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The digital era has witnessed the introduction of technological innovation in machine learning (ML) and artificial intelligence (AI). The advances in the use/reuse of data and digital technologies have produced multiple advantages and disadvantages while permeating all aspects of daily life to the extent that the risk of using ML/AI-enabled applications has become normalized. This has led to little questioning by users of what data is collected, for what purpose, and how this informs technological advances or decisions made about them. Indeed, despite regulations such as GDPR, the Digital Services Act, and the EU AI Act, which require organizations to be more transparent about ML/AI and data use to make users aware of cyber privacy and security issues. Levels of complacency have led to a user trade-off between ease of use and frictionless functionality over security and privacy concerns until users become victims of hacking, cloning, and a range of cybercrimes. Only when personal lives are impacted do users react, seeking culpability and recompense for the impact on their livelihood. Therefore, the topic of responsibility levied on organizations providing digital services and products is increasing. But who is responsible—the organizations, regulators, government, users, or all stakeholders? Corporate digital responsibility (CDR) emerged in the past decade in response to these complex issues as a framework/mechanism by way of a point of reference in the digital era, in which corporate social responsibility (CSR) is no longer fit for purpose. In recognition of the complexities facing organizational leaders in navigating responsibility across the social, economic, and environmental (physical and digital) domains, CDR is a method to assist evidence-based decision-making processes. Furthermore, few organizations possess the skills, knowledge, or resources to implement a coherent process or policy to manage potentially conflicting responsibilities, let alone sectoral regulation(s). A CDR manifesto was co-created via an international group of industry practitioners, consultants, and academics working through the challenges of producing an adaptive framework and manifesto. The framework and manifesto underpin this white paper as a holistic mechanism that enables organizations to understand their responsibilities for the use/reuse of data and digital technologies in providing safe digital environments for stakeholders while taking responsibility for preserving the planet and its finite resources. Furthermore, providing techniques to assist in shaping and changing organizational culture and mindset takes time and draws on the lessons learned from current CDR adopters. The goal is to inform and promote critical thinking and organizational practices that are fit for purpose in today’s fluid socio-technological and digital marketplace. To place the previous information in context, a definition of CDR and the need for this framework in our current digital society is required.

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