• Construction continues on schedule and the official opening is planned for fall 2022.
• A multi-sector team responsible for the fall 2022 program of downtown activities and a team responsible for the program of flagship activities in 2023 were created.
• Recommendations of 15 of the 17 projects by the transition committee were approved and are being carried out.
• The community of downtown managers and the ambassadors’ network were created and are meeting regularly.
• 7 lunch talks on different themes were offered to all School staff.
• Internal and external websites have been updated regularly and discussions with the neighbourhood have continued.
• The fundraising campaign by the HEC Montréal Foundation and Alumni Relations Office associated with the construction of the new building continued and raised substantial donations.

• The Academic Competitions Department was created.
• An internship office was set up.
• Approximately 10 experiential courses at the undergraduate and graduate levels were created.

• Consultations were undertaken with several dozen people, among them:
  • 50 people involved in this field, whether internally or externally
  • 19 people representing research centres and groups in Quebec and abroad
  • 12 people representing Quebec organizations involved in sustainable development, corporate social responsibility and ethics
  • 15 members of HEC Montréal faculty
• Major issues were identified and a detailed report on the consultation results and implementation proposal were submitted.
• An advisory committee was established, including internal and external members reporting to the Director.
• Strategic targets for developing an impact strategy were identified.
• The School’s current performance was evaluated (basic data determined) for key indicators associated with strategic targets.

• Analysis and recommendations by an interdepartmental collaborative team to determine the strengths, challenges, threats, opportunities and risks related to the School’s communications.
• Audit the HEC Montréal brand by undertaking perception surveys of key audiences.
• Develop a positioning strategy.
• Review the tone and visual identity of the brand.
• Set up an intranet (underway)
• Place advertisements in different publications to highlight our mission and achievements.

• Set up a collaborative team to evaluate possible solutions in order to:
  • Generate new ideas on digital technologies and their use, as well as the processes and governance mechanisms of information resources
  • Deploy these innovations throughout the School.

Initially, the team will focus on Pedagogy and Research. It will then extend its action to Administrative Processes and Collaboration, both internally and externally.

• A series of measures undertaken during the pandemic (staff surveys and ongoing communications, enhanced training and remote work; implementation of a virtual medical service for staff; remote support for ergonomics, etc.) These measures allowed us to develop new rules for organizing work time to continue post-pandemic, and material for training and applying these new arrangements offered at HEC Montréal.
• Instructions on talent acquisition were completely reworked to integrate concepts of management and staffing of internal talent, through individual development plans.
• A new recruitment system (ATS) named TALÉO was introduced, integrating an up-to-date and more representative image of the School’s dynamic nature.

• Participate as a partner in three major grant applications to the Canada First Research Excellence Fund, in the areas of artificial intelligence, health and sustainable development.
• Prepare two NSERC Alliance grant applications on person-machine interactions, involving about 15 organizational and government partners (for a total budget of more than $16 M over 5 years).
• Participate in 5 major grant applications to the Canadian Foundation for Innovation, in co-operation with Polytechnique Montréal and other partners (for a total budget of about $47 M). The projects concern medical technology, urban water systems and sustainable development.
• Set up the Institut de gestion des innovations en santé centré sur la valeur (value-centred health innovations management centre), initiated with the CHUM.
• Participate in establishing the Centech Hub, an entrepreneurial innovation platform, with ÉTS and McGill.
• Deploy the Réseau québécois de recherche en économie circulaire (Quebec circular economy research network), with Université Laval, ÉTS and Polytechnique Montréal.
• Organize the 100th anniversary ACFAS congress with Université de Montréal and Polytechnique Montréal.