CSR in an MNC in BD, Unilever

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Corporate Social Responsibility in an Organization of

Bangladesh

A case study on Unilever Bangladesh

Limited

Assignment Submitted by:Abdullah Al Mahmud - 1301010601

Assignment Submitted to:

Wahida Akethar, Lecturer

Department of Business Administration

Leading University, Sylhet

April 2013

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Contents

Abstract 3

I. Introduction 4

II. CSR in Historical Perspective 6

III. CSR Implications to Business Activities 7

IV. CSR as Community Development 7

V. CSR in Bangladesh 8

VI. CSR in MNCs 10

VII. A case study of an MNS in Bangladesh: Unilever Bangladesh Limited

11

VIII. CSR in Bangladesh: where do we stand? 15

IX. Conclusion 17

References 18

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Abstract

Apart from the social services by some business firms, the new concept of CSR

is an emerging one. Businesses are driven by government, labor unions, and

consumer groups. In the context of Bangladesh, it is more relevant for the

export-oriented industry. Globalization has made CSR practice an imperative

for Bangladesh business. 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 inadequate. Lack of Good Governance, absence ofstrong labor unions or consumer rights groups, and inability of the business

community to perceive CSR as a survival pre-condition in export, local market

constitute some of elements undermining the evolution of CSR practices. Some

annoying incident like boycott from the importer has taught the local business

community about the immense importance of CSR and adoption of this modern

and competitive practice is gradually increasing in Bangladesh.

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I. Introduction

Corporate Social Responsibility or CSR for short is a relatively new

term that has suddenly gained currency. Hundreds, indeed thousands, of

companies are adopting ethical policies or codes of conduct saying howthey intend to behave. More and more companies are signing up to such

initiatives as the United Nations Global Compact or the Fair Labor

Association. Around the world there are conferences and initiatives, where

corporate CSR Executives meet up with campaigns, NGOs and trade unions.

Take the example of the oil company Unocal, which was severely criticized

for using forced labor to construct a pipeline in Burma, a country run by a

tyrant regime and subject to an international boycott. Labor rights groups in

the US took Unocal through the courts. Unocal now has a huge area on its

website devoted to CSR. In fact, CSR means different things to different

people. However, certain ideas are becoming commonly accepted. One is

that CSR is not about philanthropy or charitable work. It refers to something

much more fundamental. It is about how companies take responsibility for

their actions in the world at large. CSR monitoring groups such as Labor

Unions, Consumer Groups, Environmentalists, NGOs and all Stakeholders

are watching over their interest as opposed to Stockholders only.

The role of business worldwide and specifically in the developed

countries has developed over the last few decades from classical profit

maximizing approach to a social responsibly approach, where businesses

are not only responsible to its stockholders but also to all of its stakeholders

in a broader inclusive sense. One can identify so many reasons for shifting

the role of business from classical concept to a responsible business concept,

but negative impression of stakeholders on the enterprise would get a higher

priority among others. In one hand, enterprises create wealth and job

opportunities for the society and on the other hand, they pollute and destroy

environment and ecology with devastating impact on human health and bio-

diversity worldwide. To address the social problems or the problems of the

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stakeholders, the business community evolved a new approach in their

business strategies named CSR and through CSR enterprises are intent to

strike a balance between economic and social goals, where resources are

used in a rational manner and social needs are be addressed responsibly.

CSR can be viewed as a comprehensive set of policies, practices, and

programs that are integrated into business operations, supply chains, and

decision making processes throughout the company and include

responsibilities for current and past actions as well as adequate attention to

future impacts. CSR focuses vary by business, by size, by sector and even by

geographic region. The umbrella of CSR is quite big and it includes all the

good practices that increase the business profitability and can preserve

interest of all stakeholders.

