Strategic plan 2030

KAIROS 2030 represents an ambitious evolution in learning outcomes at ESSCA. There will be a focus on increased hybridization of skills and customised curricula. This will be achieved via dual curricula during the Masters section of the Grande Ecole programme; the launch of new programmes in key sectors and remodelled MScs (MSc Finance & Fintech, MSc International Business Online); BBA programmes on the non-French campuses, as well as a hybrid focussed MBA on Business & Technology.

This strategy is also reflected in differentiated international programmes : Master in Management across three continents, a Bachelor’s programme available in three European countries, and the development of double degrees abroad. These curricula will be enriched by the School’s European campuses on which they are delivered and the network of top-level international academic partners.

ESSCA is also announcing the creation as of 2026 of a doctoral programmes (PhD, DBA) with a first intake scheduled to graduate in 2030. A research media centre, an extension of ESSCA Knowledge, will also improve the sharing of research findings, strengthening the School’s academic impact with organisations and wider society. One of the aims of high impact research will be to foster innovation within the portfolio of initial and continuing education training programmes.

As part of its digital acceleration process, ESSCA is aiming for 20% of courses to be digitalised by 2028, alongside an expansion of its ESSCA Online campus. The School is investing in the development of flexible formats, varied specialisms and a heightened customisation of learning outcomes in response to the wide variety of profiles and ambitions among students. Artificial Intelligence will play a key role, by helping to create personalised study plans for students.

Staying true to its role as a committed societal actor, ESSCA is stepping up its dedication to lifelong learning via innovative formats adapted to each stage in a person’s professional journey, whether it be students, recent graduates, or active professionals going through retraining.

A student experience re-focused on living standards and commitment

Student well-being remains a core pillar of ESSCA’s strategy. Listening carefully to student needs and acting on them is a priority.

A student life blueprint, devised in tandem with ESSCA representatives, will be implemented across all campuses to coordinate all actions relating to the standard of living, inclusion, risk prevention and association life. ESSCA wishes to offer an enriching set-up in which to learn that takes into account all personal, social and professional aspects of student life.

Individual commitments, be they associative, civic or professional in nature, will be promoted via a skills passport and a system of open digital badges. This scheme will enable students to formalise any extracurricular skills obtained that will be of use to their entry into working life.

Training programmes on inclusion will be made available to all students. Diversity and inclusion-focused student projects will be supported with dedicated budgets.

As part of this drive, ESSCA continues to invest in the quality of its campuses to offer students a stimulating and welcoming environment.

With campuses established across ten towns and cities in France, Europe and China, ESSCA is reinforcing its positioning as an internationally oriented European school. KAIROS 2030 reiteratesa focus on making Europe the bedrock of internationalisation, whilst ensuring intercultural exposure for all students.

The School is implementing innovative teaching formats that enable each and every student to enjoy a genuinely international experience.

Each campus plays a specific part in line with local economic needs, which in the case of ESSCA’s non-French campuses is:

• Budapest: created in 1993 as part of the opening up of Central Europe to European integration, the Budapest campus traditionally offers learning tracks dedicated to international business, underpinned by issues relating to supply chain management.
• Shanghai: developed in 2006 whilst China was going through a major period of business practice innovation and unprecedented economic development, the campus rapidly became specialised in the field of marketing, specifically within the luxury industry.
• Luxembourg: opened in 2023 to strengthen ESSCA’s European roots, the Luxembourg campus is closely linked to the fields of finance and compliance.
• Malaga: also unveiled in 2023 to support the School’s European positioning, the cultural roots of this site enable it to attract students from Central and Latin America to Europe. The programmes on offer reflect emerging technologies that are present in the local ecosystem such as cyber-security, crypto-currencies, and the metaverse.

In parallel to this, the School is re-focussing its academic partnership policy on high value projects, including double degrees, collaborative research, and the co-development of executive or certifying programmes. The aim is to guarantee that each ESSCA academic programme feature a significant amount of international exposure, wherever the training is taking place.

ESSCA is reiterating its identity as a not for profit higher education institution, independent known for its EESPIG qualification.This model enables the School to dedicate all its resources to missions of public interest: academic excellence, social openness, research outreach and contributing to site policy.

With KAIROS 2030, ESSCA is initiating an ambitious operational effectiveness plan to  optimise the allocation of resources across all its campuses and strengthen its economic viability to meet the expectations of its communities. This plan is focussed on integrated risk management, continual improvement of its carbon footprint and the optimisation of management processes and programmes.

A significant IT investment plan is also being rolled out, including the renewal of the School’s Enterprise Resource Planning information system, and the gradual incorporation of AI into steering processes for a higher performing, more economic energy set-up.

At the same time, ESSCA is setting itself a fundraising target of one million euros by 2030 to help finance high-impact public interest projects: social accessibility, pedagogical transition, and sustainable infrastructures.

One of the key pillars of KAIROS 2030 is to strengthen the feeling of belonging to the ESSCA community and to leverage the brand as a tool to bring people together and extend the School’s reach.

An engagement strategy is being deployed with all internal target audiences and partners: students, faculty, staff, alumni, and companies. The aim is to establish a shared culture, grounded in the School’s values – Humanism, Responsibility, Agility, Reliability – and embodied at all levels.

ESSCA is striving to develop a community of active school ambassadors by 2030. To support this initiative, the institution is initiating the required HR labelling steps (Happy@Work, Speak & Act) in order to recognise the standard of the working environment and encourage collective commitment.