COLOGNE BUSINESS SCHOOL (CBS)

Corporate Citizenship

Term paper for "Business Ethics"

Summer Semester 2015

Lecturer: Dr.Schmidpeter

Sambeet Das

MBA- FT in International Management

Student Number – 1150000005

Corporate Citizenship Page 1

Contents

1. Introduction 2

2. History 2

3. Mission statements 3

4. Business model of Nestle 4

5. Strategic objectives 5

6. Nestle in India 7

7. Company Criticisms 8

8. Implementation of CSR “Build better tomorrow” 12

9. Strengths & weakness 21

10. Conclusion 22

11. References 23

Corporate Citizenship Page 2

1 Introduction

“Nestle” is a Swiss-German word which means “Little Nest” which is the Trademark.

Nestle is the world’s largest and leading food, nutrition, health and wellness company

which supplies more than 2000 plus brands.

It is Founded and headquartered in Vevev, Switzerland.

It is the fifth largest company of the world according to its turnover.

It is present in 197 countries of the globe and having 522 factories.

Having more than 700 products renovated or innovated in the past five years..

2 History

1866 -1905

In the 1860s Henri Nestlé, a pharmacist, developed a food for babies.

1905-1918

In 1905 Nestlé was merged with the Anglo-Swiss Condensed Milk Company. In early

company was operating factories in the United States, Britain, Germany and Spain.

1918 -1938

The 1920s saw Nestlé's first development into new products, was chocolate the

Company's second most important activity.

1938 -1944

Nestlé Profits dropped from $20 million in 1938 to $6 million in 1939 due to the effect of

worldwar II.

1944 -1975

In 1947 merged with Magi seasonings and soups. Crosse & Blackwell merged in 1950,

and Findus in (1963), Libby's (1971) and Stouffer's (1973). Changes came with a

shareholding in L'Oréal in 1974.

1975 -1981

Nestlé made its second venture outside of the food industry by acquiring Alcon

Laboratories Inc

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1981 -1996

Nestlé divested a number of businesses1980 / 1984. In 1984, Nestlé's has done more

launches with a new round of acquisitions, the most important being American food giant

Carnation.

1996+

The first half of the 1990s proved to be favorable for Nestlé: trade barriers crumbled and

world markets developed into more or less integrated trading areas.

Nestle Today

Nestle is now the world’s largest food company. It is present on five continents, has an

annual turnover 90 billion Swiss francs ,runs 522 factories in 197 countries, 200

operating companies, one basic research center and 20 technological development group

and more than 339,000 employees the world over.

3 Mission Statements

Nestlé, believe that research can help them make better food so that people live a better life.

Good Food is the primary source of Good Health throughout life. Nestle strive to bring

consumers foods that are safe, of high quality and provide optimal nutrition to meet

physiological needs. As consumers continue to make choices regarding foods and beverages they

consume, Nestlé helps provide selections for all individual taste and lifestyle preferences. There

is still much to discover about health, wellness and the role of food in lives, and continue to

search for answers to bring consumers “Good Food for Good Life”

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4 Business model of Nestle

Key Partners

Google

Cellular

dynamics

Goldman

sachs

Honeywell

ILX

Key Activities

Through retail

marketing

Transaction

processing

system

Powdered and

liquid beverages

Intangible

Resources of

Nestle

Value Proposition

Infants :

Baby foods

Adults (20-40)

Nescafe and

nespro

Kids

Chocolate drinks

Chocolate

Same in all

geographic

With slight local

responsiveness

Customer

Relationships

Enterprise

collaboration

systems(email,

private wiki,

chatting)

Process control

system

Transaction

processing

system

Customer

Segments

Age – All

age group

Maximum

geographics-

197 countries

Key Resources

Financial

Resources

Organisational

resources

Physical

resources

Technological

resources

Intangible

Resources of

Nestle

Channels

Through retail

marketing

Online delivery

system

Cost Structures

Nestlé Nutrition

Nestlé Waters

Revenue Streams

By operating segment

- Zone Americas - 27'277 million CHF

- Zone Europe - 15'175 million CHF

- Zone Asia, Oceania, Africa - 18'272

million CHF

By product - Powdered and liquid beverages

20’302 million CHF

- Water

6’875 million CHF

- Milk Products and ice-cream

16’743 million CHF

Corporate Citizenship Page 5

5 Strategic objectives

Nestlé’s strategic objective is to be the leader in Nutrition Health and Wellness, and the industry

reference for financial performance, trusted by all stakeholders. Nestlé’s believes that leadership

is not just about size it’s all about behavior .Trust too, Is about behavior and Nestle recognize

that trust is earned only a period of time by consistently delivery over promises. These objectives

and behaviours are encapsulated in the simple phrase, “Good Food, Good Life”, a phrase that

sums up our corporate ambition.

