This document provides an overview of Sony's corporate social responsibility (CSR) practices and initiatives. It discusses Sony's key CSR agenda areas including corporate governance, compliance, human resources, responsible sourcing, and the environment. It then provides details on Sony's CSR highlights and programs relating to environmental management, stakeholder engagement, and initiatives focused on future generations. The document demonstrates Sony's commitment to operating responsibly and sustainably across its business and supply chain.

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TABLE OF CONTENTS
CHAPTER No TOPIC Page no
CHAPTER 1 INTRODUCTION TO
CORPORATE SOCIAL RESPONSIBILITY
1.1Introduction
1.2 Functions Of CSR
1.3 Types Of CSR
1.4 Benefits Of CSR
2
2
4
6
CHAPTER 2 SONY COMPANYPROFILE
2.1Introduction
2.2 Company Profile
2.3History & Culture
2.4Vision Mission &Values
2.5 CSR Awards
7
8
9
10
11
CHAPTER 3 SONY CSR
3.1 Key Agenda
3.2 Sony CSR Highlights
3.3 Sony & The Enviroment
3.4 For the Next Generation’: Sony’s CSR
13
19
21
23
CHAPTER 4 Conclusions 24

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1. INTRODUCTION OF CORPORATE SOCIALRESPONSIBILITY
1.1 INTRODUCTION
Corporate Social Responsibility is a management concept whereby companies integrate social
and environmental concerns in their business operations and interactions with their stakeholders.
Key CSR issues: environmental management, eco-efficiency, responsible sourcing, stakeholder
engagement, labour standards and working conditions, employee and community relations,
social equity, gender balance, human rights, good governance, and anti-corruption measures.
A properly implemented CSR concept can bring along a variety of competitive advantages, such
as enhanced access to capital and markets, increased sales and profits, operational cost savings,
improved productivity and quality, efficient human resource base, improved brand image and
reputation, enhanced customer loyalty, better decision making and risk management processes.
DEFINITION
A company’s sense of responsibility towards the community and environment (both
ecological and social) in which it operates. Companies express this citizenship through their
waste and pollution reduction processes, by contributing educational and social programs and
by earning adequate returns on the employed resources."
A broader definition expands from a focus on stakeholders to
include philanthropy and volunteering.
1.2 FUNCTIONS OF CSR
The function of corporate social responsibility is for corporations to hold themselves accountable
for the ethical, legal, societal and ecological impacts of their business practices. Corporate social
responsibility practices are self monitoring, meaning there aren't laws requiring corporations to

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behave in a socially responsible manner. Rules regarding corporate responsibility practices are
generally written into the corporate bylaws, mission statements and employee handbooks.
Ethical Function
Ethics are one of the most important aspects in corporate governance and therefore have an
important function in corporate social responsibility. A company must have internal controls
regarding the expected ethical behavior and consequences of unethical business practices of its
top executives and employees. Behaving ethically makes the company as a whole accountable to
its investors, shareholders and consumers. The ethical function of corporate social responsibility
helps to prevent conflicts of interest between earning corporate profits and maintaining the
integrity of the company and the goods and services it produces.
Legal Function
The legal function of corporate social responsibility is to encourage transparency in a company's
business practices and financial reporting. Maintaining high levels of legal business practices,
such as adhering to Occupational Safety and Health Administration, or OSHA, regulations
promotes goodwill toward employees. Maintaining high levels of legal financial practices
maintains good will among investors, stakeholders and government financial-reporting
regulatory agencies such as the Securities and Exchange Commission, or SEC.
Societal Function
The societal function of corporate social responsibility is to respect and invest in the
communities in which the company operates. Companies are aware of how the production of
their products affects the local community. These companies take necessary actions to diminish
the negative impacts of factors such as increased traffic, noise and pollution for the communities
in which they operate. The societal function of corporate social responsibility also includes
companies reinvesting in the communities in which they operate, such as donating money to
local charities.