However, Lotus Holdings defines CSR as The integration of the

interests of the stakeholders all those affected by a companys conduct

into the companys business policies and actions, with a focus on the social,

environmental, and financial success of a company, the so-called triple

bottom-line with the goal being to positively impact society while achieving

business success. Thus, the whole range of stakeholders is considered as

integral parts of CSR. One important aspect of CSR is that it is not legal

obligation but rather voluntary social and environmental positive initiative to

establish an image of environmentally and Socially Responsible Business

(SRB) that also encompasses (Small and Medium Enterprises) SMEs as well

as giant corporations. The motivation and drive to pursue is primarily a result

of pressure from well organized Consumer Rights movement, specifically in

developed world that acts as a watchdog and hardly hesitates to impose

Consumer Boycott against a company that violated established CSR

practices. An Ideal example is the consumer boycott imposed on purchasing

Bangladesh Readymade Garments on the ground that these are produced by

under-aged child labor. Despite the fact that in the not so distant past, CSR

was more of a charity by affluent or socially responsible business

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organizations without expecting any financial return, today, it very much a

planned investment in creating positive image to enhance profitability.

Under CSR concept, companies decide voluntarily to contribute to a better

society and a more sustainable environment. As evolved primarily in the

western world, most of the rising companies there practice CSR to enhance

the image and acceptability in the community (Green Paper, 2001).

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II. CSR in Historical Perspective

CSR is a concept whereby companies integrate social and

environmental concerns in their business operations and in their interactions

with their stakeholders on a voluntary basis. (Green Paper, 2001) Sociallyresponsibility means not only fulfilling legal expectations, but also going

beyond compliance and investing more into human capital, the

environment and in building with stakeholders. It is relevant in all types of

companies and in all sectors of activity, from SMEs to Multinational

Companies (MNCs). A number of companies with good social and

environmental records indicate that these activities can result in better

performance and can generate more profit and growth. (Green Paper, 2001)

Research (Industry week, 15 January 2001) has shown that about one half of

the above average performance of socially responsible companies can be

attributed to their CSR image while the other half is explained by their

performance. Socially responsible companies are expected to deliver above-

average financial returns. (Green Paper, 2001) CSR has some internal

dimensions such as: human resources management, health and safety at

work, adaptation to change and management of environmental impact and

natural resources. The external dimensions include local communities,

business, partners, suppliers and consumers, human rights and global

environmental concerns. Again, CSR may be as simple as sponsoring social

service oriented entertainment events. In essence, CSR is positive

relationship with the society. In a Bangladesh context, several multinational

companies and local companies practice CSR. While the multinationals are

influenced by their own social responsible business (SRB) disposition, most of

the business concerns in Bangladesh do not rate high in practicing CSRunless being pressured by the foreign buyers in case of export oriented

business.

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III. CSR Implications to Business Activities

Companies are facing the challenges of adapting effectively to the

changing environment in the context of globalization and in particular in the

export sector. Although Consumer Rights Movement, enforcement ofgovernment regulations and a structured view regarding the economic

importance of CRS are not yet so widespread in the corporate world in

Bangladesh, companies have gradually attaching more importance to CSR in

the local market as well. They are increasingly aware that CSR can be of

direct economic value. Companies can contribute to social and

environmental objectives, through integrating CSR as a strategic investment

into their core business strategy, management instruments and operations.

This is an investment, not a cost, much like quality management. So,

business organizations can thereby have an inclusive financial, commercial

and social approach, leading to a long term strategy minimizing risks linked

to uncertainty.

IV. CSR as Community Development

CSR in Bangladesh can also contribute a lot to community

development. The corporate house can develop the community by creating

employment, providing primary/vocational education, basic treatment,

contribution to infrastructure development like road and high-ways and

addressing emergency responses, environmental concerns. This is more

relevant for a country like Bangladesh where the government interventions

in these fields being increased by corporate alliance can go a long way in

developing the economy, society and environment.

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V. CSR in Bangladesh

CSR concepts and practices in Bangladesh have a long history of

philanthropic activities from the time immemorial. These philanthropic

activities included donations to different charitable organizations, poorpeople and religious institutions. Till now, most of the businesses in

Bangladesh are family owned and first generation businesses. They are

involved in the 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 Holdings). The discussions

on CSR practices in Bangladesh in its modern global terms, are relatively

new, but not so for the concept itself. Because, being a part of the global

market, it is difficult to ignore CSR standard specifically in the export sector.

