ANNUAL REPORT 2006
EXCELLENCE IN TEACHING AND RESEARCH Rua Quatá, 300 - Vila Olímpia - 04546-042 - São Paulo - SP - Brazil Tel.: 55 11 4504-2400 - www.ibmecsp.edu.br E-mail: [email protected] Ibmec São Paulo in Numbers
Financial Indicators (in thousand reais)* 2004 2005 2006
Gross Revenue 38,131 47,828 62,601
Direct Expenses 18,360 21,259 24,625
Operational Margin 16,163 21,945 31,988
Indirect Expenses 5,763 7,594 10,580
General and Institutional Expenses 6,834 9,669 13,698
Administrative Surplus 4,896 7,666 9,795
Cash Position 5,328 12,305 17,656
Scholarship Fund (3) 2,138 2,178
Annual Report 2006 Investments – Total 1,115 10,768 15,028
Donations – Scholarship Fund - 2,089 314
Donations – Other - 8,725 1,740
Donations – Total - 10,814 2,054
* Administrative View, not considering accounting adjustments New group of accounts, adopted in 2006
Revenues in 2006 Total Revenue per Business Unit, in R$ million
80,000 62,601 Undergraduate Graduate 60,000 48% 35% 47,828 40,000 38,131
Executive Education 1% 20,000 Distance Learning 2% Corporate Programs 14% 0 2004 2005 2006
Monitoring of Goals - 2006
Description Goal Accomplished % Variation
Total Revenues (R$ 000) 62,100 62,601 1%
Managerial Surplus (R$ 000) 8,200 8,120 -1%
Managerial Surplus / Total Revenues (%) 15% 14.3% -4%
New Students in Graduate Programs 1,080 1,168 8% Scholarship Fund 2004 2005 2006
Starting Balance (-) Scholarship Awarded (28) (1) 2,170
Scholarship Awarded (85) (217) (495)
Refund 16 49 44
Investiments 95 2,307 502
Ending Balance (Remunerated) (1) 2,170 2,550
Scholarship Program - Scholarship Awarded 2004 2005 2006
Scholarship Students 17 27 49
Information adjusted in 2006
Scholarship Award in 2006 - Number of Students by type of Program 3,000 2,684
2,393 Financial Aid 2,114 20 2,000 1,597 1,862 Freeshmen 15 1,387
904 1,000 796 Full-Time 727 8 Second Academic Semester 6 0 2004 2005 2006 Undergraduate Executive Graduate Total
In December, 2006
Team 2004 2005 2006
Research Professors 15 18 21
Full-Time Professors 49 47 62
Teaching Assistants 0 27 8
Educational Professionals 131 114 201
Total Teaching Activities 195 206 292
Staff 115 142 170
Total Teaching and Administrative Activities 310 348 462 Table of Contents
Message from the President 2
Friends of Ibmec São Paulo 4 Sponsored Areas 5
Ibmec São Paulo 6 Instituto Veris – Board of Directors 6 Ibmec São Paulo – Council 6 Ibmec São Paulo – Senior Executives and Areas of Activity 6 Mission 7 Fundamental Principles and Values 7 Programs 8 Alumni Community 9
Important Developments in 2006 10 AACSB International 10 Excellence in Teaching 10 Scholarships 14 CEA - External Evaluation Comission 18 New Campus Operation 19 Executive Education - Corporate Programs 20 EAD - Distance Learning 21
Center for Excellence in Teaching and Research 22 Integrated Education Model 22 New Undergraduate Model 23 Ibmec Cultura 26 Ibmec Carreiras (Careers) 27 Graduate Programs 29 Awards and Recognition 33 Dissemination of Knowledge 34 Faculty - Undergraduate Program 36
Financial Highlights 42 Summarized Balance Sheet 44 Income Statement 45 Independent Auditor’s Opinion 46
Ibmec São Paulo Executives 47 Programs 47 Undergraduate and Masters Area 47 Executive and Corporate Programs Area 48 Organizational Development Area 48 Operations Area 48
Publications 49 List of Publications by Research Faculty in 2006 49 1 2 Annual Report 2006 Message from thePresident Association toAdvance CollegiateSchoolsof accreditation - from theAACSBInternational important ofthesewas theplantoachieve on variousotherfronts. One of themost adaptation tothenewfacilities,wealsoworked In paralleltothechangesinvolvingour significant jumpinqualityallofourprocesses. the desired objectives,makingpossiblea at IbmecSãoPaulo,thechangefullyachieved improve thequalityofeducationalexperience some adjustmentsare beingmadetofurther members ofourcommunity. Inshort,although communication andsocializationbetweenthe allowed foramuchmore intenselevelof greater availabilityofcommonandleisure areas educational experienceoracademicbenefit.The withoutanynegativeimpactsontheir learn classrooms madeitpossibleforlarger classesto new amphitheatre-style andfullyequipped withsimultaneoustranslation.The international, forums toformalseminars,bothlocaland presentations, lectures, andinformaldiscussion than 300events,whichrangedfrom theatrical made itpossibletoholdarecord numberofmore space oftheSteffi andMaxPerlmanAuditorium participate inextracurricularactivities.Theample classes tostudyattheTelles Libraryor School, takingadvantageofthetimebetween students toeffectively spendfulltimeatthe entirely newandrevised classschedule,enabled new modeladoptedafterourmove,withan In ourundergraduate program, forexample,the mission andproposal. much more compatiblewithoureducational andlivingconditionsthatare working, learning facilities wewere abletooffer toourcommunity out ofournewcampus.Withandmodern was thefirstyearthatIbmecSãoPaulooperated The year2006wasextremely rewarding forus.It by nature –are employedinawaythatgenerates Ensuring thatourresources –whichare scarce possible levelofefficiency inouroperations. not prevent us from alwaysseekingthehighest The factthatweare anon-profit institutiondoes of ourfacultyandadministrators. raised thatare already receiving thefullattention on July13and14,whenimportantpointswere demonstrated atthefirstmeetingofCEAheld project ofIbmecSãoPaulowasextensively competence andcommitmenttotheeducational in thesectorswhichweoperate.Thislevelof group ofindividualswithrecognized competence us tohaveinourCommissionsuchaselect become membersoftheCEA.Itisaprivilegefor businesspeople andalsoAlumniwere invitedto (SINAES). Executives,renowned academicsand National HigherEducationEvaluationSystem created inaccordance withtheguidelinesof EvaluationCommission, part ofourInternal CEA, whichwascreated toserveasanintegral EvaluationCommission- meeting ofourExternal Another noteworthyeventof2006wasthefirst project isaprioritygoalforus. Successfully concludingthisaccreditation operations andeducationalprograms. implemented toimprove evenfurtherour process are allofthemeasures tobe than thesealofrecognition attheendof obtaining accreditation in2009.More important taken overthenextthree years,withaviewto resulted inanextensivenumberofactionstobe pedagogical andoperationalprocesses, which plan allowedforarigorous analysisofour November 2006.Theexercise ofpreparing this and wasconcludedpresented inlate The planinvolvedourentire teamofassociates accreditation ofbusinessschoolsintheworld. Business, themostprestigious entityforthe the maximum return is essential for enabling us this transparency is fundamental not only for the to fulfill our mission. This is what we call community's involvement in and support for our "Business Like Management". Within this mission, but also for the sustainability of this objective, the effective administration of the mission over time. human resources of Ibmec São Paulo is absolutely fundamental. Towards this end, in The achievements of 2006 described in the main 2006 we launched a management process body of this report are, however, much too guided by competencies, for which the first step extensive to be addressed in this message. It is was defining those competencies that we important to state that these achievements would consider essential and evaluating all of the have not materialized were it not for the complete employees in our administrative areas. The dedication and commitment of our employees, evaluation process, which included the self faculty and support professionals, as well as of evaluation of all associates, sought to provide our students and Alumni community, which 180-degree coverage. This process will be always supported us when needed and perfected over this year and aligned with an collaborated with suggestions and constructive incentive system, which we consider very criticism. We are extremely grateful to all. important for attracting, developing and retaining talent. We also received from the members of our Advisory Council - and also from our CEA, from Note that last year we held the first meeting of Friends of Ibmec São Paulo and from various Friends of Ibmec São Paulo. We plan to repeat other members of our community - unconditional this event on an annual basis in order to provide support for our activities, which was the source an exclusive account to those that support us in of much pride and motivated us to continually our work at the School. In fact, this Report is improve our proposal and processes. I extend to another important element of our objective, all off them my profound gratitude. which is to provide total transparency to the general public about our activities. In our view, Claudio L. S. Haddad
3 Friends of Ibmec São Paulo
ABS Investment Management LLC Jorge Paulo Lemann Alex Haegler José Alexandre Scheinkman André Lara Resende José Antonio Mourão Andrew Shores José Ermírio Neto Antonio Carlos de Freitas Valle José Olympio Pereira Arminio Fraga Neto José Ricardo de Paulo Banco Itaú Lina Wurzmann Bolsa de Mercadorias & Futuros Luis Alberto Rodrigues BOVESPA Luis Norberto Pascoal Annual Report 2006 Bruno Licht Marcel Herrmann Telles Bruno Rocha Marcelo Barbará Carlos Alberto Sicupira Marcelo Medeiros Carlos Castanho Marcelo Stallone Carlos Pinheiro Junior Mario Adler Claudio L. S. Haddad Mario Cezar de Andrade Clóvis Macedo Maurizio Mauro Diniz Ferreira Baptista Michael Perlman Eric Hime Paulo G. A. Cunha Fernando Moreira Salles Pedro Moreira Salles Fernando Prado Peter Graber Fernando Russo Ramiro Lopes de Oliveira Fred Packard Roberto Civita Fundação Brava Roberto Egydio Setubal Fundação Educar DPaschoal Roberto Thompson Motta Georg Ehrensperger Roger Wright Gerdau Rogerio Castro Maia Gilberto Romanato Saddi Advogados Associados Grupo Abril Suzano Holding Grupo Votorantim Suzano Papel e Celulose Guilherme Amaral Ferraz Suzano Petroquímica Jairo Saddi Walter Salles João Moreira Salles
4 Sponsored Areas
Steffi and Max Perlman Auditorium
Telles Library
Siegfried Adler Student Wing
Classrooms: • Alberto Bandeira de Queiroz • BM&F • BOVESPA • Eugênio Gudin • João Gerdau • Graber • José Ermírio de Moraes Filho • Jorge Paulo Lemann • Max Feffer • Octavio Gouvea de Bulhões • Olavo Setubal • Otto Lara Resende • Peter Drucker • Roberto Cochrane Simonsen • Vicente Falconi Campos • Victor Civita • Walther Moreira Salles
Faculty Lounge: • Tufic Oadi Saddi
“Seção Áurea” Sculpture • Lina Wurzmann
“Seção Áurea”
5 6 Annual Report 2006 Ibmec SãoPaulo Sérgio Giovanetti Lazzarini– Marcelo LeitedeMouraeSilva–AcademicDeanforUndergraduate andMastersPrograms (toSeptember2006) José AntonioPintoCapito–Director ofOperations Irineu GustavoNogueiraGianesi–AcademicDeanforExecutiveandCorporatePrograms Claudio LuizdaSilvaHaddad–President Ibmec SãoPaulo–SeniorExecutivesandAreas ofActivity Peter Graber Pedro Moreira Salles Paulo GuilhermeAguiarCunha Michael EdgarPerlman Luis NorbertoPascoal Jorge PauloLemann Ibmec SãoPaulo–Council Pedro Wagner Coelho Marcel HerrmannTelles Jorge PauloLemann Carlos AlbertodaVeiga Sicupira Claudio LuizdaSilvaHaddad–Chairman Instituto Veris –Board ofDirectors Marcia MariaNizzodeMoura–Director ofOrganizational Development Irineu Gianesi,JoséCapito,ClaudioHaddad, Sérgio Lazzarini,andMarcia Moura Academic DeanforUndergraduate andMastersPrograms (as ofOctober2006) Mission
"To be a center of excellence in business and economics, by combining academic rigor with a pragmatic market approach, educating driven people to become successful leaders and working professionals with solid ethical principles.”
