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To successfully implement responsible corporate management, the measures should be linked with business aspects of corporate governance and management through cross-functional strategies. The ten principles will be reflected as social, ecological and economic aspects in the cross-sectional areas of the company. For example, human rights aspects in supply chain and value chain management are just as important as delivery reliability, product quality, anti-corruption compliance and greenhouse gas emissions.

This is why the DGCN also offers support and practical orientation in three relevant areas of sustainability management:

  • Change management
  • Supply chain management
  • Reporting and data management

GOOD PRACTICES CHANGE MANAGEMENT

  • Best Practice – Tone from the Top – How Guiding Principles ‘work’

    Best Practice – Tone from the Top – How Guiding Principles ‘work’

    Sustainability as a management task is increasingly being used in the formulation of corporate guiding principles. To prevent this from simply remaining a lip service, it is important that all managers and employees internalise the coordinates of the corporate culture and that they know if their work is consistent with the company’s values and principles – so guiding principles first promote credibility. Above all, however, they also provide room to manoeuvre in everyday management, viz. they create internal certainty and clarity about potential risks and opportunities for the reputation and the success of the company – and they make the company outwardly predictable.

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  • Best Practice – Stakeholder Dialogue – with DAW and BASF as examples

    BASF traditionally maintains a close contact with its stakeholders. In addition to the still-important ‘classical’ forms of dialogue, the company has also developed new approaches over time and different forms of these are used to involve stakeholders at different levels.

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  • Best Practice: Sustainability as a Business Case

    Best Practice: Sustainability as a Business Case

    To implement this corporate philosophy, the Executive Board set up the Sustainability Management department. It monitors the integrated management system and takes over consulting, coordination and the support of functional areas for all sustainability-related topics. As a staff unit, it is directly responsible to the Board and organisationally independent of other functional areas. The Sustainability Management department is based on the principle of continuous improvement of all processes and activities. The system can be anchored in all business divisions thanks to the active participation of all the employees, who are responsible for quality assurance and environmental protection in their individual areas of responsibility.

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GOOD PRACTICES Supply chain management

  • Best Practice – From the Supply Chain – with Bosch as an example

    Best Practice – From the Supply Chain – with Bosch as an example

    In 2012, Bosch started a supplier programme in China together with four companies – ResQ. The goal was to promote sustainability along the entire value-added chain. To bring transparency and sustainability to the supply chain, contracts to regulate the procurement activities were first concluded between suppliers and Bosch. The International Labour Organisation (ILO) regulation and certain environmental standards were deemed to be minimum requirements (this was checked by audits). The programme has meanwhile become binding for all suppliers.

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GOOD PRACTICES Reporting and data management

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