1.

Introduction
Corporate social responsibility (CSR) has generated significant debate in academic
and corporate circles in recent times. This debate acknowledges the importance of
CSR in the first-world, but raises questions regarding the extent to which corporations
operating in developing countries have CSR obligations. Conventional wisdom
suggests that CSR is more relevant to corporations operating in the developed
countries due to elevated community expectations of socially responsible behavior. In
contrast there is also a belief that societal expectations in the developing countries
mainly centre on economic growth; therefore relegating CSR to be of lesser
importance to the society and the firms. Against this back drop, this paper discusses
the situation prevailing in the developing world to broaden our understanding of the
perceptions and practices of CSR. Bangladesh is used as a test case for this purpose
because this country is believed to posses the typical characteristics of a developing
country.(Wikipidia)
1.1 Study methodology
The empirical findings of MNCs management of CSR in routine stakeholder
relations, with employees, consumers, environment and communities are presented.
The case study design was adopted as a research strategy to study the CSR
phenomenon in Bangladesh because Grameenphone Ltd. is the pioneer in the relevant
sector. An in-depth study through multiple methods, for example: exploratory study,
interview, were conducted to organize data. The samples of the study for direct
interview consist of 34 managers mostly from top management or department head at
the corporate head office. The research is based on non probability sampling
method. Sample units were selected based on the potential for information about CSR
practices. Primarily Annual reports of last five years and various CSR publications
were used to analyze current practices in the field.
1.2 Corporate Social Responsibility in Bangladesh
CSR concepts and practices in Bangladesh have a long history of philanthropic
activities from time immemorial. These philanthropic activities included donations to
different charitable organizations, poor people and religious institutions. Till now,
most of the businesses in Bangladesh are family owned and first generation
businesses. They are involved in community development work in the form of charity
without having any definite policy regarding the expenses or any concrete motive
regarding financial gains in many instances. Moreover, most of the SMEs fall under
the informal sector having low management structure and resources to address the
social and environmental issues. These limitations drive the top management of local
companies to think only about the profit maximization rather than doing business
considering the triple bottom line: profit, planet and people (CSR definition of Lotus

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Holdings). CSR in Bangladesh can contribute a lot to community development. The

corporate house can develop the community by creating employment, providing
primary education, contribution to infrastructure development like road and highways and addressing environmental concerns. This is more relevant for a country like
Bangladesh where the government interventions in these fields augmented by
corporate alliance can go a long way in developing the economy, society and
environment.
CSR has been defined in general terms as the obligation of the firm to use its
resources in ways to benefit society, through committed participation as a member of
society, taking into account the society at large and improving the welfare of society
at large independent of direct gains of the company (Weile et al., 2001: 288). In this
respect, CSR, as related to the problems of the agricultural input sector of Bangladesh,
is used to explain the need of the businesses to be socially responsible and focus on
economic, social, legal, ethical and environmental issues. Farmers are being cheated
into buying underweight, low quality inputs sometimes at higher prices, which do not
benefit yields.
As discussed above, lack of effective good governance in Bangladesh has resulted
significantly in lack of business ethics and poor CSR culture. According to Wilson
(cited in McIntosh and Thomas, 2002: 7), the key idea behind CSR and corporate
citizenship is that responsible behavior makes good business sense. In Bangladesh the
private sector seems to focus on earning profits in the short term, ignoring the issue of
responsible behavior and the desirability of earning the trust of consumers which are
important for the long-run success of their operations.

Because of global competitiveness and demand, the CSR practices and standards have
to be gradually implemented in Bangladesh. But it has a long way to go. There is no
denying of better enforcement requirement of CSR practices in Bangladesh".
"some of the exporters found difficulty in convincing the US/EU buyers to have
positive attitude towards Bangladesh due to inadequate CSR practices. Businessmen
need to recognise the implications of CSR for business activities. Companies are
facing the challenges of adapting effectively to the changing environment in the
context of globalization. " "CSR concentrates on benefits of all stakeholders rather
than just the stockholders. Awareness and sense of necessity for practicing CSR is
becoming more and more pronounced as the country has to adapt itself to the process
of globalization. But the overall status of CSR in Bangladesh is still very meagre.
(Wrote Professor (Dr) M Alimullah Miyan)
Concepts of corporate social responsibility (CSR) and its practices in Bangladesh have
a long history of philanthropic activities from time immemorial. Such philanthropic
activities included donations to different charitable organisations, poor people and
religious institutions. Until now, most businesses in Bangladesh are family owned and
first generation ones. They are involved in community development work in the form
of charity without having any definite policy regarding the expenses or any concrete
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motive regarding financial gains in many instances.( Edward Probir Mondol)

Good Governance and Market -- Based Reforms: A Study of Bangladesh-- have tried
to relate good governance with CSR by discussing the good governance indicators of
regulatory quality, rule of law and control of corruption in the context of Bangladesh.
The writers have analysed how lack of good governance indicators affects the success
and sustainability of reforms and contributes to the lack of business ethics and CSR in
Bangladesh.(Fara Azmat and Ken Coghill in one of their publications)

2.0 Role of MNCs

It is undeniable that Multinational Corporations (MNCs) play various roles in the
development of global economy. Apart from being the "makers' of goods and services,
MNCs also play a role in improving living conditions of the citizens in the host
countries. One may argue that the transfer of management, knowledge and technology
from MNCs contribute to a higher living standard in the host countries. Such
entrepreneurial and technological skills provided by the MNCs, however, may have
little impact on developing local skills and living conditions in the host countries. In
fact, the development of these local skills may be inhibited by the MNCs by stifling
the growth of indigenous entrepreneurship as a result of the MNCs dominance of
local markets. A number of MNCs focus their social responsibilities on resources
issues (e.g. human, natural and environmental factors). Even though the United
Nations Development Program (UNDP) proposes that poverty eradication must be a
shared responsibility among all stakeholders in the international community, most
MNCs fail to see their roles in fighting against poverty. Poverty has long been a
chronic problem of countries such as Laos, Nigeria, Timor-Leste, Peru and
Bangladesh where a numbers of MNCs have long been associated with the local
government and business organizations.
Evidently, poverty has been explored by only a handful of MNCs. Poverty eradication
is one of the major agendas that national and international actors need to achieve.
However, there has been limited international business involvement in the debate.
Due to the lack of clarity regarding the role of MNCs and other international business
organizations, most MNCs fail to see their roles as one of the long-term contributors
to poor people in the developing countries. Furthermore, the absence of the links
between poverty, human development and international business at the level of
corporate strategy also cripples MNCs' contribution to poverty problem.
An academic research published in Management and Decision Journal by Cruz and
Pedrozo in 2009 raised an interesting point that, when it comes to corporate social
responsibility (CSR), sustainable development is a prime goal for a number of MNCs
operating globally. Questions have been raised about the effectiveness and ability of
MNCs' current CSR strategy in meeting the goal of sustainable development and
poverty. UNDP states that most developing nations are still struggling with key issues

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such as poor health management, lack of basic education, resources management and
unemployment. Poverty is certainly well-linked to these fundamental problems.
MNCs must commit to the community where they locate and care for its people.
United Nations Global Compact, in my opinion, is a good starting point for MNCs to
identify their operations and responsibilities in order to fight against poverty. As
stated earlier, MNCs play an important role in human development. Poverty in
developing countries can be ameliorated when MNCs learn to embrace, support and
enact, within their sphere of influence, a set of core values in the areas of human
rights, labor standards, the environment and anti-corruption.

3. Corporate Social Responsibility

A brief profile of Grameenphone Ltd
The company has so far invested more than BDT 10,700 crore (USD 1.6 billion) to
build the network infrastructure since its inception in 1997. Grameenphone is also one
the largest taxpayers in the country, having contributed nearly BDT 7000 crore in
direct and indirect taxes to the Government Exchequer over the years. Since its
inception in March 1997, Grameenphone has built the largest cellular network in the
country with over 10,000 base stations in more than 5700 locations. GP has generated
direct and indirect employment for a large number of people over the years. The
company presently has more than 5,000 full and temporary employees.
GrameenPhone Ltd. Recognizes Development is a journey, not a destination. In this
connection, it is always believed that good development is good business. While it
maintains business focus, taking the nation forward remains top priority. Thus its
relationship with Bangladesh is built on a partnership which strives to achieve
common economic and social goals. GrameenPhone Ltd. has consolidated social
investment initiatives in four core areas related to the Millennium Development Goals
namely, Poverty alleviation, Healthcare, Empowerment and Education.(Anual report
2012).
CSR at GrameenPhone
Around the world, development is attributed to myriad factors. From education to
stable governance, hundreds of issues are directly linked with the process of growth.
Curiously, connectivity has never been canonized in the same vein and has often been
viewed as a peripheral tool rather than a genuine factor towards development. That
perspective must change as we, at Grameenphone, understand the essential correlation
between connectivity and development. We realize that when a rural farmer purchases
a SIM card, he has purchased more than just a means of communication. What he has
actually done, is to open up a gateway of hope and possibilities. The mere SIM card
offers the farmer a level of connectivity that can steer him out of poverty. But things
have not always been this way. For decades, our people were deprived of access to

