GSM5127: CORPORATESOCIALRESPONSIBILITY
UNDERSTANDINGTELEKOMCSRORIENTATIONS UNDERSTANDINGTELEKOM CSRORIENTATIONS OFLEGALANDPHILANTHROPIC RESPONSIBILITIESTOWARDSCOMMUNITY DEVELOPMENT
1. Executive Summary - Introduction
2
2. Background
2
3. Malaysia CSR Framework
3
4. CSR Inside TELEKOM MALAYSIA (TM)
3
5. Significance of the Study
5
6. Objectives of the Study
5
7. CSR Situation in TM
5
8. Community Development
6
9. Issues That Have Given Rise To the CSR Inside TM
7
10.CSR 10.CSR Participants and Their Responsibilities Responsibiliti es
9
11.Planning 11.Planning Process Prior To CSR Involvement
10
12.CSR 12.CSR Strategies and Tactics Employed
11
13.Recommendation 13.Recommendation
16
14.Conclusion 14.Conclusion
16
15.Bibliography 15.Bibliography
17
16. APPENDICES APPENDICES
18
EXECUTIVE SUMMARY
INTRODUCTION
Corporate social responsibility (CSR) is a corporation's obligation to its stakeholders, which could be any groups or people that have a stake or interest in a firm's success and products. According to a working definition, ISO 26000 Working Group on Social Responsibility in Sydney (February 2007), CSR underlines that an organization has “responsibilities for the impacts of its decisions and activities on society and the environment through transparent and ethical behavior that is consistent with sustainable development and the welfare of society; takes into account the expectations of stakeholders; is in compliance with applicable law and consistent with international norms of behavior; and is integrated throughout the organization.” Dr. Archie B. Carroll (1991), in his facets of CSR identified four areas that made up a corporate social responsibility pyramid: legal, economic, ethical and philanthropic (Appendix 1). It is a model that becomes widely used by many research and scholars all over the globe.
Background
Developed countries have placed CSR practices for community development and well being as parts of their firm’s core decision making, strategy, management processes and activities and developed CSR policies that integrate into their respective businesses. Developing countries like Malaysia has also been paying attention to CSR phenomenon and it has been given special considerations in corporate sector. Many corporations have adopted CSR practices because they have come towards a realization that they no longer can ignore CSR and take it lightly if they want to achieve business success together with all the ‘greater partners’ namely all the members of society. This is because CSR involvement would improve long-term profitability (Rashid et al., 2002) and enhance corporate reputation and goodwill. The emphasis on CSR in Malaysia has increased along with international trends in recent years that the level of CSR awareness and activity has really spurred in Malaysia.
The development of CSR has resulted of several new initiatives in Malaysia and the most significant is the "The Silver Book", published by the Putrajaya Committee for GLC Transformation (PCG) in September 2006. It contains CSR guidelines for Government Linked Companies (GLCs) and Khazanah Nasional Berhad, a management authority for government investments, has the responsibility to monitor GLCs implement CSR measures in accordance with the framework. However, the Silver Book did not guide and provide upon information for sanctions or legal possibilities to be taken should the guidelines are not followed. In the same year, Bursa Malaysia launched a framework in Bursa Malaysia Listing Requirement (BMLR) for implementation and reporting of CSR activities by listed companies. Accordingly, all listed companies are required to disclose their CSR activities , though all activity occurs on a voluntary basis.
Malaysia CSR Framework: Case of TELEKOM
Malaysia CSR portrays activities that protect the environment, communities, employees, shareholders and other affected parties’ interests as an integral part of the operation, to the extent that it roots the foundation for long-term, sustainable value creation. Such an understanding of CSR corresponds with Carroll’s orientation of CSR based on 4 areas namely economic, social, legal and philanthropic. This study will look into the largest telecommunication company in Malaysia namely TELEKOM MALAYSIA or TM, one of the largest listed companies on BURSA Malaysia with an operating revenue of more than RM13 billion and serving 8 million customers and employ 26,000 people and how they have implemented CSR practices based on legal and philanthropic responsibilities towards achieving community development.