Source: Nestle wiki

Corporate Citizenship Page 6

The Nestlé’s Strategic Roadmap above is the compass, is the driving internal alignment behind

Nestlé’s goals. The roadmap shows the strengths Nestle uses to drive performance and deliver

competitive advantage. Nestlé’s strong culture, values and principles, all based on respect, unite

us worldwide.

These three pillars shown in the diagram above are the strategy Nestle applies to achieve

expectations of consumers for long term are explained below:

Competitive Advantages

Unmatched product and brand portfolio

Unmatched R&D capability

Unmatched geographic presence

Source: www.nestle.com

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Growth Drivers

Nutrition, Health and Wellness

Emerging markets and Popularly Positioned Products

Out-of-home

Premiumisation

Operational Pillars

Innovation & renovation

Consumer engagement

Operational efficiency

Nestle believes that it is only possible to create a long term sustainable value for the shareholders

if its behavior ,strategies and operations are also creating value for the communities where they

operate, for the business partners and, of course, for the consumers. Nestle is investing for the

future to ensure the financial and environmental sustainability of actions and operations: in

capacity, in technologies, in capabilities, in people, in brands, in R&D.

6 Nestle in India

Nestlé’s relationship with India is from 1912, when it began trading as the Nestle Anglo-Swiss

Condensed Milk Company (Export) Limited, importing and selling finished products in the

Indian market. Nestle India is a subsidiary of Nestle S.A. of Switzerland. Nestle India is present

across India with 8 manufacturing facilities and 4 branch offices.

Nestle India set up its first manufacturing facility at Moga (Punjab) in 1961 followed by

its manufacturing facilities at Choladi (Tamil Nadu), in 1967; Nanjangud (Karnataka), in

1989; Samalkha (Haryana), in 1993; Ponda and Bicholim (Goa), in 1995 and 1997,

respectively; and Pantnagar (Uttarakhand), in 2006. In 2012, Nestle India set up its 8th

manufacturing facility at Tahliwal (Himachal Pradesh).

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The 4 Branch Offices located at Delhi, Mumbai, Chennai and Kolkata help facilitate the

sales and marketing activities. The Nestle India’s Head Office is located in Gurgaon,

Haryana.

Nestle India manufactures products with a truly international quality under internationally

famous brand names such as Nescafe, Maggi, Milkybar, KitKat, Bar-one, Milkmaid and

Nestea and in recent years the Company has also introduced products of daily consumption and

use such as Nestle Milk, Nestle Slim Milk, Nestle Yoghurt and Nestle Jeera Raita.

In India Maggi instant noodles were very popular; "Maggi" is similar to instant noodles and had

a 90% share in India.

7 Company Criticisms

Although Nestle has experienced global success for over century, it has also been subject to a

significant amount of criticsm.Since the early 2000’s, watchdogs and consumer groups sustained

much of the critique. Common criticisms are adverse health effects of products, environmental

degradation and poor business practices.

Nestle has received criticism on its poor environmental performances in the four main areas.

These are water consumption, unhealthy chemical content in foods, unfair business practices,

packaging and child labour.

In May 2015, Food Safety Regulators from the Uttar Pradesh, India found that samples of

Nestle's leading noodles Maggi had up to 17 times beyond permissible safe limits of lead in

addition to monosodium glutamate.

On 3 June 2015, New Delhi Government banned the sale of Maggi in New Delhi stores for 15

days because it found lead and monosodium glutamate in the eatable beyond permissible

limit. The Gujarat FDA on 4 June 2015 banned the noodles for 30 days after 27 out of 39

samples were detected with objectionable levels of metallic lead, among other things. Some of

India's biggest retailers like Future Group, Big Bazaar, Easyday and Nilgiris have imposed a

Corporate Citizenship Page 9

nationwide ban on Maggi. After that multiple state authorities in India found unacceptable

amount of lead and it has been banned in more than 5 other states in India. Nestlé’s baby food

product Nan-Pro has also been found to contain "live larvae" in India. In another incident

weevils and fungus were found in Cerelac baby food

On 5 June 2015, Food Safety and Standards Authority of India (FSSAI) orders banned all nine

approved variants of Maggi instant noodles from India, terming them "unsafe and hazardous" for

human consumption.

