2016 2017 DONATIONS REPORT - ESADE Foundation
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2016 DONATIONS REPORT 2017 ESADE Foundation
Principal figures
Thank you
The ESADE Challenge for Talent and its
key players: donors and scholarship students
Companies that improve the
world through ESADE's talent
N
W E
S
Participation of companies and
foundations in ESADE's classrooms
Foreword
ESADE and collaboration
with private business
4 FOREWORD
FOREWORD
"THANKS TO YOUR GENEROSITY, WE CAN
CONTINUE TO FULFIL DREAMS, DEVELOP AND
SHARE KNOWLEDGE, AND TRANSFORM SOCIETY."
Welcome! Research and faculty, our driving forces
We would like to invite you to take an interesting journey on which According to the most prestigious world rankings, ESADE is
you will learn more about our key challenges from those who internationally recognised as a top-level academic institution.
seek to meet them. This new Donations Report will give you an We offer an education built on solid values and underpinned by
insight into the background and the motivations of those who are cutting-edge knowledge. When students leave our classrooms,
responsible for ESADE’s strategic projects. they are familiar with the present needs of the professional world
and they have the capacity to anticipate its needs in the future.
To give you a brief preview of what you will find in the Report, the
following are some points of particular relevance regarding the Among our faculty, we can point to figures of both national and
private donations received by ESADE. international renown, with a solid background in research. The
2016/17 Academic Year has been an excellent one for research
at ESADE. Numerous faculty members at the Business School
Our focus continues to be on the Scholarship Programme and the Law School have published their research in the most
prestigious journals around the world. Our faculty members
In ESADE's commitment to talent, diversity and equality of
have had a total of 109 contributions published in leading peer
opportunity in the classroom, the Scholarship Programme remains
reviewed journals. These fantastic results reinforce ESADE's
an essential tool. Each academic year, ESADE invests part of its
commitment to research and academic excellence.
own funds, which are complemented by generous contributions
from companies, foundations and individuals. As a result, we These achievements have a direct effect on our classrooms,
are proud to say that 9% of all ESADE students benefit from since faculty members incorporate new content and materials
a scholarship. In the current academic year, we have awarded from their studies into their classes. Furthermore, thanks to
scholarships to 250 students worth 2.6 million euros. its impact, their research enables us to forge links with various
public and private organisations, as well as with society.
The Scholarship Programme has clearly been consolidated under
the umbrella of The ESADE Challenge for Talent campaign, which
has met its objective of raising an additional 1 million euros for
the scholarship fund through private contributions. Notably, 28
organisations currently support the Scholarship Programme;
7 individuals or families have increased their commitment to
the highest level by creating their own Future Scholarships; 112
people form part of the 1,000×1,000 campaign, making exemplary
donations; and more than 500 people form part of the General
Campaign, either as individual donors or by participating in joint
initiatives, such as class scholarships.
DONATIONS REPORT 5
We share our groundbreaking research, promoting social
debate Thank you
One of the values that forms part of ESADE's mission is to Finally, we would like to express our sincere and heartfelt thanks
promote social debate and share the results of our research to all those people, companies and foundations as a result of
with all those people, companies and organisations that may be whose efforts ESADE continues to be one of the finest academic
interested in our studies. institutions in the world. Thanks to your generosity, we can
continue to fulfil dreams, develop and share knowledge, and
To this end, we organise high-profile events that contribute to transform society. In short, we remain true to our mission and our
reflection on cross-cutting issues for society and fuel debate on values, as we look to the future with confidence.
matters related with some of our key publications, such as The
Economic and Financial Report and The Social Confidence Index.
Moreover, this Report provides excellent examples of how
collaboration between ESADE's institutes and private enterprise
redounds to the benefit of society.
Joaquín Uriach Eugenia Bieto Germán Castejón
President of the ESADE Foundation Director General of ESADE Member of the Board of Trustees
Business & Law School and President of the ESADE
Challenge Board
6 PARTICIPATION OF COMPANIES AND FOUNDATIONS IN ESADE'S CLASSROOMS
PARTICIPATION OF COMPANIES AND
FOUNDATIONS IN ESADE'S CLASSROOMS
"A PIVOTAL FEATURE OF THE NEW 'STUDENT
FIRST' TEACHING MODEL IS THE PARTICIPATION
OF COMPANIES AND LAW FIRMS, WHICH
PLAY A KEY SUPPORTIVE ROLE IN DESIGNING
AUTHENTIC LEARNING EXPERIENCES FOR THE
STUDENTS AND PARTICIPANTS ON THE VARIOUS
EDUCATIONAL PROGRAMMES."
Cristina Giménez Thomsen
Vice-Dean of Faculty at ESADE
Companies and organisations are the raison d'être of ESADE, and
1.
this is why, when training future business leaders and lawyers, it They invite guest executives and jurists to share
is so important to count on the participation in the classroom of their professional experiences in the classroom, in
organisations and, specifically, the people who work within them. order to enrich the content with a more practical
Since its origins in 1958, ESADE has successfully established and
approach.
2.
maintained a reciprocal link of enormous added value between the
business and the academic world: on the one hand, as a business
school it has urged companies to improve their management, to
become more competitive and, at the same time, more socially These guests set the students challenges faced by
responsible; on the other hand, it has benefited from companies their own company and they play a collaborative
as an essential source of information and knowledge in the
role in selecting the best solutions put forward by
classroom.
the participants themselves.
And right now, the presence of representatives of the world of
business and law in academic activity is even more pronounced.
A pivotal feature of the new 'Student First' teaching model is 3.
the participation of companies and law firms, which play a key Visits are organised to their organisations to
supportive role in designing authentic learning experiences for the
complement the learning begun in the classroom.
students and participants on the various programmes. The way
to involve companies in the different subjects and courses can
vary considerably. The following are some examples of how faculty
members involve these representatives:
DONATIONS REPORT 7
Companies that improve the ESADE and collaboration
world through ESADE's talent with private business
Foreword
Participation of companies and Thank you
foundations in ESADE's classrooms Principal figures
The ESADE Challenge for Talent and its
key players: donors and scholarship students
The collaboration between Associate Professor Pedro Parada and
Banc de Sabadell as part of the "Corporate Strategy" subject on
the MBA Full Time programme during Academic Year 2016-2017
is another example that illustrates the way in which companies
can contribute to enriching the educational experience of our
programmes. In this case, Banc Sabadell invited the students
to analyse possible strategic alternatives that would support
continued growth in the British market in view of the possible
post-Brexit scenarios, taking particular account of the strategies
pursued to date following the acquisition of the British bank TSB
in 2015. The students worked in teams and competed to propose
the best solutions to the challenge set. The finalist teams had the
opportunity to present these solutions to a jury composed of the
faculty members responsible for the subject and Banc de Sabadell
executives.
In conclusion, the participation of companies, executives and/or
lawyers in ESADE's classrooms is already one of the cornerstones
of the learning process of future graduates.
