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2013 Annual Report Is a Management Tool That Allows Us to Iden- Tify the Steps Forward the Institution Has Taken and the Challenges It Has Faced Since It Was Created

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2013 Annual Report Is a Management Tool That Allows Us to Iden- Tify the Steps Forward the Institution Has Taken and the Challenges It Has Faced Since It Was Created OUR NUMBERS Professionals Developed 30.952 34.826 33.278 2011 2012 2013 Operational Revenue and Gross Margin (R$ million) 64,2 62,8 57,8 159,4 177,0 196,3 2011 2012 2013 Operational Revenues Gross Margin Investment in Development (R$ million) 19,9 20,6 19,3 2013 2011 2012 2013 Net Income - surplus Annual Report (R$ million) 11,5 16,0 7,2 2011 2012 2013 Fundação Dom Cabral 37 years 1976 .Fundação Dom Cabral 1990 1973 is created from the 1980 . Alliance with Insead – 1992 The beginning of PUC/MG Extension Partnership to 1989 The European Institute of Partnership with the activities of the Center. create CEDEX – Partnership to create Business Administration midsized companies Universidade Católica de . Alliance with Groupe Center for Foreign CTE – Entrepreneurial . The 1st PGA – Advanced to create PAEX 1993 Minas Gerais Extension HEC, France. Trade Studies and Technology Center. Management Program is – Partners for Alliance with the Kellogg Center. Development. held. Excellence. School of Management. 1999 . Partnership with family businesses 2006 2007 1996 to create PDA 2001 . FDC 30 years . Accredited by FDC 20 years – – Shareholder . Opening of the 2003 . Cooperation EQUIS – a renowned 1st Corporate Development Aloysio Faria Campus. 2002 FDC joins the 2005 network in Latin system that confers MBA and Partnership. The Best MBA in . The first knowledge UN Global . 22nd place in America international distance-learning . The Volunteers’ Brazil – Você S.A management center Compact. the Financial . DOM magazine recognition on methodology. Program is created. magazine ranking. is launched. Times ranking. publication. business schools. 2009 .The beginning of the cooperation 2013 . 16th place in the Financial 2008 network with schools from the 2010 .Opening of the São Paulo . EFMD-FDC International Times ranking and 2nd place BRIC countries (Brazil, Russia, 2012 Office. Conference “Strategic Moves . 8th place in the Financial in the America Economia India and China) . Partnerships with in Business Education” Times ranking and 1st place magazine ranking. Opening of the Center for the 2011 companies: COMn – World- . 6th place in the Financial . FDC 35 years – 5th place in in the America Economia .EQUIS and AMBA Development of Management Organization Connection Times ranking. the Financial Times ranking magazine ranking. Re-accreditation. Knowledge – CDCG and RDI – Integrated .1st place in the America .1st place in the America . Inauguration of the .Opening of the Rio de Janeiro .Inauguration of the International Development Network. Economia magazine ranking. Economia magazine ranking. Board Committee. Campus Advisory Council. Board of Trustees FOUNDER AND CHAIRMAN: Cardenal Dom Serafim Fernandes de Araújo BOARD MEMBERS: Angela Gutierrez Eduardo Borges de Andrade Guilherme Caldas Emrich Gustavo Araújo Penna Gustavo Fabian Grobocopatel Henrique Moraes Salvador Silva José Luiz Faria Maria de Fátima Henriques da Silva Barros Bertoldi Paulo Guilherme Monteiro Lobato Ribeiro Pedro Luiz Barreiros Passos Ozires Silva Sônia Regina Hess de Souza Subramanian Rangan Weber Ferreira Porto Fiscal Council EFFECTIVE MEMBERS: SUBSTITUTE MEMBERS: José Epiphânio Camillo dos Santos Breno de Campos Luiz Carlos Motta Costa Francisco de Assis Oliveira Azevedo Sérgio Eustáquio Pires Cândido Luiz de Lima Fernandes Board Committee FOUNDER AND PRESIDENT Emerson de Almeida DIRECTORS Carlos Roberto Vasconcelos Novais Mozart Pereira dos Santos Dean’s Office DEAN ASSOCIATE DEANS Wagner Furtado Veloso Carlos Alberto Arruda de Oliveira Luiz Eduardo Ferreira Henriques EXECUTIVE DEANS Maria Elizabeth Rezende Fernandes Antonio Batista da Silva Junior Marta Outeiro Moutinho Teixeira Pimentel Paulo Tarso Vilela de Resende Ricardo Siqueira Campos Roberto Sagot Monteiro International Advisory Council Chairman Fernando Orocobre Oris de Roa - Argentina Donald Jacobs – USA Aécio Neves - Brazil Anamaria Schindler - Brazil MEMBERS Antonio Anastasia - Brazil Harald Zulauf - Germany C. Belini - Brazil Guerra Freitas - Angola Carlos Bühler - Brazil Gustavo Grobocopatel - Argentina Celso Amorim - Brazil Fabio Barbosa - Brazil George Sunny Verghese - Singapore Gilberto Tomazoni – Brazil Carlos Piedrahita - Colombia Henrique Meirelles - Brazil Kook-Hyun Moon - South Korea Jean-Michel Ribieras - Brazil Benjamin Akande - USA José Luiz Olivério - Brazil Clifford Sobel - USA Josué da Silva - Brazil Dominic Barton - USA Luciano Coutinho - Brazil Don Defosset - USA Luis Roberto Pogetti - Brazil Donna Hrinak - USA Luiz Lopes - Brazil Duncan Niederauer - USA Marcel Malczewski J. Douglas Gray - USA Mariano Lozano - Brazil Jennie Hunter-Cevera - USA Marina Silva - Brazil Kevin Connelly - USA Mário Garnero - Brazil Luis Moreno - USA Newton Neiva - Brazil Melanie Katzman - USA Pedro Suarez - Brazil Ronald DeFeo - USA Philippe Prufer - Brazil Sally Blount - USA Renato Vale - Brazil Dipak Jain - France Roberto Rodrigues – Brazil Narayana Murthy - India Roberto Teixeira Costa - Brazil Shantanu Prakash - India Rodrigo Kede – Brazil Subramanian Ramadorai - India Sergio Foguel - Brazil Seiji Shiraki - Japan Sérgio Soares Cavalieri - Brazil Ernst Bergen - Paraguay Tadeu Nardocci - Brazil António de Almeida - Portugal Vania Somavilla - Brazil Daniel Bessa - Portugal Wilson Brumer - Brazil Fernando Pinto - Portugal Dezsö Horváth – Canada Guy Elliott - UK Jamal Khokhar - Canada Julia Middleton - UK Jorge Bunster - Chile Mark Cutifani – UK Alfredo Moreno Charme - Chile Martin Sorrell – UK Bing Xiang - China Darys Estrella - Dominican Republic Lu Xiongwen - China Ruben Vardanian - Russia Jeffrey Schwartz – Singapore Peter Lorange - Switzerland Goh Kok Huat – Singapore Enrique Iglesias - Uruguay Summary 7 Letter from the Dean 34 Strategic Objective III 10 Introduction 50 Strategic Objective IV 14 Strategic Objective I 54 Strategic Objective V 26 Strategic Objective II 62 Annexes Letter from the Dean As the year ends I would like to share with you in this report the most relevant information about the activities developed in 2013. We made important strides forward throughout the Institution, although its economic-financial results fell below our budget forecast. Important strides forward were also made regarding the mix of operating reve- nues, with rising revenues from partnerships, mainly from PAEX and from the MBA programs, which led to a balance among FDC program families. Such performance allowed the three family groups (Customized, Partnerships and Open Enrollment/Postgraduate) to reach a balance in operating revenues and margins. We invested in infrastructure by expanding our facilities in São Paulo, opening our Campus in Rio de Janeiro, and modernizing the Belo Horizonte Campus facilities. We also managed to move ahead regarding controlling administrative expen- ses and experienced a 9% reduction when compared to the budgeted amount that stemmed from rationalizing processes, putting a hold on hiring and revi- sing large contracts with suppliers. We guaranteed investments in knowledge, people, product, market and social development, despite not having reached the non-operating revenues we fo- recast. We consolidated the domestic market by expanding our actions in SP, RJ and Brasília through our own people and through our Representatives, who now account for 40% of our operating revenues and extend our reach over practically whole the country. We implemented new ventures with Affiliates in Piauí, Rio Grande do Norte, Rondônia and Mato Grosso do Sul, and also expanded with them our Open Enrollment Programs to different cities such as Blumenau, Campinas, Curitiba, Fortaleza, Goiânia and Manaus. We did not manage to achieve the results we had forecast in the economic- financial arena. Basically, this happened due to rising overhead and operating 7 costs, mainly as regards people, canceled and postponed Customized and Open Enrollment Programs, lower returns from financial investments due to changes to the country’s monetary policy, and non-operating revenues that fell below expectations. From September last year the Board Committee supported us as regards rationalizing our or- ganizational structure by dropping one directorship and some management positions, as we sought to speed up our management process. The 2014-2018 Strategic Plan began to be prepared last September. We would like to highli- ght that this process has been enhanced year by year as we maintain our five Strategic Objec- tives and significantly reduce the number of actions, projects, indicators and goals involved. In January 2014 we assessed the results of 46 goals from our 2013-2017 Strategic Plan and found out that 83% of them had been either achieved or surpassed. When mentioning our internationalization process we should highlight our hosting and/or participating in international events such as the Public Management International Seminar in partnership with the World Bank in São Paulo and the UN Global Compact Leaders Summit in New York. We have been re-accredited by Equis, the accreditation arm of the European Fou- ndation for Management Development (EFMD) and by The Association of MBAs (AMBA) for the next three years. We were ranked 16th among the 50 best business schools in the world on the Financial Times executive education ranking, which means we have dropped eight po- sitions compared to last year; nevertheless, we remain the number one business school in Latin America. Such fluctuations through the ranking are frequent and natural, as the positions are defined by minimal differences in points. We are now working to correct
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