Maggi’s troubles in India may have wiped $200 million off its brand value

How lead got into Nestle’s maggi noodles?

Maggi has basically three components -- the white noodle block, the spice powder which comes

in a sachet and the covering package. “The plastic is not manufactured by Maggi. It’s made by

somebody else, and Nestlé uses that. The quality of the plastic also matters. The spices, the

masala, it has colouring agents. One of them may be having lead. The machinery could also be a

potential contaminant, as could the water used to wash the flour.

Source: Reuters

Corporate Citizenship Page 10

Lead gets into our environment through three primary means: illegal recycling of lead batteries,

rituals such as immersing painted idols in rivers and lakes, and degraded plumbing materials.

Another source of environmental contamination, leaded fuel, was banned in India in 2000. Out

of these, lead paints, due to poor regulation and enforcement in India, remain one of the biggest

sources of environmental contamination, as there are no mandatory standards.

As the ideas of sustainability and corporate citizenship become more engraved in global public

discourse, we are taking steps to repair its image and now planning to offers sustainability report

containing in depth information on social and environmental progress and partnership.

Our goal here is basically more on societal need for Safety of food products, packaging, water

conservation and fair business practices by creating more sophisticated labs in Nestle India,

before Nestle used to outsource the testing of food safety to other labs in India which does not

has accreditation. After the completion of testing in India the sample must be send to a foreign

location of Nestle for one and more round of validation. And for fair business practices we

should track all the monetary related transaction by doing proper auditing by at least two well

known auditing companies like KPMG, PWC.

We have been incorporating CSR into everyday business practices to achieve long term benefits

for the society and company.

Nestle states recognisation that the success of its business relies heavily upon the availability of

water resources which are not polluted and once again strong community development in all

states of India where company produces and sell its products.

In fact our approach to food safety has now evolved from looking for defects in finished products

to trying to identify their root cause as early as possible in the supply chain, so that we can

understand it and prevent it. Nestle should include new plan in Creating Shared value, the project

is launched under “Building a better tomorrow”.

By fulfilling the societal need above Nestlé’s ambition is to be the leading Nutrition, Health and

Wellness Company. As the population grows and healthcare challenges increase, the intrinsic

value of the nutrition agenda will continue to expand. That’s why Nutrition, Health and Wellness

Corporate Citizenship Page 11

are at the heart of Creating Shared Value. As critical issues facing society, water is also top

priorities, representing both business opportunities and operational challenges.

Finding better ways to collaborate and secure collective action is key to addressing society’s

most critical challenges and maximizing the shared value we can create. By applying these CSV

strictly we can regain our lost brand image and revenue from Indian market back which Nestle

was enjoying from 65 years.

Creating Shared value

Source: www.nestle.com

Corporate Citizenship Page 12

8 Implementation of CSR “Build better tomorrow”

First the project needs to be approved by Board of Directors and CEO Paul Bulcke, after the

approval they should communicate the plan to all geographic heads. The approved project must

be included in the Nestlé’s every year CSV “Creating Shared value”. And we are targeting these

types of activities more should be done in developing countries in Asia like India, Malaysia etc.

Within Nestlé’s corporate governance structure, the Board of Directors, the Chairman, CEO and

Executive Board who are ultimately responsible for the supervision and management of our role

in the society, and keeps on adding values to Creating Shared Value strategy. They are supported

by internal management bodies including the Nestlé in Society Board, Operations Sustainability

Council, Issues Round Table, R&D Council for Sustainability and Nutrition and the Group

Compliance Committee. We also take advice from external advisory groups, including through

the Creating Shared Value Council and the Nestlé Nutrition Council.

Members of the Nestlé in Society Board are: Paul Bulcke, Jose Lopez, Patrice Bula, Stefan

Catsicas, Peter Vogt, Rudolf Ramsauer, Janet Voûte and Thomas Buday. The Nestlé in Society

Board reverts to the Executive Board for input and confirmation.

Source: www.nestle.com

Corporate Citizenship Page 13

I would like to implement this project at all hierarchies worldwide and more focus will be on the

worker who works at factories. At management level I expect CEO should give an idea to all

geographic heads about the plan.