Cristina Giménez Thomsen
As an example of some of these initiatives, on the Double
Degree in Business Administration and Law programme, the
students worked on a case prepared together with SEAT on
the principal challenges of adopting the Lean philosophy. This
topic was presented to the students in class as part of the
subject “Operations Management II”. Having worked on solving
this challenge, the best team presented its proposals to a
team of SEAT executives at the company's offices in Martorell.
Subsequently, the students returned to the company to compare
their proposals with the initiatives that SEAT had introduced. The
work based on solving an authentic challenge and the possibility of
sharing perspectives with the executives generated more complex,
relevant and experiential learning opportunities.
8 ESADE AND COLLABORATION WITH PRIVATE BUSINESS
ESADE AND COLLABORATION WITH
PRIVATE BUSINESS
"THE ULTIMATE GOAL OF THE OBSERVATORY
IS TO PUT FORWARD SHARED AND INCLUSIVE
SOLUTIONS THAT TAKE ACCOUNT OF
INSTITUTIONS, COMPANIES AND KEY PLAYERS
IN OUR SOCIETY AND CONTRIBUTE TO THE
DEVELOPMENT OF THE COUNTRY AS A WHOLE."
How did the ESADE-PwC Public Sector Observatory project the two entities agreed on objectives and tools for achieving these
originate? goals, the idea emerged of launching a joint project which would
channel the initiatives that the two organisations were driving
Juan Luis Manfredi, Academic Director of the ESADE-PwC forward in this field.
Observatory for the Transformation of the Public Sector: The Public
Governance Centre (ESADEGov) is a well-established initiative with
more than twenty years of experience and an excellent track record
What is the value that the Observatory brings society?
that has gained recognition in the academic world. ESADEGov
complies with the strategic lines of ESADE, and its function is J. L. Manfredi: The Observatory seeks to serve as a lever of
to investigate, train and give voice to the main challenges that innovation in the transformation of public administration through
organisations and people working in and for the public sector have public leadership. The Observatory provides conceptual, technical
to face. With PwC we shared the view that public governance plays and operational knowledge related with the exercise of leadership
a vital role in our society, especially at a time when the social, and managerial functions in the public sector. Therefore, there is
economic and entrepreneurial context is changing. close guidance in all the activities, with a focus on promoting good
practices.
As a result of this common interest, the Observatory for the
Transformation of the Public Sector was established on the Madrid Value is created when integrity, good governance, accountability
campus. Its objective is to act as a guide while all these changes and transparency are incorporated into the design and execution
are confronted, helping to configure a more efficient public sector of public policies. Thus it is not only about providing public
that has the capacity to respond to the present demands of decision-makers with analytical tools, but also understanding and
citizens in the best possible way. prioritising social demand. There is a digital transformation agenda
in administration that has to create value for society. Big data
management, the challenge of cybersecurity, and open government
How did the collaboration between PwC and ESADE emerge? are already on the horizon of public management.
Isabel Linares, Director of the ESADE-PwC Observatory for the One of the recurring concerns is the management of public talent.
Transformation of the Public Sector: ESADE and PwC, in addition Transformation requires new models that make the transition from
to their respective foundations, collaborate on various projects public service to public leadership. There are new instruments,
and initiatives in the field of training and outreach. In view of their such as competency-based management, that can contribute to
shared interest in transforming the public sector, and given that this organisational transformation.
DONATIONS REPORT 9
Companies that improve the ESADE and collaboration
world through ESADE's talent with private business
Foreword
Participation of companies and Thank you
foundations in ESADE's classrooms Principal figures
The ESADE Challenge for Talent and its
key players: donors and scholarship students
Finally, value is created when social capital is woven with leaders
and social and political representatives, for whom the Observatory
provides an intellectual stimulus for collaboration, dialogue and the
systematic analysis of public policies.
These are two institutions that are working together to
improve the public sector. What is the fundamental objective
of the Observatory?
I. Linares: The transformation of Government, Public Administration,
public companies and other public sector entities and organisations
is underway. Although this is a matter that has formed part of the Jesús Díaz de la Hoz, President of the PwC Foundation and Francisco
social debate in recent years, the changes are not occurring at Longo, Director of ESADEGov and Deputy Director-General of ESADE.
the necessary speed or with the necessary depth. Public sector
organisations are yet to duly adopt practices, processes and tools
that are functioning successfully in the private sector and which
would contribute greatly to strengthening their role.”
What are the principal lines of work of the ESADE-PwC
Therefore, we are certain that, together, a top-level business school Public Sector Observatory?
and an international professional services company that helps
J. L. Manfredi: The Observatory is organised into three working
public administrations to implement many changes have a lot to
areas. The first is the training of executives and political and social
offer. Drawing on our experience, as well as an independent and
leaders. The Executive Programme in Public Sector Governance,
pluralistic perspective that has led us to work with institutions
taught on the Madrid campus, trains participants to lead and
all over the world, we are able to propose innovative solutions to
manage public organisations, and at the same time to forge inter-
accelerate change.
administrative cooperation ties with the private business sector
and the third sector. They are participative modules oriented
towards the experience of change.
What is PwC's assessment of this first stage of development
of the project?
I. Linares: On balance, it has been highly satisfactory. We have
launched a project based on innovation and the dissemination of
disruptive ideas in a sector that does not always confront changes
with the appropriate speed. The project needs time to mature,
but we are consolidating our position as a point of reference for
professionals in the public sector and companies that interact with
public administrations.
Our Executive Programme in Public Sector Governance is now in its
second year and has already gained an excellent reputation. Both
the students and the content are of the highest category, and an
extremely interesting alumni group is taking shape, which is surely
destined to lead change in public administrations.
10 ESADE AND COLLABORATION WITH PRIVATE BUSINESS
The second working area is research. We have defined some
lines of joint research, the first results of which will be presented
in the course of 2018. Among the topics on our shared agenda,
we find the modernisation of administrations, the improvement
of governance in sectors such as Health, Education and Social
Affairs, the impact of technology (smart cities, blockchains, etc.)
and digital transformation, as well as the competitiveness and
economic development of territories.
The third area is social debate, following on from the activities
on the Barcelona campus. In this respect, we organise meetings
with professionals in the sector to put the transformation of
public administration on the political agenda. We consider that
social debate can provide a forum for generating trust between
the various interested parties (professionals, third sector, public
service, Mayors, representatives and elected officials, among
others).
Isabel Linares
What evaluations have been made by the students who have
experienced the Executive Programme organised within the
framework of the Observatory?
I. Linares: In general, the evaluations made by the students who
have experienced the Executive Programme or who are currently
taking part in it are extremely positive. They have valued the quality
and the originality of the content, in addition to the expertise of
the faculty members and the fact that an original approach is
taken to a field that has tended to be analysed from an excessively
classical perspective.
¿Cuáles son los principales ámbitos de la investigación
aplicada del Observatorio?