CSR Inside TELEKOM MALAYSIA BERHAD
Legal responsibilities are the second layer of Carroll’s pyramid. Legal guidelines state that businesses are required to comply with laws and regulations set by the government while still maintaining profitable economic gains. TM has an impressive sustainability record that extends beyond products and services. Their brand of sustainability enters into the realm of national development. In line with legal
obligation, TM has managed successfully to produce their fourth Sustainability Report, which began since 2008. TM strives continually to improve the materiality and reliability of the information presented and has adopted an approach aligned with the ISO 26000 and the United Nation’s Global Compact. Contents of this report have been verified by SIRIM QAS International Sdn Bhd and assessed by the Global Reporting Initiative (GRI) for how comprehensively the latest GRI-G3.1 guidelines have been applied achieving a top application level of A+. TM’s approach to sustainability is also widely endorsed by its stakeholders, as reflected in the awards received based on independent assessments of its performance.
Philanthropic responsibilities are the highest layer of the pyramid. Philanthropic responsibilities emphasize the expectations of corporate citizens, encouraging the promotion of concern and the well being of the community. They are not actions required by law or any regulation, but rather actions to build a secure community and provide better resources for them. TM has been involved in many projects and activities for larger communities like promoting more equitable education by targeting children from less privileged backgrounds. Via our School Adoption Programmes
with
PINTAR
Foundation
and
the
Ministry
of
Information,
Communications and Culture, TM adopts under-performing schools and helps them improve in many technological and developmental aspects.
TM commitments towards CSR legal and philanthropic responsibilities can be seen when they move from planning to doing many projects that they ensure the firm’s corporate culture is consistent with CSR values. TM CSR implementation also can be seen from the day-to-day decisions, processes, practices and activities that shows the spirit and letter of its CSR commitments and thereby carries out in its CSR strategy. TM does not only doing “talking the talk,” but implementing through their action strategy by showing they are “walking the walk.”
This study will provide insights on the CSR activities in TM and what types of CSR programs executed and engaged by TM. Purposely, this study will yield evidence to the extent that CSR practices legally and philanthropically in TM benefited the community.
SIGNIFICANCE OF THE STUDY
CSR has become an extremely important economic, social and political issues for both developed and developing countries at all levels. Many companies in Malaysia are progressing well with their respective high standard of CSR but in terms of numbers, Malaysia still far from behind from stakeholders’ expectation. Therefore, in order to achieve a sustainable business environment in the near future, the Malaysian companies must commit to involve in CSR seriously.
This study will provide insights on the level of commitment of TM towards their stakeholders particularly in community development. It will also analyze how TM contributions help towards prospering a better and quality life and better education for society at large.
OBJECTIVES OF THE STUDY
The objectives of this study are:
1. To analyze TM contributions to community development through CSR 2. To analyze TM’s CSR orientation based on Carroll‘s CSR framework commonly practiced by firms on community development 3. To identify the types of CSR practices implemented by TM in community development particularly on improving standard of living and education 4. To analyze the relationships between the CSR orientations and practices on the community development components from the perspective of participants in the CSR programs
CORPORATE SOCIAL RESPONSIBILITY (CSR) SITUATION IN TM
TM has included strategy in becoming socially responsible or Corporate Responsibility (CR) in its strategic planning. In the CR strategy, TM responded in having a responsible behavior in the four main domains of the marketplace, workplace, the community and the environment, but in t his paper, we will be focusing more on the contribution and responsible behavior shown by TM towards the development of community. For the society and nations, their CR strategies are to
have a good relationship with all stakeholders, to help the company continue innovate its products and services according to the changes in the preferences and usage of the products, provide a new generation of services, information and communications solutions and fulfill expectations for a better tomorrow, in full support of Malaysia’s continuing growth and development. Besides that, aside from focusing on being socially responsible in conducting their business which is focusing on ICT, TM also further promotes 2 major platforms, to ensure that their concerned are towards the society and community development, whereby those platforms are in the contexts of education and community/nation-building.