And it should be implemented at different levels of trainings for the awareness of Nestle

employees. Below are the lists of training that occurs every year in India and worldwide

1. Every month Nestlé CEO speaks at the company’s International Training Centre.

2. Literacy Training - Most of Nestlé’s people development programmes will give a good

basic education to our employees. However, in many countries, we have decided to offer

employees the opportunity to upgrade their essential literacy skills. So all the Nestlé

companies have therefore set up special programmes for those who, missed a large part

of their elementary schooling.

3. Nestlé Apprenticeship Programmes - Apprenticeship programmes have been an essential

part of Nestlé training since the company’s foundation in 1867. In addition to it own

apprenticeship programmes, in 1959 Nestlé was also one of the founding members of

Swiss contact, a non-governmental organisation dedicated to training people in

developing countries. Since its creation, Swisscontact has trained around 200 000

apprentices and a total of over 700 000 persons in total.

4. Local Training Programmes - Two-thirds of all Nestlé employees work in factories, most

of which organise continuous training to meet their specific needs. In addition, a number

of Nestlé operating companies run their own residential training centres. The result is that

local training is the largest component of Nestlé’s people development activities

worldwide and trains around 240 000 a year.

5. International Training - Nestlé’s was successful in growing local companies in each

country has been highly influenced by the functioning of its International Training

Centre, located near our company’s corporate headquarters in Switzerland.

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6. Knowledge transfer - Nestlé is the largest food and nutrition R&D organisation in the

world, which means that we play a significant role in creation and transfer of knowledge

and technology in this field.

In India I would like to involve the top management and HR department to implement this

process across all the sites in India. The hierarchy

Nestlé India Corporate Social Responsibility Policy

In consultation with stakeholders, the Company has decided to focus its activities on the

following areas, where can create maximum value. These focus areas are:

Food Safety and Nutrition: A large part of our population is impacted by the double

burden of malnutrition and presence of unhealthy chemicals in foods. Improving nutrit ion

and food safety awareness of communities particularly school children will be a focus

area.

Water conservation & recycling: India is among the world’s most water stressed

regions. Nestle also continues to work on recycling waste water used in production

processes. Through a comprehensive treatment system, the company’s goal is to return all

Corporate Governance and Social

Responsibility Committee

Mr. Antonio Helio Waszyk

Building Better tomorrow

tomorrow

Audit Committee

Mr. Ashok Kumar

Stakeholder’s relationship

Committee

Mr. Ravinder Narain

Corporate Citizenship Page 15

wastewater to the environment at a standard which is adequate to support aquatic life

even if local standards require less.

Rural Development: Supporting the sustainable development of farmers will be the third

focus area.

Fair business practices: Company will hire third party auditing companies for

background check of the laboratories if they are involved in any unfair business practices.

The Company will continue to engage with stakeholders including farmers, experts, NGOs,

India, third party (European Food Safety Authority) and the Government and would take up such

other CSR activities in line with Government’s intent and which are important for society.

CSR expenditure will include all expenditure incurred by the Company on CSR Programmes

undertaken in accordance with the approved CSR Plan. Surplus arising out of the CSR projects

or programs or activities shall not form part of the business profit of the Company.

Implementation of CSR Activities

Current CSR activities with their execution modalities and implementation schedules are

appended as Annexure. The Company may also undertake other CSR activities as may be

appropriate from time to time.

The Company would implement the CSR programmes through Company personnel and

partnerships with expert agencies, NGOs and Government. In cases where the implementation is

through external implementing agencies, the Company would monitor the implementation.

For the 2015-2016 period we are planning to release a extensive Corporate Responsibility and

Sustainability report along with an interactive use map of the company undertaking. The

interactive map is an extremely user friendly way of demonstrating the company’s commitment

to sustainability.

The sustainability map is divided into 9 various area of development. These are sustainable

agriculture, Water conservation and recycling, Active healthy living, product Portfolio,

sustainable packaging and recycling. Interested people can click on the areas of choice to find

information about the company’s undertaking in that field.

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Governance

The Company follows a structured governance procedure to monitor CSR activities.

The CSR Policy is governed by the Board of Directors. The board of directors is responsible for

formulating and should recommend the same to Board of Directors the CSR policy which should

be undertaken and the expenditures of the CSR activities. The CSR Committee monitors the

CSR Policy from time to time. The CSR Department monitors the status of each project and

reports its findings to the CSR Committee periodically. In addition Independent Director will

visit one or more projects, from time to time and report their findings to the CSR Committee.