Fundamental Principles and Values
To fulfill its mission, it is essential for Ibmec São Paulo to foster an environment in which Honesty and Integrity are essential values to all of its members, resulting in ethical behavior both in and outside the school.
The fundamental principles that should guide the day-to-day activities of the Ibmec São Paulo community include:
Commitment To meeting the goals set.
Mutual Trust Predicated on honesty and integrity in relationships.
Responsibility In preserving and developing the institution's human, material and cultural capital.
Valuing of Diversity Through encouraging respect for and acceptance of differences.
These are the fundamental values and principles for the exercise of the mission of Ibmec São Paulo, and it is incumbent upon all of the community's members to observe and uphold them.
Team Work Ibmec São Paulo
7 8 Annual Report 2006 Programs Ma (Stricto Sensu) G (Stricto Sensu) Undergraduate raduate s Bachelor inEconomic ter Bachelor inBu Profe Profe in Admini s Admini in Economic ss ss ional Ma ional Ma s tration s tration s ine s s s ter ter
ss s s s LLM -Ma Certificate EMBA (Lato Sensu) G raduate Executive MBAinFinance Healthcare Management Bu Mar Financial Management CMM -Certificatein LLM -CorporateLaw CFM -Certificatein CBA -Certificatein LLM -Tributary Law s Executive MBAin s ine k LLM -Financial Executive MBA eting Management Mar ss s s ter ofLaw Admini k et Law s tration s Open Enrollment Program Executive Education- Di Corporate Program Executive Education- s for Bu Cu tance Learning Bu S Cu s hort-Term Program s tomized Program S ine and In s Open Cour s Medium- and hort-Term and tomized Cour ine ss ss Organization s Organization titution s e s s s s e s for s s s s s Alumni Community
The Alumni community unites, fulfills and promotes the integration of students who have graduated at Ibmec São Paulo. Each passing year this community has increasingly benefited the individuals who make up the Institution's history.
2nd Annual Meeting Alumni Ibmec São Paulo In 2006, we celebrated the third anniversary of the Alumni Ibmec São Paulo community, which Over the course of 2006, 53 members of the Alumni already boasts 3,120 registered members, community returned to Ibmec São Paulo to representing 58% of the 5,407 students that have continue their education, under favorable earned degrees from long-duration programs conditions for taking individual courses and/or since the launch of our operations in São Paulo. programs. The Alumni community has been actively involved in initiatives promoted by the School, Important Alumni activities in 2006 include the exceeding our expectations. holding in December of the 2nd Annual Meeting, which brought together the community's members Two former students tell of their experience: in an event hosted at the Museum of Modern Art "After accompanying the Alumni initiatives and visiting the of São Paulo (MAM), and the holding of the new campus of Ibmec São Paulo, where I am very proud to "Brazilian Global Alumni Forum", an event in have a daughter finishing her undergraduate program, I was partnership with the Alumni community of the thrilled to see the importance that the institution has gained". London Business School. Also launched in the Heraldo Botelho – Earned EMBA in Finance in 1990 and year was the "Ibmec São Paulo Connection", an member of the Alumni Ibmec São Paulo. online service created to connect all of the community's members within a large relationship "In addition to providing an excellent opportunity for seeing network, which registered a high number of visits again and maintaining contact with friends and other in less than one month after its launch. students in the program, the events sponsored by the Ibmec São Paulo Alumni Community are done in very good taste,
covering very interesting and very diverse issues. I loved
participating in the 2nd Annual Meeting held at the Museum of Modern Art, and I am already looking forward to next year's meeting!" Rosangela Ferro – Earned EMBA in Business Administration in 2002 and member of the Alumni Ibmec São Paulo
In 2007, we will continue to foster actions increasingly aligned with the expectations of the members of the community, helping to further
2nd Annual Meeting Alumni Ibmec São Paulo strengthen their relationship with this Institution.
9 Important Developments in 2006
AACSB International initiated the process for receiving accreditation from the Association of MBAs (AMBA), an European
To achieve international accreditation is an organization that accredits only MBA programs, essential prerequisite for a business school to be unlike the AACSB International, which covers the recognized abroad for the quality of its programs. School as a whole. The visit of the AMBA Accreditation opens doors for students seeking accreditation team is expected in early 2007. to further their education in a graduate program abroad, and serves as a parameter of quality for those students that opt to follow an international Excellence in Teaching career.
Annual Report 2006 The main initiative that sought to improve the The first international accreditation process that quality of education at Ibmec São Paulo in 2006 Ibmec São Paulo is undertaking is that of the was the intense effort by the Center for Teaching Association to Advance Collegiate Schools of and Learning. The center's objective is to promote Business (AACSB International), an institution and coordinate initiatives and processes, guided that for almost a century has been evaluating and by the educational vision of Ibmec São Paulo, that accrediting Business Administration and seek the development of the school's professors Accounting schools around the world. from a pedagogical point of view. Central to this vision is the principle of Participant-Centered The accreditation process began officially in Learning, in which the student is an active January 2005, and at the end of 2006 the protagonist in the classroom rather than merely a Accreditation Plan was finalized and sent to the spectator. These initiatives comprise the exchange AACSB International, concluding the first phase of experiences and best practices among of the process. Once approved by the AACSB professors, and the provision of detailed International, the Accreditation Plan must be information on their performance in the classroom. implemented within a three-year period. The implementation of the plan will mean intense The initiative that caused the greatest impact in efforts by practically all areas of Ibmec São Paulo 2006 in terms of the exchange of experiences on more than 70 proposed actions. among professors was the program peer observation and feed back, in which a professor The Accreditation Plan is the product of a self- sits in on the classes of colleagues, commenting evaluation process that focus on continuous on their performance in accordance with a set of improvement and the excellence of the School's pedagogical parameters and objectives. The actions and educational proposal. The plan was Center for Teaching and Learning is charged with formulated with the participation of more than 25 forming the groups of observing professors who collaborators in an integrated fashion with the monitor a professor at the start of the academic strategic planning of Ibmec São Paulo, and was year and with coordinating the entire process. established as the principal challenge for the next Both professors attending the classes and those years. having their classes assessed evaluate the experience as extremely enriching. In all 78 In addition to the AACSB International, in 2006 we professors participated in this initiative in 2006,
10 which corresponds to practically half of the administered to larger-sized classes. In the faculty of professors and educational second half of 2006, the same process was professionals at Ibmec São Paulo. repeated with the professors of the second academic semester, allowing them to further the Another initiative in this area in 2006 was the work achieved by their colleagues in the previous establishment of discussion forums addressing academic semester. best practices, which has the objective of the exchange of experiences among the professors Better prepared to deal with larger class sizes of the various programs at Ibmec São Paulo. and drawing on the support of faculty colleagues Some of the issues discussed were students' in the second semester, professors from the first motivation for studying and incentives for academic semester could also dedicate participation, and the development of their themselves to the development of the competencies. competencies of newly admitted students. In the second semester of 2006, this group of The implementation of the School's new model at professors was the focal point of a new project the new campus required greater alignment of coordinated by the Center for Teaching and practices among professors within the same Learning, called the “Cognitive Competencies academic semester, and this alignment is Development Laboratory” (critical thinking, considered fundamental for orienting students analytical and decision-making capacity, newly admitted on the School's expectations systemic and dynamic vision, communication regarding their attitude both inside and outside of and expression abilities). The objective of this the classroom. In late 2005, the Center for project is to enhance the way in which classroom Teaching and Learning held discussions with the activities are able to foster and facilitate the objective of creating uniform actions among development of the cognitive competencies of professors of new classes starting at the School, newly admitted students, in a process that is which resulted in behaviors that contributed consolidated over the entire experience of these significantly to the effectiveness of the courses students at Ibmec São Paulo.
11 12 Annual Report 2006 past three years. undergraduate andexecutiveprograms overthe show thetrajectoryofprofessors from the "within oraboveexpectation".Thechartsbelow 4, andaveragesofgreater than3are considered frequencies are convertedintoascalefrom 1to each oftheitemsinclassroom. These frequency withwhichtheprofessor presents When fillingouttheforms,studentsreport the make upthetopicsshowninfollowingchart. The professor isevaluatedonvariousitemsthat and processed electronically. for atotalofapproximately 40,000formsread 800 evaluationsofprofessors were conducted, School's informationsystem.In2006,more than able toaccesstheirevaluationdirectly onthe special andconfidentialform,withprofessors conducted twiceeachacademicyearusinga student evaluationsoffaculty. Thisevaluationis The area isalsoresponsible fortheprocess of 100% 20% 40% 60% 80% 0%
Communication professors withevaluationswithinoraboveexpectations ability
Organization and clarity
Evaluation and grading Undergraduate program
Academic content and rigor
Pragmatic vision measuring itseffectiveness. and principle ofParticipant-Centered Learning, alignment ofprofessor's practiceswiththe that makeitpossibletoaccompanythedegree of foster thecreation andinstitutionofindicators initiatives thatwere successfulin2006andto are tostrengthenand Learning andenhancethe For 2007,thetargets oftheCenterforTeaching
Interaction with students
Motivation of students for studying
Average 2006 2005 2004 Executive Programs professors with evaluations within or above expectations
100%
80% 2004 60% 2005 40% 2006
20%
0% vision ability Average students and rigor Pragmatic and clarity Evaluation for studying and grading Organization Interaction with Communication Academic content Motivation of students
Another important initiative seeking to value and foster the quality of education at Ibmec São Paulo was the creation of the Chafi Haddad Teaching Excellence Award. The award seeks to recognize the professors that stood out the most in both the undergraduate and graduate programs, based on the opinions of students. Like the George Stigler Award, which seeks to recognize the best research papers published by professors at Ibmec São Paulo, the Chafi Haddad Award involves not only the formal recognition of the professors nominated, but also a monetary sum in an amount equal to that of the research award. In this way, education and research are equally recognized as fundamental for the fulfillment of our mission.
With the objective of fostering the continuous improvement of the programs and services, the School conducts on an annual basis a satisfaction survey that seeks to gauge students’ general evaluation of Ibmec São Paulo. For the third straight year, the evaluation registered even higher levels, as shown in the table below.