I. Linares: The Observatory focuses on the transformation of
the public sector, honing in on innovation, processes of change
and the new approaches towards improving the way institutions
function. We place emphasis on leadership, people management,
public talent management, and the implementation of public
policies that lead to genuine progress being made. Furthermore,
we tackle other key issues such as values in Public Administration, Juan Luis Manfredi
transparency and accountability. Finally, we also work in the field
of a shared agenda between the public and the private sector, two
complementary areas with a need for dialogue in a common space.DONATIONS REPORT 11 "IN GENERAL, THE EVALUATIONS MADE BY THE STUDENTS WHO HAVE EXPERIENCED THE EXECUTIVE PROGRAMME OR WHO ARE CURRENTLY TAKING PART IN IT ARE EXTREMELY POSITIVE."
12 COMPANIES THAT IMPROVE THE WORLD THROUGH ESADE'S TALENT
COMPANIES THAT IMPROVE THE WORLD
THROUGH ESADE'S TALENT
"WE ARE CONVINCED THAT THROUGH OUR
INVOLVEMENT IN ESADE'S SUD PROGRAMME, WE
ARE MAKING A CONTRIBUTION TO IMPROVING
THE PRESENT OF THOSE WHO ARE MOST IN
NEED TODAY, WHILE WE ARE ALSO LAYING THE
FOUNDATIONS OF THE TALENT THAT MUST
TRANSFORM SOCIETY IN THE FUTURE."
Albert Xambó
Group Deputy Managing Director at Lucta
Lucta is a Spanish company, founded in Barcelona in 1949, which Furthermore, the satisfaction that we obtain is twofold. On the
specialises in the manufacture of fragrances, flavours and animal one hand, there is the knowledge that the projects in which these
feed additives. At present, it has production plants, design centres young students participate help to improve the living conditions
or its own sales offices in more than 40 countries. and, above all, the future of the local communities in the regions to
which the students travel. But equally, if not more important, is the
The true essence of the company can be found in the people who transformation that these boys and girls undergo in their personal
work there. Lucta has more than 950 collaborators of many different and professional development. If they are candidates to lead
nationalities and from various professional fields. In all cases, their organisations in the future, the values that they acquire on these
awareness has been raised to continuous improvement, quality and Solidarity-based Professional Internships are, without doubt, the
the environment, and they are strongly committed to a responsible finest assets they can take away from their period at university.
attitude towards society. The companies in the Lucta Group take
part in the social, cultural and economic life of the communities in At Lucta, we are convinced that through our involvement in ESADE's
which business interests are pursued. SUD programme, we are making a contribution to improving the
present of those who are most in need today, while we are also
In fact, the Lucta Group has collaborated for many years with laying the foundations of the talent that must transform society
various not-for-profit entities and organisations, all of which are in the future. In short, all this helps to create value for our
involved in activities that promote and foster the social and shareholders, customers, employees and suppliers.
occupational integration of people in a vulnerable situation or with
a disability.
Albert Xambó
Therefore, when ESADE asked us if we would like to participate in
the University Development Service (SUD) through its Scholarship
Fund, we thought this would be a magnificent opportunity to
harness the talent of its students, who spend between 8 and 12
weeks working in the field; to help social enterprises, not-for-profit
organisations and other institutions in Latin American, African
and Asian countries; and to make a joint contribution towards
strengthening these institutions.DONATIONS REPORT 13
Companies that improve the ESADE and collaboration
world through ESADE's talent with private business
Foreword
Participation of companies and Thank you
foundations in ESADE's classrooms Principal figures
The ESADE Challenge for Talent and its
key players: donors and scholarship students
"I cannot change the world, but I can
change little things that, for some people,
mean the world."
Mabel Baratech, scholarship student, 4th year student on the BGG programme
and participant in the SUD Programme in El Salvador14 THE ESADE CHALLENGE FOR TALENT AND ITS KEY PLAYERS: DONORS AND SCHOLARSHIP STUDENTS THE ESADE CHALLENGE FOR TALENT The Scholarship Programme is one of ESADE's strategic cornerstones, a commitment to talent, diversity and equality of opportunity in the classroom. In order to increase the funds allocated to the Scholarship Programme, The ESADE Challenge for Talent campaign was launched in April 2012, aimed at alumni, students, organisations and faculty at ESADE, with the objective of raising an additional 1 million euros a year for the Programme. Thanks to the wholehearted involvement of alumni, students and organisations in the campaign, the results we hoped for have been achieved. €1,000
DONATIONS REPORT 15 00,000
16 THE ESADE CHALLENGE FOR TALENT AND ITS KEY PLAYERS: DONORS AND SCHOLARSHIP STUDENTS
THE ESADE CHALLENGE FOR TALENT
AND ITS KEY PLAYERS: DONORS AND
SCHOLARSHIP STUDENTS
"I WOULD TELL THE SCHOLARSHIP STUDENTS TO
MAKE THE MOST OF THEIR OPPORTUNITY AND TO
DEMONSTRATE WHY THEY HAVE BEEN AWARDED
THE SCHOLARSHIP. THEY SHOULD BE PROUD THAT
THEY HAVE BEEN SELECTED AND THIS SHOULD
SPUR THEM ON TO RETURN THE TRUST THAT HAS
BEEN PLACED IN THEM BY GOING ON TO ASSIST
MORE SCHOLARSHIP STUDENTS THEMSELVES."
Miquel Ginesta
Lic&MBA 89 and 1,000×1,000 donor
Your extensive professional career started in consultancy
and continued with the family business, before you became
an entrepreneur. Tell us your story...
I finished at ESADE in 1989 and, like many of my classmates,
I started out at Arthur Andersen (now Deloitte). I was there for
eleven years and in the end I had to leave, because my father
became seriously ill and the family business, Barnatrans, did not
have a clear successor. I found myself managing an international
transport company, and this served as a platform for applying
all the knowledge I had acquired when working in auditing and
consultancy for many types of client, and the truth is things went
pretty well for us. The company grew, and in 2008, just before the
crisis, we sold it to a private equity fund. I opted to refocus my
professional career for the third time. I decided to concentrate on
investing and on acting as a consultant to companies in various
sectors, so at present I am on the board of several companies
that operate in areas as diverse as logistics, machinery
distribution, chemicals, agriculture, the real estate sector...
But I always try and enjoy what I do.DONATIONS REPORT 17
Companies that improve the ESADE and collaboration
world through ESADE's talent with private business
Foreword
Participation of companies and Thank you
foundations in ESADE's classrooms Principal figures
The ESADE Challenge for Talent and its
key players: donors and scholarship students
What in your eyes are the most notable differences between
your generation and the generations that are taking their
first steps in the employment market today?
The main difference is that we looked for a career plan and a
company that could guarantee us a future. We had a long-term
vision. Now I see people looking much more at the short term.
They don't look for a company for a lifetime, but they focus on what
experiences a company can offer them. And when they tire of that
company, they look for another one without any problem.
How do you think these differences influence the dynamics
of companies?
It has become complicated to retain talent. The motivation system
has to be modified. A career plan and a good incentive system
How has your time at ESADE as a student influenced your
based on financial remuneration is not sufficient. You have to adapt
professional career?
continuously. Time will be a new form of remuneration.