In general, it is true that in Bangladesh, the status of labor rights practices,

environmental management and transparency in corporate governance are

not satisfactory, largely due to poor enforcement of existing laws and

inadequate pressure from civil society and interest groups like Consumer

Forums. Globally, as CSR practices are gradually being integrated into

international business practices and hence is becoming one of the

determining factors for market accesses, it is becoming equally instrumental

for local acceptability. A focus on CSR in Bangladesh would be useful, not

only for improving corporate governance, labor rights, work place safety, fairtreatment of workers, community development and environment

management, but also for industrialization and ensuring global market

access. Since, CSR entails working with stakeholders it is important to work

from within and diagnose the stakeholders; concerns so that CSR is truly

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embedded in the companies. By now, many CSR dimensions are practiced in

Bangladesh. The SMEs largely depend upon export. The US and EU buyers

set guidelines to RMG industry to ensure the standards. The 1992 Hrkins Bill

and subsequent consumer and industry boycott of RMG products by USA and

the consequent remedial moves by local RMG sector is one example.

Moreover, some buyers from EU visited the sites of recently collapsed

garments factories. A temporary ban was also imposed on Shrimp export to

the EU on health and hygienic standard and appropriate remedial action

followed in that instance too. But, some of the exporters found difficulty in

convincing the US/EU buyers to have positive attitude towards Bangladesh

due to inadequate CSR practices.

Lack of enforcement of Industrial Laws and Regulations, weak unions,

absence of consumer rights groups and high level of corruption within the

regulatory bodies make CSR violation rampant in Bangladesh. Two most

significant foreign exchange sources are the RMG sector and the overseas

manpower export. Unbelievably low compensation, working hours,

health/hygiene/sanitation conditions, fire safety and various types of abuse

are so common and to the extent of inhumanity that wild shock any

conscientious individual to the core. Recently, the RMG sector employees

have embarked on an industry wide movement to establish their rights.

However, a number of corporations are now following an increased

commitment to CSR beyond just profit making and compliance with

regulation. Organizations such as CARE Bangladesh, Katalyst and

Bangladesh Enterprises (BEI) are working at the forefront of CSR activities in

Bangladesh. These organizations are preparing Corporate Social Audit

catering to small/Medium enterprises. While these initiatives are more

discretionary in their nature, they have resulted in the creation of jobs and

value-added services to communities that BATA, Unilerver, GrameenPhone

and CARE are showcasing as CSR programs in action.

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It is also found that initiatives in CSR activities in Bangladesh are

pioneered by MNCs. Since Bangladesh is now exposed to global standards, it

can be anticipated that the CSR activities in Bangladesh will continue to be

extended. Firms are now trying to uphold their corporate image of socially

responsible firms and consequently influence consumer buying decisions in

favor of the goods and services marketed by them.

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VI. CSR in MNCs

In recent times, there has been an acceleration of multinational

corporate activity, generating wide attention and criticism. In the era of

globalization, Multinational corporations (MNCs) that conduct business acrossnational boundaries in many countries are no longer able to conduct

destructive and unethical practices under protective radar. With a dramatic

propagation of media attention, propagation of nongovernmental

organizations (NGOs) and global information sharing, there is a surging

demand from civil society, consumers, governments and shareholders for

corporations to conduct sustainable business practices. The corporate

response has often meant an adoption of a new consciousness. (Anupama

Mohan, 2006)

The corporate response has often meant an adoption of a new

consciousness and this has been known as Corporate Social Responsibility

(CSR) since the 1970s. MNCs are faced with diverse stakeholder

environments across their international operations. This has several

implications for MNCs management of stakeholder relations across the

multiple levels and diverse contexts of its operations. Global CSR

management also involves cross-border transfer and management of CSR

practices, from one part of the MNC to another, as well as the management

of local CSR practices suited to the local context of the subsidiary units.

The MNCs are faced with wider CSR expectations, and MNCs are under

increasing pressure for socially responsible behaviour in their global

operations. The complex legitimacy issues faced by MNCs across these

diverse political, economic, institutional and sociological environments are

also discontinuous and marked with uncertainty and preclude universalcorporate policies because what may be acceptable in one country or at a

time may run counter to public policies or acceptable norms elsewhere or at

other times (Logsdon and Wood, 2002).

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Common CSR practices in Bangladesh by MNCs are centered around

namely poverty alleviation, healthcare, education, charity activities, cultural

enrichment, youth development, women empowerment, patronizing sports

and music etc. these activities are devised to be the partners in development

as responsible citizen.