Survey of Student Satisfaction Overall Evaluation
2 3 100 6 5 excellent 4.29 4.43 4.51 4.5 good 4 fair 57 53 42 3.5 poor 50 3 very poor 2.5 don’t know 36 45 55 2 average 1.5 0 1 2004 2005 2006
13 14 Annual Report 2006 the sameopportunitythat theyenjoyed. Fund andconsequently extendtootherstudents scholarships helptostrengthen theScholarship repayment, formerstudentswhoreceived education offuture generations.Through commitment toandresponsibility forthe interest charged), whichhelpstofosterasenseof after theconclusionofprogram, withno funds previously disbursed(startingoneyear Scholarship Programs seektherepayment ofthe revenue from undergraduate programs. The which allocatestotheFund1%ofitsgross resources from theIbmecSãoPauloSchool, from individualsandlegalentitiesbyfinancial The ScholarshipFundisformedbydonations School. our selectionprocess andchoosestostudyatour academic talentandcapacitywhoisapproved by funds required tofinanceeveryyoungadultwith to haveaScholarshipFundcapitalizedwiththe social andeconomicrealities. Ourendobjectiveis between peopleofdifferent cultures, beliefsand development ofourstudents,through interaction is afundamentalandessentialvalueforthe in undergraduate programs. We believediversity offers varioustypesofscholarshipsforstudents undergraduate program. Accordingly, theschool not working,giventhefull-timenature ofthe educational materialsandtheopportunitycostof not onlythemonthlytuitionfeebutalso means tocoverthecostsinvolved,whichinclude proposal oftheschooldonothavefinancial disposition thatidentifywiththeeducational many studentswithacademiccapacityand Ibmec SãoPaulotofulfillitsmission,giventhat Scholarship Programs are essentialinenabling Scholarships advances ofthepastfewyears. and tableofscholarshipsawarded showthemain described onourwebsite.Thefollowingtimeline The detailedconditionsofeachprogram are • • • • academic scholarships: Ibmec SãoPaulooffers fourtypesof program. demonstrate financialproblems duringthe enrolled inanUndergraduate Program who Financial Aid,whichcoversstudentsregularly scholarships; and schools orinprivateinstitutionspaidforby for theirentire secondaryeducationinpublic per householdmember, andthatwere enrolled or lessthanoneandahalfminimumwage demonstrate gross householdincomeequalto Full Scholarship,aimedatcandidatesthat with adiscountofupto80%; Second AcademicSemesterScholarshipalso up to80%ofthemonthlytuitionpayment; Scholarships forFreshmen, withdiscountsof 1999 2004 2005 2006 2007
Awarding of some Creation of 1 Semester: 1 Semester: Full Scholarship financial support Scholarship Creation of Full Creation of Second Academic begins to be or discounts for Freshmen Scholarship Semester Scholarship offered each semester 2 Semester: Holding of 1 Meeting of Scholarship Students
1 scholarship 17 scholarship 27 scholarship 49 scholarship student students students students 59% 81%
Evolution of Scholarships 1999-2006
Number of Scholarships Granted by Year
Type of Scholarship 1999-2002 2003* 2004* 2005* 2006
Full Scholarship 0 0 0 5 8
Scholarships for Freshmen 0 0 2 10 15
Financial Aid 16 13 15 12 20
Second Academic Semester 0 0 0 0 6
Total 16 13 17 27 49
* Information adjusted in 2006
We would like to emphasize our special gratitude to São Paulo community. Given the rapid growth in all of those that contributed to the Scholarship Fund scholarships awarded and also the target in 2006. As important as the funds raised is the established for 2007, we expect the group, shown confidence that all donors have demonstrated on in the following photo, to experience rapid growth. the Ibmec São Paulo team. We are fully aware of our commitment to maximizing the value of the resources invested in the Scholarship Fund, employing meticulous analyses of awards and accompanying the young students. In November 2006, the 1st Annual Meeting of Scholarship Students was held, which was a source of great pride for all of the people who make up the Ibmec 1st Annual Meeting of Scholarship Students
15 16 Annual Report 2006 Gilberto Nobre Gerald DinuReiss Frederico Augusto AndradePena Flávio UchoaTeles deMenezes Fersen LamasLambranho XavierFerreira Fernando Russo Fernando RobertoMoreira Salles Fernando Carramaschi Fernando Barreira Sotelino Fernando AntônioP.Fernando Andrade Almeida Fernando Fátima Zorzato Fabíola Rodrigues Eurilton AlvesAraujoJunior Emilia AunGanme Eduardo LuizWurzmann Eduardo deCarvalhoAndrade David JacquesElwing Charles JosephSieh Célio Sacramento Celia FrancodeCamposPinto Cecília PaulaMachadoSicupira Carlos MendesPinheiro Junior Carlos Eduardo Soares Castanho Carlos AlbertoSuslik Candido BotelhoBracher Bruno Licht Brigida MonicaKleine C.P.Bernard Mencier Benjamin JoelCouri ValdirArnaldo Zumiotti JoséGanc Arnaldo Angelo PioMendesCorrea Junior André RochaMolinari Américo MatielloJunior Álvaro AntônioCardoso Souza Alexandre MathewsSturmCoutinho Donors in2006 Phylis Clemensen Pedro Wagner Coelho Paulo Veras Paulo Sérgio CoutinhoGalvãoFilho Paulo R.Vasconcellos Paulo GuilhermeAguiarCunha Paula Vasconcelos daCosta Norman Puginna Norberto AntonioFreddi Nahtan Shor Michael Perlman Melissa Pi Maximo Pinheiro LimaJunior Maurizio Mauro Mario CezardeAndrade Mario ArthurAdler Maria deLourdes EgydioVillela Marcia MariaNizzodeMoura Marcelo SantosBarbosa Marcelo LeitedeMouraeSilva Marcelo BenchimolSaad Luiz SavioViegas Barros Luiz RobertodeAndradeNovaes Luiz FelipedaSilvaHaddad Luis NorbertoPascoal Luciano Almendary Laila GanmeCotait José RobertoG.Meirelles Filho José LuizRegoGlaser José deMenezesBerenguer Neto Jairo SampaioSaddi Jack SunChuHuang Igor Cornelsen Heloisa Wald Gustavo Berg Ioschpe Guilherme doAmaralFerraz Gradiente EletrônicaS/A GMF LivrariaePapelariaLtda Renato Grecco Wanderley Roger Ibrahim Karam Ricardo Dias de Oliveira Brito Ruy Kameyama Ricardo Oliver Mizne Sergio Alair Barroso Riccardo Arduini Sergio Ribeiro da Costa Werlang Roberto Civita Thomas Benes Felsberg Roberto Egydio Setubal Tony Kai Nen Yang Rodrigo Lisboa Bonafé Valdemir Chicarelli Rodrigo Osmo Vandyck Oliveira da Silveira
Former scholarships students that are repaying or have already repaid their scholarships, helping to strengthen the Program
Name Program Alexandre Rostworowski Economics Ameli Cervantes Piantino Economics Carolina de Lacerda Abreu Business Administration Carolina Ferreira de Camargo Business Administration Danilo Aleixo Caffaro Business Administration Guilherme Parente Martins Ferreira Economics João Paulo Burihan Faria Business Administration Leonardo Serrano Giunchetti Business Administration Lucas Rabechini Amaral Business Administration Lygia de Salles Freire Cesar Economics Maria Fernanda Poblacion da Fonseca Business Administration Maristella Pereira Azem Economics Rafael de Oliveira Ferraz Business Administration Rafael Kominich de Mattos Business Administration Roberto Pilnik Business Administration Theo Sabio Leopardi Business Administration Thiago Guarisi Rodrigues Economics Victor Pen Li Lo Business Administration
17 18 Annual Report 2006 July 13and14,2006. annual basis,andthefirstmeetingwasheldon below.follows members The CEAmeetsonan higher educationinBrazil.ThelistofCEA with demonstratedinterest inissuesinvolving educators, andIbmecSãoPauloAlumni–all renowned professionals, headsofNGOs, are entrepreneurs, business leaders,academics, The membersinvitedtobecomepartoftheCEA legally mandatedreport. CPA, contributingtothepreparation ofthe (CEA). TheobjectiveoftheCEAistosupport EvaluationCommission assembled anExternal objectives andfunctioningoftheSchool out acomprehensive analysisofthestrategy, considered thisanexcellentopportunitytocarry Veris, thecontroller ofIbmecSãoPaulo, members from outsideoftheinstitution.Instituto (CPA). TheCPA must,inprinciple,alsoinclude EvaluationCommission maintain anInternal institutions ofhighereducationtocreate and Brazilian Law10,861ofApril14,2004,requires the MinistryofEducationandregulated bythe Evaluation System,whichisadministratedby The SINAES-NationalHigherEducation * Alumni CEA - External EvaluationCommission CEA -External Members oftheCEA Fátima Zorzato Fabio RenatoFukuda* Fabio C.Barbosa Eliana Cardoso Eduardo Wurzmann Demosthenes Pinho Claudio deMouraeCastro Antonio Marcos DuarteJúnior Affonso CelsoPastore Luiz FranciscoModenese Vieira Perez José Fernando Bologna José Ernesto José Alexandre Scheinkman Ilona Becskeházy Ilan Goldfajn Gustavo Herrero Guilherme deAraújoLoureiro* KenjiMuramoto* Fernando even exceededatsubsequentmeetings. meeting, whichisexpectedtobemaintainedor report, ahigherstandard wasestablishedforthe scheduled forJuly2007.According totheCEA points willbegivenatthenextmeetingalready reply totheCEAregarding theprogress onthese analyzed byourfacultyandadministratorsa critical pointsraisedatthemeetingare being were frank,intenseandcomprehensive. Some parties atIbmecSãoPaulo.Thediscussions enthusiasm andcommitmentbyallinterested The meetingoftheCEAwasreceived with complemented theefforts. undergraduate studentsduringlunch An openconversationwithagroup offive • • • • • five maintopics: The agendaofthemeetingsourght toaddress The perpetuationoftheIbmecSãoPauloproject The studentbody The faculty Economic andfinancialsustainability The School'seducationalmission feasibility Vandyck daSilveira Sula Vasconcellos Steiner Pedro LuizPassos Patricia daSilvaH.Palomo* Maurizio Mauro Marília Rocca Maria HelenaG.deCastro Marcos Lisboa (CEA Pre s ident) New Campus Operation
However, in the new survey conducted in 2006, after the move, we surpassed all of the targets related to administrative services and infrastructure that had been established at the start of the year. Our overall satisfaction indices were all higher than 4 on a scale from 1 to 5. As would be expected, the evaluation of the infrastructure of the new campus (physical and technological) improved significantly, rising to 4.60, up from 3.74 in 2005, showing that the new campus was very well received by our students. The survey also indicated areas in which we need to improve, some of which were already adjusted The year 2006 was marked by a considerable at the end of the year, and others that will be duly amount of learning in the management and addressed over the course of 2007. For this year logistics of the operation of the new campus. With the objective is to further increase the indicator of 70% more room than the previous campus, the satisfaction and involvement of our community, main objective was to make the utilization of the expanding the school's common and leisure new space as pleasant and efficient as possible areas with a multi-purpose sports court and within the shortest period of time for all members finalizing plans for a new physical expansion, of the Ibmec São Paulo community. Accordingly, scheduled for mid 2008. final adjustments to the systems and processes were made over the course of the first half of the As mentioned above, with the move to the new year to make the campus 100% operational and campus the class schedule model for the functional, with the main focus on the classrooms undergraduate program was completely revised. A and study areas. description of this new model is provided later on.
