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- 120 ans de la SBS-EM - Une année exceptionnelle
- Mots de Bienvenue de la Doyenne
- A propos de l'Ecole
- Plan stratégique 2021-2026
- Historique de l'Ecole
- Gouvernance
- Le Doyen & son Equipe Décanale
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- Annuaire de nos Professeurs
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- Newsletter de la Faculté
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Strategic Plan 2021-2026
We are Ernest.
Sustainable Transformation, Internationalization, Co-creation
Ernest Solvay (1838-1922), the founder of the School, was ahead of his time. The ammoniasoda process he developed and patented in 1863, laid the foundations for a thriving international chemical company. His drive for excellence and entrepreneurial spirit still stands at the core of our values today. This is why he is the inspiration for our strategic plan 2021-2026 of the Solvay Brussels School of Economics and Management. Up to each and every one of us to be more Ernest!
Vision:
Our School aims at being a leading European school in economics and management, as enabler of the sustainability transformation of our society. Integrated in a multidisciplinary research-based university, the SBS-EM is intensively collaborating with its entire ecosystem and combines a unique blend of scientific rigour, contextual engagement, and problem-solving skills, with an ambitious European and global reach
Mission:
To have a decisive and positive impact on how economic, business and societal challenges are addressed. With a strong emphasis on quantitative methods, we produce pioneering research and educate women and men to become true leaders and entrepreneurs in their respective fields.
Starting from our mission and vision, we have defined 5 strategic priorities to address today’s major challenges and seize new opportunities. By building knowledge, developing talents and sharing passion, we want to:
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become a recognised leader in the sustainability transformation of society
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enhance our multidisciplinary platforms co-created with other stakeholders in our ecosystem
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expand our School’s internationalisation and mobility offer
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strengthen our School’ organisation and simplify its governance
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make our core business management and economics activities future-proof
Each of these 5 priorities is applied to the following 3 pillars that reflect the core activities of our academic community:
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Leading edge Education Programs
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Thought leadership: research and outreach
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The School as a Living Lab
Where these strategic ambitions and pillars meet, a team of professors, researchers, staff and students will make sure that the topics of Energy & climate, Circularity, Human wellbeing and Socially sustainable organisation are addressed. This transversal co-creation is unique in its kind.