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VII. A case study of CSR of an MNS in Bangladesh: Unilever

Bangladesh Limited

In describing CSR policy, Unilever Bangladesh Limited

states that, We seek to make a positive impact on society

through the brands we produce and sell, through our

commercial operations and relationships, through the

voluntary contributions we make to the community and

through our wider engagement with society. We are also committed to

making continuous improvements in the management of our environmental

impacts and to working towards our longer-term goal of developing a

sustainable business.

Unilever Bangladesh set itself at an exemplary position in the country

as an imitable leader in the area of corporate engagement in social

development. In 2006, Unilever Bangladesh was honored with a national

level CSR award organized by Standard Chartered Bank and the Daily

Financial Express.

Some of the key CSR activities carrying out by UBL are explained

shortly below:

Pepsodent Dentibus: The Dentibus is a modified bus sponsored and

managed by Pepsodent, that goes around the country carrying free

dental check up facilities and expert advice of good oral care. As part

of the program, Dr. Tanjin, a dental surgeon of Pepsodent Dentibus,

gave free checkups to over a 100 students of Bangladesh Agricultural

Research Institute (BARI) high school in Gazipur. The Dentibus

checkups start in the mornings, while general people outside the

school are also encouraged to receive these free checkups in the

afternoon. The Dentibus usually spends an entire day in an area amid

much announcements and hype so that everyone can be benefited

from the Dentibus Visit.

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Fair and Lovely Foundation scholarship Program: The

Scholarship Program invites applications from undergraduate female

students from across the country, through various newspaper

advertisements. The participants go through a preliminary screening

process conducted by the biweekly magazine The Anannya, while a

specialized panel of judges from relevant fields interviewed the final

nominees. Fair & Lovely Foundation is a social initiative of Unilever

Bangladesh Ltd. that is involved in projects in the areas of education,

carrier and enterprise.

Nurse Training Program on Ma o Shishu General Hospital: On

1st November, 2006 Unilever inaugurated a 2-month training program

for the nurses of Maa O Shishu General Hospital to help upgrade the

skills and capabilities of the nursing staff at the hospital. A specialist

team of consultants from the Tata Institute of Social Science and

Wockhardt Hospital, India are conducting the training workshop, which

is being attended by 25 nurses from the hospital. Unilever Bangladesh

has had a long association with Maa O Shishu General Hospital in

Chittagong. In 2004, UBL sponsored the setting up of a modernoperation facility at the Hospital. This included the modernization of

the existing operation theatre and setting up of a new one together

with an advanced Intensive Care Unit. This has provided Chittagong

with facilities for high quality medical care for mothers and children

from economically weaker sections of the society.

Unilever helps support underprivileged children: Unilever

Bangladesh Limited (UBL) and Shathi Shamaj Kalyan Samity (SSKS)

signed an agreement on 3rd May 2007 to continue Unilevers support to

the operation of a school for underprivileged children. The school is for

underprivileged children living in slum areas of Banani and UBL has

supported the school and its activities since 2005 and apart from

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giving financial support, Unilever managers have also personally

helped by teaching students of the school.

Unilever helps to rehabilitate the Sidr victims: Unilever

Bangladesh Limited (UBL) has taken up a project to rebuild the SIDR

affected village of Char Nazir under the Galachipa Thana. As part of

this project, housing will be built for approximately 75 families.

Additionally a cow or goat will also be provided to them for income

generation. The total cost of this project is estimated to be Tk 80 Lakh.

Other initiatives under this project include the installation of deep tube

wells and the rebuilding of retail outlets in the village. UBL will work in

close collaboration with the Bangladesh Army to make this project

happen. The managers of UBL have also donated an additional Tk 3.5

Lakh from their salary the proceeds of which will go towards funding

this initiative. In another initiative, Unilever Managers distributed about

Tk 1.5 Lack worth of relief to SIDR victims. The distribution was done in

Patharghata in Barguna District. Relief material included lanterns,

common utensils like bowls, gas lighters and biscuits and clothing such

as shawls and sweaters. A further Tk 24 Lakh has also been distributed

among the distributors staffs who were affected by the cyclone and

another Tk 25 Lakh has been donated to the British Business Group

(BBG) for rebuilding a school in Majher Char.