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Ecological Function
The ecological function of corporate social responsibility is to not only respect the immediate
environment in which the company operates but also to respect the company's effect on the
global environment. Companies are aware of the environmental impact the production of their
products have on their local communities. In corporate social responsibility, these companies
adhere to strict standards in an effort to diminish the negative impact of the environmental
byproducts such as air and water pollution from the production of their products. Having such
standards impacts both the local and global environments.
1.3 TYPES OF CSR
CSR can encompass a wide variety of tactics, from giving nonprofit organizations a portion
of a company's proceeds, to giving away a product or service to a worthy recipient for every
sale made.
Here are a few of the broad categories of social responsibility that businesses are practicing:

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Environment: One primary focus of corporate social responsibility is the environment.
Businesses, both large and small, have a large carbon footprint. Any steps they can take to
reduce those footprints are considered both good for the company and society as a whole.
Philanthropy: Businesses also practice social responsibility by donating to national and
local charities. Whether it involves giving money or time, businesses have a lot of resources
that can benefit charities and local community programs.
Ethical labor practices: By treating employees fairly and ethically, companies can also
demonstrate their corporate social responsibility. This is especially true of businesses that
operate in international locations with labor laws that differ from those in the United States.
1.4 BENEFITS OF CSR
“88% of consumers said they were more likely to buy from a company that supports and engages
in activities to improve society.”
Consumers increasingly don't accept unethical business practices or organisations who act
irresponsibly. Advances in social media (giving everyone a voice) mean that negative or
destructive practices quickly fuel conversations online. Organisations are accountable for their
actions like never before.
Corporate Social Responsibility Has Many Benefits that can be applied to many Business, In any
region, & at a minimum cost
CSR should not be viewed as a drain on resources, because carefully implemented CSR policies
can help your organization:
 Enhanced Brand Image & Reputation

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 Increase Sales & customer Loyalty
 Develop and enhance relationships with customers, suppliers and networks
 Attract, retain and maintain a happy workforce and be an Employer of Choice
 Save money on energy and operating costs and manage risk
 Differentiate yourself from your competitors
 Generate innovation and learning and enhance your influence
 Improve your business reputation and standing
 Provide access to investment and funding opportunities

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2. SONY COMPANY PROFILE
2.1 Introduction
Sony's current financial difficulties are tied into its corporate culture which were stated over 30
years ago. With such a large multinational corporation, greater planning and more use of
strategies should be pursued.
Sony the greatest company that started in post-war Japan. Sony has used its innovation in
building markets out of thin air, created a multibillion, multinational electronic empire with
products such as the transistor radio, the Trinitron, the Walk-in and the VTR. that changed
everyday household lives forever.
However, this consumer targeted quest for excellence and constant innovation instead of
targeting mainly at profit also has a lot to do with current crisis Sony is facing - sales and profits
are down or are slowing down, capital investment cost and R&D are climbing, competitors are
moving in with copycats.
Sony could start with the implementation of a new mission statement, with profit and benefits of
the company tied more closely to everyday operations. Internally, the four forces, the
management, the designers, the production and the marketing should achieve better
communication and cooperation.
The first thing that comes to people’s minds of the company and products of Sony is its high-
technology-filled-with-gadgets electronic goods and innovation.
As for cost cutting, Sony should seriously consider setting up operations in other Asian countries
in order to take advantage of the cheap labour and the budding markets. Finally, diversification,
instead of pursuing the fast changing and easily imitated consumer goods market.
The SWOT analysis and Porter's competitive forces model, we can view that the market is much
more competitive with less profit margins and lead-time for product innovation.

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2.2 COMPANY PROFILE
Sony Headquarters at Sony City in Minato, Tokyo
Founded: 7 MAY 1946
Founders: Masaru Ibuka
Akio Morita
Headquarters: Minato, Tokyo, Japan
Number of Locations: Yokohama
Newyork City & Many More
Area Served: Worldwide (204 Countries)
Key People: Osamu Nagayama (Chairman of the Board)
Kazuo Hirai (President and CEO)
Products: Electronics Products (Mobile, computers, Video Games Etc.)
Employees:1,80,500 (2009)

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2.3 SONY'S HISTORY AND CULTURE
Our founders in the early years
It was in 1946 that Masaru Ibuka and Akio Morita together with a small team of passionate and
committed group of employees started to build “Tokyo Tsushin Kenkyujo” (Totsuko), or “Tokyo
Telecommunications Research Institute” to the billion dollar global conglomerate that it is today.
It was in 1946 that Masaru Ibuka and Akio Morita together with a small team of passionate and
committed group of employees started to build “Tokyo Tsushin Kenkyujo” (Totsuko), or “Tokyo
Telecommunications Research Institute” into the billion dollar global conglomerate that it is
today.
Ibuka and Morita also legends in their fields which they create vision and sense of direction for
the organization. They also acts as bridges between the employees and the management.
The innovative style also stems from the "never copy others" culture, the generous funding of the
R&D and huge amounts in capital investments. As described by Ibuka, "It also stems from
consumer driven in which technology is targeted at consumers or business while American
electronic industry are spoiled be military and space applications."