With the new campus we enjoyed a significant increase in the size of the public visiting our facilities, which exceeded 2,100 people per day. This was due to the increase in the number of students, programs, extracurricular activities and the new undergraduate model described ahead in this report.
The limitations of the previous facilities, which led to our move to the new campus, were the object of criticism in the student satisfaction surveys conducted in 2004 and 2005.
19 20 Annual Report 2006 strategic needsintermsofthedevelopment Paulo toacquire in-depthknowledgeoftheir relationships withclients,enablingIbmecSão partnerships thatseektofosterlong-term middle andseniormanagement.Theseare corporate educationalprograms aimedmainlyat the capabilityofIbmecSãoPauloincustomizing expand partnershipswithcompaniesthatvalue strategic focuswasmaintained,whichisto meet thespecificneedsofcompanies.The programs especiallydesignedandoffered to growth inourcorporateprograms area. Theseare One ofthehighlights2006wassharp Executive Education-CorporatePrograms ls or ,2 ,4 7,291 113 49 4,545 2006 2,659 3,925 106 49 2005 1,566 43 2004 32 1,307 Class Hours Number ofStudentsServed Programs Delivered Number ofClients Highlights evcs5%4%38% 21% 41% 44% 29% 27% 53% 21% 26% 2006 2005 Manufacturing Services 2004 Financial Programs CompletedbySector providing dataforthepastthree years. served inthecorporateprograms operate, The nexttableshowsinwhichsectorstheclients Ibmec SãoPaulointhismarket. to theexcellentreception ofthevalueproposal of previous yearintermsofhoursoffered, attesting sharp growth, ofroughly 60%,versusthe comparison withthetwoprevious years.Notethe corporate program operationsin2006anda The tablebelowshowssomehighlightsfrom the both individualsandtheirculture. EAD - Distance Learning
The EAD - Distance Learning area of Ibmec São corporate market as yet another quality option for Paulo posted growth of 237% in 2006. In the year organizational training and development. In 2006, more than 4,700 students enrolled in distance a total of 18 partnerships were formed with learning courses, up from 1,412 in the previous leading companies in the market. The services year. More than half of the students came from offered range from the development of new our internal public, among which the Distance content and content customization to the Learning unit registered an increase of 220% in acquisition of licenses to access the distance- relation to 2005. More than 2,600 courses were learning courses. offered to students in the EMBA and Certificate programs, with the objective of homogenizing The general evaluation of the EAD courses students' level of knowledge in terms of the measured in the last satisfaction survey in 2006 quantitative content considered essential for was 4.19 on a scale from 1 to 5, with 92% of taking full advantage of our classroom-based students stating that they would recommend the programs. courses to other students. This result is consistent with the other indicators that also As for the external public, high-quality academic attest to the quality of the EAD programs, content, state-of-the-art technology and the including the low average failure rate in the forming of strategic partnerships were the main courses (3%), the dropout rate of only 1%, and factors that drove demand for the courses, with the high average performance of students (75%). distance learning gaining recognition in the
Number of Students Enrolled in Distance-Learning Courses at Ibmec São Paulo
5,000 4,761
4,000
3,000
2,000 Students Enrolled 1,412 1,000 913 317 0 2003 2004 2005 2006
21 22 Annual Report 2006 professional competencies. third componentinvolvingthedevelopmentof comprising culture, citizenshipandethics,a academic component,butalsoahumanisticone educational modelthatstresses notonlythe programs ofIbmecSãoPauloisforanintegrated The basicproposal guidingtheeducational Center forExcellenceinTeaching andResearch described below. further integratethesethree components.Themaininitiativestocapitalizeonthis opportunityare The movetothenewcampusproduced anexcellentopportunitytorefine oureducationalmodeland Integrated EducationModel competencie Development of s DevelopmentD ProfessionalP e r v o e f e l o s s p DevelopmentD i m o e AcademicA n e v c a n e a l t l d o e p DevelopmentD m professional competencies. other twocomponents:humanisticand initiatives thatseektodevelopandenhancethe program andacademiccontentwithactivities three dimensions,complementingtheclass particularly lastyear, hasbeentointegratethese One ofourprioritiesinthesepasttwoyears, m and citizen Valuing ofethic HumanisticH e i e u c v n e m t l o a p n m i s t s e and it Theoretical content i hip c n t s s application New Undergraduate Model
In this new model, issues related to the class the intuition or critical thinking of students schedule, the students and the professors were through examples, questions, cases or addressed, seeking three objectives: to apply simulations. Learning centered on the participant the pedagogical model focused on participant- means making students responsible, both inside centered learning, to foster greater integration and outside of the classroom, for retaining the between students of different classes and knowledge presented by the professor, who between students and professors, and to should help the class to reach conclusions and expand the model of complete student form concepts in a group fashion. dedication. These objectives were addressed as follows: The new physical facilities have rooms especially designed for applying the principle of a) Apply the pedagogical model focused on participant-centered learning. These classrooms participant-centered learning have an auditorium format and technology to support the professor. Each student receives an The principle of participant-centered learning identification card with his or her name printed seeks to create the conditions to enable on it already in the first week of classes. The use students to reach conclusions or form certain of the card has become mandatory in all concepts on their own. Before presenting a classrooms, and many professors have begun to theory or concept, professors should stimulate include a score for participation in their courses.
23 24 Annual Report 2006 conditions forbothstudentsandprofessors. acoustics, providing excellentinfrastructure with highlevelsoftechnologyandexcellent new campushasespeciallydesignedclassrooms using large classes,with75studentsormore, the their rankingintheentranceexamination.For average academicperformanceasmeasured by Economics students,withbasicallythesame 50 BusinessAdministrationstudentsand25 present, intheinitialsemesters,amixofroughly of thiscriteria.Thus,eachclassbeganto belong, seekingtoequalizethemsimilarinterms achievement intheprogram towhichthey "A" and"B",inaccordance withtheiracademic were allocatedintotwoclasses,denominated the year, studentsfrom thefirstacademicperiods between classes.Startinginthefirstsemesterof Measures were takentofostergreater integration professors different classesandbetweenstudents b) Fostergreater integrationbetweenstudentsof Number ofapplicants-Undergraduate entrance examination
Each yearIbmecSãoPaulooffers 200openingsinBusiness Administration and100openingsinEconomics. Number of applicants 1,000 2,000 3,000 .7 ,6 ,6 ,5 ,1 2,226 1,718 1,153 1,162 1,063 1.078 0 Bu 0220 0420 2006 2005 2004 2003 2002 364 s ine ss Admini 463 s rto Economic tration projects ofascientificnature). student organizations andparticipatingin extracurricular activities(suchasadministrating lectures, seminars,culturaleventsandother allocated forassistingstudents,participatingin advantage ofmonitorsandprofessors' time individually oraspartofagroup, taking but alsoduringbreaks tostudy, whether to remain attheSchoolnotonlyduringclasstime complete dedication.Thestudentisencouraged bolstering theprofile ofIbmecSãoPaulo andafternoon, have classesinboththemorning the firsttosixthacademicsemestersbegan practice. Withthenewcampus,allstudentsfrom facilities, thiswasveryhard toimplementin a full-timebasis.However, intheoldcampus undergraduate studentsremain attheSchoolon The orientationofIbmecSãoPauloisthat dedication c) Expandthemodelofcompletestudent 616 616 s 694 Evolution of Applicants/Opening Ratio
20
15 5.57 3.55 4.03 6.60 10 /Opening Ratio s 5.72 5 Applicant
10.97 10.59 12.28 6.23 10.10 0 2002 2003 2004 2005 2006
Business Administration Economics
% Retention in the Entrance Examination’s First Acceptance List*
60%
40%
20%
0% 2004 2005 2006
Business Administration Economics Average
* Students that remain at Ibmec São Paulo after first acceptance list. Information adjusted in 2006
Faculty Degrees – Undergraduate Program 2006
1%
38% 61%
Doctorate Masters Specialization 25 26 Annual Report 2006 Ibmec Cultura social issues). (mobilizing studentorganizations andtheSchool on philosophy andcurrent affairs) and"solidarityweek" "philosophical cafés"(chatswithprofessionals on integration ofstudents,suchasdramaclasses, 2006 were related toactivitiesseekingthe various socialcampaigns.Othereventsthatmarked executed bystudents)andintheorganization of Challenge" (acompetitionofsocialprojects (GAS) inthedevelopmentof"IbmecSãoPaulo Ibmec CulturasupportedtheSocialActionGroup on Brazil'scurrent affairs. Onthesocialactionfront, accompanied bycommentsandlectures onissues group sponsored severalcinemashowings and guestsparticipated.TheSocietyUnderDebate held variouseventsinwhichstudents,professors which enjoyeditscontinuedsupport,IbmecCultura activities. Inconjunctionwithstudentorganizations, model ofintegratededucation,reorganized its initiatives underthehumanisticcomponentofour In 2006,IbmecCultura,whichischarged withthe corporate socialresponsibility. topics involvingbusinessethics,leadershipand education, theobjectiveofwhichistodebate School andotherinstitutionsofhigher initiative oftheWorld BankInstitute,Wharton the "GlobalClassroom". Thislatteractivityisan the participationofprofessors andstudentsin of theaterpiecesintheschoolauditoriumand monitored visitstoartexhibits,thepresentation presentation offilmsaccompaniedbydebates, the holdingofapanelondiversity, the Some otheractivitiesthatmarkedtheyearwere Congress andtheculture ofpoliticsinBrazil. political conjuncture, therole ofBrazil's discussion onmediaandpolitics,thecurrent sociologists andeconomistsforabroad brought togetherpoliticians,journalists, "Ibmec CulturaDebatesonPoliticsinBrazil" São Paulocommunity. Thefirsteditionofthe institutional eventsaimedattheentire Ibmec Ibmec Culturaalsobegantodevelop Ibmec Carreira (Careers)
The initiatives of Ibmec Carreiras in the classroom activities but also courses such as Time undergraduate program seek the development Management, Effective Communication and and improvement of competencies. The Presentations, and Effective Business Writing. exposure of students to issues and projects Individual orientation is an essential part of the related to work and the corporate environment Program, given that it allows for helping students in seek to foster debate on the real world, and in reflecting on, reaffirming and reviewing their turn expand the understanding and level of choices in gathering information on the job market maturity of their professional choices. and in the development of their careers.
