part of LP's Leadership on Boards program, MBA students work with board members to tackle strategic real-world leadership issues outside the classroom. This new initiative is an exciting addition to the portfolio of experience-based learning efforts sponsored by the Berg Center and helps MBA students to further develop their ethical leadership knowledge and abilities. Generous funding from Kenneth R. Woodcock also allows for an international learning experience through the Undergraduate Global CSR project. This past year, six undergraduate students, along with a Katz faculty member, traveled to Paris, France to consult on small business development and learn about sustainability efforts.

The Pittsburgh Business Ethics Awards. The David Berg Center for Ethics and Leadership, in partnership with the Pittsburgh Chapter of the Society of Financial Professionals (FSP), co-hosts the annual Pittsburgh Business Ethics Awards. Designed to honor companies that demonstrate a firm commitment to ethical practices in their everyday operations, philosophies, and responses to crises and challenges, the Business Ethics Awards engages teams of undergraduate business students together with corporate ethics officers who facilitate the process of identifying finalist companies and awardees. This effort is part of the overall focus at Pitt Business on experience-based learning, which e n a b l e s students to gain first-hand knowledge of the activities of ethical companies within the local region.

BNY Mellon CSR Fellows BNY Mellon CSR Fellowships are intended to advance Katz's educational mission of preparing leaders who are committed to corporate social responsibility and who bring diverse viewpoints to its MBA program and the workplace. Fellows receive a stipend for their yearlong assignment and are placed into an ongoing project with the Center or under the direction of a Katz faculty member. Opportunities for professional networking and exposure to cutting-edge thinking in the area of corporate social responsibility are key components of all project placements.

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Student Clubs

Student Executive Board The Katz Student Executive Board (SEB) exists to serve the Full-Time students and enhance the MBA student experience at the University of Pittsburgh. In this capacity, the SEB acts as the primary interface between the MBA Full-Time students and the faculty and administration. However, the SEB is more than just a student advocate. The SEB also works to support student clubs, enhance career management, improve facility resources, organize community service projects, plan social events, and boost alumni relations. In addition, there is an Evening Student Executive Board, which serves as the vehicle by which part-time students can also effect change and get answers about student life.

Business Technology ClubThe mission of the BTC is to ensure that Katz is on the forefront of cultivating talented business technology leaders. The organization strives to build a thriving community of people with high-technology interests; provide networking opportunities with students from other schools and professionals dealing with technology (executives, venture capitalists, and entrepreneurs); support and facilitate recruiting efforts of students and companies; and raise awareness of technology and its applications on campus.

LaunchPITTAn organization helping the University of Pittsburgh’s entrepreneurs bring their ideas to fruition through collaboration with other students from diverse backgrounds, and by introducing members to the resources available around Pittsburgh. This structure facilitates a diverse array of inputs for idea validation. Students will have the opportunity to network with other entrepreneurs, incubators, accelerators, and potential investors. We facilitate and foster entrepreneurship through mentorship and firsthand experience through our speaker-led events and workshops.

Katz Real Estate ClubThe goal of the Katz Real Estate Club is to educate its members about the diverse scope of opportunities that exist in the sector today through interfacing with active CRE professionals, Pitt/Katz alumni, and industry leaders. The club also aims to prepare its members for full-time and internship opportunities through various club events such as property tours and industry-specific software training.

Roberto Clemente MBA AssociationRCMBAA is an organization dedicated to promoting academic and professional development for underrepresented groups at the Katz School. Katz recognizes diversity as a crucial ingredient of a global education. Participants learn to value input from many individuals as they are placed into multicultural learning teams for group projects. This group also strives to develop relationships between multicultural organizations throughout the greater Pittsburgh area and to give back to the community through various service activities.

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Toastmasters ClubToastmasters is an international organization dedicated to improving essential communications and leadership skills. It is designed to give every member a chance to talk at each meeting. Participants improve by gradually taking on greater speaking roles as they feel comfortable. Members build quick-thinking skills through presenting one to two minute impromptu speeches during "Table Topics."

Pittsburgh Young Professionals in EnergyThe Katz Energy Club will help provide a greater education and networking system within this industry. Because the energy industry spans such a great breadth of disciplines, this club tackles topics that will be beneficial to students of all concentrations, dual majors, and backgrounds. The club strives to accomplish these goals through guest speakers, social events, corporate visits, newsletters of current events, and supporting case competitions.