Your personality is formed by your genes, your family, education,
work and friends. Besides having an influence on the way in which
you work, ESADE offers you the opportunity to become familiar In your opinion, what style of leadership should companies
with all the areas of a company, helping you to gain a very broad pursue nowadays in order to attract and retain talent?
overview. It gives people like me, who like to know a little about
everything, the chance to work in many different spheres. There is a need for leaders with great empathy and emotional
intelligence, who have the ability to integrate teams and
continuously adapt to change. Business models become obsolete
much more quickly now and employee turnover is much higher.
Can you tell us an anecdote and is there someone you
Leadership must seek to adapt rapidly to the new trends, giving
remember in particular from your time at ESADE?
opportunities to those collaborators who are able to make the
I remember some iconic faculty members very clearly: Angrill, due most valuable contributions. And this will only be possible with
to his integrity; Husenman, on account of his knowledge; Massons models that are flatter and less hierarchical than those we know.
and Gay, with their methodology; and Recio... how complicated and Leaders must devote their time to leading, not micro-managing.
subjective his exams were… If I can remember them perfectly after They must create flexible, project-centred teams, and give them the
30 years, it's because they had personality and adhered to the sense of belonging to a unified group…
highest standards of teaching.
As for anecdotes that I could tell, I remember certain situations
that the generation of today would find hard to imagine. For
example, we were allowed to smoke during exams, and we used to
study computing with some enormous computers and CPUs in the
basement of the old building.18 THE ESADE CHALLENGE FOR TALENT AND ITS KEY PLAYERS: DONORS AND SCHOLARSHIP STUDENTS
Do you think the new generations will lead us to a disruptive What led you to become a donor on the Scholarship
change with respect to the way we currently view the world Programme?
of business and society in general?
How are you finding the experience of being a donor?
They have already done this. Digitisation is transforming companies
at breakneck speed. The new generations use internet for I took just one second to make the decision. If you have had the
purchases of all kinds and they rely on the collaborative economy opportunity to pursue a good professional career, it is largely
to combat the loss of purchasing power they have experienced in thanks to ESADE. It is all about returning a small part of what you
recent years. As a result, companies must redirect their strategy to have been given. It is a commitment that we should all make.
adapt to them. This said, in the last few years we have exaggerated
the impact of these changes, so that only businesses purely based
on technology have been emerging, with the philosophy that they Do you have any advice for the scholarship students?
will replace traditional companies. An enormous bubble has been
created in the world of technological start-ups. In my opinion, I would tell the scholarship students to make the most of their
now is the time to invest in traditional companies that are able to opportunity and to demonstrate why they have been awarded the
digitise correctly and which can adapt technology to their models, scholarship. They should be proud that they have been selected
rather than the other way around. and this should spur them on to return the trust that has been
placed in them by going on to assist more scholarship students
themselves.
What are the principal challenges that ESADE faces in the
future? And what challenges are faced by companies?
Do you have a message for those alumni who have not yet
In both cases, recruiting and retaining talent, combined with decided to contribute to the Scholarship Programme?
adapting to the new digital reality. In the case of ESADE, it will only
be able to recruit talent by offering a good training programme to My message to alumni would be the same. The professional career
which the best students have access. And this is only possible if you have pursued has largely been thanks to ESADE. And there
the best students have access to this training independently of is no better way of showing your gratitude than by helping new
their economic status. The objective should be for the training of students obtain scholarships, for in turn these students will add to
top-level students to be financed through scholarships and the ESADE's prestige.
reciprocal gestures of companies managed by alumni, regardless
of these students' financial resources and their country of origin.
The more scholarship students there are, the higher the standard
Miquel Ginesta
and the prestige that is obtained by ESADE. And the challenge of
having a good training programme will be achieved by adapting to
the new reality. Knowledge is now online. Although you can have
access to the best faculty in the world via the internet, paying
them will be complicated. However, access to them can be made
easier and this knowledge can be shared. And faculty members
must become coaches, so that students arrive having studied in
advance, doubts can be cleared up in class and work can be done
on cases.
As an alumnus, what is your connection with ESADE?
The truth is that I have always been connected in one way or
another. On finishing my studies, I was simply an alumnus. Some
years later, during my time at Arthur Andersen, I taught External
Auditing and Management Control to 5th year students. After
that, I joined the Board of the Operations Club, where I continue
today, helping to organise events for alumni. And finally, my eldest
daughter is in the 2nd year of her Business Administration and
Management (ADE) programme at ESADE. And I don't think she'll
be the last member of the family to study here...DONATIONS REPORT 19
20 THE ESADE CHALLENGE FOR TALENT AND ITS KEY PLAYERS: DONORS AND SCHOLARSHIP STUDENTS
THE ESADE CHALLENGE FOR TALENT
AND ITS KEY PLAYERS: DONORS AND
SCHOLARSHIP STUDENTS
"OBTAINING THE ALLIANZ SCHOLARSHIP TO
STUDY AT ESADE HAS BEEN ONE OF THE BEST
THINGS TO HAPPEN TO ME. RECEIVING THIS
SCHOLARSHIP HAS NOT ONLY ENABLED ME TO
STUDY AT ONE OF THE BEST BUSINESS SCHOOLS
IN EUROPE, BUT IT HAS ALSO GIVEN ME THE
OPPORTUNITY TO GROW BOTH PROFESSIONALLY
AND PERSONALLY."
Driving young talent
One of the fundamental values of Allianz is our commitment to directly responsible for her, which encourages us to renew our
young people and their future, and in this respect we fully support commitment to the ESADE Scholarship Programme.
the development of young talent. The agreement that we have
had with the ESADE Foundation since 2014 helps us to fulfil this “Completing an internship at Allianz has been a highly enriching
objective: by providing their Scholarship Fund programme with experience. During the period I spent at the company, I had the
financial support, we are giving talented youngsters the chance opportunity to learn from superb professionals who showed their
to pursue their undergraduate and postgraduate studies at this willingness to teach me and develop my skills, enabling me to apply
prestigious business school. In 2018, we renewed our agreement the concepts studied on the course and learn many new ones
for another four years, until 2022. besides,” María observes.