Unilever managers distribute relief materials to flood affected

people: Unilever Bangladesh managers have contributed from their

salary to provide relief materials to the flood affected people of the

country. This relief material was in the form of five kg relief packs

containing Chal, Dal, Salt, Dry Biscuits, Orsaline and Water purifying

tablets. Using the distribution strength of the Company, Unilever

Bangladesh managers distributed these packs in fourteen areas across

the country through their regional offices in Dhaka, Sylhet, Bogra and

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Khulna. Recently, Unilever Bangladesh also handed over a cheque for

Taka 20 lakhs to the Chief Advisor, Dr. Fakhruddin Ahmed, towards the

flood relief fund at his office.

Unilever Bangladesh and CARE to create business

opportunities for Rural Women: Unilever Bangladesh Limited and

CARE Bangladesh signed an agreement on 3rd December 2006 to

create sustainable business opportunities for a thousand rural women

of Bangladesh Unilever Bangladesh already has an existing project

called Joyeeta, an initiative through which opportunities are currently

provided to nearly 2000 women in rural Bangladesh for sustainable self

employment. While CARE Bangladesh has experience of working with

rural women in different areas of the country through Rural Sales

Program in order to create income and employment opportunity for

the rural poor women through linking them with market. With the

support from CARE, this rural sales project named "Aparajita", UBL will

be able to expand this initiative to reach 20 more Upazillas of the

countrys northern and eastern districts. This is a unique initiative of an

international NGO and a global private partner coming together to

facilitate the empowerment of under privileged women of the country.

Unilever gives support to Asian University in Chittagong:

Unilever Bangladesh Limited (UBL) signed an agreement with the Asian

University for Women Support Foundation (AUWSF) on 27 th May 2007

to create a fund for two scholarships titled the Unilever Bangladesh

Scholarships. Mr. Rakesh Mohan, Chairman and Managing Director of

Unilever Bangladesh Ltd and Mr. Kamal Ahmad, President and CEO,

AUWSF signed the agreement on behalf of their respective

organizations. This scholarship fund will enable two Bangladeshi

nationals to study on full scholarship for five years at the Asian

University for Women (AUW), a premier and state-of-the-art higher

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education institution for women that is scheduled to be inaugurated in

Chittagong, Bangladesh. AUW is a residential university designed to

offer 2,500 high potential young women from across Asia high

international level higher education to help prepare them to be change

agents in society. Unilevers scholarship programme starts with AUWs

first incoming class of freshmen in September 2009 and runs up till

2014.

Unilever Jointly Sponsors a Chevening Scholarship: Unilever

Bangladesh Limited and the British High Commission signed an

agreement on 11th September 2006 to jointly fund a Chevening

Scholarship titled the Unilever Chevening Scholarship for a

Bangladeshi national wishing to study in a University in the United

Kingdom. The fields of study included for the Unilever Chevening

Scholarship are the areas of Health, Education and Womens

Empowerment. Chevening Scholarships are prestigious scholarships

awarded by the UKs Foreign and Commonwealth Office, aimed at

providing opportunities for post-graduate study in the UK for young

professionals in early or mid-careers who demonstrate both academic

excellence and the potential to become leaders, decision-makers and

opinion-formers in their own countries.

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VIII. Future of CSR in Bangladesh:

As part of CPDs publication activity, CPD held a Roundtable at CIRDAP

auditorium on August 4, 2002, on the theme of Corporate Social

Responsibility: Where do we stand?. Based on the study, the keynotespeaker Dr Ananya Raihan advocated the following policy options for the

corporate stakeholders:

For the Companies

1 a. As both the civil society group and workers hold negative opinions

about the corporate responsibility, companies have to seriously

consider how to restore their image.

2 b. The variability of perceptions indicates specific areas where to

intervene and set priorities. All the controversial issues including the

overtime issue should be taken note of and settled through a multi-

stakeholder initiative.

3 c. Environmental concerns should receive greater attention by the

companies.

4 d. Gender aspects should be more carefully addressed and monitored

for their implementation.

5 e. Corporate-community relations are found to be strained. The

corporate owners and executives should consult and communicate

with the local communities on a regular basis.

6 f. Health and safety issues deserve greater attention given that failure

in these areas impact negatively on the productivity and endanger

human life.