Corporate Citizenship Page 17

Nestlé India Corporate Social Responsibility Activities

Programmes/Activities Section 135 Companies Act,

2015

Modalities of

Execution

Implementation

Schedule

Key

outcomes

Nutrition Awareness

The Company aims to

create awareness regarding

nutrition, good cooking

practices, good hygiene and

the importance of physical

activity among children in

schools particularly village

schools through various

programmes.

(i) In collaboration

with external

agency:

Academic

Universities

The

programme is

conducted

basis the

school year

starting Apr –

June and ending Dec- Jan.

Change in

knowledge,

attitudes and

practices of

students

Programmes/Activities

Section 135

Companies Act, 2015

Modalities of

Execution

Implementati

on

Schedule

Key

outcomes

Food Safety

The Company aims to create

awareness about food safety

and healthy habits,

importance of food, water and

personal hygiene, utilising

health services and the

importance of physical

activity.

(i)

In collaboration with external agency: Universities; NGO, third party (European Food Safety Authority

The

programme is

conducted in

starting Apr –

June and

ending Dec-

Jan.

Change in

knowledge,

attitudes and

practices of

people.

Water conservation & recycling

The company aim to help in

purification so that unhealthy

chemicals content such as lead

will be very minimal and the

water can be used for

production of food materials in

our factories.

Directly; In collaboration with NGO

Throughout the year

Number of facilities constructed

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CSR initiatives are undertaken based on consultation with the communities and studies

performed in the community. These are continuously monitored with periodic reporting. The

Company will continue to implement other societal and community related initiatives.

Before our existing business strategy was more focused on profit maximizing and to create value

for the shareholders. But after the Maggi noodles incident that happened on June 5 2015,

company focused is more on corporate citizenship projects. The priority of CSR is increasing

business opportunities and profitability, while also creating social and environmental benefits, by

improving effectiveness in operation throughout the value chain and upstream in the supply

chain or downstream in the distribution chain. The most comprehensive CSR strategies in this

domain is to restructure a corporation’s entire value chain, including natural resource extraction

and sourcing, manufacturing, shipping and product delivery. The logic behind the CSR programs

impact on the corporation’s bottom line is much clearer with supply chain initiatives. For

example, when a business improves working conditions in its factories and provides healthcare

for its workers, productivity will likely increase.

Being socially responsible creates goodwill and a positive image for your brand. Trust and a

good reputation are some the company’s most valuable assets. In fact, without these, the

company may not even have a business. You can achieve these important assets by being

socially responsible. It is however, crucial that the we should choose the right socially

responsible program for our business. When used properly, it will open up with a new

relationships and opportunities. By apply this your success grow, and also the company’s culture.

It will become a culture which you, your staff and the wider community genuinely believe in. By

this way we can once again build our company brand, reputation and public profile. It can also

help to attracts and retains staffs, and will attract investors also.

Environmental initiatives such as recycling and conserving energy increase in-house efficiency

and cut costs. Introducing a corporate social responsibility program gives you a good reason to

examine and improve on your spending.

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Branding our business as ‘socially responsible’ differentiates us from our competitors.

Developing innovative products that are environmentally or socially responsible adds value and

gives people a good reason to buy from us.

The new corporate citizenship programme will help in successfully motivating, engaging and

retaining a talented pool of workers. Basically this CSR will be more focused in corporate

citizenship: philanthropy, community involvement and social innovation.

Philanthropy: Monetary gift and other types of donation given by the companies and

organizations for supporting the local communities and to offset any negative impact of their

business. Such activities may include but are not limited to cash donations, event sponsorship,

grant making and employee charitable donation matching programs.

Community Involvement: Opportunities for employees to offer their time and skills to serve the

community through volunteer service events in an effort to help solve social issues which

includes the environment, education, health, development, etc.

Social Innovation: Opportunities for employees to get involved in leveraging the core

competencies of the organization to create business value and positive social change. This can be

achieved many ways, including creating access to more socially responsible products and

services or lowering costs .Some additional examples include

Source: www.sesp.northwestern.edu

Corporate Citizenship Page 20

Creating or re-designing a product, service or process that has an increased benefit for

society. For example, an employee may come up with the idea to open up an office in a

neighborhood with high unemployment or decrease the amount of lead in processed

foods.