Grounded in the model of integrated education, In 2006, the participation of students in the the objective of Ibmec Carreiras is for students, activities of Ibmec Carreiras was very significant, upon completing four years of the program, to with 755 students participating in at least one have an education that combines extensive training and development activity sponsored by theory with essential competencies developed Ibmec Carreiras and 155 students seeking over the course of their experience at the School. individual orientation. The participation was very With this aim we plan to contribute significantly to highly evaluated, with 96% of participants giving students becoming capable of adequately dealing scores of more than 4 (scale from 1 to 5) to the with an extremely wide range of situations once content and quality of the events. they launch their professional careers. Serving as a bridge between the academic and corporate worlds, Ibmec Carreiras establishes To this end, eight competencies were selected to relationships with companies, supporting their be developed by the Business Administration and respective selection processes. In 2006, with Economics students during their undergraduate growth of 95% in relation to the previous year, program: 533 new opportunities in various different 1. Analytical and Decision-Making Capacities companies and market segments were 2. Systemic and Dynamic Vision disseminated to students in the Undergraduate 3. Critical Thinking Program at Ibmec São Paulo. As a result, more 4. Leadership and Mobilization of Others than 250 different companies made use of the 5. Collaboration and Coordination services of Ibmec Carreiras to prospect young 6. Ability to Present and Communicate talent for internship and trainee positions. 7. Results-Based Orientation Furthermore, 277 students participated in the 8. Boldness and Initiative informal sessions entitled "Talking about Careers", which enjoyed the special participation The development of these competencies takes of nine executives representing different place through a set of actions executed by the segments and areas of activity, and 341 students faculty, the academic administration and Ibmec who participated in two meetings entitled Carreiras within the context of a Competency "Special Talk about Careers". The first of these Development Plan, and involves not only was the "Job Fair", in which senior executives
27 28 Annual Report 2006 or theeconomistintheirwork.Thesecondwas commenting ontheactivitiesofadministrator Santander andWhirlpoolgavepresentations, from Accenture, Itaú,Procter &Gamble, 100 200 300 400 500 600 0 Evolution ofOpportunitiesAnnounced Internships andTraineeInternships Positions 052006 2005 273 together withtwo"EndeavorEntrepreneurs". student whograduatedfrom IbmecSãoPaulo, entrepreneurs participated,oneofwhichwasa "Meeting withEntrepreneurs", inwhichthree 533 Graduate Programs
Executive Graduate Programs with three years of experience in the market, from diverse educational backgrounds, who seeks to In 2006, Ibmec São Paulo offered three get better prepared to start a managerial career. categories of executive programs: Executive Master of Business Administration (EMBA), In the area of Law, three LLM programs are Certificates and Master of Laws (LLM). offered: one with a focus on Law in the Financial Market, another on Corporate Law, and the third Three Executive MBA programs are offered: one on Tax Law. The average profile of a LLM student with a more general focus and two specialized is of a professional in the field of law with programs, one in the field of Finance, and the approximately four years of professional other in Healthcare. The average profile of EMBA experience. students is of a professional, from diverse educational backgrounds, roughly nine years of professional experience and four years of Demand managerial experience, and whose objective is preparing himself to hold senior executive The table below shows, for each of the three positions. categories of executive programs offered by Ibmec São Paulo, the number of applicants that In the case of Certificates, there are also three participated in the selection process, the number programs on offer: one aimed at managing of applicants accepted (with the percentage businesses, one with a focus on finance, and accepted out of the total) and the number of another focusing on marketing. The average students enrolled (with the percentage enrolled out profile of students in Certificate programs, in of the total number accepted), including a contrast to EMBA students, is of a professional comparison of 2006 with the previous year.
LLM Certificates EMBA Total
Variation Variation Variation Variation 2005 2006 % 2005 2006 % 2005 2006 % 2005 2006 %
No. of Applicants 256 466 80% 991 1,182 17% 1,441 1,532 5% 2,688 3,180 17%
No. of Applicants Accepted 84 188 121% 492 657 25% 568 577 9% 1,144 1,422 24%
Percentage Accepted 33% 40% - 50% 56% - 39% 38% - 43% 45% -
No. of Students Enrolled 72 157 118% 410 532 30% 458 477 4% 940 1,166 24%
Yield (Enrolled/Accepted) 86% 84% - 83% 81% - 81% 77% - 82% 82% -
29 30 Annual Report 2006 • Highlights of2006 Carreiras created aCareer DevelopmentProgram professional goals. Inlinewiththisobjective,Ibmec students tohelpthemmove closertowards their The objectiveofIbmecCarreiras istoorient Activities ofIbmecCarreiras Anewsatisfactionsurveyconductedin • IbmecSãoPaulo,inpartnershipwithfiveother • The demandforexecutivegraduateprograms of theprograms. attest tothecontinuedimprovement inthequality 2005. Althoughpartial,alloftheseindicators the program, upfrom thelevelsregistered in 97% ofCertificatestudentswouldrecommend In thislatestsurvey, 95%ofEMBAstudentsand programs, withnochangefortheLLMprogram. surveyed fortheEMBAandCertificates relation to2005in variousaspects significant increase inthegeneralaverage programs involving20%ofthetotalshoweda September ofourstudentsintheexecutive attended thecourse. from small,mediumandlarge-sized companies week ofimmersion.More than80participants development andentrepreneurship duringone Ibmec SãoPaulo,prioritizedtheissuesofbusiness from fiveBrazilianschools,oneofwhichwas time administered byprofessors from HBSand America (BVLA)inJuly2006.Theprogram, this re-offered theprogram BuildingVentures inLatin coordination ofHBS-Harvard BusinessSchool, Instituto Empreender Endeavorandunderthe business schoolsinBrazil,withthesupportof programs. sharpest growth wasintheLLMandCertificates and 24%inthenumberofstudentsenrolled. The grew 17%intermsofthenumbercandidates growth. important forbothpersonal andprofessional for thedevelopmentofcompetencies, whichare so tobe,asametaphor to livetogetherandlearning toknow,Unesco: learning todo,learning learning which weworkonthefourdimensionsdraftedby that are supportedbyindividualorientation,in comprises three meetingsinaworkshopformat This career orientationeffort initiatedin2006 Development Program forCertificatestudents. São Paulostudentcommunity, includingtheCareer support theprofessional developmentoftheIbmec For 2007,wehaveseveralactionsplannedto that offer ExecutiveMBAprograms participated. businessschools which theleadinginternational October inthecityofBaltimore, UnitedStatesin Conference oftheExecutiveMBACouncil,heldin students, waspresented atthe2006Annual supporting thecareer developmentofexecutive characterized byadifferentiated approach in effort, headedbyIbmecCarreiras and expand theirreflections ontheircareers. This programs requested individualorientationto students from theEMBA,CertificatesandLLM work sessions.Overthecourseofyear, 160 scores (9and10)inthereaction surveyafterthe workshops, and97%ofthesegavemaximum In 2006,atotalof358studentsparticipatedin course ofaperson'scareer. and disadvantagesofthechoicesmadeover as theresponsibilities, consequences,advantages competency developmentandcoveraspectssuch are conductedbyspecialistsincareer and and individualorientationsessions.Thesessions and isstructured toincludegroup worksessions draws onasetofbothliveanddistanceactivities, MBA inFinanceprograms. Thisoptionalprogram for studentsintheExecutiveMBAand Career Development Plan Focus on personal development and/or professional career
Workshop 1 Workshop 2 Workshop 3 Career Management Self-Knowledge Development Plan
Individual Assistance / Coaching
Professional Masters in Economics
Launched in 2004, the demand for this stricto the program in less than two years. The sensu graduate program continues to grow, as dissertations covered various topics, such as the shown in the following chart. Note that all of the pricing of energy assets, market risk, credit risk, students from the first class of the masters cooperative finance, macroeconometrics, program completed their dissertations in 2006 currency exchange rates, asset allocation and within the deadlines established in the program, analysis of fund performance. with one student from the second class finishing
Masters Programs Trajectory of No. of Applicants, Admissions and Enrollments by admission process
250 234 209 200 150 112 104 100 93 85 50 50 50 50 28 24 20 0 2004 2005 2006 2007
Applicants Admitted Enrolled
31 32 Annual Report 2006 and characteristicsessentialtoadmission,as consisted oftheestablishmentasetcriteria admission interviewsofnewstudents.This program inthecreation ofastructured process of of theProfessional MastersinEconomics In 2006,IbmecCarreiras supportedtheDirector part oftheJeanMonnetProject, whichisthe Aspects ofIntegration.Thislatterprogram was and European Union–LegalandEconomic Legal RisksintheUseofInformationTechnology, Scorecard; andtwointhearea ofIbmecLaw: and StrategyManagementwithBalanced Chain Management,PersonalAssetManagement Management ofTeams andIndividuals,Supply four were inthefieldofmanagement: duration ExecutiveEducationprograms. Ofthese, In 2006,IbmecSãoPaulooffered sixmedium- Executive Education-OpenEnrollment Programs il Erle/cetd 0 6 - 183% - 76% 280 235% 242% 53% 90% 99 369 695 54% Yield (Enrolled/Accepted) 110 203 No. ofStudentsEnrolled Percentage Accepted No. ofApplicantsAccepted No. ofTotal Applicants Executive Education-OpenEnrollment 2005 in 2007. the followingtable,newprograms willbelaunched education inopenenrollment programs, shownin Due tothesharpgrowth inthearea of executive Rede deHotéisAccor. Companies inSãoPauloState,Perdigão and Econômico, FIESP–FederationofManufacturing duration of30hours,wassponsored byValor the European Community. Thefirstmodule,witha agreement signedbetweenIbmecSãoPauloand evaluation. ensure theproper alignmentandqualityofthe standardize thecandidate-selectionprocess, and competency interviews.Thisinitiativesoughtto admission committeefortheholdingof well asthepreparation ofthemembers 06Variation % 2006 Awards and Recognition
In 2006, important awards were bestowed upon three best dissertations of undergraduate several members of our community, as described programs in Economics. The recipient of the below: award competed with the dissertation “The Mechanism of Monetary Transmission in Brazil: • The Haralambos Simeonidis Award, An SVAR Model with Inflationary Expectations", administrated by ANPEC – National Association oriented by professor Ana Beatriz Galvão. of Centers for Graduate Studies in Economics, which seeks to foster reflection and research on • Our new campus was awarded the 3rd Grand Economics in Brazil, presented each year to the Prix of Corporate Architecture, one of the best works in the categories of papers, books principle awards in the field in Latin America, and doctorate dissertations. In 2006, the award which seeks to recognize the best projects in was presented to Full Professor Naercio corporate architecture and their authors, Menezes Filho, for the work “Trade liberalization investors and administrators. The award was and the evolution of skill earning differentials in given to the Ibmec São Paulo School and to Brazil”, in conjunction with two coauthors. the architectural firm Athié Wohnrath Associados. • Professor Gazi Islam received the award for best paper from the Critical Studies division of • In 2006, the Distance Learning area of Ibmec the Academy of Management, on the occasion São Paulo won the title of Outstanding of its annual meeting, for the work "The Business Model, conferred by the commission Sweetest Dreams that Labor Knows: Robert of the e-Learning Brasil Award, for using Frost and the Poetics of Work", in conjunction technological resources for promoting with his coauthor. continuous learning.
• Full Professor Pedro Valls, in conjunction with his thesis student Cícero Augusto Vieira Neto, received HonorableMention from the periodical Revista Brasileira de Finanças, for the work “Modeling the term structure of interest: dynamic and evaluation of derivative contracts”.
