In an exclusive interview with The Free Press Journal, EDHEC Business School’s leadership sheds light on their global initiatives and focus on India. Professor Emmanuel Métais, Dean of EDHEC Business School, and Richard Perrin, Associate Dean of International Relations, discuss the growing prominence of Indian students at EDHEC, the school’s innovative curriculum, and its alignment with global market demands. They highlight key programs that attract Indian students, entrepreneurial opportunities, and the emphasis on international exposure. The conversation delves into how EDHEC is fostering global leaders by addressing challenges like climate change and equipping students to thrive in a competitive world.
FPJ: How significant is India as a student base for EDHEC?
Perrin: Indian students are currently the leading international nationality at EDHEC, surpassing even Chinese students. We have around 900 Indian students among our 10,000-strong student body. This reflects the increasing demand for our programs in India.
FPJ: What steps is EDHEC taking to enhance its presence in India?
Perrin: We’re planning to create a legal structure for EDHEC in India. Additionally, we are focusing on four main objectives: recruiting engineering talents, expanding job opportunities in India, strengthening partnerships with Indian institutions. And the fourth objective is entrepreneurship. To believe that entrepreneurship might be the new frontier for international cooperation. As we are exchanging students today for exchange of other programs.
FPJ: Can you tell us more about EDHEC’s entrepreneurial initiatives?
Perrin: We believe entrepreneurship is the new frontier for international cooperation. EDHEC operates three incubators, one of which is in Paris at Station F, which is the largest incubator centre in Europe. Another one is in Lille, the north part of France, and one is in the French Riviera in partnership with an engineering school. We see great potential in exchanging young entrepreneurs between India and these incubators, given India’s entrepreneurial talent in startups, AI, and innovation. Many, talents are creating startups, new ventures, new skills for innovation, AI and so forth. In EDHEC, you also have, at the governance level, an Indian citizen who has been on the international advisory board for the past of ATLAS. We have prominent faculty, faculty from India. We have all the Indian flavour EDHEC, and that is interesting today, and we want to scale up our team.
FPJ: What are some key programs attracting Indian students?
Perrin: The Master in Management (MIM) program is the most popular among Indian students, often considered equivalent to the Indian MBA. This two-year program includes an internship opportunity, a gap year for specialisation, and a dual degree (MIM + MSc). Recently, we’ve introduced programs like MSc in Climate Finance and MIM in Data Science and Artificial Intelligence, which appeal to students with strong quantitative backgrounds.
FPJ: What is the male-to-female ratio at EDHEC?
Perrin: The ratio is 55% female to 45% male, highlighting a strong representation of women in our programs.
FPJ: How does EDHEC emphasise international exposure?
Perrin: Every student at EDHEC must spend at least six months abroad, either through internships or study programs. We have partnerships with over 300 international institutions and offer joint programs, such as the Global BBA with UCLA and Nanyang Technology University and a master’s program with UC Berkeley as SKK in Seoul.
FPJ: What sets EDHEC apart in terms of its global reach?
Perrin: EDHEC’s research and academic programs are globally recognised. We have executive campuses in London and Singapore, focusing on fields like risk management and infrastructure. Our international model prioritises attracting the best global talent while ensuring impactful research and partnerships.
FPJ: How does the curriculum align with the global market?
Métais: It aligns not only with the market but with the overall strategy of the schools. By talking about the strategy of the schools, we just launched a new strategy plan, which is entitled Generation 2050, because by 2050, human beings will have to solve kind of little problems such as climate change, poverty, you name them. And this is how we have decided to reposition and position the school as of now. This drives innovation in the program. For example, Richard just talked about climate finance. In the strategy plan, we have decided on three main priorities:
1. Creating a research centre in net positive business: The goal is to do research on companies that make profit while solving basic problems like social pollution, biodiversity, climate change, or well-being.
2. Climate finance: We are investing 60 million euros in climate finance, and we monetise our research results by creating tools for the industry and selling them to the market.