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convenient low cost communications. From the ashes of those problems arose mobile
telephony and Bangladesh has never been the same since. As the pioneers of mobile
telephony in Bangladesh, we have connected more than 20 million people across the
country, many of whom previously had little or no access to such communication. The
ripple effects of such connectivity can be felt in the larger picture of development in
Bangladesh. Access to information transforms lives every day and generates business
opportunities through direct and indirect employment. This is where connectivity
meets development.
The village phone helps to bring both social and economic empowerment to the rural
women as they take center stage in earning a living and setting an inspiring example.
Connectivity also brings with it entrepreneurship, such as setting up Community
Information Centers (CICs). It drives people to invest in technology and bridge the
digital divide, thus helping both individuals and the communities along the way
towards development. Connectivity also assists towards making informed business
decisions as well as reducing the dependency on middlemen. CellBazaar an
electronic marketplace facilitates traders with necessary market information and
thus contributes towards business growth.
In connecting the unconnected, we have contributed towards bringing the urban to the
rural and the rural to the urban, generating employment, increasing GDP, empowered
millions and generally making life easier. In our march towards development, no one
is left behind and every day we hope to keep connecting the unconnected.There are
some following CSR activities that grameen phone followed over the whole their
profile that are discussed in below.
3.1 Village Phone (Every freedom counts)
In rural areas, where isolation and poor infrastructure services are often the norm,
telecommunications can play an extremely important role in enhancing social and
economic development. The Village Phone (VP) initiative has made tremendous
social and economic impact in the rural areas of Bangladesh, creating a substantial
consumer surplus for the users. On the other hand, it has created an income-earning
opportunity for the VP operators, mostly poor women and borrower members of
Grameen Bank, who are now able to make their opinions count.
Launch Date:
26 March, 1997, the same day commercial service of Grameenphone was launched.
How It Works:
Grameen Telecom supervises the village phone activities in cooperation with
Grameen Bank and Grameenphone.

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The Village Phones work as an owner-operated pay phone. A member of Grameen

Bank takes a loan to buy a handset and a GP subscription and she is trained by
Grameen Telecom on how to operate it. The VP operators then retails the mobile
phone service among her fellow villagers, thus earning an income.
Project Milestone:
270,000 Village Phone Operators in 50,000 villages.
Replicated in a number of countries including Uganda and Rwanda.
Received GSMA in the Community Award in 2000.
Received Commonwealth Innovation Award in 2003.
Received Petersburg Prize awarded by the Gateway Foundation in 2005.
3.2 Community Information Center (Every opportunity counts)
The Grameenphone Community Information Center (CIC) is a shared premise where
rural people may access a wide range of state of the art services such as Internet,
voice communications, video conferencing and other information services. It aims to
bridge the digital divide by providing access to information-based services to underserved and underprivileged rural people, as well as to build local entrepreneurships
and create employment opportunities for the unemployed youth.
Launch Date: February 2006
How it Works:
It is designed to be run independently as small businesses by local entrepreneurs.
Each CIC is equipped with a computer, a printer, a scanner, a webcam and a modem
to provide internet-based services. CIC entrepreneurs are trained and are provided
with continuous support from Grameenphone so that they can extend their knowledge
and service to the communities they serve. CICs also provide other GP services, such
as payphones and electronic recharge for pre-paid and post-paid mobile accounts.
In order to achieve its vision, Grameenphone has united with NGOs and development
organizations as strategic partners. The rollout partners are Grameen Telecom, Society
for Economic and Basic Advancement (SEBA), and Eagle for nationwide
implementation, and Kalikapur Daridro Kallan Sangsta (KDKS), Socio-Economic
Development Association (SEDA), Karmakutir, Goriber Asroy, and SSTD
Communication for divisional implementation.
Project Milestone: 506 Community Information Centers in 417 Upazillas

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3.3 CellBazar (Every enterprise counts)

Limited communication has always been a hindrance for performing business,
especially in developing countries. In Bangladesh, the isolated and uninformed
farmers and traders have little bargaining power with exploitative middlemen.
Using Grameenphone CellBazaar, buyers and sellers are able to trade goods (e.g. rice,
motorcycle, electronics, etc.) through their mobile phones, bringing the benefits of
information exchange, community networking and one-to-many trading to a
previously unwired rural population. It facilitates the system of trading, so that the
traders can gather market information for smart and informed decision-making while
staying at home and grow their business. CellBazaar simply connects and empowers.
Launch Date: July 2006
How it Works:
Every imaginable product is listed on CellBazaar, from Grameenphone CellBazaar
project is about using the mobile phone to create an electronic market place.
CellBazaar users register via a simple procedure and can then post items for sale via
the mobile phone or a computer. For buyers interested in purchasing items or services,
the process is just as easy. A simple search through an SMS, or browsing with WAP
(Wireless Application Protocol) and WEB (www.cellbazaar.com), or even through
IVR (call 3838) gives access to the listed available items with their respective price
and the address of purchase.
Poultry in Habiganj to fridges in Rangamati, opening up a world of possibilities for all
involved.
Project Milestone:

Over a million subscribers have accessed its service since its inception.
On an average, there are 600 new postings and 90,000 hits per day.
Received 3GSMA Global Mobile Award 2008 for Best Use of Mobile for
Social and Economic Development.
Voted Asian Telecom Innovation of the Year in the Telecom Asia Awards
2008.

3.4 Safe Motherhood and Infant Care Project

Motherhood is rightly celebrated as the most extraordinary time in a womans life,
and ideally, there possibly cannot be any experience that is more gratifying. However,
reality sometimes differs. In Bangladesh only 13% women get Skilled Attendants at
Delivery. The country has one of the highest maternal mortality rates (32 per 10,000)
and infant mortality rates (52 per 1,000) in Asia.
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Safe motherhood is not only vital to avoid untimely and painful maternal and child
deaths, but to nurture a healthy and prosperous nation too. Henceforth, reducing infant
mortality and improving maternal health have been identified as two of the eight
millennium development goals.
Grameenphone Safe Motherhood & Infant Care Project is thus designed to ensure
free, yet quality, safe motherhood and infant care services to poor mothers and their
infants throughout the country. It also aims to assist in necessary infrastructure
development and extension of basic healthcare services, especially in the hard-toreach and remote areas.
Launch Date: May 2007
How it Works:
In partnership with Pathfinder International and through USAIDs network of Smiling
Sun clinics in 61 districts, free primary healthcare services are being provided by
health professionals via 318 static clinics, 8000 satellite clinics and 6000 communitybased health-workers across the country. In addition, we have introduced clinic-onwheels (i.e. mobile mini-hospital) to complement these existing service touch-points
to enhance the accessibility of services in remote areas.
Project Milestone:

A total of 940,251 economically disadvantaged mothers and infants received

free healthcare service so far.
Patiya and Bhola clinics of FDSR and Swanirvar Bangladesh respectively, are
being upgraded to emergency obstetric care centers.
5 motorized vans are being provided to facilitate better patients referral.
2 clinic-on-wheels are being given to increase the accessibility of services in
the hard-to-reach areas.

3.5 Free Eye Camps (Every sight counts)

Bangladesh has the highest number of blind people in terms of its population. There
are about 750,000 adults and 40,000 children, who live blind due to cataract or other
ocular diseases that could have easily been cured with timely and proper intervention.
The major challenge in eliminating blindness in Bangladesh is reaching the rural and
underserved population as the majority of countrys eye-care facilities are based in the
big cities. 80 percent of Bangladeshis living in rural areas are almost completely
deprived of all eye-care services. Bangladesh is a signatory of the VISION 2020:
Right to Sight, a global initiative jointly launched in 1999 by WHO and IAPB to
eradicate blindness from the world by the year 2020. Hence, with a mission to combat
blindness, Grameenphone, in partnership with Sightsavers International, organizes