In the last four years, we have awarded a total of eleven In this respect, within the company we involve ourselves in every
scholarships for both undergraduate and postgraduate studies. stage of the process that Allianz scholarship students undergo
One such scholarship student is María Jover, who studied on the at ESADE. Thus we take an active part in the selection of the
Bachelor of Business Administration (BBA) programme. "Obtaining students who will benefit from the Allianz scholarship, interviewing
the Allianz scholarship to study at ESADE has been one of the best them to see what values we have in common. Furthermore, once
things to happen to me. Receiving this scholarship has not only they have been awarded a scholarship, we offer them the chance
enabled me to study at one of the best business schools in Europe, to do an internship at the company, and we accompany them during
but it has also given me the opportunity to grow both professionally their educational itinerary at ESADE, advising them on the projects
and personally," María explains. "Thanks to Allianz, I have completed they have to present, for example.
my university studies with diligence and commitment, and I have had
To date, the efforts made by the company have borne fruit, since
the opportunity to learn from the best professionals in the sector, in
the feedback it has received from the scholarship students has
a dynamic and inspiring environment,” she adds.
been very positive, as in the case of María. In 2018, we renewed
Besides being an Allianz scholarship student at ESADE, María our agreement with ESADE with the same objective: to continue to
had the opportunity to complete an internship in the Finance area successfully support young talent.
of the company from July 2017 to January 2018. María received
a very positive evaluation from both her classmates and thoseDONATIONS REPORT 21
Companies that improve the ESADE and collaboration
world through ESADE's talent with private business
Foreword
Participation of companies and Thank you
foundations in ESADE's classrooms Principal figures
The ESADE Challenge for Talent and its
key players: donors and scholarship students22 THE ESADE CHALLENGE FOR TALENT AND ITS KEY PLAYERS: DONORS AND SCHOLARSHIP STUDENTS THE ESADE CHALLENGE FOR TALENT AND ITS KEY PLAYERS: DONORS AND SCHOLARSHIP STUDENTS "THANK YOU FOR THE SUPPORT I HAVE RECEIVED TO BE ABLE TO COMPLETE MY HIGHER EDUCATION AT ESADE. WITH THIS HELP, I HAVE BEEN ABLE TO MAKE ONE OF MY BIGGEST DREAMS COME TRUE: TO STUDY AT ONE OF THE BEST UNIVERSITIES IN EUROPE."
DONATIONS REPORT 23
My name is Joel Jarrín, and thanks to the Rogelio Oficialdegui
Future Scholarship I am a first year student on the BBA programme
For me, being a scholarship student means... As a result of my determination to live the ESADE experience to
the full, I have involved myself in various associations such as
When I applied for the scholarship, I didn't know if they were ESTalent, to provide support for the Scholarship Programme. I
going to offer me one, and little did I imagine that my life and would like to maintain this commitment throughout my time as a
the life of my family could take such a drastic turn. What's more, student and also as an alumnus. Furthermore, together with some
Rogelio Oficialdegui's family has shown me unconditional support colleagues at ESADE, I am working to develop a start-up in the
and taken every opportunity to speak to me. They fill me with Rambla of Innovation business environment.
enthusiasm and the desire to continue working to better my future.
I am extremely grateful to both the Oficialdegui family
Life at ESADE... and ESADE
In academic terms, studying at ESADE is extremely demanding, Thank you for the support I have received to be able to complete
but this first year is giving me the opportunity to develop both my higher education at ESADE. With this help, I have been able to
professionally and academically. Having the responsibility of the make one of my biggest dreams come true: to study at one of the
scholarship has instilled an extra sense of duty in me, as well as a best universities in Europe.
commitment to the institution.
Joel Jarrín24 THE ESADE CHALLENGE FOR TALENT AND ITS KEY PLAYERS: DONORS AND SCHOLARSHIP STUDENTS
THE ESADE CHALLENGE FOR TALENT
AND ITS KEY PLAYERS: DONORS AND
SCHOLARSHIP STUDENTS
"MY EXPERIENCE
AT ESADE HAS BEEN Marta Garcia Olmedo
3rd year BBA scholarship student
ONE OF THE BEST How would you define your experience as a student at
ESADE?
PERIODS OF MY LIFE My experience at ESADE has been one of the best periods of my
life to date. I think there are very few universities in Spain where I
TO DATE." could have studied with people of so many different nationalities,
developed projects applicable to the reality of the business world
on a weekly basis, and enjoyed the benefits of campus life as I
have been able to do at ESADE.
What does it mean to you to be a scholarship student?
Being a scholarship student makes me feel proud and grateful.
I am grateful to all those donors whose altruism has given me
and my fellow scholarship students the opportunity to receive an
education that I have no doubt will have a positive effect on my
professional future. And I feel proud knowing that from my first
day at ESADE and as long as I live I will treasure the name of this
university as the institution that believed in me and gave me an
experience that, without a scholarship, I would never have had
access to.
How do you see yourself in the near future?
I can see myself absorbing a wealth of experience. In a few
months I will begin my exchange in Singapore, which I want to
make the most of by immersing myself in Asian culture. After
ESADE, I can see myself continuing to learn and working hard in
my first graduate post.
You are playing an active part in promoting your class
scholarship. What does it mean to you to be part of this
initiative?
For me, being part of the class scholarship means giving back a little
of everything I have received over the last few years. It implies a
commitment to the future of the Scholarship Programme and sharing
Marta Garcia Olmedo a project with all our class to "leave our mark" before we go. And
what better way to do this than by helping another boy or girl like me
to study at ESADE and take over where we have left off?DONATIONS REPORT 25
"I AM CONSCIOUS THAT
Borja Cruselles
4th year scholarship student on the BGG programme AS SCHOLARSHIP
How would you define your experience as a student at
ESADE?
STUDENTS WE MUST
Studying at a university like ESADE has opened the door to
all kinds of opportunities. International experiences, work
SHOW OUR
experience with a focus on solidarity, and contact with prestigious
professionals are just some examples of what it means to be an COMMITMENT TO
ESADE AND THE
ESADE student. What's more, the scholarship fund brings greater
diversity to the classroom, so I have met a wide range of people
to debate ideas and opinions with, thereby developing my critical
thinking.
DONORS THROUGH
What does it mean to you to be a scholarship student?
OUR INVOLVEMENT
Being a scholarship student entails an enormous commitment to
ESADE. Knowing that faith has been shown in your abilities drives
FROM THE
and motivates you to strive harder every day. Investing in talent
is not just beneficial for the scholarship students, it also ends up
CLASSROOM."
having a positive impact on the rest of society.
How do you see yourself in the near future?
Having studied a double degree that offers a broad outlook on
the world, I can see myself in an international office dealing
with global affairs. On the other hand, if I decide to pursue my
vocation for public service, I can see myself in a European Union
body working towards a stronger and more integrated Europe.
You are playing an active part in promoting your class
scholarship. What does it mean to you to be part of this
initiative?