OUT@KatzThis group is dedicated to providing a network for LGBT (Lesbian, Gay, Bisexual, Transgender) business students and the allies that support them. We strive to foster and maintain an open and inclusive environment at Katz; provide guidance to LGBTA students through mentoring, cooperative volunteer efforts, and other events; and establish relationships with the top employers on the Corporate Equality Index to provide professional networking opportunities and engage with our LGBTA Alumni.

Student AmbassadorsStudent Ambassadors represent the Katz School at various university activities and events. In addition, they assist with the "MBA for a Day" program where prospective students attend a day at Katz. Ambassadors interact and meet with the prospective students to discuss graduate school options and learn about Katz.

Katz Business Consulting Club The Katz Business Consulting Club’s mission is to create awareness, and educate and prepare members through interaction with industry consultants. The clubs goals are to introduce members to a consultant’s thought process, learn about industry trends and challenges, bridge gaps between academics and consulting practice, introduce consulting frameworks and tools, and build interview skills for consulting careers.

National Association of Women MBAs Since its foundation in 1979, the National Association of Women MBAs (NAWMBA), formerly Graduate Women in Business, has offered educational workshops and presentations, alumni networking events, social activities, and opportunities for social service to women’s organizations. Additionally, the Katz chapter of NAWMBA serves as a resource for information on scholarships, job-hunting tips, and networking.

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Peer Mentors The Career Management and MBA Student Programs staff select second year full-time students to serve as peer mentors to first-year, full-time students. Faculty and staff members train mentors to assist with first-year orientation, review resumes, and conduct mock interviews. These student leaders create a culture of excellence in guiding students through the first year of their MBA program.

International Business Association The International Business Association strives to serve, promote, and educate the Pitt Business community on international business practices, awareness of cultures, and career opportunities. The IBA invites the business community to join them for site visits, guest speaker events, and forums.

Operations Club The Operations Club provides students a platform to leverage their in-class learning with the current happenings in supply chain, process improvement, project management, and operations consulting. The club prepares members for life beyond the classroom by providing interactions with industry leaders, giving a firsthand look at daily operations through site visits, and connecting with professional organizations such as APICS, ASQ, and PMI. These events give members the advantage they need to thrive in a competitive career environment.

Marketing Club The Marketing Club sponsors guest speakers who present on topics concerning contemporary opportunities or challenges within the marketing field. The club hosts representatives from major corporations, as well as alumni panel presentations. It coordinates field trips and participates in the Pittsburgh Advertising Association's awards ceremony.

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Continuous Improvement and Innovation

The Katz Graduate School of Business at the University of Pittsburgh remains committed to continuous improvement, innovation and commitment to the Principles of Responsible Management and Education. Several key initiatives and projects are underway and are planned for the next 18 months including:

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.

• Continued implementation of the BNY Mellon MBA CSR Fellows program with additional partnership to engage students in experience-based learning projects in areas such as CSR reporting, sustainability, social entrepreneurship and ethical leadership.

• Continued implementation of our curriculum as approved by the faculty and University of Pittsburgh that includes core ethical offerings for our MBA students.

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 Undergraduate Global CSR project.

Expansion of the Woodcock Fellows program that places MBA students on strategic leadership projects with regional non-profit and community development corporations to enhance their effectiveness and social impact.

Expand curricular and co-curricular offerings in the area of sustainability with special emphasis on supply and value chain effectiveness across social, environmental and economic aspects of sustainability.

Principle 3 | Method: We will create educational frameworks, materials, processes and environments that enable effective learning experiences for responsible leadership.

Continue to share the curriculum guide for the Pitt model for undergraduate education in the areas of ethical leadership.

Continue to publish case studies that involve cases written by Katz faulty members in the area of CSR, ethical leadership and sustainability.

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.

Continued support of faculty research in the areas of CSR, ethics and sustainability through support provided by the BNY Mellon faculty research fellows program.

Expansion of financial support for doctoral-level research in the areas of ethics, leadership, social responsibility and sustainability through funding provided by the David Berg Center for Ethics and Leadership.

Principle 5 | Partnership: 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.