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free eye-care camps in different parts of the country where eye-care services are not
readily available.
Launch Date: July 2007.
How it Works
Grameenphone, jointly with Sightsavers International, organizes the eye camps and
pro-vides associated actual cost for organizing the camps and also provides surgery
costs which includes transportation and follow-up visit cost of patients.
ProjectMilestone:
Around 18,732 patients received free eye-care support and 2,206 cataract surgeries
12 eye camps have been conducted in different parts of Bangladesh.
3.6 Fight against HIV/AIDS (Every voice counts)
With a prevalence rate of less than 1%, HIV/AIDS in Bangladesh may not look like a
major threat. However, with a population of nearly 150 million, a mere 1% rise would
mean an addition of more than a million victims to the numbers. The first case of HIV
in Bangladesh was detected in 1989. According to a 2004 UN study, HIV infections
have tripled globally in the last six years. UNAIDS estimated that 13,000 adults and
children were living with HIV at the end of 2002 in Bangladesh. Again, one of the
eight Millennium Development Goals for Bangladesh is to halt the spread of HIV and
AIDS by 2015. Hence, Grameenphone is committed to work closely with Bangladesh
Government and concerned development agencies to achieve that target, with the aim
to raise awareness and advocate for necessary policy reforms on HIV/AIDS through
different communication channels.
Launch Date: September 2007
How it Works:
Grameenphone, jointly works with UNAIDS, an initiative of the United Nations
which brings together the efforts and resources of ten UN agencies i.e. UNHCR,
UNICEF, WFP, UNFPA, UNODC, ILO, UNESCO, WHO, and the World Bank, to
help prevent new HIV infections, care for those already infected, and mitigate the
impact of the epidemic. This partnership works through the Asia Pacific Leadership
Forum (APLF) with the aim to create an enabling environment in support of policy
actions on HIV and AIDS.
APLF is a ground-breaking advocacy platform of UNAIDS to promote enhanced
leadership roles in response to HIV and AIDS. The initiative involves high-level
leaders from different sectors of the country, including governance, education,
development, business, media and women, and engages them in helping to create an

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enabling environment in support of action on HIV and AIDS, as per the global
directive from the UN. A major focus of the initiative is to feature these leaders
through various communication platforms, with customized messages targeting
specific segmenting of the society, as high profile advocates for the necessary policy
reforms. The campaign highlights their messages with an objective to raise awareness
and encourage an open and candid social dialogue on this crucial issue.
The current APLF ambassadors are: Prof. Jafar Iqbal (educationist), Bibi Russel
(fashion designer and activist), Runa Laila and Alamgir (cultural personalities), and
Mamun Rashid (Banker and economist).
Project Milestone:
Carried out a month-long media campaign in 2007 and 2008 (Nov-Dec) including
television commercials, press advertisements, radio announcements and billboards to
raise awareness on the issue.
Sponsored the screening of a Telefilm titled UTSHO (The Source) to raise
awareness on HIV/AIDS issue.
Internal awareness sessions were organized for GP employees.
Awareness sessions in various university campuses will be held in the near future.
3.7 Cancer Management for the Poor (Every fight counts)
It is estimated that there are around 1 million cancer patients in Bangladesh and about
200,000 new cases are being added every year. Around 150,000 cancer patients die
annually. The problem of cancer in Bangladesh is particularly acute because cancer
receives neither recognition nor funds as addressing the primary healthcare issues and
ensuring associated services to the nation have still remained a challenge. As a result,
the treatment facilities are lacking, trained doctors are scarce and the inadequate
infrastructure in place is ill-maintained. Only 15,000 patients receive right treatment
every year.
In this situation, the Dhaka Ahsania Mission Cancer and General Hospital brings hope
to all and Grameenphone is proud to be a part of the initiative to ensure cancer
treatment for the disadvantaged people of the country.
Launch Date: Construction of the hospital is currently ongoing.
How it Works:
Grameenphone sponsors the complete development and upkeep of five wards and an
Operation Theatre (OT) at the under construction Dhaka Ahsania Mission Cancer and

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General Hospital. One third of the beds sponsored by GP will be reserved for more
economically-disadvantaged patients who will receive free admission and full
treatment. Other disadvantaged patients screened will also receive treatment, which
will be significantly subsidized by Grameenphone.
Grameenphone also works closely with Dhaka Ahsania Mission towards technical
capacity building for cancer management.
Project Milestone:
Funding for necessary construction has been duly facilitated.
Co-organized a half-day capacity building workshop with Dhaka Ahsania Mission
Cancer Hospital, with active participation by the Harvard Medical School and Tata
Memorial Hospital, in which over 60 cancer physicians participated.
Sponsored a pilot vaccination program for cervical cancer patients, which is first of
its kind in the developing world. The pilot program is to be conducted jointly by
Harvard Medical School and Bangabandhu Sheikh Mujibur Rahman Medical
University.
3.8 NID Awareness Campaign (Every drop counts)
Since 2006, no new cases of polio have been reported in Bangladesh. There is strong
reason to believe that the disease can be completely eradicated from the country if all
children in Bangladesh can be brought within the Immunization program. However,
almost one-third of Bangladeshi children still do not receive the seven essential
vaccines required for immunization within their first year of life under the routine
Expanded Program of Immunization, and while a large cohort of children remain
unvaccinated, we have little hope of eliminating potentially deadly diseases as polio.
But it is vaccine-preventable. The Global Polio Eradication Initiative (GPEI),
spearheaded by World Health Organization, works with governments around the
world to reduce the incidence of polio.
In an effort to eradicate and stop the re-emergence of polio, Bangladesh has observed
several rounds of the National Immunization Days (NIDs) in 2007 to immunize 24
million children under the age of five. Grameenphone, along with the Government
and the WHO, was a proud partner of the mass awareness campaign during the NIDs
in March, April and October 2007. The main objective of this unique campaign was to
raise awareness on immunization and help the Government of Bangladesh to eradicate
polio from the country.
Launch Date: March 2007.

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How it Works:
As part of the campaign, radio and newspaper announcements urged parents to bring
their children to vaccination centers across the country, free SMS alerts were send to
all Grameenphone subscribers, and the occasion was specially promoted at the JapanBangladesh Friendship Hospital, a ThankYou partner of Grameenphone. As a result,
98.7% (as per independent observers checklist) of the targeted children were covered
during those NIDs.
Project Milestone:
Both ATL and BTL awareness campaign conducted in March, April, and October
2007.
Similar country-wide awareness campaign will be organized in November 2008.
3.9 Blood Bank at Rafatullah Community Hospital (Every smile counts)
Safe blood transfusion is one of the most important pre-conditions for health safety.
Yet, more than 50% of the total blood needed every year in Bangladesh is donated by
professional donors who pose serious health risks of many contagious diseases. On
the other hand, a mere 0.05% of the total population donates blood voluntarily in the
country. If the numbers would rise to even 0.2%, the total requirement of blood could
be fulfilled.
In view of this, Grameenphone launched a full-fledged blood bank at one of
Thengamara Mohila Sabuj Sangha (TMSS) health initiatives, the Rafatullah
Community Hospital (RCH) in Bogra. This is the first and the largest blood bank in
the northern region of the country funded by a private organization.
The Rafatullah Community Hospital is located in Bogra right next to the DhakaRangpur Highway, which is also an accident prone area with a high incidence of need
for surgeries and blood transfusion. In 2006, RCH transfused 1260 bags of blood to its
patients. The surgery department of the hospital now takes complete shape with the
establishment of this blood bank.
Launch Date: August 2008
How it Works:
Grameenphone provided the financial assistance to set up the blood bank at the
hospital, which will ensure adequate resources required for safe and hygienic blood
transfusion for every patient requiring blood at RCH, especially the underprivileged.
Grameenphone also aims to create awareness among the mass for voluntary blood
donation through this project.

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Project Milestone:
Funding for necessary construction had been duly facilitated.
The blood bank has become fully operational since August 2008.
3.10 789 Health line
Ensuring access to basic healthcare is a major development challenge in Bangladesh,
as there is lack of adequate medical practitioners and infrastructure. Grameenphone is
offering communication solutions using its core services to address this challenge.
Our Healthline service is thus launched with the aim to enhance access to primary
healthcare services using mobile communications technology.
Launch Date: October 2006
How it Works
The Healthline service, first of its kind, is designed to extend primary healthcare
information and services to people in both rural and urban areas. It is a 24-hour
Medical call center which provides services through an interactive teleconference
between a Grameenphone mobile user and a licensed physician.
Grameenphone subscribers may seek medical advice on emergency, non-emergency
or regular medical situation by simply dialing 789. A 789-caller will also enjoy
additional medical information services, such as doctor and medical facility
information, interpretation of laboratory test reports and data, and emergency support
information.
Project Milestone:
Has answered 3.5 million calls till October 2008.
Received GSMA Award 2007 for Best use of Mobile for Social and Economic
Development.
3.11 Empowerment
Empowering the Disempowered
Lack of empowerment and poverty is a chronic and complex problem for Bangladesh.
According to the UNDP HDI report (2006), which measures the average progress of a
country in human development in terms of life expectancy, adult literacy and
enrolment at the primary, secondary and tertiary level, Purchasing Power Parity
(PPP), etc., Bangladesh ranks 137th among 177 countries. Moreover, 50% of the total

