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Institute
Zeitgemäßes Wertemanagement als Basis jeder Nachhaltigkeit in der Unternehmensführung und jeden glaubwürdigen Nachhaltigkeitsmanagements berücksichtigt gleichermaßen Menschen und die Organisation. Eingebettet in das Grundverständnis von Sinnfragen der handelnden Akteure ist es eine wertebezogene Daueraufgabe, in Organisationen diskursethisch und reflexiv ein optimal verbindendes und strategieunterstützendes, einzigartiges Werteportfolio zu identifizieren, zu managen und weiterzuentwickeln. Wie dieses sinnzentrierte Wertemanagement gelingt, wird anhand der Grundlagen des praxisorientierten Wertemanagementkreislaufs erläutert.
The practice-oriented "values management cycle" shows how purposeful management of values will succeed.
Contemporary management of values as basis of sustainability in corporate development and governance and credible sustainable management takes into account people and organization simultaneously in their interaction. Embedded in the basic understanding of meaning, purpose and the worldviews of the acting people, it is a long-term task to identify, manage and further develop a unique portfolio of values that connects and supports vision, mission and strategy of the organization in a discourse-ethical and reflexive manner.
In CSR MAGAZIN 2019, issue 33 we outlined how digital responsibility should look like. Since then, some highly innovative technical developments have taken place, but something crucial has remained the same – thankfully!
We are seeing numerous new digital innovations that contain great social and economic power for change in a huge number of areas of life and work. Probably the best-known example of this is the market-ready use of so-called artificial intelligence with interaction applications such as ChatGPT and Bard, for example, but also lesser-known applications such as LLaMA, YouChat, Claude and the counterparts from China such as Ernie or HunyuanAide. Almost every company involved in digital markets is more or less engaged in the application of such technologies or the in-house development of corresponding software products.
The European Union petition 0429/2017 wants to make the European Central Bank apply the EU Charter of Fundamental Rights in their whole core business consequently. The petition has been brought forward by Harald J. Bolsinger from Germany. In this second article, he describes backgrounds and developments around the petition until the beginning of 2023. The petition, submitted on May 8, 2017, addressed the investment policy of the ECB. Audits of violations of EU Fundamental Rights, it claimed, should be specifically included into the eligibility for EU-owned assets. As Bolsinger explains, the ECB is still involved in violations of the Charter of Fundamental Rights of the European Union through possession and trading of ethically very questionable assets.
The chapter presents the emergence and transformation of the business model of a bank that was one of the first banks in Germany to fundamentally commit to sustainability: UmweltBank AG Nuremberg. In addition to the emergence and fundamental development of the bank, principles, business objectives, challenges, and steps for the development of its own sustainability strategy are highlighted. The chapter provides reflection questions that simplify a swing into the “road of sustainability” as a model for medium-sized companies and shows the successful realignment of the bank to the SDGs of the United Nations, with which UmweltBank actively and profitably shapes its mission in the transformation process to a sustainable economy and society.
In this text, all contributions are summarized and the focus of the volume is explained. It highlights the importance of a new cultural setting for ECB sustainability strategies. From a system in which the financial sector incorporates sustainability according to its own logic, as does the real sector, the political sector, the regulatory sector, and the civil society, we need to start working on a system of mutually consistent logics to move from “(ECB) Climate Finance” to a “Climate Finance Society” and from “Sustainable Finance” to a “Sustainable Finance Society.” On this basis, one could then start working on the even more ambitious project of putting culture center stage.
The article describes the transformation of the business model of a specialist bank that was one of the first successful banks in Germany to fundamentally commit to sustainability, that were presented 2023 on the WIBF. The article provides background information about the "road of sustainability" as
a model for medium-sized companies to align to the Agenda 2030 of the United Nations. [About a brief “How-to” directly from business practice @ UmweltBank AG, Nuremberg, Germany.]