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Vision, Mission and Values
When the company was founded in 1946, Mr. Ibuka created the Founding Perspectus, a
document outlining the mission and values that he wanted his company to adopt. The first
section was the “Purpose of Incorporation”, which was broken down into the following eight
points:
a. To establish of an ideal factory that stresses a spirit of freedom and open-mindedness, and
where engineers with sincere motivation can exercise their technological skills to the highest
level;
b. To reconstruct Japan and to elevate the nation's culture through dynamic
technological and manufacturing activities;
c. To promptly apply highly advanced technologies which were developed in various
sectors during the war to common households;
d. To rapidly commercialize superior technological findings in universities and research
institutions that are worthy of application in common households;
e. To bring radio communications and similar devices into common households and to
promote the use of home electric appliances;
f. To actively participate in the reconstruction of war-damaged communications
network by providing needed technology;
g. To produce high-quality radios and to provide radio services that are appropriate for the
coming new era;
h. To promote the education of science among the general public.
i.
Many of these values continue to resonate through Sony today. The company continues to
focus on communications and home electric appliances, but now also concentrates on content
and services for that are essential to the devices it supplies. This addition of content and
services has made Sony essentially a vertically integrated entertainment business. Today, the
company focuses on supplying electronic devices for use

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CSR Awards and Recognition from External Organizations
Fiscal 2014
Award during FY 2014 Subject Sponsor Acquired
InnoCSR's AIM Responsibility Sony group's CSR initiatives in Asia Inno CSR Co. Ltd. 2014.09
Award Asian Institute of Management
2014 Disability Matters Asia-Pac Sony/Taiyo Corporation,
Springboard Consulting LLC 2014.07
Region Conference & Awards Sony Hikari Corporation
*Organization names appear as they were at the time of award receipt

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Fiscal 2013
Award during FY 2013 Subject Sponsor Acquired
Sony EMCS Malaysia KL Tec's
2 Prime Minister's Hibiscus Awards
local environmental management Ministry of Natural Resources and
2014.01
system and their activities to reduce Environment (MNRE), Malaysia
the environmental footprint
Sony Service and Operations of
National Council of the Maquiladora
Index National Environmental Americas's outstanding
and Manufacturing Industry of 2013.11
Award 2013 environmental activities and
Exportation (Mexico)
performance.
Trade, Industry & Energy Minister Sony Korea Corp.'s advanced Ministry of Trade, Industry & Energy 2013.10
Award response to climate change (Korea)
Environmental Minister Award
Sony Korea Corp. 's environmental
Ministry of Environment (Korea) 2013.10
management system
*Organization names appear as they were at the time of award receipt.

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3. SONY CSR
3.1 KEY AGENDA
Sony currently promotes CSR initiatives in line with its CSR agenda, which sets seven key areas
of focus –
corporate governance, compliance, human resources, responsible sourcing, quality and services,
environment and community - with the aim of strengthening its operating foundation and
continuously enhancing its corporate value.
Stakeholder input on CSR-related issues and suggestions is fed back to management and to
pertinent Sony departments (e.g., legal, compliance, environment, product quality, procurement
and human resources), to be incorporated into key actions, including the formulation of Sony
Group policies.
Verifying Key CSR Agenda and Determining Materiality

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1. CORPORATE GOVERNANCE
Board of Directors：
 Determines the fundamental management policies of the Sony Group
 Oversees the management of Sony Group's business operations
 Appoints and dismisses the statutory committee members
 Appoints and dismisses Representative Corporate Executive Officers and Corporate Executive
Officers
Nominating Committee:
 Determines the content of proposals regarding the appointment/dismissal of Directors
Audit Committee:
 Monitors the performance of duties by Directors and Corporate Executive Officers
 Oversees and evaluate the work of the independent auditor, including to propose its
appointment/dismissal or non-reappointment, to approve its compensation, to evaluate the
appropriateness of its audit regarding the financial results and internal control over financial
reporting, and to pre-approve its engagement for any other services than audit services to be
provided.
Corporate Executives:
 Carry out business operations within designated areas, including business units, headquarters
functions, and/or research and development, in accordance with the fundamental policies
determined by the Board of Directors and the Corporate Executive Officers
2. COMPLIANCE
In July 2001, Sony Corporation established a compliance department responsible for exercising
global direction and oversight of compliance activities across the Sony Group, to emphasize the
importance of business ethics and compliance with applicable laws, regulations and internal
policies.