7 g. More consultation should take place between the employers and the

employees so that a team spiritis restored in the corporate.For the Civil Society

1 a. Should enhance their participation as a stakeholder in the corporate

affairs for holding the corporate entities accountable to the greater

segment of the populace

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2 b. Should contribute to the process of awareness building of all the

stakeholders so that the corporate do not function in an exploitative

condition.

3 c. Should contribute to the process of multi-stakeholder exchange of

views and ideas in terms of both initiating and organizing multi-

stakeholder forums

4 d. Policy advocacy

For the Government

1 a. Provide policy guidelines for smooth functioning of the corporate

entities

2 b. Monitor and enforce laws related to labour issues, environment

protection, health and safety issues

c. Provide the logistic support for enhancing the overall corporate

standard and stay and carefully monitor the initiatives of the global

trade partners and regimes so as to ensure that the corporate

responsibility issue is not used as a pretext for market access barrier.

At another Roundtable Corporate Social Responsibilities (CSR)

Practices and Challenges in Bangladesh, organized by CSR Center of

Bangladesh Enterprise Institute (BEI), held on Thursday, 23 February, 2006,

speakers identified dearth of expertise, poor accountability as major

obstacles to obstacles to practicing CSR in Bangladesh. They elaborated that

lack of expertise and poor accountability of corporate houses are obstacles

to implementation of CSR in Bangladesh. The speakers also said many CSR

activities by Bangladeshi corporate houses are centered mainly on publicity

and short-term implications. The BEI roundtable on CSR titled 'Corporate

Social Responsibility Practices and Challenges in Bangladesh' was a part of

its 'Dialogue Series on CSR in Action'.

Sanjiv S Mehta, chairman and managing director of Unilever

Bangladesh Ltd, Mohammad Abu Musa, deputy managing director of

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Dhaka Bank Ltd, and Mohin Khan, executive assistant (Board Affairs) of

BRAC, spoke at the discussion.

BEI President Farooq Sobhan said corporate entities should understand

what CSR is and why it is important. The private sector enterprises will

remain weak unless and until they practice CSR in their ventures, the BEI

president said, adding that when it comes to adopting good corporate

governance, Bangladeshi companies are lagging far behind those in India,

Pakistan and Sri Lanka. "Properly implemented CSR programs help the

companies meet legal and societal expectations and benefit governments,

employees, citizens and businesses," noted Farooq. On the other hand,

poorly implemented CSR programs are nothing but public relationsexercises, he mentioned.

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IX. Conclusion

The modern concept of Corporate Social Responsibility (CSR) is

evolving gradually despite several hindrances. Driving forces behind this

evolution is pressure from various stakeholders (Importers,Environmentalists) while slow progress is attributed to lack of Good

Governance, absence of strong labor unions, consumer forums and above all

lack of unders tanding by business houses, specifically non-exporting

ones, that CSR is not charity but is rather an instrumental investment.

The global competitiveness and demand is driving the CSR practices

and standards in Bangladesh, a developing country. But we are yet go a long

way. There are challenges to implement CSR properly in Bangladesh.Ultimately CSR practices should be better practiced in Bangladesh for better

and enhanced performance. In the publication Good Governance and

Market-Based Reforms: A Study of Bangladesh, Fara Azmat and Ken Coghill

relates 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 and analyses 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.

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References:

1. Green Paper on CSR, Asia Link Program, The European Union

2. Corporate Social Responsibilities: Practices and Challenges in

Bangladesh, Roundtable by Bangladesh Enterprise Institute (BEI),

Dhaka

3. Corporate Social Responsibility: Where do we stand? Roundtable by

Centre for Policy Dialogue (CPD), Dhaka

4. Good governance and market-based reforms: a study of Bangladesh,

Fara Azmat and Ken Coghill

5. www.unilever.com.bd

6. www.csrbangladesh.org

7. Anupama Mohan, Global corporate social responsibilities management

in MNCs, Journal of Business Strategies, Huntsville: Spring 2006. Vol.

23, Issue 1

8. Logsdon, J. M. & Wood, D. J. (2002). Business Citizenship: From

Domestic to Global Level of Analysis. Business Ethics Quarterly, 12,

155-187.

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http://www.unilever.com.bd/http://www.csrbangladesh.org/http://www.unilever.com.bd/http://www.csrbangladesh.org/

CSR in an MNC in BD, Unilever

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