Galileo Global Education (Paris School of Business, Strate, ESG…) takes over emlyon!

After announcing its transition from EESC status to Société Anonyme status in 2018, a new thunderclap has just sounded from the side of the prestigious emlyon business school. Back in a few lines about the development of its management, just changed with the arrival in the capital of the private group Galileo Global Education.

Entrance to the capital of Galileo Global Education (Paris School of Business, Ecole Strate, ESG, etc.)

After a general meeting of the Chamber of Commerce and Industry of Lyon Métropole-Saint-Etienne-Roanne, which has just been held on the morning of September 8, emlyon announces a change in its capital to give the school new levers to accelerate its transformation into global business university among the 15 best in Europe.

This new step, which will now be subject to legislative information and consultation procedures:

  • confirms CCI’s place as majority shareholder in the school and therefore its status as a consular school; Bpifrance will remain associated with the new entity;
  • Allows access to the capital of the school for a French player, European leader in the higher education sector, the Galileo Global Education group and the exit of the capital of the Qualium fund, to which the previous management had dangled a valuation of approx. 250 million euros and an overly ambitious IRR for a business school, a forecast that several experts in the academic and financial fields consider disconnected from reality;
  • Enables an increase of the school’s capital and access, together with Galileo Global Education, to a group of leading economic players in the Lyon region, including BioMérieux.

According to Isabelle Huault, president of emlyon’s board: “reinforces the relevance and pursuit of the strategic plan for Confluences 2025, which I will continue to implement together with the board of which I have the honor of chairing. This project will give us new powerful and immediate levers to consolidate and accelerate our development around three fundamental pillars: hybridization, internationalization and social and environmental commitment.

By relying on the large network of Galileo Global Education, emlyon will thus strengthen its international development, by soon having 4 campuses in London, Milan, Berlin and Oslo and by increasing its digitization. emlyon will also continue to hybridize its programs by creating partnerships with international institutions of excellence, particularly in the fields of art, design and technology. Finally, the school will intensify its social and civic engagement with the launch of programs within the Interneta school that offers qualifying training to young people who drop out of school, the generalization of the SDG label (Goals for sustainable development) Inside, development of learning, an attractive scholarship policy and new impact initiatives, including an investment fund associated with its incubator and accelerator.

This project strengthens our school by affirming its identity, its values ​​and its commitment, as a company with a mission that serves its students, its academic excellence, its staff and its alumni. »

Galileo Global Education: Focus on a leading private higher education group

Galileo Global Education, 40% owned by Thetys Invest (family office of the Bettencourt-Meyers family), the Canadian CPP Investment Board (40%) and Bpifrance (10%) therefore enter the capital of the Lyon school by taking over the shares of the Qualium investment fund via a capital increase. 100 million € should therefore be re-infused to strengthen the strategic plan for Confluences 2025 led by Isabelle Huault and her teams.

Well accustomed to these acquisition processes, GGE already has a solid portfolio of 54 private higher education schools, including: Paris School of Business, Web School Factory, ESG schools, Cours Florent, etc.

A surprising move as the gulf between emlyon business school’s prestige and other GGE schools is huge. The question of the profitability of GGE’s investment rightly arises, since this school’s financial model differs from the other post-baccalaureate schools in the group.

Would this acquisition not, if not, be a simple means of increasing the prestige of the private group GGE to strengthen its credibility in the international market?

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