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The organization (currently, the Legal & Compliance Department) establishes compliance
policies and structures for the Sony Group.
To implement this mandate more effectively, in July 2003, Sony established a regional
compliance network, comprised of regional compliance officers in the Americas, Europe, Japan,
East Asia*1 and Pan-Asia*2, who are charged with exercising regional control over compliance
activities to strengthen the compliance system throughout the Sony Group.
Officers responsible for compliance in each region have the authority to issue instructions
concerning compliance to Sony Group companies in their respective regions and, by
coordinating with one another, are working to establish and maintain a comprehensive global
compliance structure.
The Compliance Audit & Monitoring function was established as part of the compliance network
in April 2008 to support the company's global compliance initiatives and monitor and evaluate
compliance program activities.
To further reinforce global compliance efforts, a Compliance Leadership Team was formed in
September 2009 as an additional component of the global compliance network.
The Compliance Leadership Team assists in identifying, developing and implementing key
compliance strategies and compliance-related measures; encourages more active participation in
Group-wide compliance activities from a larger group of key Sony personnel by involving not
only the Regional Compliance Officers but also experienced legal/compliance personnel from
Sony Group companies; and creates a global framework that by its very structure highlights the
company's compliance priorities and commitment to best practices.
3. HUMAN RESOURCES
Sony is committed to creating a workplace where human rights are respected and equal
employment opportunities allow all individuals to make the most of their capabilities.
In light of the increasing diversity of human rights issues facing corporations, Sony believes a
common awareness among employees is crucial to ensuring such issues are addressed
appropriately.
The Sony Group Code of Conduct, enacted in May 2003, contains articles related to respect for
human rights and maps out policies that guide human rights-related rules and activities
throughout the Sony Group.
The article in the Code concerning equal opportunity in employment lays down the Group's
policy for recruiting, hiring, training, promoting and otherwise treating applicants and employees
without regard to non-business-related characteristics, including race, religion, skin color,
nationality, age, gender or physical limitation. These provisions are based on existing
international standards, including the United Nations Universal Declaration of Human Rights.

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Sony holds an annual diversity message (slogan) competition on human rights-related issues to
raise awareness among individual employees. This has become a well-established event, thanks
to active promotion throughout the Sony Group and extensive employee participation every year.
A selection of messages (slogans) from the competition is displayed by Group companies to help
raise awareness of human rights issues.
Sony provides training for new recruits through an e-learning module called "Human Rights and
the Company" and holds regular human rights-themed training sessions for managers.
Sony also distributes a Human Rights Handbook to management-level employees. Each year in
December, to coincide with Human Rights Week, Sony organizes a Diversity Forum, which
gathers diversity offers from each Sony Group company.
4. RESPONSIBLE SOURCING
Sony is committed to conducting its operations in a socially and environmentally responsible
manner and to sourcing from suppliers that share its values. Accordingly, in order to enable
positive change in its supply chain, Sony works closely with its suppliers and subcontractors to
address human rights, labor, health and safety, and environmental protection issues related to the
procurement of raw materials and components.
Compliance with "Sony Group Code of Conduct" in Business
In May 2003, Sony adopted the Sony Group Code of Conduct, which stipulates the basic
standards to be maintained by all directors, officers and employees of the Sony Group in order to
emphasize and further strengthen corporate governance, business ethics and compliance systems
throughout the Sony Group.
The code includes basic policies concerning dealings with suppliers, categorized under such
headings as "Fair Procurement" and "Gifts and Entertainment," with which all personnel in the
Sony Group are required to comply.
Managing Chemical Substances in Procurement
Given the global nature of its suppliers, Sony has led the industry by introducing its own global
standards for management of certain chemical substances contained in products or parts, called
Management Regulations for Environment-related Substances to be Controlled which are
Included in Parts and Materials (SS-00259).
To implement this standard, Sony has established the Green Partner Environmental Quality
Approval Program for supplier qualification. Only suppliers that comply with Sony's standards
for management of chemical substances qualify for certification as "Green Partners." By

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procuring parts and products only from certified suppliers, Sony realizes consistent chemical
substance management globally.
5. QUALITY & SERVICES
It is vital to detect product quality-related problems as early as possible. To that end, Sony
established the Quality Hotline in 2003 to gather product quality-related information, including
reports of problems, as well as opinions from Sony Group employees. Employees can send
messages regarding such matters as issues that are too difficult to handle at their workplace and
problems concerning the quality of Sony products and/or customer services from the customer's
perspective, to the Quality Hotline's in-house website. Upon investigating a problem to ascertain
the veracity of the information received, the Quality Hotline proposes and introduces measures to
prevent previous problems from recurring and precluding potential new problems.
The Quality Hotline is closely linked to the Sony Pledge of Quality, which states that "Sony
employees will always respect our customers' viewpoints in striving to deliver product quality
and customer service that exceed their expectations." As of March 2014, Sony had received more
than 1,640 reports since the establishment of the Quality Hotline. The diverse range of
information received has included proposals to develop products and manuals more user-
friendly, and has led to more than 1,053 improvements.