COMMUNITY DEVELOPMENT
TM has always served the community by providing telecommunications services throughout Malaysia, for the access of connecting with people inbound and outbound. Since their operations started in the mid-1980s, they have started their operations based on catering to the needs of community, which is communication based, and had keep on improving and striving to accommodate to the demand of the market and also contribute to the increased of community development since then. Although legally, TM has the obligation to ensure that their services that they provided are harmless and advanced to ensure the development of the country, but TM has gone beyond the expectation by bridging education and information system. Evidently, TM has shown towards their concerned in becoming socially responsible by: (a) Providing Capacity-Building Through Education. Yayasan TM (YTM), a foundation by TM, was formed in 1994 to manage a vast of activities and is managed by a dedicated team led by a director to manage scholarships and loans for public and also TM employees & managing its program events development (including CSR events). Moreover, with the establishment of Multimedia University (MMU), it catalyzes the development for high-tech ICT industry of the nation. TM also provides industrial training for its students with interesting benefits. TM also participate in PINTAR (Promoting Intelligence, Nurturing Talent and Advocating Responsibility) and adopt schools, a programmed inspired by Khazanah to foster excellence among underprivileged students nationwide. TM is one of the active GLCs in the PINTAR program.
(b) Nation Building TM has always been contributing towards nation building by providing telecommunication towards the nation citizen. Their focus is to bridge the gaps that exist in access and connectivity, and also support the government as it strives to transform Malaysia into a high income nation. For now, TM has introduced Wireless Village by using the Digital District (DD) concept in Pekan, Pagoh and Jempol. Besides that, this service is being supported by TMpoint-On-Wheels (TMOW), which offer product and services same as what the TM outlet offered.
ISSUES THAT HAVE GIVEN RISE TO THE CSR INSIDE TM
TM as a market leader, is being driven by the stakeholder value creation have included Corporate Responsibility (CR) as an important strategy in their strategy plan, as CR is about doing the business responsibility and ethically, with integrity and strong governance. They aim to lead Malaysia into a new telecommunications era which contributes the development of economy of Malaysia in a more equitable manner. The CR strategy reflects TM’s vision to be Malaysia’s leading new generation communication provider, embracing customers’ needs through innovation and seamless execution. The strategies they embraces in becoming socially responsible, aside from being more effective and efficient in their day-to-day operations, they included promoting service excellence to enrich customers lifestyle, providing a conducive environment for the employees and upholding good corporate governance to increase shareholders’ values. Moreover, they are actively trying to respond to the societal needs, and continuing to develop for the nation by providing new generation of innovative services and solutions. This corresponded with the commitment of CSR through a triple bottom line theory, which is enriching CSR through economic, social and environment. From the perspective of TM, material issues can have direct or indirect impact towards the organization with either having financial impact in the near term or long term to the company. Due to this realization, TM focus on being socially responsible
and adopt CR strategy in their strategic planning. Some of the issues rises that have given rise to the CSR implementations are: (a) Consumers Demanding Quality Services (Better Service & Bigger Coverage Area) Consumers have been demanding on good quality services performed by TM. This concerned was being raised by TM’s customers, NGOs, consumers groups and also active organization that have become the client for TM. Therefore, to concentrate on this matter, TM has introduced the TM Consumer Line of Business. Their approaches also include refreshing training provided to the employees to handle major complaints are being received and also continually to upgrade of quality-driven services including coverage, speed and compatibility. With the continuous feedback given to TM by the consumers, the information gain from the feedback can help TM to develop the community to become more advanced in the modern technology. Besides that, it also helps TM to ensure that their information systems are in line with the current situation of the modern and IT savvy life. (b) Products and Services Innovation To ensure a company continue to strive in the market, product and services innovation are very crucial. This is what has been raised by the suppliers, customers, business partners and consumer groups to TM. To handle this issue, TM has increased in the R&D department and become more stringent to the research processed in developing new products and services to be the leading telecommunication services. TM need to continuously strive for producing innovated products and services, for the sake of continuously focusing on the community development and also the company’s business sustainability. (c) Active Communication and Engagement Government and authorities, analysts, shareholders, employees and also the community have rise the important of TM to have active communication and engagement with these stakeholders group. This is important as to show that TM is conducting business in a fair manner to all of these stakeholders. Thus, to show that TM response to this concern, TM have provided various engagement channels for each stakeholders, to make them easy to raise their query and also to gain feedback. To ensure that the employees are responding to the stakeholders’
concerned, TM have used the Key Performance Index (KPI) approach by setting this KPIs on the speed and accuracy of response to queries. Moreover, all issues raised and received will be monitored and the results will be discussed at departmental meetings. The importance of having a two-way communication system is because it helps TM to understand and respond to the changes of needs in the modern technology world.