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population of Bangladesh lives below the poverty line, defined as an income of less
than a dollar a day.
Some of the major factors contributing to this situation are inequality in income
distribution, lack of access to resources, lack of access to information and inadequate
infrastructure. The rural people of Bangladesh especially are deprived of these
facilities, which is a major issue to break out from the shackles of poverty prevailing
in the country. Empowerment is a key constituent towards poverty reduction, and it is
a key driver for sustainable development. It is a process whereby the capacity of
individuals or groups are enhanced to make important choices and decisions, and to
transform those choices and decisions into desired actions and outcomes. This, in
turn, helps them to secure a better and more prosperous life.
We firmly believe that we have significant contribution to make on this key issue. In
our CSR journey, we have become the proud sponsor of Bangladesh Special
Olympics team, which won 71 medals in the Special Olympic Games 2007 in Beijing,
China. Six acid survivors have been assisted in their rehabilitation process with
employment opportunities in Grameenphone. We have initiated the Information Boat
project with Care Bangladesh with an aim to empower riverine rural communities
with digitized livelihood contents and internet access while the CSR partnership with
Ashokti Punorbshon Nibash (APON) aims to support treatment and rehabilitation of
economically-disadvantaged drug addicts.
We acknowledge that development and poverty reduction depend on holistic
economic prosperity. Therefore, our aim is to increase development opportunities,
enhance development outcomes and contribute towards improvement of the quality of
life of the people through our CSR initiatives and innovative services. We are
committed to facilitate empowerment opportunities to the vulnerable people of
Bangladesh, so that it enables them to better influence the course of their lives and
live a life of their own choice.
3.12 Partnership with Special Olympics Bangladesh (Every win counts)
Ten percent population of Bangladesh is challenged with some form of disability or
the other, and, outside the initiatives of the Government and a handful of private and
non-profit organizations, there is very little done for the welfare of the disabled.
Thus, Grameenphone, in association with Special Olympics Bangladesh, aims to
empower intellectually-challenged athletes by nurturing and nourishing their sporting
capabilities. This will help them become independent and confident in themselves, so
that they can not only be a part of the society in which they live, but also play an
active role with their own achievements to stand upon.
Launch Date: August 2007

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How it Works:
As the sole sponsor, Grameenphone provided necessary support and training for the
athletes for participation in the Special Olympic Games 2007 in Beijing, China.
Special Olympics International is the worlds largest program of sports training and
athletic competition for children and adults with intellectual disabilities.
Grameenphone also organizes national talent hunts throughout the regions to form a
national talent pool and to ensure sustainable supply of new talent. The National
talent pool will be further groomed and nurtured centrally preparing them for the next
International Special Olympic Games in 2011.
Project Milestone:
Organized a 3-month long training program in BKSP in August 2007 for 65
athletes and coaches.
Was the sole sponsor of the Bangladesh Team at the 2007 Special Olympics World
Summer Games.
The team won 71 medals in different categories at the 2007 Special Olympics.
A series of regional talent hunts in all 6 divisions has been kicked off from
Rajshahi in November 2008.
3.13 Information Boat Project (Every information counts)
Information is a powerful enabling tool that opens up a wide range of opportunities.
But in reality, a farmer from rural Bangladesh can hardly relate to the words:
information technology. As the current scenario stands, less than 15% of the
population has access to satellite or cable broadcasts and approximately 60% of the
population does not have access to electricity. Thus, it is not surprising that
information communication technologies (ICT) are generally restricted to a handful of
the elite.
To break that taboo, the Information Boat Project sailed out of a partnership between
Grameenphone and CARE Bangladesh whereby information hubs are being created to
meet the communication needs of rural communities, especially in the Char and Haor
areas.
Launch Date: December 2007
How it Works:
The Information Boats will work as information hub to meet the communication
needs of rural communities, especially in the Char and Haor areas, as people of these

Page | 15

areas have limited access to up-to-date livelihood and other information owing to their
remote presence from the mainland. A typical Information Boat will be equipped with
computers, Internet and email facilities, photocopiers, fax machines, printers,
webcams and video machines, scanners and much more, depending on the needs of a
specific community. These boats will also be equipped with digital content, such as
livelihood and agricultural information, suited for the specific areas served by the
designated boats. At the same time, skilled trainers from CARE Bangladesh will
provide training to the local community people on different livelihood options.
Project Milestone:
Grameenphone provides support to build four such Information Boats and also
provides necessary technological support for providing information.
1st Information Boat initiated servicing the community in Dhirai, Sunamganj in
September 2008
3.14 Skill DevelopmentCenter (Every hand counts)
There is no denying the fact that, drug addiction has become a growing phenomenon
globally. Bangladesh, as a part of the global village, is affected by it with an estimated
2 million drug users, including women and children. The issue of drug abuse touches
the most vulnerable: the majority of drug users in South Asia belong to the poorest
strata of society and, unfortunately, most of the victims of drug abuse in our country
are the youth who could have been actively contributing to the economic and social
development of the country.
Drug rehabilitation centers play a significant role in this fight towards a drug-free
society, as they are aimed at helping people get over their dependency on drugs and
arming them with the techniques and willpower to ensure they stay drug-free.
Therefore Grameenphone formed a CSR partnership with Ashokti Punorbshon Nibash
(APON), to support rehabilitation of economically disadvantaged drug addicts.
Launch Date: September 2007
How it Works:
Through this partnership, Grameenphone provided financial support for the
construction of a skill development center at APONGaon to assist in the rehabilitation
and social integration process of these lost souls. We also established a computerized
information center on its premises, which serves as an alternative income stream for
APONGaon. The information center is equipped with a computer, a printer, a scanner,
a webcam and a modem to render internet-based services to the local community. It
also provides other GP services, such as payphones and electronic recharge for prepaid and post-paid mobile accounts.
Page | 16

Project Milestone:
The skill development center and the computerized information center have started
providing services since December 2008.
3.15 Rehabilitation of Acid Victims (Every confidence counts)
Acid throwing is an extreme form of violence in Bangladesh. Though both sexes are
victims to this heinous crime, majority of victims are women and girls. The assaulters
are, however, always men seeking retribution, motivated by hatred or jealousy. They
throw acid not only to destroy the victims faces, but their hopes and dreams of ever
being happy. It is meant to break their spirit and confidence.
But, with proper encouragement and support, these survivors can still stride forward
leading a life in their own terms and hence escape the social stigma of being a
victim. Grameenphone is lending support to the Acid Survivors Foundation (ASF)
in the rehabilitation and reintegration of these victims into the society.
Launch Date: September 2007.
How it Works:
Grameenphone has so far recruited six individuals who had been supported by the
Acid Survivors Foundation. These individuals have been provided with the training
by GP to help them develop the necessary skills to take on their new responsibilities at
Grameenphone.
Project Milestone:
6 acid victims are now working in Grameenphone and earning their own living.
3.16 Education
Funding the Future
Education is a basic human right. Article 26 of The Universal Declaration on Human
Rights (1948) recognizes education along with other necessities such as food, shelter,
and water as a fundamental human right. At the World Education Forum in Dakar in
2000, participants from 164 countries pledged to provide education for all by 2015
and Bangladesh is a signatory to that charter.
Education works as a catalyst for human development. It provides people with the
tools and knowledge they need to understand and participate in todays world, and
benefit from globalization and technological change. It is one of the most effective
weapons against HIV/AIDS and other diseases, and raises awareness of living

Page | 17

conditions and environmental protection. Life expectancy rises by as much as 2 years

for every 1 per cent increase in literacy.
Education also plays an active role in economic development and eradicating poverty.
It allows people to be more productive, to play a greater role in economic life, and to
earn a better living. It has been found that, an adult with a primary education earns
twice as much as an adult without any schooling. Education enables people to be
responsible and informed citizens, and to have a voice in politics and society, which is
essential for sustaining democracy. A report shows that in Bangladesh, women with a
secondary education are three times more likely to attend a political meeting than are
women with no education.
We are aware that the initiatives still serves less than what the nation needs. But, we
are committed to keep contributing in whatever way we can towards achieving an
enlightened Bangladesh. This dream is one that we all share as a nation.
3.17 Scholarship Program (Every dream counts)
Todays children are tomorrows gilded reality. Education opens up unlimited
possibilities for them and builds the foundation for a prosperous future. But in reality,
65 percent of our people live in the darkness of illiteracy, 40 percent of our children
have never gone to school, and 93 percent of primary school-going students will never
progress beyond the primary education level. Poverty is the main cause behind this.
Grameen Shikkha Scholarship Management Program has made it possible for the
bright but underprivileged students to realize their educational endeavor.
Grameenphone is honored to be participating in that program.
Launch Date: December 2003.
How it Works:
Grameenphone, in collaboration with Grameen Shikkha, an organization of Grameen
Bank Family, provides financial assistance to 100 bright but underprivileged students
through a scholarship fund at different academic levels annually. Of these
scholarships, 60% are for female students. The fund is being managed directly by
Grameen Shikkha.
Project Milestone:
Currently, 66 scholarships are being managed under GPs fund.
By end of 2008, the total scholarship number will reach 100.