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ENVIROMENT
Sony recognizes the importance of preserving the natural environment that sustains all life on the
earth for future generations and thereby ensuring that all humanity can attain a healthy and
enriched life. In order to realize such sustainable society.
Sony strives to achieve a zero environmental footprint throughout the lifecycle of our
products and business activities.
Principles
Sony formulates the following goals in four key environmental perspectives and takes proactive
actions to achieve those goals.
Climate Change
Sony reduces energy consumption and strives to achieve zero emissions of greenhouse
gases* generated throughout the lifecycle of our products, service and business activities.
Bio- Diversity Conservations
Sony protects and utilizes ecosystem services in a sustainable manner, while actively promoting
maintenance and recovery of biodiversity through our business and local contribution activities.
Resources Conversations
In order to minimize resource inputs for our business activities, Sony identifies "Key Resources"
and strives to achieve zero usage of those virgin materials. Sony also uses water efficiently,
minimizes wastes from sites and maximizes our effort for take back and recycling products from
markets.
Management Of Chemical Substances
Sony minimizes the risk of chemical substances that we use causing serious harm to human
health and the environment. Sony maintains strict control over the chemical substances we use,
while, in line with the precautionary approach, taking steps whenever possible to reduce,
substitute and eliminate the use of substances that have potentially significant impacts on the
environment even in the cases where scientific evidence is not fully proven.
6. COMMUNITY
Sony leverages its products, services, content, technologies and innovation, as well as the talents
of its employees, to facilitate community engagement activities. Sony also capitalizes on
partnerships with external stakeholders.
As a means of informing as many people as possible about these issues, Sony also undertakes
educational campaigns linked to its marketing initiatives and incorporates its CSR goals into its
internal human resource development.

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Hence, Sony not only seeks to contribute to the resolution of social and environmental issues but
also to integrate community engagement into its business operations as a way of enhancing those
operations.
3.2 SONY CSR HIGHLIGHTS
Taking into consideration our overall operating environment in fiscal year 2013, we continued to
promote initiatives in each of the seven key areas of our CSR agenda, bearing in mind their
relevance to Sony's businesses and the concerns of our stakeholders. In the area of responsible
sourcing, we launched a new initiative to enhance transparency across the entire Sony Group
supply chain and disclose information regarding the use of four key minerals in that supply
chain. We also undertook sustainable grass-roots community initiatives around our sponsorship
of the 2014 FIFA World Cup, including a soccer-themed social contribution program for
children in Latin America, Africa and Asia. Let me share some details regarding both of those
initiatives with you.

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Investigating & disclosure information on the use of conflict minerals in Sony’s group
supply chain
As part of our ongoing commitment to responsible sourcing, and to comply with the Dodd-Frank
Wall Street Reform and Consumer Protection Act transparency and disclosure requirements, we
determined the use and source of four key minerals in our products-tin, tantalum, tungsten or
gold-to help ensure that our products do not contain those minerals from sources that benefit
armed rebel groups in the DRC or the adjoining region, while at the same time making sure that
we are still able to source responsibly from that region, and we submitted a report of our findings
to the U.S. Securities and Exchange Commission (SEC).
We also supported and participated in a range of multi-industry, nongovernmental organizations
(NGOs) and public-private programs addressing this issue.
In addition to continuing to pursue these and other initiatives, we promote active, on-going
dialogue with NGOs, industry groups and other external stakeholders as part of our overall effort
to achieve a conflict-free supply chain.
Dream Goal 2014: A Soccer –Themed CSR Programmed for Children Around The World
As an official FIFA partner, Sony launched "Dream Goal 2014," a special CSR program
conducted in conjunction with the 2014 FIFA World Cup Brazil™. This program, made possible
through collaboration across the Sony Group in partnership with participating NGOs worldwide,
showcases a wide range of online and offline initiatives that are expected to benefit
approximately 30,000 children in Latin America, Africa and Asia, including:
•Street Football Stadium Project: In partnership with street foot ball world , Sony is providing
25 easy-to-build, portable, pop-up football stadiums to children in eight countries in Latin
America. As part of this project, workshops will be conducted, using these stadiums and the
game of soccer, with a focus on developing and promoting leadership skills and gender equality,
among other things, for approximately one year following the conclusion of the 2014 FIFA
World Cup™.
•Football for Hope Siyakhona Media Skills Program: Led by FIFA and Sony, this program
provides media skills training workshops to young community leaders using media equipment,