• Paulo Eduardo Mateus, who earned a bachelor's degree in Economics in 2005, received the Corecon-SP Award of Excellence in Economics. The award, which is presented annually by the Regional Economics Council – São Paulo, seeks to recognize the authors of the
33 34 Annual Report 2006 publications in international periodicals alsorose,publications ininternational work anditspublication.Thenumberof may existbetweentheconclusionofanacademic are normalgiventheconsiderabletimelagthat researcher. Fluctuationsinpointsperresearcher also aslightincrease inthenumberofpointsper research oftheMinistryEducation(CAPES),and according totheclassificationforacademic increase inthetotalnumberofpointsalloted As thefollowingchartsshow, there wasan so definedto21. were hired forthisteam,increasing toourfaculty responsibilities. In2006,three newprofessors of full-timeprofessors withresearch mission. To achievethiswehaveagrowing body in ourfieldsofactivityare animportantpartofour The production anddisseminationofknowledge Academic Research several ways,asdescribedbelow. fields inwhichwework.Thisisperformed generating anddisseminatingknowledgeinthe An integralpartofourmissionistocontribute Dissemination ofKnowledge 100 200 300 400 500 600 700 0 * Pointsadjustedinaccordance withtheredefinition ofcriteria 0420 2006 2005 2004 413 Total CAPESPoints* 540 found attheendofthisreport. A listoftheacademicproduction in2006canbe maturation periods. higher ratesofrejection ofpapersandlonger have journals which ispositive,sinceinternational 673 CAPES Points per Researcher*
32.0 32 31.8 29.5
24
16
8
0 2004 2005 2006
* Points adjusted in accordance with the redefinition of criteria
Research Production – Ibmec São Paulo
18 17 16 international papers 16 14 12 Brazilian papers 12 10 10 10 10 books 8 6 6 5 chapters 4 4 2 2 2 0 0 2004 2005 2006
35 36 Annual Report 2006 Title andSpecializationAreas Full-Time Research Faculty Faculty –Undergraduate Program Finance University Ph.D., BusinessAdministration–Stanford Full Professor Antonio ZorattoSanvicente Full Professors Game Theory Ph.D., Economics–University ofIllinois Economics Director Associate Professor /Undergraduate Program in Mauricio Soares Bugarin Associate Professors Econometrics. Finance of Economics Ph.D., Economics(Statistics)–LondonSchool Program inEconomicsDirector Full Professor /Professional MastersDegree Pedro Valls Human Capital.LaborMarket Ph.D., Economics–UniversityofLondon Full Professor /Coordinator ofResearch Naercio AquinoMenezesFilho Economic Thought.Philosophy Ph.D., Economics–UniversityofCambridge Full Professor Eduardo GiannettidaFonseca Finance FGV/SP Doctor, Business Administration–EAESP- Assistant Professor Andrea MariaAcciolyFonsecaMinardi Assistant Professors Strategy. Organization ofCompanies University, St.Louis Ph.D., BusinessAdministration–Washington Associate Professor /AcademicDean Sérgio GiovanettiLazzarini Macroeconomics. Econometrics University Ph.D., Economics–Northwestern Assistant Professor Eurilton AlvesAraújoJúnior Macroeconomics. EconomicGrowth Ph.D., Economics–UniversityofChicago Assistant Professor Eduardo Andrade Marketing University Ph.D., BusinessAdministration–Wageningen Assistant Professor Danny PimentelClaro Brazilian Culture. BrazilianPolitics Doctor, Political Science–PUC/SP Assistant Professor Carlos AlbertoFurtadodeMelo Fábio Augusto Reis Gomes Marcelo Leite de Moura e Silva Assistant Professor Assistant Professor Doctor in Economics – EPGE-FGV/RJ Ph.D., Economics – University of Chicago Consumption theory. Applied Econometrics. Macroeconomics. Finance Time Series Paulo Barelli (joint appointment - University of Fabio Ribas Chaddad Rochester) Assistant Professor / Undergraduate Program in Assistant Professor Business Administration Director Ph.D., Economics – Columbia University Ph.D., Agricultural Economics – University of Game Theory Missouri Strategy. Agribusiness Regina Carla Madalozzo Assistant Professor Gazi Islam Ph.D., Economics – University of Illinois Assistant Professor Labor Market. Microeconometrics Ph.D., Business Administration – Tulane University Ricardo Dias de Oliveira Brito Organizational Behavior. Leadership. Assistant Professor Organizational Culture Doctor in Economics – EPGE-FGV/RJ Finance. Monetary Economics Henrique Machado Barros Assistant Professor Rinaldo Artes Ph.D., Business Administration – Warwick Assistant Professor Business School Doctor in Statistics – USP Innovation Statistics
José Luiz Rossi Júnior Rodrigo Menon Simões Moita Assistant Professor Assistant Professor Ph.D., Economics – Yale University Ph.D., Economics – University of Illinois International Economics. International Finance Industrial Organization
Number of Full-Time Research Professors
25 21 20 18 15 15 12 11 10
5
0 2002 2003 2004 2005 2006
37 38 Annual Report 2006 Lars MeyerSanches Juan Pedro JensenPerdomo José CarlosTiomatsuOyadomari João LuizMascolo Jaqueline Giordano Irineu GustavoNogueiraGianesi Humberto FranciscoSilvaSpolador Heleno PiazentiniVieira Barreira Sotelino Fernando Fabio Orfali Eduardo Correia deSouza Edilene SantanaSantos David Kallás Daniel KellerdeAlmeida Claudia MariaCostin Artur RothsteinBarreto Parente Arthur Carbonare deAvila André LuísdeCastro MouraDuarte Ana MariaRouxV. CoelhoCésar Ana CarlaAbrãoCosta Amyris Fernandez Aloísio BuenoBuoro Adriana Bruscato Part-Time Professors Wilson Toshiro Nakamura Vivian IaraStrehlau Tadeu Aparecido Pereira daPonte Sergio Ricardo Martins Rogério Monteiro Robson Ribeiro Gonçalves Robinson Guitarrari Roberto AnisCalfat Roberta Muramatsu Ricardo JosédeAlmeida Ricardo HumbertoRochadaSilva Priscila BorindeOliveiraClaro Pedro CarvalhodeMello Paulo BeltrãoFraletti Patrícia daCunhaTavares Maria CecíliaLeonelGomesdosReis Marcus Vinicius L.RamosGonçalves Marcos Hashimoto Marco AntonioLeonelCaetano Marcio PolettiLaurini Luciana Yeung Leonidas SandovalJunior Leonardo Pagano Academic Seminars Strategy Research Center
In 2006, a total of 26 academic seminars were The Strategy Research Center, now in its third year held involving researchers from various of existence, continued to form partnerships with institutions in Brazil and abroad, who presented companies, with the goal of generating research in cutting-edge research papers and discussed the the area of business strategy. One of these studies results of their work with the team of researchers sought to discuss the criteria employed for the from Ibmec São Paulo. Many of these seminars allocation of resources in corporations, in were also used for the purpose of evaluating particular assessing ways to measure the capital possible candidates for joining our team of full- employed in each business unit, for use in guiding time professors. investment decisions. Another study sought to develop methodologies to segment business In addition, support was provided for "brown clients, with the aim of improving the type of bag" seminars, bringing together the researchers relationship with and the retention of these clients. from Ibmec São Paulo for discussions to exchange ideas on research, with a view to The Center also coordinated the first effort made helping to enhance individual projects. by Ibmec São Paulo to produce a series of case studies with selection and evaluation criteria. In the first semester of the year, case studies were International Seminars carried out of companies such as Gol Linhas Aéreas, CESAR – Center for Advanced Research
Four international seminars were held in 2006, and Systems of Recife (information technology which provided the Ibmec São Paulo community, research center), Bolsa de Mercadorias de São as well as their supporters and partners, the Paulo and SoluCia (a division of Basf). In the opportunity to enjoy direct contact and discuss second semester, case studies were developed current issues and issues of broad importance. with the companies Suzano, Mextra (an entrepreneurial company, based on a referral
The seminars also served to strengthen Ibmec from Instituto Endeavor) and Cooxupé (a coffee São Paulo's partnerships with renowned cooperative), in addition to a case study on a institutions and professionals, helping to change in trading criteria in a trading session in consolidate our school's standing in the national the financial market. Building on the three other and international scenarios. They were: previously developed cases (Banco Garantia, McDonald’s and Ibmec São Paulo), these studies
• Which Educational Policies actually work? are now part of the series of case studies used by • Economic Innovation and Growth the School. • New Technologies and the Performance of Companies in Brazil and India Lastly, the Center continued to organize • Brazilian Global Forum for Alumni: Managing discussion events. In partnership with the School yourself: making your commitments match of Business Administration and Economics of the your convictions University of São Paulo (FEA-USP) and the Getúlio Vargas Foundation (FGV), in July the
39 40 Annual Report 2006 has 920square metersoffloorspace,317study designed forreading andstudy. Thelibrarynow library gainedmuchmore room especially With theinaugurationofnewcampus Business Administrationandotherrelated fields. The Telles LibraryspecializesinEconomics, Telles Library debate onagribusinessinthefirsthalfofyear. Strategy Centeralsoorganized asector-specific become establishedandevolveovertime.The issue ofhowinstitutionsandorganizations The objectiveoftheeventwastoanalyze administration, sociologyandpoliticalscience. researchers inthefieldsofeconomics,business Paulo, whichsoughttobringtogether interdisciplinary eventhostedatIbmecSão Institutions andOrganizations", an Center's teamorganized thefirst"Workshop on Masters programs. students from theUndergraduate, Executiveand documental treatment ofthe172dissertations professors, inadditiontoproviding supportforthe consultation andresearch bystudentsand available bytheschool,whichfacilitated with thevariousdatabasesofperiodicalsmade periodicals wasunifiedtofacilitateconnection electronic operation. Theaccesstointernational and employees,were trainedbyspecialistsonits than 130people,includingstudents,professors with growth of45%inrelation to2005,andmore documents. Anewdatabasewasalsoacquired, to theprevious year, andnowhasatotalof23,354 library'sarchiveThe grew 20%in2006relation programs, adatabaseandstatisticalsoftware. access,theOffice suiteof with Internet multimedia stationwith20computersequipped showing videos.TheTelles Libraryalsohasa stations, 17group studyrooms andaroom for Center for Entrepreneurship an independent entity dedicated to fostering entrepreneurship. The fact that Endeavor also We consider as part of our mission to stimulate held a series of meetings, lectures and debates and develop the entrepreneurial spirit of our on the issue of the facilities of Ibmec São Paulo students, both in the undergraduate and provided a high degree of synergy to our Center. graduate programs. To strengthen and expand The school offers part of its space for the our activities in this area, in the middle of last year activities sponsored by Endeavor. we hired a full-time coordinator for our Center for Entrepreneurship. The results were already The first semester of activities carried out by the reflected in the second half of the year, with a Center for Entrepreneurship was very valuable. strong increase in the activities carried out. These Many volunteers have joined the Center to enable consisted of orientation for business plans, us to achieve even better results in 2007, and offering of elective courses, lectures, meetings, much work is expected this year. One of the individual orientation, participation in forums, Center's main objectives is to show our students competitions, research and the compilation of a that entrepreneurship can in fact be a career series of business case studies on the subject. option, and that Ibmec São Paulo offers the best Some of these activities were carried out in conditions to educate good entrepreneurs. This conjunction with Instituto Empreender Endeavor, is our challenge.