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3.18 True Liberation War Stories (Every inspiration counts)

The Liberation War is the central component of Bangladeshs history. It symbolizes
the glorious sacrifice of our heroes for the independence of our country.
Thus, Grameenphone, in partnership with Centre for Bangladesh Liberation War
Studies, sponsors the publication and free distribution of a series of illustrated books
on Liberation War. The stories in these publications are based on true events of the
heroics of our freedom fighters, essentially during frontal battles fought in the battlefields of Bangladesh.
Launch Date: July 2007
How it Works:
The series consists of a total of six books. The targeted beneficiaries are school
children, from class IV to class VIII, who will be provided with copies free of cost.
The aim of these books is to familiarize children with the countrys Liberation War of
1971, and, in the process, create a sense of love and pride in them for their
motherland. The books will be distributed in all six divisions of the country.
Project Milestone:
Tagra, the first book of the series, published which will be distributed among the
students of Dhaka division only.
Distribution process initiated of a total number of 20,000 copies.
3.19 Partnership with Bishsho Shahitto Kendro (Every mind counts)
Launch Date: February 2008
How it Works:
As a part of the partnership, Grameenphone will be donating books to Bishsho
Shahito Kendro for its Enrichment Program. In addition, GP will also sponsor the
Prize Giving Ceremony of BSKs Book Reading Program in three locations across the
country Dhaka, Chittagong and Khulna.
On the other hand, the Know Bangladesh program is a bicycle tour initiative across
Bangladesh by the youth. Participants will be assigned with places to visit and will
learn about the relevant demographics, hardships and lifestyle of rural people in their
assigned localities, and prepare write-ups on their experiences. Through the whole
process, the participants will get to know Bangladesh better a process towards
becoming an enlightened human being.

Page | 19

Project Milestone:
Donated 20,000 books to the Enrichment Program.
So far, 5 teams comprising of 35 Persons participated in the Know Bangladesh
Program.
3.20 Education Center cum Cyclone Shelter (Every help counts)
Cyclone Sidr, a category 4 storm, struck Bangladesh on November 2007. The cyclone
first hit the offshore islands and then swept across the southern coast east to west.
This caused extensive damages. More than 3.1 million people in the 28 southern
districts are reported to have been directly affected by the cyclone. It has been
estimated that more than3, 500 people died, with extensive damages been done to
roads and public buildings, including the destruction and partial destruction of 4,306
educational institutions. The most affected areas include Bagerhat, Barguna, Barisal,
Bhola, Gopalganj, Khalkathi, Khulna, Madaripur, Patuakhali, Pirojpur, Shatkhira and
Shariatpur districts.
Hence, Grameenphone as part of the companys rehabilitation plans in the SIDR
affected areas is to provide financial assistance to build education center cum cyclone
shelters in the southern belt of the country.
Launch Date: August 2008
How it Works:
The cyclone shelters will be used as education centers throughout the year to provide
non-formal primary education to underprivileged children of the locality. RDF and
Shushilan, local NGOs that operate in the selected areas, will be responsible for the
overall management of the project, including the construction and operation of the
schools. Each primary school cum cyclone-shelter will be a two storied building along
with an adjacent playground.
A co-ordination committee, comprising local Government official (UNO office), RDF
official and representatives from the community and Grameenphone, will monitor the
progress of the construction work and supervise the school-cum-shelter after its
construction.
Project Milestone:
will build four such centers in Bagerhat and Barguna districts.

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Corporate Social Respondibility of Airtel

A brief idea of Airtel
Airtel Bangladesh Limited is a concern of BhartiAirtel Limited, a leading global
telecommunication company with operations in 20 countries across Asia and Africa.
Airtelvalues its marketing policies that are aimed at as the direct impact of the
organizations marketingteam. With a customer base of more than 8 million, Airtel
Bangladesh is the most preferred youth brand of the country that thrives on excellent
data service. And data experience with Airtel will only be better when the company
will introduce its array of 3G services. To make customers lives easier Airtel
Bangladesh has Doorstep Service by which customers can enjoy all kinds of service at
their preferred place. M-Commerce opened a new horizon in money transfer that
gives Airtel customers the freedom to send money to their dear ones instantly from
their mobile. Through M-health, customers can now reach professional doctors over
phone 24/7 and get basic treatment. The organization works to develop and nurture
engagement by going digitalized. Airtel does lots of CSR activies throughout the
Bangladesh. The aim of this research is to find out their strategies of choosing CSR
activitiesand approaches to conduct those tasks that are taken by the organizationin
Airtel Bangladesh Ltd.
CSR activities by Airtel Bangladesh Limited
Airtel Bangladesh Limited, as being a socially responsible company always undertook
various activities from corporate and social responsibility perspective.
Airtel Bangladesh limited promotes the employees to take judgment and
devise the industry - relationship process between the public and surroundings.
Corporate Social Responsibility in Airtel Bangladesh limited covers more
public contact programs. The spirit of Airtels dedication to CSR is surrounded
in the company Values, which curtail its warm seized idea. The ethics are.
Respond to the needs of customers
Expectation and Good result From employees
Progress the services resourcefully
Visible and insightful in dealings with the shareholders
morals, equality and life form will be proper
conference and going away from submissive and lawful necessities
Esteem greetings given towards shareholders and the public.
Developing the atmosphere CSR way of life and pledge all through a threesplit approach
Engage with shareholders
Guarantee the policies and performs to the Shareholders
Conducting programs for employees, and for the public .In BhartiAirtel
Limited, each employee is aware to Corporate Social Responsibility issues and
thus procedures are prejudiced
Page | 21

Following are a few recent activities:

Youth of the Nation Award
Airtel partnered with Jaago Foundation, a local NGO focusing on under privileged
childrens education to sponsor Youth of the Nation Award for contribution to
Voluntary and Development works for the betterment of the society which was
supported by the US Embassy.
Ghuri Fest
An event called Ghuri Fest (Kite Festival) was organized and sponsored by Airtel
with the theme of BijoyDibosh (Victory day) where BDT 1 lakh was collected by
selling new kites and donated to JAAGO foundation to sponsor 500 under privileged
children.
Blanket for Cold Affected
Airtel Bangladesh Limited took the initiative to distribute warm clothes and blankets
to the destitute population primarily in northern parts of the country where the cold
wave had affected most severely. The Telco giant Airtel distributed 8,500 blankets to
the affected people.
Reduction of power usage
To reduce pressure of national power supply 75% of Airtel sites in Bangladesh have
been installed in the outdoors with installation of new BTS equipment which
consumes less power (typical consumption now is 0.7 KW ~ 0.8 KW against
traditional BTS that consumes 1.5 KW having same configuration). The company has
also deployed 380 FCUs (Free Cooling Units), ensuring 25% less power consumed in
every site. Seven sites run completely on solar, which are now on 5.5 hours/day DG,
which before implementation were 16 hours per day.
Talent search
As part of youth community build up, Airtel Bangladesh Limited organized Airtel
Rising Stars in 2012 and the second season of ARS has started in August 2013. In the
first season, 12 talented young footballers were selected from more than 60,000
participants through rigorous selection process from all 64 districts of Bangladesh.
Later these 12 youngsters were taken to the sacred land of football, Old Trafford, UK
where they practiced in Manchester United Football Club which was a dream come
true for many. Many of these 12 football players play in under-16 national team in
Bangladesh currently.

Page | 22

If we look at the online activities of telecommunication companies in Bangladesh, we

can count how many people each companies have reached through the biggest socail
media facebook.
DHAKA COMICON 2013
Dhaka Comicon 2013 "Bigger and Better" recently took place in Jamuna Future Park.
Airtel Buzz was there to celebrate Comicon with all the fans. We believed all the
winners from Airtel Buzz had a good time at Comicon. Two well spent days with the
Superheros!

Airtel is introducing themeselves in social events more relative to their competitors.

That is one of the fact that puts Airtel ahead compared to their competiors when it
comes to the social responsibities criteria.
Sehri at Hotel Al Razzak with Buzzers
Bondhu chara Hotel Al Razzak e sehri impossible and that's why we celebrated this
years Friendship Day at Hotel Al Razzak along with 100 buzzers! That was the
opinion expressed by Airtel customer service manager.

