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page 126 chapter II
practical team-building measures and concrete im-
provements in workflows, all the way to new human
resources tools.
Having a realistic and practical mind, I certainly
have no tendency to look at the world through “rosecoloured
glasses”. Which is why I also don’t see Commerzbank
as a “shining” example for others, nor am
I of the opinion that we already do everything as well
as we ought to. What is needed instead is an ongoing
learning process.
Comparative studies indicate that business enterprises
today take their social responsibility very seriously.
And in that respect, I am pleased to be able to say that
Commerzbank once again fared well in the reputed
“Good Company Ranking” and took one of the leading
places among Europe’s providers of financial
services.
So, let me put it on the record that it is worth while to
persevere and stay “on the ball” in the cause of living
and open corporate cultures. After all, that is one of
the best ways of making a significant contribution to
further improving the credibility of the economy.
3. Concluding remarks
Sustainable, value-based corporate governance encompasses
several levels.
I First of all, the regulatory framework is important.
For me, the social market economy is the best of all
known economic systems. Its principles and regulations
are the rules of the game to which the market
participants are required to adhere.