CSR PARTICIPANTS AND THEIR RESPONSIBILITIES
TM focuses on giving back to the communities by bridging the education and information technology. There are various parties involved and contributed in the CSR projects, programs and activities, and their responsibilities based on the community dimension for education, nation building and e nvironment. For Education, Yayasan TM, Multimedia University (MMU) Multimedia College (MMC) and Telecom Smart School Sdn Bhd (TSS) are the parties involved in the CSR activities for education platform. Yayasan TM plays important roles to promote and improve the education sector through scholarships, allowances and other forms of financial aid to promote the arts and culture and preserve the nation’s heritage, and to provide assistance and support to any organization endorsed by the Director General, Inland Revenue Malaysia. Many of underprivileged poor students have been benefited from YTM effort. Furthermore, MMU has to play their roles to support the Government’s agenda to nurture a knowledge and highly skilled nation, and MMC has to serve as a telecommunications-training centre for the public. TSS will incorporate IT as an enabler into the Malaysian education system, continues to explore and develop new strategic alliances with partners, and develop new products to complement its existing portfolio. TM also collaborated with other government agencies. For instance, ‘Projek Angkat Bersama KPKK dan TM’, collaboration between TM and Ministry of Information, Communications and Culture was held to encourage the use of IT in education, school as community centers for ICT knowledge dissemination to bridge the digital divide. For Nation-building, the parties involved are TM employees themselves. They are from TM UniFi Centres (TMUCs) and Disaster Recovery Call Centre (DRCC).
TMUCs function as one-stop call centres to ensure quality service as TM involved in building the country’s telecommunications infrastructure for social and economic development. DRCC, on the other hand, has the function to provide timely and effective relief aid in the event of any kind of disaster, to protect life and property. TM also collaborated with other GLCs such as Khazanah Nasional Berhad to carry out a community programme known as ‘Program Sejahtera’, which has the objective to improve the standard of living of the country’s poverty. For environment, TM also has held a programme collaboration with Menara TM tenant Unilever (Malaysia) Holdings Sdn Bhd on a 3R (Reduce, Reuse, Recycle) in order to minimize landfill waste. TM has also held a programme collaboration with Menara TM and University of Malaya in the Green Community Project to promote environmental awareness in the neighborhood by integrating environmental activities into the residents’ daily routines.
PLANNING PROCESS PRIOR TO CSR INVOLVEMENT
TM Group refers to the Global Reporting Initiative Sustainability Reporting Guidelines (GRI-G3.1) in their planning process prior to the involvement in CSR activities. The Guidelines will define the material topics as those that have direct or indirect impact on TM Group’s ability to create, preserve or erode economic, environmental and social value for itself, its stakeholders or society at large.
