w + � w
Finding 4
Focus of social engagement
� + �
3 %
2017
�
84 %
13 %
+ � + �
2021
2 %
8 %
90 %
One focus issue Two focus issues Three or more focus issues
“ Our social engagement is moving ever closer to the core business . At the same time , we continue to have a subsidiary structure . We don ’ t know everything . We learn by adapting to situations at the local level .” management , employees , investors and consumers towards sustainable corporate development and thus has a positive impact on society . Credibility and legitimacy are reinforced . Examples of a particularly clear narrative in this sense are SAP with its focus on ‘ Powering opportunity through digital inclusion ’ and Deutsche Telekom , which has set ‘ Digital Participation ’ as its central goal .
Almost all DAX companies continue to have a more localised , less centrally directed programme of activities aimed at being a good neighbour , although this afforded different levels of attention in the companies we looked at . Interviewees stressed that organisational units and employees on the ground have the best understanding of the problems and solutions at the local level . This goes hand in hand with the fact that the organisational units still have a great deal of autonomy in the choice of local projects . This can increase the effectiveness as well as the legitimacy of the activities . However , it also limits the opportunity to build real expertise , networks and competencies in a key area of public service , to pool efforts for greater synergies and thereby achieve a greater social impact .
Strong companies are characterised by the ability to use their overall narrative and objectives to set guidelines within which Corporate Citizenship can adapt to different contexts . A budget for unforeseen local causes may make sense , but it should not be too large in comparison to overall resources .
“ We don ’ t make assumptions about what our neighbours need . As a good neighbour , we ask their opinion , too .”
27