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The Meaning of Large Companies‘ Corporate Social Responsibility for Enterprise Management, Economic Success and Social Balance in Globalising Europe

von Martin Schelberg, PhD

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Statistik und Sichtungsnachweis dieser Seite findet sich am Artikelende
[1.] Msc/Fragment 071 05 - Diskussion
Zuletzt bearbeitet: 2014-12-23 15:29:05 Hindemith
BauernOpfer, Daimler Sustainability Report 2008, Fragment, Gesichtet, Msc, SMWFragment, Schutzlevel sysop

Typus
BauernOpfer
Bearbeiter
SleepyHollow02
Gesichtet
Yes.png
Untersuchte Arbeit:
Seite: 71, Zeilen: 5-46
Quelle: Daimler Sustainability Report 2008
Seite(n): 9, Zeilen: left col.: 6 ff.
Rüdiger Grube, chairman of the recently established Sustainability Board, points out in the Sustainability Report 2008 that conducting business in line with the principles of sustainability was alwaways a key element of Daimler’s corporate strategy. For example, Daimler established binding corporate values many years ago and they also have sustainability principles in place. Another example of Daimler’s long-standing commitment to sustainability was offered by Environmental Guidelines, which were approved by the Board of Management back in 1990. For quite some time now, the Group has also been operating corporate functions that have been very successful in monitoring and controlling the three dimensions of sustainability - economy, ecology, and social responsibility. Environmental protection, for example, is not only addressed at the top management level by the Chief Environmental Officer; it was also an integral part of the activities at the Research & Development department, which since 1990 has played a crucial part in helping to ensure that environmental protection measures are successfully implemented throughout the entire product lifecycle – from product development and production to sales. For Daimler Sustainability requires addressing the big picture, which means that the concept behind it extends well beyond the environmental protection activities. As a major automobile manufacturer, Daimler accepts to focus not only on ecological aspects but also on key social and economic challenges. Sustainability therefore for Daimler also involves community projects, social commitment, traffic safety issues, supplier relations, and being a good corporate citizen toward neighbors at the locations where they operate. Ultimately, successful sustainability management means achieving a successful balance between the three dimensions mentioned before. And although these dimensions may sometimes have conflicting interests, Daimler sees no possibility to afford to address them separately. In the future Daimler intends to coordinate their diverse sustainability activities even more closely. They actually took the first step toward consolidating our strengths and intensifying our top management approach to this issue back in 2005, when they established the Sustainability Task Force. This interdisciplinary team initially focused on improving Daimler sustainability reporting system. Since then, they’ve been producing an annual integrated sustainability report that conforms to internationally recognized reporting guidelines. Because the quality of reporting is dependent on their activities as a company, they’ve been focusing more and more on Daimler‘s performance in key areas related to sustainability, and the new Sustainability Board will now systematically integrate the relevant operational disciplines into our sustainability management approach. Over the last three years we [sic] have created new management functions such as our Global Diversity Management system, which is supervised by the head of Human Resources and Labor Relations, Günter Fleig. Daimler also established a compliance organization back in 2006, and they have continually expanded the scope of its activities since that time. This organization also reports directly to the chairman of the Board of Management. The Sustainability Board is wanted to more closely align and coordinate the activities of these various functions and enable us to respond more effectively to interdisciplinary situations where action needs to be taken. It was therefore very important to ensure that the new Sustainability Board would report directly to Daimler’s CEO, Dieter Zetsche. The first thing they did was to identify the specific areas where they need to improve coordination and take action in order to improve sustainability management. Then ambitious 72 goals were formulated for each topic area and developed measures to achieve them. Rüdiger Grube: No, not at all. Conducting our business in line with the principles of sustainability has always been a key element of our corporate strategy. For example, we established binding corporate values many years ago and we also have sustainability principles in place. Another example of our long-standing commitment to sustainability is offered by our Environmental Guidelines, which were approved by the Board of Management back in 1990. For quite some time now, the Group has also been operating corporate functions that have been very successful in monitoring and controlling the three dimensions of sustainability – economy, ecology, and social responsibility. Environmental protection, for example, is not only addressed at the top management level by our Chief Environmental Officer; it’s also an integral part of the activities at the Research & Development department, which since 1990 has played a crucial part in helping to ensure that environmental protection measures are successfully implemented throughout the entire product lifecycle – from product development and production to sales.

——— It sounds as though you already have a well-functioning management system in place – so why set up a new corporate body now?

Sustainability requires addressing the big picture, which means that the concept behind it extends well beyond our environmental protection activities. As a major automobile manufacturer, we need to focus not only on ecological aspects but also on key social and economic challenges. Sustainability therefore also involves community projects, social commitment, traffic safety issues, supplier relations, and being a good corporate citizen toward our neighbors at the locations where we operate. Ultimately, successful sustainability management means achieving a successful balance between the three dimensions I mentioned before. And although these dimensions may sometimes have conflicting interests, we can’t afford to address them separately.

——— Are you saying that the new top-level organization will address the balance between the three dimensions?

Yes, but it will also do more, because in the future we will be coordinating our diverse sustainability activities even more closely. We actually took the first step toward consolidating our strengths and intensifying our top management approach to this issue back in 2005, when we established the Sustainability Task Force. This interdisciplinary team initially focused on improving our sustainability reporting system. Since then, we’ve been producing an annual integrated sustainability report that conforms to internationally recognized reporting guidelines. Because the quality of our reporting is dependent on our activities as a company, we’ve been focusing more and more on our performance in key areas related to sustainability, and the new Sustainability Board will now systematically integrate the relevant operational disciplines into our sustainability management approach.

——— Can you give us some examples of what you mean here?

Over the last three years we have created new management functions such as our Global Diversity Management system, which is supervised by the head of Human Resources and Labor Relations, Günter Fleig. We also established a compliance organization back in 2006, and we have continually expanded the scope of its activities since that time. This organization also reports directly to the chairman of the Board of Management. The Sustainability Board will more closely align and coordinate the activities of these various functions and enable us to respond more effectively to interdisciplinary situations where action needs to be taken. It was therefore very important to ensure that the new Sustainability Board would report directly to our CEO, Dieter Zetsche.

——— What specific type of work will the Sustainability Board carry out?

The first thing we did was to identify the specific areas where we need to improve coordination and take action in order to improve sustainability management. We then formulated ambitious goals for each topic area and developed measures to achieve them.

Anmerkungen

The source is given in the beginning, but the reader would not suspect that the following two and a half pages are taken from it verbatim.

The replacement "we" --> "they" has not been done consistently in the dissertation: " Over the last three years we [sic] have created new management functions such as our Global Diversity Management system"

Sichter
(SleepyHollow02), Hindemith


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