Page | 23

Airtel is trying to get attached with their customers in any ways. That is what we have
seen from them. They were offering free Sehri to their selective customers and the
society cordially welcomes this step taken by Airtel.
Eath Hour
Airtel Bangladesh along with their international countries joined millions of
businesses and homes worldwide in switching off building lights for earth hour.
International Womens Day Celebration
Airtel BD commemorated the internation womens celebration day by donating 23
sewing machines to disadvantaged women. No only this, they even organized some
small shows and parties to inspire the women, basically, to come forward and take
steps to face the reality. Sundry seminers, airtel buzz get-together and fashion shows
were also held. If we look at the online activities of telecommunication companies
in Bangladesh, we can count how many people each companies have reached
through the biggest socail media facebook.
The intent
Lauchning the global platform of the friendship netwrok in Bangladesh.
The Campaign
Bondhu Chara Life Impossible when you are 18, your life only happens because
you have friends launched 360.
The impact of Digitalization
Within 48 hours of launch of the latest brand campaign, the TVC has gone viral with
10,000 likes + 3800 shares making it the highest shared ad of Bangladesh.
Number of shares of the latest brand campaigns on facebook
BCLI (Bondhu
Impossible)

Chara

Life 8341

Robi Network

2494

Blink Brand

2413

Robi Desh Prem

3315

GP CholoBohudur

1586

Page | 24

The above bar graph shows the number of shares of the recent brand campaign TVC
on facebook. As we can see aitel has the highest number of shares.

4. Findings:
For Employees:
1) Does your company have any CSR activities?
Yes

30

No

From this question we have found that all of the employees are agreed of our
question. The result of 30employees said yes and 0 employees or none of the
employees are said no. So, we conclude that this company doing CSR.
2) Why do you think your company does CSR activities?
For the society
As a part of business
To maximize the profit
No idea

18
1
8
3

In respond to this question we have examine 30 employees they answer this question
in this way that are, 18 employees said for the contribution of society, 1 employees
said as a part of the business, 8 employees said that to maximize the profit, and 3
employees said that they have no idea about this CSR. In the following respond we
have draft this diagram:

Page | 25

3) Is there any way do you think that can improve the overall CSR activities of your
company?
a) Yes
b) No
c) No idea

16
4
10

In respond to this question we have examine 30 employees and they answer this
question in following way. This are 16 of the employees said yes they can improve
overall CSR activities and 4 of the employees said no and 10 employees said they
have no idea about this particular questions.

3. Are CSR activities close to marketing or branding?

In respond to this question they are try to tell us yes they are going to do this
activities or they are doing this activities for their marketing or branding of
their product or services or overall their company.
5) Do you think CSR activities of your company are helping the employees?

Page | 26

Yes we think this activities will help employee in various areas like they can
promote their activities not only into the company but also they can spread
their knowledge vastly rather than others those who dont have perform CSR.
6) Is there any law relating to CSR activities?
We think that from the help employees is it not a regular rule of companies or
not law related. Companies perform it for marketing or branding their products
or to gain a reputation those who dont have perform CSR activities.
7) Do the CSR activities of your company help to increase the profits?
From the perspective of the employees that we have examine they said that
yes it increase our profit level. It also wide spread the area of the company.
And many new people know about the company. That will specifically suggest
that this will increase the profit level of the company.

8) How do the CSR activities of your company effect in your job position?
Directly

Indirectly

17

Doesnt Help at All

In respond to this question, 7 employees said that it effect directly into the company
and 17 employees said that it effect indirectly into the company. And rest of the
employees that we examine out of 30 that is 6 they said that doesnt help at all.

Page | 27

4.1 Findings from Different Aspects of Grameenphone

How do the CSR activities of GP create effect on environment?

Directly

12

Indirectly

11

Dont create any effect

In respond to this question, 30 employees of GP said that 12 of them said that this
CSR of GP directly effects of the environment. And 11 employee said that it indirectly
effect of the environment. And rest of the employee said that do not create any effect
at all.

Do you find any of GPs CSR activities which help the rural people?
Yes we find many of activities of CSR of GP for the rural people. They have
introduce community information center for the infant of the country. They
have also include Cellbazar services for the people those who does not sell
product they sale it through the cellbazar. They also establish education center
for the poor student and they have stars scholarship pregame for the poor
student. And many other that also discuss in the CSR part of the GP.
Does GP work for the development of women?
Yes we found that from the interviewing of the 30employees all of the said
that they doing this types of work. GP starts their work mainly to help the
Women they have seen this area very closely rather than others.
How do you rate the overall CSR activities of GP?
Excellent
Good
Moderate
Fair

11
13
5
1

Page | 28

Poor

In respond to the 30employees those we try to find the solution. We have

found that 11 employee said that excellent, 13 employees said that good, 5
employees said that moderate , 1 employee said that fair and 0 of employees
said that poor.

The data reveal a variety of CSR practices within the MNC, as well as systematic
variation in global management of CSR practices. Several CSR practices were
globally managed across the MNC levels; and several CSR practices differed across
the MNC units or were specific to the local operations. CSR practices within the
MNC varied across the stakeholder dimensions and within stakeholder groups. In the
vision, mission and goals statements this MNC stated their business objectives were
to contribute to the wider societal benefit as well as to business returns. At the policy
level the MNC made a commitment to CSR in all their operations. For example,
addressed the future viability of its business; the caring role of the company and stated
its community relations and environment policy. Corporate citizenship was considered
as the part of the company's values statement. For example: In devising business
policy and profitability GrameenPhone stated their CSR as: Along with providing
telecommunication services to over 9 million people, providing direct income-earning
opportunities a large number of people and being one of the top corporate taxpayers in
the country, GrameenPhone takes its CSR activities quite seriously. Environment,
health and safety performance for the group and its initiatives to protect biodiversity,
and transparency of R&D are taken into consideration while devising company
policies. CSR practices of the MNC addressed socio-political, ecological, and
environmental issues at the corporate level. The MNC does not have synchronized
collaboration and does not partner with governments and nongovernment
organizations substantially to address negative impacts of business activities and to
solve several social problems. This paper organizes discussion around different

Page | 29

dimensions of CSR; namely Employee Dimension, Customer Dimension,

Environment and community care Dimension.
4.1.1 Employee Dimension
While the HR functions tend to be largely decentralized and more locally managed in
GrameenPhone, the Head Quarter (HQ) have significant involvement in the
management of some HR-related CSR practices in their global operations, often to
varying extents of effectiveness. For example, GPs global policies for equal
opportunities, bullying and harassment were available across the global operations
through the companys intranet. On the other hand, CSR in most HR practices was
largely locally managed. For example, in GrameenPhone equal opportunity practices,
salary and benefits packages, or training and development of employees were largely
locally managed by local offices, often with a close involvement of the Regional
Offices. In developing human resources Grameenphone strives towards developing
not only local but also global competencies. It has a promise to provide a positive,
friendly, productive, and respectful work environment. GrameenPhone in their value
statement says about commitment towards its employees:
The GrameenPhone has consistently demonstrated its commitment towards its
employees and the environment over the years. It has been recognized as the
practitioner and promoter of socially responsible business behavior.

4.1.2 Customer Dimension

Marketing, like human resource management, is often decentralized in the MNCs
(Rosenzweig & Nohria, 1994) in order for the local units to meet the differentiated
needs of the local customers. The MNCs in this study illustrate variety of integration
of CSR in global marketing practices. In GrameenPhone, CSR towards customers
significantly involved the HQ through centralized or integrated management.
Customer safety and security in GrameenPhone were centrally co-ordinated through
routines set by the HQ based on global regulations. In addition, the national
regulations and norms were followed by the units. Customer feedback procedures
comprised a mix of formal routines set by the HQ. Customer satisfaction and
customer relations were globally managed through centralized IT networked
processes. The brands and various point-of-contact practices were customised through
global and local manuals and guidelines alongside which the local norms and
approaches were also informally followed by GrameenPhones units.
Now a days customers and the business look beyond just the product and services.
GrameenPhone recognises essential correlation between connectivity and
development. They have connected more than 20 million people all over the country.
It made the access to information available to the people who had little access before
inturn which tends to transform lives in a holistic way. For example, the village phone
is believed to bring both social and economic empowerment to the rural women as it
Page | 30

Contributed to gaining economic strength.