Acknowledgement of the Faculty
The evolution of the programs of Ibmec São Paulo and the growing recognition of the School's quality would not be possible without the extensive involvement of its professors. With solid dedication and professionalism, these professionals have helped to solidify the School's educational vision not only in the classroom, but in many cases also suggesting and executing projects that are essential to the continuous improvement of the programs and processes of Ibmec São Paulo. We extend our profound recognition and gratitude to all of our professors.
41 42 Annual Report 2006 Financial Highlights and, thus,computedwithintherespective period received inadvanceasservicestoberendered managerial statements,whichconsiderrevenues 2006 webegantoadoptthecriteriausedinour use licenseswere bookedasinvestments.Asof accounting periodandtheallocationofsoftware advance were computedwithinthesame criteria for2006.For2005,revenues received in There hadbeensomechangesintheaccounting million, exceedingby31%thefigure for2005. period finalsurplus,rose toroughly R$9.8 programs. Asaresult, theorganization's end-of- demand forourexecutiveandcorporate at thestartofyear, mainlyduetotheexcellent of R$62.6million,exceedingtheestimatesmade Ibmec SãoPauloended2006withgross revenue oain oa 0842,054 1,740 10,814 8,725 9,738 314 2,178 - 10,768 - 17,656 2,138 2,089 1,115 12,305 9,795 (3) - 5,328 10,580 7,666 7,594 31,988 24,625 13,698 4,896 62,601 21,945 5,763 Donations -Total 21,259 9,669 47,828 Donations -Other 16,163 18,360 Donations -ScholarshipFund 6,834 38,131 Investments Scholarship Fund 2006 Cash Position End-of-period Surplus 2005 General andInstitutionalExpenses Indirect Expenses 2004 Operational Margin Direct Expenses Gross Revenue Financial Indicators-inthousandsofR$* *Administrative View, notconsideringaccountingadjustments. 2006. managerial indicatorsofIbmecSãoPaulofor The tablebelowpresents themainfinancialand position atyearend 2005. million, upR$5.3millionor43.5%from the Our yearend cashpositionrose toR$17.6 2006. by thedifference inthecriteriabetween2005and more, respectively (seetablebelow)-are explained balance sheet-R$1.7millionand1.5 accounting procedures, thelatterreflected inour and surplusbetweenthemanagerial expenditure. Asaresult, thedifferences inrevenue licenses begantoberecorded ascurrent of theservice,whilepurchase ofsoftware use In 2006, the bulk of our investments (70.5%) Graduate and Undergraduate areas combined continued to involve the infrastructure and accounted for 83% of the overall revenue of operational projects related to the New Campus. Ibmec São Paulo. The highlight in 2006 was the In 2007, we plan to concentrate investment in Corporate Programs unit, with a contribution of maintenance and improving the day-to-day 14% to overall revenue, posting an increase of operations of the school. four percentage points versus the unit's contribution in 2005, and improving the balance The breakdown of the contribution of the various across our portfolio of programs. The Executive programs at Ibmec São Paulo - Graduate, Education and Distance Learning units combined Undergraduate, Corporate, Executive Education accounted for 3% of the school's overall and Distance Learning - to the school's overall revenue. revenue is shown in the chart below. The
Revenue in 2006
Graduate Undergraduate 35% 48%
Executive Education 1%
Distance Learning 2% Corporate Programs 14%
43 44 Annual Report 2006 oa iblte n hrhles 7,4 5,9 24,626 55,097 72,442 Total LiabilitiesandShareholders' Shareholders' Equity Long Term Liabilities 72,44255,09724,626 Current Liabilities Liabilities andShareholders' Equity Total Assets Permanent Assets Long Term Assets Current Assets in thousandreais Balance SheetasofDecember31 Instituto Veris Assets Summarized BalanceSheet eerdast ,5 424 238 4,244 6,253 Deferred assets rvso o neti et 142 88 (589) 5,366 18,01214,655 (808) (1,452) 23,75020,41911,933 Provision foruncertaindebts Accounts Cash receivable aia hrs2 7 27 655 3,827 27 11,469 13,495 662 27 700 13,523 21,785 239 662 2,209 15,036 1,128 430 662 3,305 19,899 1,551 924 2,7654,316 Accumulated surplus 25,906 326 5,234 Capital reserves Capital shares 663366 347 Provision forcontigencies 5,036 Long Term Servicestoberendered 1,603 Services tobeprovided 257 11,967 Services toberendered 3,619 Tax liabilities Payroll Suppliers 15,411 219 8,554 736782 charges 1,179 Property, plantandequipment Legal Long termreceivables Other accountsreceivable deposits 1641,1 5,274 21,664 16,211 5352,9 4,509 35,335 24,991 17,908 31,211 26,139 41,488 34,48516,967 5,896 3,9672,871 9,290 4,4012,385 0620052004 2006 April toDecember Income Statement
Instituto Veris Income Statement, Period ended on December In thousand reais
2006 2005 2004 April to December Gross Revenues Revenues from services 60,878 50,369 30,024 Deductions from services rendered (2,776) (2,419) (1,135)
Net Revenue from Services 58,102 47,950 28,889
Operating Expenses Labor (23,044) (22,721) (14,169) Professional and Third party services (12,185) (6,284) (3,672) Depreciation and Amortization (1,839) (1,977) (956) Other expenses (13,457) (8,355) (5,714) Extraordinary itens - - (763) Taxes (282) (260) (145) (50,807) (39,595) (25,419)
Operating Surplus 7,295 8,355 3,471
Net financial revenue/expenses 1,859 1,309 354
Net non-operating revenues/expenses (865) 6 2
(2006 impacted significantly by the proceeds from the sale of the former facilities)
Surplus for the Year 8,289 9,670 3,827
45 46 Annual Report 2006 Independent Auditor’s Opinion Nexia International CRC 2SP019.098/O-1 NEXIA AUDITORESINDEPENDENTES CRC 1SP166.001/O-3 Eduardo Affonso deVasconcelos São Paulo,March 7 Inouropinion,theaccountingstatementsmentionedinparagraph1adequatelyrepresent, inall 3. Ourexaminationwasconductedaccording totheapplicableauditingguidelinesinBrazil,and 2. We haveexaminedthebalancesheetsforINSTITUTOVERISasofDecember31,2006and2005, as 1. INSTITUTO VERIS To theDirectors andExecutives ended onthosedates,inaccordance withaccountingpracticesadoptedinBrazil. operating surplus,thechangesinitsnetworth,andsources andusesoffundsfortheperiods relevant aspects,theassets, liabilitiesandthefinancialconditionofINSTITUTOVERIS,includingits accounting statementsasawhole. accounting estimatesusedbytheorganization’s management,aswellthedisclosure ofall accounting informationreported; andc)theevaluationofmostrepresentative practicesand identification, onthebasisoftests,evidenceandrecords insupportoftheamountsand transaction amounts,andtheorganization’s control systems;b)the accountingandinternal involved: a)theplanningofauditingworkonbasisrelevance ofaccountbalances, responsibility ofissuinganopinionregarding thoseaccountingstatements. ending onthosedates,asprepared byINSTITUTOVERISmanagers.We are charged withthe well asthesurplus,networthchangesandsources andusesoffundsstatementsfortheperiods th , 2007. Ibmec São Paulo Executives
Programs
Undergraduate Program in Distance Learning Business Administration Director Camila de Souza Queiroz Du Plessis Fabio Ribas Chaddad (as of January 2007)
Sérgio Giovanetti Lazzarini Márcia Maria Deotto (to December 2006)
Undergraduate Program in Undergraduate and Masters Economics Director Mauricio Soares Bugarin Area (as of January 2007)
Ricardo Dias de Oliveira Brito Academic Support (to December 2006) Ana Helena Campos
Professional Masters Degree Library Program in Economics Director Silvia Novaes Pedro Valls
Associate Dean for Strategy Research Center Executive MBA Programs Danny Pimentel Claro Fábio de Biazzi
Executive MBA in Healthcare Ibmec Cultura, Extracurricular Management Program Director Activities and Exchange Carlos Alberto Suslik Programs Andréa Tissenbaum
Associate Dean for Certificates Associate Dean for Academic and Executive Education Research Marco Antônio Quége Naercio Aquino Menezes Filho
Ibmec Law Director Community Relations Jairo Saddi Carlos Alberto Furtado de Melo
Associate Dean for Academic Administration Corporate Programs Meiry Tregier Luca Borroni-Biancastelli
47 48 Annual Report 2006 Area Organizational Development Programs Area Executive andCorporate Vilma Santos Resources) Ibmec Pessoas(Human Jaqueline Giordano Ibmec Carreiras (Careers) Tadeu Aparecido Pereira daPonte Learning Center forTeaching and Marcos Hashimoto Center forEntrepreneurship Operations Area Milena Soares deOliveira Planning andControl Martha Magalhães Marketing Silvia ReginaBassaglia Customer Service Christian Greiffo daJustaMenescal Infrastructure Information Technology and Fabio Vagner Ribeiro Administrative-Financial Publications
List of Publications by Research Faculty in 2006
Papers Published in International Scientific Journals
1. AZEVEDO, P. F. de; CHADDAD, F. R. pathological gambling. Journal of the Redesigning the Food Chain: Trade, Investment International Neuropsychological Society: JINS, and Strategic Alliances in the Orange Juice v. 12, n. 6, p. 1-6, 2006. Industry. International Food and Agribusiness Management Review, Estados Unidos, v. 9, n. 1, 8. GALVÃO, A. B. Structural Break Threshold p. 18-32, 2006. VARs for Predicting US Recessions using the Spread. Journal Of Applied Econometrics, v. 21, 2. BURKE, M. J.; SARPY, S. A.; SMITH-CROWE, n. 4, p. 463-487, 2006. K.; CHAN, S.; SALVADOR, R.; ISLAM, G. The relative effectiveness of worker safety training 9. GORENSTEIN, C.; CARVALHO, S. C.; ARTES, methods. American Journal of Public Health, v. R.; MORENO, R. A.; MARCOURAKIS, T. Cognitive 96, p. 315-324, 2006. performance in depressed patients after chronic use of antidepressants. Psychopharmacology, v. 3. CARVALHO, F. A. de; BUGARIN, M. S. Inflation 185, n. 1, p. 84-92, 2006. Expectations in Latin America. Economía (Washington), v. 2006, p. 101-145, 2006. 10. HWANG, S.; VALLS PEREIRA, P. L. Small Sample Properties of GARCH Estimates and 4. CHADDAD, F. R.; JANK, M. S. The Evolution of Persistence. European Journal of Finance, Agricultural Policies and Agribusiness England, v. 12, p. 473-494, 2006. Development in Brazil. Choices, Estados Unidos, v. 21, n. 2, p. 85-90, 2006. 11. ISLAM, G.; ZYPHUR, M. Critical Industrial Psychology: What is it and where is it? 5. CLARO, D. P.; CLARO, P. B. O.; HAGELAAR, G. Psychology in Society, 2006. Coordinating collaborative joint efforts with suppliers: trust, transaction specific investment 12. ISLAM, G.; ZYPHUR, M. The sweetest and information network in the Dutch flower dreams that labor knows: Robert Frost and the industry. Supply Chain Management, v. 11, n. 3, poetics of work. Management Decision, v. 44, p. 216-224, 2006. p. 526-545, 2006.