3. Preparing students to lead transformation: Graduates need to be equipped to transform companies and address scenarios like net-zero emissions by 2050. This significant investment plan (300 million euros over the next four years) ensures our curriculum aligns with global trends and the world’s pressing needs. Indian students coming to EDHEC will be educated and trained to address these critical challenges.
FPJ: What strategies are you using to ensure Indian students are aware of these programs?
Perrin: The program on climate change and sustainable finance has been around since 2019, with roughly 60 students enrolled each year. Indian students are adventurous and open to new challenges, which is why EDHEC introduced innovative programs like Data Analytics and Artificial Intelligence in 2017 and expanded them later. In 2019, we started the MSc in Climate Change and Sustainable Finance is a partnership with an engineering school and focuses on equipping students for future opportunities in sustainable finance, which is currently a buzzword in the finance domain. Programs include research theses that students defend before professors.
FPJ: How does EDHEC assist students in securing work opportunities?
Perrin: We have a dedicated team in place, a system where we can follow the skills and the ability of each student during day one. It’s very important to assess every single year, so that soft skills are clearly objective, and we try to consult them over the years. We are organising into three main areas for career services:
1. Career Booster: From day one, students are assessed and trained in soft skills and financial skills to prepare for specific roles.
2. International Corporate Relations (ICR): We work with HRs and senior management to understand industry trends and ensure students are ready for the job market.
3. Alumni Network: Our successful alumni recruit students and serve as ambassadors. We also have a research centre called the New Gen Talent Centre that is trying to showcase their research in the field of how the young generation is evolving in terms of expectations for the job market, in terms of profiling, and that’s also very helpful for us to be closer and closer to the need.
We organise sector-specific recruiting fairs, like Finance Day, and collaborate with companies like Orange, Societe Generale, Microsoft, and Unilever for case studies and projects. Corporate sponsors provide practical exposure through case studies, which give students a feel for real-world challenges.
FPJ: What financial assistance and scholarships are available for Indian students?
Perrin: We offer scholarships based on merit, which can go up to 50%. Additionally, we partner with the French Embassy in India to offer two 50% scholarships annually to RMI students. Other financial support includes:
1. Prodigy Finance: Offers loans to students from partner schools like EDHEC.
2. French Government Housing Allowance (SCARF): International students can receive up to a 30% housing credit. These initiatives ensure financial support for students to sustain themselves while studying.
FPJ: How does EDHEC help students with accommodation?
Perrin: It’s the student office at EDHEC. It works in a relay fashion. At the beginning, the student is in touch with the admissions team. Once the student has submitted the application and sent the file to the academy, they decide to get back to us. They become a confirmed student with us, and we pass them on to our student office.
The international student office, based on all campuses, is then in charge of getting back to the student whenever housing accommodation options open, visa applications, when to apply, and how to apply. In Lille, we have dorms. It’s a US-type campus with sports facilities. In Nice, it’s more like a city campus, so we tend to work with private apartments. We have a dedicated international student office team that helps students find and live housing.
FPJ: What kind of cultural activities or support systems are there for Indian students once they move to France?
Perrin: Indian Week is celebrated. We have celebrated Diwali and Holi. Now students have associations. We’ve had a graduation ceremony where one of our students performed the Bharatanatyam dance. Festivals are celebrated on campus, making students feel at home. Honestly, it’s good to be homesick sometimes. It pushes students out of their comfort zones, expands their horizons, and helps them grow at an age when they’re exploring themselves.
FPJ: How does EDHEC support students in terms of mental health, especially for those who might not openly discuss their struggles?
Perrin: We have a dedicated department with doctors available to help with both health and psychological issues. It’s available in Lille and Nice. We try to humanise the experience, following students not just for academic or career services but also for their personal well-being. Professors are approachable, and we ensure physical presence and interaction despite the increasing use of online devices. We’ve invested significantly in improving the student experience—from academics to campus life.
Métais: A dedicated executive committee member oversees the student experience. All student services, like building management, IT, career services, and student life, are grouped into a single unit. This ensures we maximise student satisfaction and respond promptly to any issues.