4.1.3 Environment and Community care Dimension

The existing discussions of environment care management in MNC operations
(Hansen, 2003; Shrivastava, 1987) place the responsibility for environment care
somewhere between the HQs and the local operations. The HQs took several
measures to ensure implementation of environment care at the local sites either
directly by the HQ, or by the local units. GrameenPhones central unit centrally
reports their global environment care performance. In addition, the companys local
units reported their environment care initiatives locally. Environment care in
GrameenPhone is integrated by the HQ into functional areas, viz. global procurement,
product design, and technical operations. Companys annual report provided details of
the regular monitoring and measure of the key characteristics of its activities that may
impact the environment in global operations. These included reporting on compliance
of international and local regulation several local issues in Bangladesh, such as
addressing local cultural influences. GrameenPhone has involved in a variety of wider
environment care activities, e.g., initiatives to promote responsible operation like free
health care, tree plantation, preservation of ecosystems and partnership with the
government agencies for saving environment. These policies were directly managed
centrally but considering indigenous factors. Environment care in global operations of
GrameenPhone involved extensively integrated multilevel internal reporting and
audit. These systems operated alongside processes for participating voluntarily in
numerous local environment care issues. Community care by firms is typically
localized at the sites of operation, i.e., the HQ and the subsidiaries in the case of
MNCs. The MNC studied here revealed several patterns of localization and
centralization of community work. Operations in Bangladesh of the MNC have
several impressive community care activities to their credit. GrameenPhone has
considered Health is one of the key focus areas and consolidated its social
investments. In collaboration with USAID GrameenPhone has established a network
of 318 smiling sun clinics in 61 districts. They also launched the GrameenPhone safe
motherhood and infant care projects for economically disadvantaged mothers and
their infants nationwide. GrameenPhone adopted several other community care
initiatives throughout Bangladesh. Its local unit conducts charity and community
support activities locally without much involvement of HQ. GrameenPhone reports
centrally, its worldwide community activities. Some CSR practices were shared across
HQs and its international units, e.g., the campaigns against counterfeit drugs, HIVAIDS. CSR practices were integrated into customer service, marketing,
GrameenPhone information services, and quality procedures. GrameenPhones units
locally undertook activities such as innovative rural marketing for providing access to
avail technology for the poor people in remote villages. Considering education as the
basic human rights GrameenPhone has considered it as one of the key focus areas in
social investment. GrameenPhone provides 100 merit scholarships to meritorious but
Page | 31

underprivileged students at different academic levels in collaboration with Grameen

Shikkha a project of Grameen Bank. It also helps, financially a number of special
schools with a view to support in the learning process of the gifted children in our
society. Grameenphone is also a proud partner of the enrichment program of Bishsho
Shahitto Kendro through which free books are distributed. In all countries, the law
stipulated the conduct of employment relationships, but the varying scope of
regulation across countries resulted in diverse behaviour across the units within the
MNC. For example, the working time, pay determination, recognition of employee
unions, consultative structures, and redundancy provisions, were defined by local
legislation. Furthermore, many practices, though designed to be managed
transnationally, could not be implemented in the global operations, as these did not
appear to fit with the cultural or institutional contexts of the subsidiaries.
GrameenPhone appears to be equal opportunity employer and find employee
counseling, bullying and grievance procedures, or the Customer Listening Forums
promoted by the HQ to fit with the local business environment. The above analysis
of empirical findings across global and local CSR practices in the MNCs reveals a
fine-grained interplay of global, national-home country, host-country level
environmental factors, and firms strategic choices and design for the management of
CSR in global operations. This study suggests that the normative prescriptions for
increased global CSR benefit from the recognition that global management of CSR
requires strategic and systematic design for global management of CSR practices.
Furthermore, the study suggests global CSR requires supportive environmental factors
throughout the MNCs multilevel environment, i.e., the regulatory, normative and
cognitive elements of the institutional environments at multiple levels of the MNC
need to collectively support CSR practices for their global management. While the
present study has supplied useful information about CSR Practices in Bangladesh, it
has several limitations that must be acknowledged. Annual Reports analyzed did not
provide sector specific (CSR) expenditure in the income statement. Therefore, the
researchers had to rely on interview and other CSR publications for analysis.

4.2 Finding from Different Aspect of Airtel

How do the CSR activities of Airtel create effect on environment?

a) Directly
b) Indirectly
c) Dont create any effect

In respond to this question, 30 employees of Airtel said that 16 of them said that this
CSR of Airtel directly effects of the environment. And 10 employee said that it
indirectly effect of the environment. And rest of the employee said that do not create
any effect at all.
Do the CSR activities of Airtel create any effect on educational sector?
a) Yes

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b) No
c) No idea

Do you find any of Airtels CSR activities which help the rural people?
a) Yes
b) No
c) No idea

In the respond to our survey, most of the people said no. We took the survey
from total 30 people from different aspects. Among them, 19 people said no, 3
people said no idea and only 8 people said yes. This is also the same according
to our opinion. We hardly find rural based CSR activities of Airtel. Even though
some activities include: providing blankets and warm clothes to rural people
during winter time, donate sewing machines to disadvantaged women etc. But
they usually focus the urban areas and young generations.

We have examine 30 employees through the organization and 15 of them said yes
their CSR activities helps to promote educational sectors and 13 of them said that no
their activities not like education dsectors rather than others. And of the employees
said that they have no idea about this particular task.

How do you rate the overall CSR activities of Airtel?

Excellent
Good
Moderate
Fair
Poor

6
14
4
5
1

From the help of 30 employees we found that 6, 14, 4, 5, 1 excellent, good, moderate,
fair, poor respectively.

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4.2.1 Human resources

By doing the CSR programs, Airtal is vastly benefitted to the recruitment
and retention process, particularly within the competitive graduate student market.
Airtel recruiters often ask about a firm's CSR policy during an interview, and having a
comprehensive policy can give an advantage. CSR of Airtel also helps improve the
perception of a airtels among its staff, particularly when staff can become involved
through payroll giving fundraising activities or community volunteering. Even we
have seen that CSR of Airtel has been found to encourage customer orientation among
frontline employees.
4.2.2 Risk management
Managing risk is a central part of many corporate strategies. Reputations that take
decades to build up can be ruined in hours through incidents such as corruption
scandals or environmental accidents. These can also draw unwanted attention from
regulators, courts, governments and media. Building a genuine culture of 'doing the
right thing' within a corporation can offset these risks.
4.2.3 Brand differentiation
In crowded marketplace like BD, Airtel strive for a unique selling proposition that can
separate them from the competition in the minds of consumers. Their CSR activities
play a role in building customer loyalty based on distinctive ethical values. Especially
their service or responsiveness to customersare extremely benefitted from their CSR
activities

5. Limitation:

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The limitations of social responsibility for both individuals and businesses could be
summarized as awareness, the availability of time and money to contribute and the
desire to respond. Social responsibility is a widely recognized term and is generally
applied to businesses. Some companies view social responsibility as a luxury which
they cannot afford especially in difficult economic times while others see it as a core
value. Often it can reap rewards when caring consumers seek out their products but
this does depend on the company getting the message across about what they are
doing for the environment or to protect human health. Corporate social responsibility
began as a voluntary concept but regulation is possibly the only way to ensure all
companies have regard to their obligations to society. The Human Rights Act could be
seen as the first step in this direction. Some small businesses will have no awareness
of what social responsibility means so it will not form part of their operation. Since
the 1980s, large multinational companies have been targeted by campaigners urging
them to operate ethically and minimize their environmental impact. Issues have
included the exploitation of low paid workers in less developed countries.
Campaigners such as Friends of the Earth and Amnesty have argued that companies
should value more than their profits that they have a responsibility to people and the
planet. However, there are fears that productivity and the ability to compete could be
affected if companies are forced to adopt policies encompassing social responsibility.

6. Observations and Suggestions

Whose CSR activities are more beneficial for the society?
Grameenphone
Airtel

13
7

Others

10

In respond to 30employees 13 employees said that GP CSR is beneficial and 7

employees said that Airtel and rest of said that others.

Common to all of the above concerns about how CSR relates to developments the
observation that on the one hand there is too little evidence to draw definitive

Page | 35

conclusions, but on the other there is sufficient indication that wended to know more.
In so far as neither research nor practice in CSR has to date addressed this
contradiction, a more critical agenda seems justified. Many of the questions that need
asking are set out above, and to answer them effectively requires a mixture of
(a) Critical research to understand the impact of CSR in the developing world
(b) A proper critique of the CSR discourse to identify the structurally
embedded limitations and the potential of current approaches; and
(c) A consideration of alternative approaches, including those that go beyond
the business case.
Of the articles in this special issue, the fieldwork of Newell in India, Frynas in Nigeria
and Lund-Thomsen in South Africa shows some of the different impacts companies
can have in developing Countries. Each demonstrates some of the strengths and
limitations of CSR, perspective that is central to the discussion of power and influence
in Nielsens case study of the making of a groundbreaking CSR initiative in
Bangladesh. Indifferent ways, Jenkins, Fig and Blow field reveal some of the
shortcomings of CSR in addressing development challenges, and offer explanations of
why these exist and assessments of how far deficiencies can be resolved. Each article
demonstrates the limits imposed by contemporary CSRs predilection for the business
case, butalthough each hints at ways forwardnone attempts to offer
comprehensive alternatives. Some might feel that raising questions without offering
solutions is an in ad-equate position to hold. This is understandable to a degree, and
the contributions in this special issue do go far beyond unconstructive criticism. But
there is a danger in holding the right to question hostage to proposing alternative
solutions. If we do not dig more deeply, then we risk investing resources in an area
that fails to advance the goals of international development. By leaving unaddressed
uncertainties about the efficacy of CSR in developing countries, we do nothing to
alleviate corporate hesitancy about investing in or sourcing from the poorest nations.
By allowing potentially problematic approaches to go unchallenged, we increase the
possibility that corporate reputations will go unprotected without any demon-storable
benefit for the developing world. By leaving unquestioned CSRs reliance on
consensus and winwin outcomes, we leave the poor and marginalized exposed to the
possibility of further exploitation and marginalization as a result of inequitable
exertions of power. It is not that companies, developing countries or the poor will
suffer as a result of CSR: rather, the concern is that we do not know if that will be the
case. And that alone is a justification for a critical agenda.