6. CLARO, D. P. Demand driven chain and 13. MENEZES FILHO, N. A.; GONZAGA, G.; Networks. Production Planning & Control, v. TERRA, M. C. Trade liberalization and the 17, p. 637-638, 2006. evolution of skill earnings differentials in Brazil. Journal of International Economics, Estados 7. FUENTES, D.; TAVARES, H.; ARTES, R.; Unidos, v. 68, n. 2, p. 345-367, 2006. GORENSTEIN, C. Self-reported and neuropsychological measures of impulsivity in 14. MINARDI, A. M. A. F., SANVICENTE, A. Z.,
49 50 Annual Report 2006 Papers PublishedinBrazilianScientificJournals steps: aSouthAmericanCase. ZYLBERSZTAJN, D.Buildingjointventures in6 15. NEVES,M.F.; CONSOLI,M.;CLARO,D.P.; p.19 -39,2006. American BusinessReview(Binghamton) Exchange withoutMarketSpecialists.Latin MONTEIRO, R.C.Bid-AskSpreads inaStock Econômicos (IPE/USP) Salários nasDécadas de 80e90. no PerfildaInformalidade enosDiferenciais de de Trabalho Brasileiro éSegmentado? Alterações 5. CURI,A.;MENEZESFILHO,N.A.OMercado 307-321, 2006. Economia Aplicada Há incentivosaoseucumprimento? Estabilidade eCrescimento naUniãoEuropéia: 4. BUGARIN,M.S.;MENEGUIN,F. B.Pactode Review auditing addvalue? 3. BRITO,R.D.O.;PEETERS,E.Doescredible p. 1-14,2006. for Brazil. Two Consumption-BasedAssetPricingModels 2. ARAÚJOJÚNIOR,E.A.EstimatingandTesting p. 465-505,2006. Econômicos (IPE/USP) sintética doPIBBrasileiro. TAVANI, L.C.Di.CAPMusandoumacarteira 1. ARAÚJOJÚNIOR,E.A.;FAJARDO, J.; , v. 3,n.2,p.200-222,2006. BBR. BrazilianBusinessReview , SãoPaulo,v. 10,n. 3, p. BBR. BrazilianBusiness , v. 36,p.160-19,2006. , SãoPaulo,v. 36,n.3, International Revista de Estudos Estudos , v. 3, , v.7, v. 10,p.41-55,2006. decomposição. mercado de trabalho: umaanálisede Caracterização daparticipação femininano 10. SCORZAFAVE, L.G.;MENEZESFILHO,N.A. Administração no Brasil. determinantes daduraçãodívidacorporativa 9. MOREIRA,M.L.;BRITO,R.D.O.Fatores v. 60,p.200-250,2006. Effect inBrazil. Constant Inequality:TheEducationComposition PICCHETTI, P. Rising HumanCapitalbut 8. MENEZESFILHO,N.A.;FERNANDES,R.; 140, 2006. Revista deEconomiaPolítica determinantes empíricosdafelicidadenoBrasil. 7. MENEZESFILHO,N.A.;CORBI,R.Os p. 21-46,2006. Brasileira deEconomiaEmpresas Premium: AQuantileAnalysis. 6. MADALOZZO,R.C.TheFirmSizeWage Management, ofHealthPlanningand Journal The International Strategic Behavior, IncentivesandSustainability. M. D.IntermunicipalHealthCare ConsortiainBrazil: 16. TEIXEIRA,L.;BUGARIN,M.S.;DOURADO,C. in Management ofProblemsResearch &Perspectives Journal v. 21,p.275-296,2006. Revista BrasileiradeEconomia , v. 5,n.4,out.-dez.de2006. Revista deEconomiae Revista deEconomiaAplicada , v.4, (4),p.12-25,2006. , v. 26,p.120- RBEE. Revista , v. 6,n.1, , , Book Chapters
1. CHADDAD, F. R.; JANK, M. S. Policy 4. GIOVANETTI, B.; MENEZES FILHO, N. A. Coherence for Development: Issues for Brazil. In: Tecnologia e a Demanda por Qualificação na OECD. (Org.). Trade, Agriculture and Indústria Brasileira. In: João de Negri, Fernanda Development: Policies Working Together. de Negri, Danilho Coelho. (Org.). Tecnologia, Paris, França: Organization for Economic Exportação e Emprego. 1 ed. Rio de Janeiro: Cooperation and Development, 2006, p. 129-147. IPEA, 2006, v. 1, p. 315-340.
2. CHADDAD, F. R.; AGUILAR, P.; JANK, M. S. 5. LAZZARINI, S. G.; ARTES, R.; MOURA, M. L.; Agrifood Market Integration: Perspectives from FUKUDA, F. R. Inteligência Competitiva na Developing Countries. In: R. D. Knutson; R. F. Prática: Métodos para Estimar e Analisar Ochoa; K. D. Meilke; D. P. Ernstes. (Org.). North Reações de Competidores. In: Delane Botelho; American Agrifood Market Integration: Deborah Moraes Zouain. (Org.). Pesquisa Regulatory and Policy Integration under Quantitativa em Administração. São Paulo: Stress. College Station, TX: Texas A&M Atlas, 2006, v. 1, p. 174-186. University Press, 2006. 6. MENEZES FILHO, N. A.; VASCONCELLOS, L. 3. GALVÃO, A. B.; CLEMENTS, M. P. Combining Human Capital, Inequality and Pro-poor Growth predictions versus information in modelling: in Brazil. In: Tim Besley; Louise Cord. (Org.). Forecasting US recession probabilities and Delivering on the Promise of Pro-Poor Growth: output growth” In: MILAS, C., ROTHMAN, P.; Insights and Country Experiences. 1 ed. DIJK, V. Nonlinear Time Series Analysis of Washington: World Bank, 2006, v. 1, p. 250-287. Business Cycles. Elsevier, 2006, p. 55-74
Complete Works in Conference Proceedings
1. ARAÚJO JÚNIOR, E. A. Robust Monetary 3. ARAÚJO JÚNIOR, E. A. Robust Monetary Policy Policy with the Consumption Wealth Channel. In: with the Consumption Wealth Channel. In: VII XI Annual Meeting of the Latin American and Jornada Latino Americana de Teoria Econômica, Caribbean Economic Association, 2006, Mexico 2006, Rio de Janeiro-RJ. VII JOLATE, 2006. City. XI LACEA, 2006. 4. ARAÚJO JÚNIOR, E. A.; SANTOS, T. T. dos. A 2. ARAÚJO JÚNIOR, E. A. Taylor Rule and Fixed Dinâmica da Inflação Brasileira após o Plano Real. Exchange Rate Regime in a Small Open In: XXVIII Encontro Brasileiro de Econometria, Developing Economy with Financially 2006, Salvador-BA. XXVIII SBE, 2006. Constrained Households. In: XXII Latin American Meeting of the Econometric Society, 2006, 5. ARTES, R.; TOLOI, C. M. C. Estimação de um Mexico City. XXII LAMES, 2006. modelo de regressão auto-regressivo para dados
51 52 Annual Report 2006 Energia ElétricaedeBensInformática.In:30 Tecnológica noBrasil:OsCasosdosSetores de R. PolíticasPúblicaseAprendizagem 9. BARROS,H.M.;CLARO,D.P.; CHADDAD,F. Gestão daInovaçãoTecnológica, cd-rom, 2006. Gramado, RS.AnaisdoXXIVSimpósiode de GestãodaInovaçãoTecnológica, 2006, their patentportfoliosare built.In:XXIVSimpósio 8. BARROS,H.M.Firms’perception oftheway GCT-B 2870. BA. AnaisdoXXXEnANPAD, cd-rom, 2006.p. Graduação emAdministração,2006,Salvador, Associação NacionaldosProgramas dePós- Patenting Behaviour. In:XXXEncontro da of Appropriability MechanismsonFirms 7. BARROS,H.M.TheImpactoftheImportance 2006, cd-rom, 2006. Technology, 2006,Pequim.Proceedings ofIAMOT 15 empirical evidencefrom UKmanufacturing.In:The mechanisms fortheimportanceofpatents: 6. BARROS,H.M.Therelevance ofappropriability do 17 Probabilidade eEstatística,2006,Caxambu.CD circulares. In:XVIISimpósioNacionalde 2006, Salvador. 30 Encontro CientíficodeAdministraçãoEnANPAD, 11. BRITO,R.D.O.; BYSTEDT, B.The Econometria, 2006.v. 1. Econometria. SãoPaulo: SociedadeBrasileirade Salvador. AnaisdoXXVIIIEncontro Brasileiro de Encontro Brasileiro deEconometria,2006, A. EducationandWages in Brazil.In:XXVIII 10. BINELLI,C.;MEHIR,MENEZESFILHO,N. Administração EnANPAD, 2006. th International Conference onManagementof International o SINAPE, 2006. o Encontro Científicode o Campo eDesenvolvimento, 2006. Fortaleza, CE.Questões Agrárias,Educaçãono Brasileira deEconomia e SociologiaRural,2006, Solutions. In:XLIVCongresso daSociedade Agricultural Cooperatives:Theory, Evidenceand 17. CHADDAD,F. R.Investment Constraintsin Desenvolvimento, 2006. CE. QuestõesAgrárias,EducaçãonoCampo e Economia eSociologiaRural,2006,Fortaleza, In: XLIVCongresso daSociedadeBrasileirade Agronegócio doLeite:Tendências Internacionais. 16. CHADDAD,F. R.Cooperativasno Stony Brook, 2006. Conference onGameTheory,International 2006, of PartisanVoluntary Transfers. In:17 Budget CyclesinaFiscalFederation:TheEffect 15. BUGARIN,M.S.;FERREIRA,I.F. S.Political Mexico City. SitedoEvento,2006. and CaribeanEconomicAssociation,2006, Pressure. In:2006MeetingodtheLatinAmerican Heterogeneity ofCentralBankersandInflationary 14. BUGARIN,M.S.;CARVALHO, F. A.de. Janeiro. SitedoEvento,2006. Economic Theory-JOLATE, 2006,Riode Pressure. In:VIILatin-AmericanWorkshop in Heterogeneity ofCentralBankersandInflationary 13. BUGARIN,M.S.;CARVALHO, F. A.de. 2006. Econometria, 2006,Salvador. CDdoXXVIIIEBE, Pressure. In:XXVIIIEncontro Brasileiro de Heterogeneity ofCentralBankersandInflationary 12. BUGARIN,M.S.;CARVALHO, F. A.de. Econometria, Salvador, 2006. Latin America.In:XXVIIIEncontro Brasileiro de Macroeconomic Effects ofInflationTargeting in th 18. CHADDAD, F. R. Performance Measurement 23. CURI, A.; MENEZES FILHO, N. A. Os efeitos of User-Owned Organizations: An Evaluative da pré-escola sobre os salários, a escolaridade e Survey of the Literature. In: XXX Encontro da a proficiência escolar. In: XXXIV Encontro EnANPAD, 2006, Salvador, BA. Anais do XXX Nacional de Economia, 2006, Salvador. Anais do Encontro da Associação Nacional de Pós- XXXIV Encontro Nacional de Economia. São Graduação e Pesquisa em Administração, 2006. Paulo: ANPEC, 2006. v. 1.
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