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Continued development of the Certificate in Organizational Leadership and Ethics (COLE) offered in conjunction with the Human Resources Department at the University of Pittsburgh for leadership-level employees system-wide.

Create alumni engagement effort for graduates of specialized certificate programs at the undergraduate and MBA levels to extend support and mentoring opportunities for current students.

Principle 6 | Dialogue: We will facilitate and support dialogue and debate among educators, students, business, government, consumers, media, civil society organizations and other interested groups and stakeholders on critical issues related to global social responsibility and sustainability.

Expansion of schools engaged in the ethics and CSR case competition at the undergraduate (The Berg Cup) and graduate (BNY Mellon Katz Invitational) levels.

Engage with advisory board to enhance and improve external reach of Katz School programs, projects and student-related activities.

Enhance visibility and participation in the Pittsburgh Business Ethics Awards efforts conducted in partnership with the Society of Financial Service Professionals. 

Resources and Support

Support from the PRME community will be helpful in achieving our key objectives during the next 18 months.

In addition to the annual participation and sharing of information on progress reports, ongoing information on “best practices” and innovative projects among the PRME community would be an invaluable resource for continuous improvement. Feasibility of regional forums for responsible management education hosted by member institutions would also be helpful in achieving common objectives within the PRME Principles.

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Sustainability on Campus

The University of Pittsburgh has established comprehensive standards throughout the campus, as seen in the following examples:

1) Sustainable Design and Construction

Example:  The University's newest residence building, Mark A. Nordenberg Hall (a freshman housing facility that opened in fall 2013), is among Pitt's greenest, with high-efficiency plumbing fixtures and lighting, and light-colored pavement and a light-colored roof to absorb less external heat, among other features.

2) Energy Conservation

Example:  Pitt's Computing Services and Systems Development has consolidated 300 servers onto a VMware cluster comprising just 30 computers. Fewer computers mean less energy usage, and virtual server hosting has helped departments pay only for the hardware resources they need, lowering costs across the board.

3) Pollution / Emissions Reduction

Example: Pitt and UPMC together constructed the Carrillo Street Steam Plant, which began operation in 2009. It's fueled entirely by natural gas and is equipped with state-of-the-art technology that substantially lowers greenhouse gas emissions. Carrillo has been named one of the cleanest university heating plants in the United States.

4) Greening of the campus

Located on the lawn of the Petersen Events Center, the Rain Garden soaks up excess rainwater and naturally infiltrates it into the soil. The garden was designed and built in 2011 by student members of Engineers for a Sustainable World, with support from Pitt's Mascaro Center for Sustainable Innovation and Office of Facilities Management.

5) Recycling / Paper Waste Reduction

Example: Thanks to self-service printing, the number of print jobs left on the printer tray has been significantly reduced. The service, which is 20 times less wasteful than full-service printing, requires students to use an ID card to print documents. Since its introduction four years ago, hundreds of thousands of sheets of printed (and then discarded) sheets of papers have been saved.

(Source: http://www.sustainable.pitt.edu/campus)

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Social Responsibility on Campus

The University of Pittsburgh houses a wide range of practices to promote social and ethical initiatives, among them:

• Support services for farming development through the Agricultural Entrepreneurship Program in the Institute for Entrepreneurial Excellence.

• A regional health care ethics network in western Pennsylvania through The Consortium Ethics Program (CEP).

• Comprehensive ethics consultation on ethical issues arising in clinical care through The Center of Ethics Consultation.

• Sponsorship and co-hosting of Pittsburgh’s American Business Ethics Awards, recognized as the finest regional award for this honor in the country, through the David Berg Center for Ethics and Leadership.

• Commitment of University Dining Services to purchase local seasonal produce, dairy products, baked goods, as well as fair trade coffee and organic produce.  Managers participate in sustainability training and have developed a committee to focus on future initiatives.

• Participation in Greenhouse Gas Inventory of University through the Mascaro Center for Sustainable Innovation at the University of Pittsburgh.

• Financial and services support for a wide range of CSR student organizations practicing social and ethical development including:

    - Amnesty International

    - Free The Planet (environmental issues awareness)

    - Environmental Law Council       - International Students for Social Equality

    - Open Books (ethical investments)

    - Panther Greens

    - PennPIRG (environmental protection, homelessness, hunger)

    - Recycling Club

    - UNICEF

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