Working to support the class scholarship represents a great
challenge. Involving the entire class in working together towards a
common objective not only makes me feel part of a lovely family,
but it’s also the best way to leave our mark after four years studying
here. As a scholarship student, I feel it is my duty to offer other
students the same opportunity that was offered to me. Borja Cruselles26 PRINCIPAL FIGURES
SOURCE
OF PRIVATE DONATIONS
1%
Return on
endowment 90%
Companies/
€36,000 foundations/
institutions
9% €3.5M €3,113,000
Alumni and
ESADE community
€327,000
Companies that improve the ESADE and collaboration
world through ESADE's talent with private business
Foreword
Participation of companies and Thank you
foundations in ESADE's classrooms Principal figures
The ESADE Challenge for Talent and its
key players: donors and scholarship studentsDONATIONS REPORT 27
APPLICATION
OF PRIVATE DONATIONS
6%
60%
Endowment
€200,000 Research, faculty and
research scholarships
€2,088,000
€3.5M
34%
Scholarship Programme
€1,188,00028 PRINCIPAL FIGURES
FUNDING
OF THE SCHOLARSHIP PROGRAMME
24%
Companies and
organisations
36% 64%
€682,000 ESADE Resources
Private
donations €1,797,044
12%
Alumni and ESADE
community
€327,000DONATIONS REPORT 29
30 PRINCIPAL FIGURES
EVOLUTION OF FUNDRAISING FUNDS
ALLOCATED TO SCHOLARSHIPS
(IN EUROS)
€1,400.000
€1,200.000
270,788 178,500
€1,000.000 323,434
€800.000
485,382
€600.000
975,274 1,009,950
€400.000 804,351
50,000 625,886
€200.000 215,212
359,947
468,184
105,872 141,716
€0
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Direct private donations to the Scholarship Programme
Foundational purpose*
* The Fund Allocation Committee shares out donations for
ESADE’s Foundational Mission among ESADE’s strategic
projects: research, faculty and scholarships.DONATIONS REPORT 31
EVOLUTION OF THE NUMBER
OF DONORS IN THE ESADE CHALLENGE
FOR TALENT CAMPAIGN
700
600
500
400 495 524
440 503
300 301
200
113
100
78 93 108 122 120 124 118
64
0
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
1,000×1,000 ESADE/Future Scholarship
General Campaign32 PRINCIPAL FIGURES
EVOLUTION OF THE NUMBER
OF SCHOLARSHIP STUDENTS ON ALL
PROGRAMMES
300
262 250
250 225 218
202
200 186
154
150 115
100
50
0
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
EVOLUTION OF FUNDS
ALLOCATED TO SCHOLARSHIPS ON
ALL PROGRAMMES
millions of euros
3.0 2.8
2.6
2.5 2.2 2.3
2.0 1.69
1.5 1.13 1.23
1.0 0.69
0.5
0
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18DONATIONS REPORT 33
DISTRIBUTION OF SCHOLARSHIP STUDENTS
BY PROGRAMME
15
MBA
99
BBA
250
49
students
Double Degree 14
GED
10
MUA 18 45
MSc GED & BGG34 THANK YOU
Thank you ALUMNI, STUDENTS AND FRIENDS OF
ESADE WHO MADE CONTRIBUTIONS TO
THE SCHOLARSHIP PROGRAMME DURING
DONATIONS TO THE ESADE THE 2016-2017 ACADEMIC YEAR*
FOUNDATION ARE VITAL IN HELPING
THE INSTITUTION MEET ITS
FUTURE SCHOLARSHIPS
PRINCIPAL STRATEGIC CHALLENGES,
LOOK TO THE FUTURE AND Adell Domingo, Manel (Lic&MBA 86)
Arimany Barceló, Joaquim (Lic&MBA 85)
CONTINUE TO GROW AS A PREMIER Familia Ayuso
BUSINESS SCHOOL. Barrera Xaubet, Maite (Lic&MBA 98), Trustee
Maite Iglesias-Baciana, Fundación Privada
WE WOULD LIKE TO THANK ALL Nin Génova, Juan Maria, Trustee
THE DONORS, ORGANISATIONS Oficialdegui Tina, Rogelio (Lic&MBA 76) - in memorian.
Participants: Oficialdegui Santamaria, Andrea / Oficialdegui Santamaria,
AND INDIVIDUALS, BECAUSE YOUR Miguel / Oficialdegui Tina, Jesus Mª / Oficialdegui Tina, Mª del Carmen /
SUPPORT IS VERY IMPORTANT FOR Oficialdegui Tina, Pedro / Vilaclara Fatjó, Eulàlia / Anonymous donation
ESADE.
1.000×1.000 ESADE
Platinum
Castejón Fernández, Germán (Lic&MBA 81), Trustee
Diaz-Varela Bertschinger, Raúl (Lic&MBA 92), Trustee
Díaz-Varela Bertschinger, Tamara (Lic&MBA 94)
Guardiola Romojaro, Jaume (Lic&MBA 80), Trustee
Pinya Salomo, Oriol (Lic&MBA 95)
Trias Sagnier, Miguel (MBA PT 89), Faculty member
UNIPLACES, S.L
Villanueva Villalba, Jose Manuel (Lic&MBA 99)
Gold
Armenter Vidal, Marcelino (Lic&MBA 79)
Aymerich Llombart, Daniel (Lic&MBA 97)
Bach Terricabras, Luis (Lic&MBA 77)
Brugera Clavero, Juan José (MBA FT 71)
Cava Martínez, Joaquín (Lic&MBA 91), Faculty member
Cornudella Felip, Oriol (Lic&MBA 85)
Estany Puig, Patrícia (Lic&MBA 85), Trustee
Fontana García, Pedro (Lic&MBA 74), Trustee (2001-2013)
Grau Monjo, Merche (Lic&MBA 89)
Grupo Aleix
Guerra Mercadal, Ignacio (Lic&MBA 89)
Haeffner Gelis, Julio (Lic&MBA 78)