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such as digital cameras, provided by Sony. These efforts will continue through April 2015,
spanning 11 countries in Latin America, Africa and other regions.
Through these and other initiatives, we look forward to continuing our investment in the
communities we serve and to fulfilling our responsibilities as a global corporate citizen. By
driving innovation and implementing sound, ethical business practices with the goal of
enhancing corporate value, and by continuing to foster a corporate culture that values CSR, we
aim to meet the expectations of our stakeholders in contributing to a better, more sustainable
society for all.
3.3 SONY & THE ENVIROMENT
SUPPORTING THE ELECTRONIC WASTE RECYCLING PROGRAM
” LIVE THE CHANGE ”
Children at Green City

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Sony is striving to achieve a zero environmental footprint throughout the entire product life
cycle.
The ultimate goal of "Road to Zero" inspires our imagination, innovative technology and also
your curiosity.
Our unique environmental initiatives are expanding around the world as we continue down the
Road to Zero.
Topics focusing on people, concepts and activities from Sony's environmental initiatives.
MESSAGE FROM THE CEO
BEING @ ENVIROMENTAL
We live in an age where customers consider environmental factors in their purchase decisions,
and Sony's environmental initiatives remain one of our most important tasks.
"More with Less" is a phrase that captures Sony's commitment to the environment, delivering
products that offer "More" value and entertainment with "Less" environmental impact.
Sony is committed not only to offering products, services and content that deliver exciting user
experiences by inspiring and fulfilling the curiosity of our customers around the world, but also,
through our "Road to Zero" environmental plan, to working towards our goal of a zero
environmental footprint throughout our business activities.

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3.4 FOR THE NEXT GENERATION’: SONY’S CSR
Sony’s ‘For the Next Generation’ philosophy has been an important guiding principle for
the company’s CSR programmes in education, poverty, environment, disaster relief and in
bringing employees to participate in its volunteering programmes.
Sony has broadened the scope of its activities beyond the science education initiatives introduced
by Masaru Ibuka to include support for arts education, leveraging its resources in the
entertainment field to assist efforts in music areas.
Sony also strives to fulfill its responsibilities as a global corporate citizen through efforts to
support the MDGs, which seek to resolve such key global development challenges as
environmental conservation, poverty, education and by providing assistance in the aftermath of
major catastrophe or crisis stuation, thereby contributing to the realization of a sustainable
society.
In addition to monetary donations, Sony contributes in a manner that capitalizes on its unique
capabilities. Initiatives that leverage Sony technologies, products, services and content resources.
In addition, the volunteer involvement of approximately 180,000 Sony Group employees
worldwide, serve to enhance employee awareness of global issues, as well as to enhance
motivation.
Sony is also working with nongovernmental organisations (NGOs), international agencies and
other groups that bring together networks and local expertise that Sony does not have,
partnership that yields more effective results.
Sony also links marketing activities that leverage its close relationship with customers to further
enhance the initiatives.
Employees’ participation in the initiatives will enhance efforts to foster human resources,
contributing to both the resolution of social and environmental issues and to the advancement of
Sony’s business activities.

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4. Conclusions
Reputation is a key link in the CSR chain (or CSR is a key link in the reputation chain).
However, the chain is no stronger than the weakest link’s ability to withstand critics’ scrutiny.
One can conclude that making a case for having achieved CSR standards, or demanding that
some frustrate the achievement of others, can be perilous in public discourse and reputation
management.
Don’t make claims that cannot be proved.
Understand that every claim of CSR performance that is made in the public record is subject to
review.
It will be examined, analyzed, and compared against each and other organizations’ performance
and policy.
Realize that just making claims that one standard frustrates another standard is not justification
alone for a lower standards.
Don’t make claims or set standards for reputation value alone if they cannot or will not be met.

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Webilography
World Wide Web
http://www.sony.net/SonyInfo/
http://www.referenceforbusiness.com/history2/61/Sony-Corporation.html.
www.sony.net/SonyInfo/IR/library