Recommendations for Airtels CSR Activities:

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1) One of the recommended amendments to CSR strategy is the

environment. We believe that Airtel is slightyly lack behind in this sector.
They are no doing sufficient work in the environmental sector relative to
other organizations in the same field. That may be a biggest problem for
the CSR activities of Airtel which they need to focus more quickly.
2) Due to a subsidy of Indian giant Airtel, they focus on the youth genrations
mostly as their parent company does the same. They arrange variety of
fashion related shows and functions to cheer up the youth generations of
Bangladesh. And they are also getting success from the youth people. But
as a muslim country, it will not be seen as a good thing to the religious
people. This may discourage them from stop using Airtel.
3) Most of the cases, Airtel CSR activities dont focus much importance on
their older customers compared to the youth population. This is the area
where they need to improve.
4) Bangladesh is a poor country and majority of people lives in village who
depends on the agriculture based sectors mostly. So it would be better if
Airtel work with them and do any social activities centering the village
people. Even they can provide free insecticide to the farmers also.
5) Educatiuon is the backbone of a nation. Therefore, it is also a important
factor to consider while choosing CSR activities. In this case, Airtel is
lagging behind compared to their competitors. Airtel must need to focus
more on the education sector while choosing the CSR strategies. They
may provide scholarship to the poor students, give free books, arrange
seminers to raise the awareness of female education etc.

7. Conclusion

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It can be concluded from the study that CSR is no longer exclusively practiced in
Developed countries; companies in the developing countries like Bangladesh are
showing interest and commitment to CSR as well. Although most people appreciate
the recent advancement of CSR, some argue that corporations are still not doing
enough or are only acting in self interest. These people say that multinational
corporations are acting ethically in areas that are highly regulated, such as North
America, but at the same time, they are acting in an opposite manner in other parts of
the world (such as using cheap or child labour). In addition, while corporations must
have good CSR policies in order to maintain their reputation, they are also expected to
maximize profits for stakeholders such as shareholders, employees, and customers.
Therefore, people argue that businesses do not put in a sufficient amount of resources
to achieve what they have promised in their CSR policies. Because CSR is becoming
more commonplace among corporations, there are concerns that some companies
promote an image of CSR whether or not they have a true strategy in place and the
results to show for. Accountability and transparency are key to conducting business in
a responsible manner

Refferences:

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1. Corporate Social Responsibility (CSR) of MNCs in Bangladesh:

A case study on GrameenPhone Ltd. by
a. S M Shafiul Alam, Senior Lecturer, School of Business Studies,
Southeast University
b. Shah Md. Safiul Hoque, Assistant Professor, School of Business Studies,
Southeast University
2. (Wrote Professor (Dr) M Alimullah Miyan, Vice Chancellor & Founder in Sept
2006.
3. (http://www.researchsea.com/html/download.php/id/57/research/Dynamics_of
_CSR.doc?PHPSESSID=5idoocjkitqqlp5p1pbgcaheg2)
4. Business Intelligence Journal - January,2009
5. Wikipedia,
6. Michael McComb, 'Profit to be found in companies that care,' South China
Morning Post, April 14, 2002, p. 5.
7. Archie B. Carroll, 'A Three-Dimensional Conceptual Model of Corporate
Performance,' Academy of Management Review, 1979, Vol. 4, No. 4, p. 500.
8. Ruth Lea, 'Corporate Social Responsibility: IoD Member Opinion Survey,'
The Institute of Directors, UK, November, 2002, p10.
9. Corporate Social Responsibility, ASOCIO Policy Paper June 2004
10. Samuel C. Certo & S. Trevis Certo, Modern Management, 10th edition.
11. Annual Report, Grameen Phone, 2011
12. Annual Report, Grameen Phone, 2012
13. Annual Report, Airtel Bangladesh, 2011
14. Annual Report, Airtel Bangladesh, 2012
15. www.grameenphone.com About Us Corporate Information
16. Anupama Mohan, Global corporate social responsibilities management in
MNCs, Journal of Business Strategies, Huntsville: Spring 2006. Vol. 23, Iss.1,
pg. 9, 24 pgs)
17. Visser, W., D. Matten, M. Pohl, Nick Tolhurst (eds.) (2008). The A to Z of
Corporate Social Responsibility. Wiley. ISBN 978-0-470-72395-1.
18. Visser, W., D. Matten, M. Pohl, Nick Tolhurst (eds.) (2008). The A to Z of
Corporate Social Responsibility. Wiley. ISBN 978-0-470-72395-1.
19. Jump up ^ McWilliams, Abagail; Siegel, Donald (2001). "Corporate social
responsibility: A theory of the firm perspective". Academy of Management
Review 26: 117127.
20. Implications of Companies Act, 2013 Corporate Social Responsibility". Grant
Thornton India LLP. Retrieved 7 March 2014.
21. Rouf, Silvia, 2013, Digitalization of Airtel Bangladesh Limited
22. AMTOB (Association of Mobile Telecom Operators of Bangaldesh), CSR
Activities of Airtel,

Appendix

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Industry Statistics

Mobile Phone Subscribers in Bangladesh

The total number of Mobile Phone subscribers has reached 114.808 million at the
end of January 2014
The Mobile Phone subscribers are shown below:
Operators

Active
Subscribers

Airtel Bangladesh Limited (Airtel)

8.263

7%

Banglalink Digital Communications Ltd

28.932

25%

Pacific Bangladesh Telecom Limited 1.380

(Citycell)

1%

Grameenphone Ltd. (GP)

47.642

41%

Robi Axiata Limited (Robi)

25.611

22%

Teletalk Bangladesh Ltd. (Teletalk)

2.980

3%

Total

114.808

100%

**The above subscribers' numbers are declared by the mobile operators

*Source : BTRC
*Subscribers in Millions
*Data is for end of January 2014

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Survey Questionaire:
Our questionnaires are bases on employees and general people perception about
telecommunication companies Grameenphone and Airtel.
We have divided these questionnaires into two categories. They area) For employees
b) For general people
Questionnaires for Employees:
1) Does your company have any CSR activities?
a) Yes b) No
2) Why do you think your company does CSR activities?
a) For the society
b) As a part of business
c) To maximize the profit
d) No idea.
3) Is there any way do you think that can improve the overall CSR activities of your
company?
a) Yes b) No c) No idea
4) Are CSR activities close to marketing or branding?
a) Yes b) No c) No idea
5) Do you think CSR activities of your company are helping the employees?
a) Yes
b) No
c) No idea
6) Is there any law relating to CSR activities?
a) Yes
b) No c) No Idea
7) Do the CSR activities of your company help to increase the profits?
a) Yes b) No
8) How do the CSR activities of your company effect in your job position?
a) Directly
b) Indirectly
c) Doesnt help at all
Questionnaires for General people:
1) Why do the companies attach themselves with CSR?
a) For the society
b) As a part of business activities
c) To maximize the profit growth
d) No idea
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2) Do the CSR activities of GP help the society openly?

a) Yes
b) No
c) No idea
3) Do you think a MNC should involve with CSR activities?
a) Yes
b) No
C) No idea
For GP:
How do the CSR activities of GP create effect on environment?
a) Directly b) indirectly
c) Dont create any effect

Do you find any of GPs CSR activities which help the rural people?
a) Yes
b) No
c) No idea

Does the CSR activities of GP create any effect on educational sector?

a) Yes
b) No
c) No idea

Do the CSR activities of GP create any effect on agricultural sector?

a) Yes
b) No
c) No idea

Does GP work for the development of women?

a) Yes
b) No
c) No idea
How do you rate the overall CSR activities of GP?
a) Excellent b) Good
c) Moderate d) Fair

e) Poor

For Airtel:
How do the CSR activities of Airtel create effect on environment?
a) Directly b) indirectly
c) Dont create any effect

Do you find any of Airtels CSR activities which help the rural people?
a) Yes
b) No
c) No idea

Do the CSR activities of Airtel create any effect on educational sector?

a) Yes
b) No
c) No idea

Does the CSR activities of Airtel create any effect on agricultural sector?
a) Yes
b) No
c) No idea

Does Airtel work for the development of women people?

a) Yes
b) No
c) no idea
How do you rate the overall CSR activities of Airtel?
a) Excellent b) Good
c) Moderate d) Fair e) Poor

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