* The Corporate Relations & Fundraising team has compiled the Martin Pérez, Jose Luis (Lic&MBA 80)
lists that appear in this Report with the greatest care to ensure
Martínez de la Rosa, Borja (Lic&MBA 96)
their accuracy. Nevertheless, please accept our apologies and
do not hesitate to inform us should any error be observed. Some
names do not appear because the donor has expressed a wish to
remain anonymous.DONATIONS REPORT 35
Navarro Martínez, Pedro (MBA FT 67), Trustee Mitjavila i Moix, Xavier (Lic&MBA 93)
Pérez Farguell, Xavier (Lic&MBA 77), Montllonch Escubos, Federico (MBA FT 78)
PRODIGY Muñoz Lasuén, José Luis (Lic&MBA 87)
Puig Zacares, Jaume (Lic&MBA 85) Navarro Aragay, Robert (Lic&MBA 86)
Raspall Coromina, Borja (Lic&MBA 02) Nogareda Estivill, Mª del Mar (Lic&MBA 89)
Sol Puig, Joan (Lic&MBA 04) Núñez Navarro, Josep Lluís (Lic&MBA 81)
Tubau Roca, Ricard (Lic&MBA 90) Núñez Navarro, Josep Maria (Lic&MBA 86)
Vicens Torradas, Josep (Lic&MBA 81) Palmada Sánchez, Salvador (Lic&MBA 86)
Anonymous donation (1) Pantaleoni Giralt, Enrique (Lic&MBA 85)
Pascual Sancho, Carles (MBA FT 87)
Peirò Rius, Victor (MBA 74)
Silver Peña Mayor, Antonio (Lic&MBA 93)
Pont Rey, Xavier (Lic&MBA 93)
Abelló Riera, Frederic (PMD 84)
Portabella de Alos, Mª Josefa
Aguilar Huguet, Oriol (Lic&MBA 02)
Quintanilla Cornudella, Alex (Lic&MBA 91)
Alcover Negre, Jorge (Lic&MBA 98)
Rafel Miarnau, Francisco (Lic&MBA 90)
Anmella Subias, Ricardo (Lic&MBA 84)
Rafel Miarnau, Ignacio (MBA 00)
Asociació ESTALENT
Raya Donet, Andrés (MBA PT 89), Faculty member
Berché Moreno, Eduardo, Faculty member
Rigau Cañardo, Mariano (MBA FT 88)
Bieto Caubet, Eugenia (Lic&MBA 73) Faculty member
Rigau Pages, Javier (Lic&MBA 01)
Borrás Ferré, Joaquín (Lic&MBA 80)
Rodríguez García, José Francisco (EMBA 06 MAD)
Brufau Niubo, Manuel (Lic&MBA 77)
Rotllant Solà, Mario (ESADE), Trustee 1996-2015
Calderón Riera, Alfons (Lic&MBA 92)
Rousaud Pares, Emili (Lic&MBA 90)
Cantó Naves, Carles (Lic&MBA 90)
Rubio Rodriguez, Alba (BBA 12)
Colas Ricart, Miquel (Lic&MBA 82)
Rull Bertran, Jose Mª (Lic&MBA 89)
Costa Argelaguet, Francesc (Lic&MBA 92)
Santacreu Bonjoch, Josep (PMD 89)
Cuatrecasas Targa, Carlos
Serlavós Serra, Ricard (Lic&MBA 77), Faculty member
Delgado Planas, Antonio (Lic&MD 00), Faculty member
Sureda Martínez, Joan (Lic&MBA 77)
Espurz Font, Xavier (Lic&MBA 93)
Tintoré Segura, Xavier (Lic&MBA 90)
Estabanell Buxo, Antoni (Lic&MBA 81)
Tombas Navarro, Enrique (Lic&MBA 90)
Galles Gabarro, Jordi (Lic&MBA 95)
Torra Balcells, Xavier (EDIK 84)
Ganyet Cirera, Carmina (programa VV 03)
Tubella Plaza, Maite (Lic&MBA 86)
Garcia Nebot, Josep (Lic&MBA 82)
Vegara Figueras, David, Faculty member
Garcia Torres, Anna (Lic&MBA 11)
Vela Ballabriga, Antonio (Lic&MBA 90)
Garí Eguillor, Manuel (Lic&MBA 84)
Ventura Santamans, Carles (Lic&MBA 92)
Ginesta Manresa, Miquel (Lic&MBA 89)
Vernis Domènech, Alfred (Lic&MBA 88), Faculty member
Goldberg Waks, Lorenzo (Lic&MBA 86)
Viader Codina, Judith (Lic&MBA 91)
Grifoll Rossell, Calamanda (Lic&MBA 81)
Vidal-Quadras de Caralt, Alejo (Lic&MBA 02)
Guardans Cambó, Helena (Lic&MBA 85)
Vila Recolons, Alfonso (Lic&MBA 79)
Guarner Muñoz, Francisco (MBA FT 81)
Viñolas Serra, Pere (Lic&MBA 86), Trustee
Hernández de Lorenzo Millet, Juan (Lic&MBA 87)
Xicoy Cruells, Anna (Lic&MBA 85)
Iglesias Baciana, Ricardo (Lic&MBA 81)
Zallo Olaeta, Fernando (Lic&MBA 83)
Longo Martínez, Francisco, Faculty member
Anonymous donations (2)
Marsal Périz, Cristina (Lic&MBA 95)
Martínez Vila, Josep (MBA PT 91)
Mateo Alujas, Josep Mª (Lic&MBA 84)
Mena López, Xavier, Faculty member
Mir de la Fuente, Xavier, Faculty member36 THANK YOU
Thank you
Bayaz, Burak (MBA 17)
GENERAL CAMPAIGN
Bellmàs Vila, Laia (BBA 17)
Abadias Fort, Cristina (BBA 17)
Benalcazar Solà, Jordi (BBA 17)
Abelenda Foz, Agustina (MBA 17)
Benedito Saura, Andrea (BBA 17)
Adell Nogués, Cristina (BBA 17)
Benguigui, Charlotte (BBA 17)
Advani, Ameet Navin Vikram (MBA 17)
Benichou Haziot, Carla (BBA 17)
Aguilera López, Xavier (Programa VV 09)
Benito Pons, Laura (BBA 17)
Aimé Garnier, Benjamin (BBA 17)
Benosa Baeza, Antonio (Lic&MBA 73 )
Akbar Nainggolan, Desfan (MBA 17)
Bhatia Ankit, Kunwar (MBA 17)
Alasseri, Khalid Ibrahim (MBA 17)
Biason Novell, Laura (BBA 14)
Albanel, Charles (MBA 17)
Biason Novell, Marc (BBA 17)
Albareda Sánchez, Jaume (MBA 17)
Biete Amores, Leopoldo (EDIK 76)
Alegre Edo, Helena (BBA 17)
Blaisdell, Cheyenne (BBA 17)
Alghanim, Yousif (MBA 17)
Bofarull Viu, Ivan (Lic&MBA 97), Personnel & Services Dept.
