CSR und Risikomanagement - Institute for Sustainability

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Thomas Loew, Jens Clausen, Friederike Rohde CSR und Risikomanagement. Gesetzliches und freiwilliges Risikomanagement und die Rolle von Corporate Social Responsibility. . Berlin und Hannover 2011. PDF download unter www.4sustainability.org Thomas Loew, Friederike Rohde, Institute 4 Sustainability, Rungestr. 22-24, D-10179 Berlin, Germany, phone: ++49/(0)30/240 85 532, mail: Loew.@4sustainability.org www.4sustainability.org Sabine Braun, future e.V. – Verantwortung Unternehmen Büro München, Corneliusstraße 10/IV., D-80469 München, phone: ++49/ (0)89/202 056 22, mail: muenchen@future-ev.de www.future-ev.de Dr. Jens Clausen, Borderstep Institut für Innovation und Nachhaltigkeit gGmbH, Prinz Albrecht Ring 12, D-30657 Hannover, Germany, phone: ++49/(0)511/300 592 45 mail: clausen @borderstep.de www.borderstep.de
Abstract In the aftermath of the starting financial crisis in 2008 risk management of companies received growing attention. Obviously the landscape of risks companies are facing is changing due to globalization. The Stern Report on climate change and the TEEB study on biodiversity demonstrate that also risks arising within the context of the megatrends of sustainability become more important. But there is reasonable evidence that the formal and legally required risk management is not able to deal with these risks adequately. On the other hand companies that have integrated CSR into their corporate strategy and their management seem to have a more prospected view regarding these global developments. Against this background the present study analyses the interconnections between risk management and CSR. The results are based on a literature study, an analysis of annual reports of German and international companies, interviews with German and international experts and discussions at the German Multistakeholder Workshop on CSR. One of the initial assumptions was that the formal risk management has to be modified to consider all risks deriving from the megatrends of sustainability. During the research process, this assumption was disproved because the formal risk management is shaped by legal requirements, which usually demand a time frame of two years. Although there are discussions within the risk management experts to deploy the formal risk management for a wider range of risks, this position is far from being mainstream. As the risks resulting from megatrends of sustainability are rather mid long term, they will not be covered fully by the formal risk management process. Therefore, they need to be identified and managed by CSR-management. The main findings are: Risks arising from sustainability megatrends such as climate change, scarcity of resources, shortage of energy sources and demographic change are becoming increasingly important for a large number of companies and have to be managed appropriately. A mature, sophisticated CSR-management contributes to the mitigation of sustainability risks. Beyond the formal risk management, CSR-management is able to identify uprising social and ecological risks at an early stage and create awareness for these risks within the relevant departments and business units. Thus CSR-management is risk management for sustainability risks. It is recommended to use the knowledge of the CSR-professionals regarding sustainability trends for the recurring adjustments of corporate strategy. Short-term social and ecological risks should be integrated systematically into formal risk management by appropriately involving CSR-management in the risk management process. The point is not where the sustainability risks are considered but that they are taken adequately into account at all.
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