As investment decisions become more and more motivated by CR considerations, the reporting with regard to CR will become weightier. Numerous companies listed on stock markets are already integrating CR and sustainability topics into their business reports. This is addressed within the framework of the Principles for Responsible Investments (PRI) of the UN Global Compact,³ which brings together six clearly defined responsibilities of CR. The PRI Initiative published a new version of the ESG reporting⁴ for environmental, social, and governance topics in 2009. More than 500 investment companies worldwide have already joined the PRI Initiative. This is another step in the direction of transparency about sustainable economic activities of companies. 

These examples show that a maximization of the CR – in contrast to simple shareholder value – can generate more value for all stakeholders. In view of the need to overcome the economic crisis and its effects, the institution of responsible and sustain­able action in companies is a task of major significance. That is why a coordinated CR strategy is necessary for the ideal transformation of the company. But how should a CR strategy be developed, and how does such a strategy open up business potential? 

Corporate responsibility strategy opens up new business potential 

Until now, CR has been considered primarily as only charity for corporate communication. This version of CR can strengthen the company image, but it is not equivalent to a comprehensive and transparent CR strategy, which goes much further and supports the corporate strategy. 

The steps in the Detecon CR Maturity Model are of great importance for the definition of a CR strategy. During the first phase, “stand-alone CR”, CR has a strictly charity focus. During the second phase, “chartered CR”, CR is implemented on the basis of strengthening brand preferences and awareness. During the phase “functional CR”, a large number of business functions are brought into line with internal or external CR guidelines. The integration of CR into the company’s strategy enables CR to develop holistically and to contribute to the development of business potential. 

Many companies are already using CR at the various stages. Daimler, for example, saves 18 million kilowatt hours every year through the company’s own Green IT project within the framework of CR. Google maintains more and more of its data centers in the northerly latitudes of North America and ­Europe as a way to optimize the cooling and consequently ­power ­consumption. Proctor & Gamble takes CR into ­account in the areas of products, manufacturing processes, social ­responsibility, ­employees, and social groups. Emphasis is placed on the ­sustainability of products by requiring suppliers to submit a ­sustainability ­certificate – a “Certificate of Sustainable ­Forestry” for paper products, for example. Proctor & Gamble often ­exercises its ­social responsibility through product innovations; one ­example is the development of a water ­preparation powder which ­assures a supply of clean water to people in ­developing countries. Google, MTN Uganda, and the Grameen ­Foundation have developed mobile applications for the people of Uganda in Google’s Phone ­Initiative. These applications include real-time information about health care and agricultural topics as well as a virtual ­marketplace for the sale and purchase of goods and services. They have been designed so that they can be used even with the simplest mobile phones.