Altschwager, Philipp (MBA 17)
Boix Bernat, Anna (BBA 17)
Amézola Puig, Gonzalo (BBA 17)
Bolaños Prada, Eugenia (MBA 17)
Ancic, Sanja (MBA 17)
Bologna, Giovanni (MBA 17)
Andreu Codina, Susana (BBA 17)
Bordas Estany, Isabel (BBA 17)
Aneas Martínez, Andrea (BBA 17)
Bozzo Fernández, Paola (BBA 17)
Anglada Adam, Judit (BBA 17)
Brassesco Garcia, Mario (BBA 14)
Anzola Verano, Andrea (BBA 17)
Braun, Dominik Martin (MBA 17)
Aranda Romero, Antoni (Lic&MBA 02)
Brewster, Rachel Marie (MBA 17)
Aranguren Cabezón, Maria Aránzazu (BBA 17)
Brodersen, Rupert (MBA 17)
Arcas Bara, Cristina (BBA 17)
Brougher, Nathan Joel (MBA 17)
Ardiaca Pérez, María Pilar (BBA 17)
Bülte, Bettina (MBA 17)
Arellano Armijo, Claudio Matias (MBA 17)
Burgard, Johannes Wolfgang Anton (MBA 17)
Arellano Gil, Pedro (EMBA 07)
Burgués Bassols, Lluís (Lic&MBA 78)
Arias Ortega, Martí (BBA 14)
Burgués Fortuño, Xavier (Lic&MBA 74)
Armenter Jordi, Elena (BBA 17)
Burgués Sellés, Lluis (BBA 17)
Armenter Vidal, Xavier (Lic&MBA 74)
Burguete Piquero, Elba (BBA 17)
Arnedo Santamaria, Meritxell (Lic&MBA 97)
Busquets Goixart, Ramón (Lic&MBA 74)
Arroyo Ruiz, Diego (BBA 14)
Cabré Solé, Blanca (BBA 17)
Aymerich i Ros, Berta (BBA 17)
Calicchia, Liana Ashley (MBA 17)
Azorín Llobet, Enrique (BBA 17)
Callan Moro, Maria (BBA 17)
Bachpol Adell, Meritxell (BBA 17)
Calzada Pifarre, Carol (BBA 17)
Badal Ibáñez, Mª Purificación (Lic&MBA 90)
Cañellas García, Claudia (BBA 17)
Badia Rodriguez, Cristina (Lic&MBA 90)
Capdevila Vilapriñó, Sergi (BBA 13)
Baena Jimenez, Ignacio (GBD 17)
Cappell, Michael Isaac (MBA 17)
Baggio Amuchastegui, Fernando (MBA 17)
Carazo Rodríguez, Alejandro (PMD 93)
Balasch Vaqués, Mònica (BBA 17)
Carbó Barrera, Aïda (BBA 14)
Ballabriga Torreguitart, Antoni (Lic&MBA 91)
Carbonell Ibàñez, Albert (Lic&MBA 95 )
Banerjee, Ratul Kumar (MBA 17)
Carrasco Camps, Inés (BBA 17)
Barlam Fernández, Ramon (BBA 17)
Casanova Turin, Jean Robert (Lic&MBA 74)
Bartrolí Sangüesa, Xavier (BBA 17)
Casas Alaminos, Francisco De Asis (MBA 17)
Batet Gabarro, Albert (Lic&MBA 74)
Casas Caballé, Andrea (BBA 17)
Bathula, Prasad Reddy (MBA 17)
Casas Salva, Toni (Lic&MBA 74)
Batista Foguet, Juan Manuel (PMD 91), Faculty member
Caspar, Gustav (BBA 17)
Baulenas Bardia, Arnau (GED 13)
Castanedo Vila, Eduardo (BBA 12)DONATIONS REPORT 37 Castany Crivillers, David (BBA 13) Espinoza Jerez, Diego Antonio (MBA 17) Castellar Cuadrado, Ignacio (BBA 17) Espinoza Vilchez, Betsy (MBA 17) Castelló Muñoz, Albert (MBA 17) Esteve Icart, Anna (BBA 17) Castro Quagliotti, Miguel (MBA 17) Estragués Condeminas, Beatriz Elena (BBA 17) Catala Pons, Joan (Máster en Dir.Econ.Financiera 03, EDIEF 81) Expósito Canal, Paula (BBA 17) Caubo Sala, Katia (BBA 17) Fabregat Feldsztajn, Jordi (Lic&MBA 80 ), Faculty member Cazalières, Justine (BBA 17) Faus Jubert, Laura (BBA 17) Cebrián Llopis, Eva (BBA 17) Fernández Álvarez, Miguel (Lic&MBA 08) Cerdà Calvo, Eulàlia (BBA 17) Fernández Bardón, Antonio (MBA PT 99) Chang, Yu An (BBA 17) Fernández Barrado, Ignacio (BBA 17) Chung, Byoungwook (MBA 17) Fernández Batlle, Alejandro (BBA 17) Cirera De Tudela, Borja (BBA 13) Fernandez Burrull, Alex (BBA 14) Codina Palau-Ribes, Paz (BBA 17) Fernandez Fombellida, Iñigo (MBA 17) Colas Garcia, Marina (BBA 18) Ferreira Goulart, Gabriel (MBA 17) Coll de la Cámara, Pedro (Lic&MBA 74) Ferreiro Guillamet, Ernest (BBA 13) Coll Llauradó, Aida (BBA 17) Ferrer Garrigasait, Raquel (BBA 17) Collell Sánchez, Roger (BBA 17) Ferrer Gómez, Ignasi (BBA 13) Collera Gratacos, Anna (BBA 17) Figols Isach, Laura (BBA 17) Cols Masana, Mar (BBA 17) Figueiredo Marques De Paiva, Guilherme (MBA 17) Cortadellas Fortuño, Cristina (BBA 16) Figuerola Clotet, Sandra (BBA 17) Costa Baro, Ramon (Lic&MBA 73 ) Font Suñer, Pau (BBA 14) Costa Vila, Albert (BBA 17) Font Torne, Nuria, Personnel & Services Dept. Cumellas Pena, Jordi (BBA 17) Fontova Martí, Iolanda (BBA 16) da Silva, Murilo (MBA 17) Fornós Assens, Juan Ignacio Dalmau Batalla, Enric (BBA 17) Franch Bullich, Josep (Lic&MBA 84), Faculty member Dalmau Riu, Clàudia (BBA 17) Franquesa Cabanas, Olivia (BBA 17) Dangla Feliu, Juan (Lic&MBA 84) Franquesa Castrillo, Carlos (Lic&MBA 86 ) Daudem Prat, Joaquín (Lic&MBA 74) Frontera Avellana, Gerardo (Lic&MBA 74) De Castellarnau Vilanova, Maria (BBA 17) Fuertes Sanz, Álvaro (BBA 17) De Felipe Santos, Tomás (Lic&MBA 74) Furuya Sandoval, Monica (MBA 17) De Las Muelas Escuer, Alejandro (BBA 17) Fyyaz, Hisham (MBA 17) De Nicolai Petrovsky Duarte, Daniel (MBA 17) Gagel, Jean Aike Christian (MBA 17) Dev, Pratap (MBA 17) Galcerán Rosal, Alejandro (Lic&MBA 10) Di Leo, Biagio (MBA 17) Galea Sanromà, Meritxell (BBA 17) Diaz Del Castillo Fernandez, Felipe (MBA 17) Garcia Bachs, Gerard (BBA 17) Domenech Castañé, Mariona (BBA 17) García Cerdà, María (BBA 17) Domingo Hospital, Agustin (MBA 17) Garcia Esteve, Diana (BBA 17) Donde Saucedo, Lourdes (MBA 17) Garcia Fry, Andrea (MBA 17) Droste, Stephan (MBA 17) García Raventós, Georgina (BBA 17) Duran Foix, Marcos (BBA 17) García Sotelo, Carlos (MBA 17) Efendiev, Khalil (MBA 17) García-Coca Piera, Fernando (BBA 17) Egea Saiz, Jaime (BBA 17) Garrofé Urrutia, Natàlia (BBA 17) El Aissaoui, Soufiane (MBA 17) Gautam, Rinika (MBA 17) Elhiny, Abdelkarim Basel Mohamed (MBA 17) Gavaldà Ques, Alba (BBA 17) Escaler Escoda, Jordi (BBA 17) Gazulla Par, Alejandro (BBA 17) Escobar Pérez, Lucía (MBA 17) George Thomas, Tarun (MBA 17) Escrivá Callejas, Jaime (BBA 17) Gérin-Lajoie, Chloé-Hébert (MBA 17) Espejo Mora, Sonia (BBA 17) Giannattasio Bozeda, Angelo (MBA 17)
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