Developing a more Eco-efficient product/service/process (less resource and/or energy

intensive). For example, an employee could figure out how to increase the amount of

recycled materials used in a process.

Companies who make a good progress towards sustainable practices have leaders who

believe that the right thing to do is good for business. In Nestle the leader role in

implementing corporate citizenship should be:

1. The strength of commitment and leadership qualities of the CEO

If we need to succeed, then the CEO must believe it is the right thing to do or the

business should do the right thing. He needs to have the vision and courage that doing

the best practices or right thing is good for business. He should be morally strong

enough to convince others to follow. The CEO has an important role to play in

ensuring that the management structures and governance processes are in place and

the leadership styles of the executive team is strong enough to integrating

sustainability.

2. A senior leader with the expertise, experience and leadership skills and

authority to make it happen

A committed and active executive is needed to make significant differences. They

will need to be knowledgeable about sustainability issues, processes, performance

management and communication. If organizations are to change in time to avoid

negative (social, environmental and business) consequences, this person should be

senior enough to have the authority and can take decisions. the scale of change

required.

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9 Strengths & weakness

9.1 Strengths

a) The Multiplier Effect

The new corporate citizenship programme will boost the economic aspects for the company, with

a better economic performance of a company has direct and indirect impacts on all of its

stakeholders – which includes its employees, local governments, non-profit organizations,

customers, suppliers, and the communities in which the companies operates. For example: a

good economic performance makes it possible for the companies to develop operations for the

long term and to invest in development and the well-being of employees. This has direct effect

on employees of Nestle and they may get good salaries, from which they can purchase goods

and services as well as pay taxes. These activities fuel the local service industry, government

programs and the community activities. This multiplier effect is needed is the company is the

largest employer where it is operating.

b) Corporate Reputation

Nestlé’s license to operate depends upon the trust and support of the local communities where it

is operating. Some activities are potentially very destructive to the trust earned from the

community or otherwise cannot be regarded as economically responsible .These type of activities

should be avoided or carefully considered. Example of such harmful company behavior include:

bribery and corruption, tax avoidance: and concentration of rewards and incentives of the

company’s performance to few individuals only instead of fairer distribution among the

personnel. This CSR help to boost the company reputation.

c) Responsibility towards Customers

The new CSR approach will focus more on the safety and durability of products or services;

standard or after sales service; quick attention to queries and complaints; adequate supply of

products or services; fair standards of advertising and trading; and full and unambiguous

information to potential customers.

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9.2 Weakness

a) Shareholders interest

The new CSR approach requires changing a number of processes, as well as increasing in

reporting structure. This action may come as a cost and stakeholders may not be interested in the

new approach.

b) Competitive Disadvantages

The new CSR and initiatives require a shift in thinking for Nestle and this new CSR processes

can make business more complicated to operate.

10 Conclusions

CSR’s is an important business strategy because consumers wants to buy products from

companies to whom they trust, same with the suppliers who wants to form business partnerships

with companies they rely on, employees may prefer to work for the companies they respects, and

in case of NGOs they want to work together with companies who has feasible solutions and

innovations in areas of common issues. By satisfying each of these stakeholders groups will help

companies to create a good relationship with other important stakeholders – investors.

Companies will be considered as winner of this century who will prove with their actions that

they are profitable and also in the mean time increase social values. In my view CSR as strategy

is becoming increasingly important for business today because of two reasons:

1. Changing social expectations

2. Globalization

Total word count: 4664

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11 References

http://www.nestle.com/

https://en.wikipedia.org/wiki/Nestle

http://www.nestle.com/aboutus/strategy

https://www.nestle.in

http://qz.com/430108/maggis-troubles-in-india-may-have-wiped-200-million-off-its-brand-

value/

http://www.huffingtonpost.in/2015/06/05/eat-hot-lead_n_7516200.html

http://www.nestle.com/asset-library/documents/library/documents/annual_reports/2014-annual-

report-en.pdf

http://www.sesp.northwestern.edu/masters-learning-and-organizational-change/knowledge-

lens/stories/2012/how-corporate-citizenship-impacts-employee-engagement.html

http://businessthatcares.blogspot.de/2010/11/why-social-responsibility-is-important.html

Corporate Citizenship Page 24

Affidavit

I/we herewith declare that the following work I/we have prepared is my/our own without the use

of materials other than those cited.

Cologne, 01/07/2015