The Guidelines have been used in formulating the sustainability framework. Sustainability efforts have also been structured by conducting materiality analysis which balances stakeholders’ concern sand impact with TM as a whole. The issues will be identified, reviewed and approved by Senior Management as part of the Company’s ongoing commitment to sustainability. The four steps involved in the process are – identify the key issues according to stakeholders’ level of concern, assess the potential impact of each issue to TM, balance the stakeholders’ level of concern and impact to TM and focus on material areas and map them accordingly to determine the level of disclosure.
Other than undivided support form top management team, TM commitment for CSR activities are shown through the formation of TM Foundation formed in 1994. The foundation is managed personally by directors, and supervised by Board and Inland Revenue Board. Under TM Foundation there are subunits several subunits to ensure effective and efficient CSR activities such as: a. Education & Sponsorship and focus mainly on managing education loan and education scholarships to publics and TM employees. b. Programme Events Unit to manage CSR and foundation events. c. Finance & Legal Unit which is to manage foundation fund. d. IT & System Unit to manage foundation system, online application and others.
Groups
CSR STRATEGIES AND TACTICS EMPLOYED
As a GLC, TM realized that it should play much more important role in communities and nation development meanwhile at the same time making profits as a business entity. Hence, YTM has combined its CSR strategies with business strategies in order for TM not to lose focus on either one of its establishment purposes which are to generate profit as a business entity and to contribute to Malaysian national & community building at the mean time. It might looked as “profit minimization” in short run, but those strategies will bring great return in long run as described by Luo X. & Bhattacharya C.B. (2006).
Refer to Appendix 2 for diagram for clearer
explanation. The indentified CSR strategies by YTM in the context of Capacity Building Through Education & Nation/Society Building to be described further below. a. Providing Capacity Building Through Education CSR as Business strategy for Image Building Exercises
TM Group has done a lot towards Malaysian education. Since 1994, TM has spent RM 444.8 million for Malaysian education causes. This has given TM strong corporate image of Malaysian education for the time being along with Tenaga
Nasional Berhad. The CSR tactics employed by TM to realize mentioned strategy are as below (Strategy without tactics is slowest route to victory): i. Scholarship Award as CSR Tactic As a developing country, Malaysia has urgent need to nurture talents required to spearhead national development to a higher peak. Every year Malaysian government and other private agencies are giving our scholarships to deserving poor student to further studies. This is to assist bright students to be able to further studies without being pull back by poverty. In 2011 alone, TM Group has offered 533 scholarships for Malaysian students (Appendix 3). ii. Multimedia University Establishment as CSR Tactic MMU is the first private university established in Malaysia. The main purpose for MMU establishment is to catalyze development of high tech ICT industry in Malaysia. This is an one of the main objective of Malaysian Vision 2020 is transform Malaysia to be a fully industrialized and high tech nation by 2020. This cannot be achieved without sufficient of skillful local talents. Since its establishment, MMU is highly regarded for its innovative approaches in education and highly emphasis over research & development. Currently, MMU are offering courses in various fields such as Creative Multimedia Engineering, Engineering, Information Technology, Management, Law, Accounting, Business Studies, Economics, Banking, Finance, Life Science s and Nanotechnology. In 2011, Malaysian Qualifications Agency (MQA) ranked MMU as an "Excellent" Tier-5 university has accredited 111 academic programmes offered in MMU. Until 2011, MMU has produced 30,484 graduates and 91.9% of its graduates in 2011 successfully secured employment within 6 months. iii. School Adoption Program as CSR Tactic There are still many schools in Malaysian rural areas which are lacking of fundamental facilities and attention of Ministry of Education. Many of the schools children especially from the rural areas unable to perform well in schools and unable to be a part of national growth engine. TM Group hopes to change this through “adopting” schools in rural areas.
TM Group adopted a few schools such as SK Pendidikan Khas Pekan Tuaran, SMK Chenderiang, SMK Ayer Lanas, SK Teriang, SMRA Repah and SMK Pakan. The infrastructures of the schools are upgraded, netbooks were given to the students, WIFI facilities were set in the schools Other than that, teachers and students are taught and train to familiarize with information technology. This is to increase their learning capability and efficiency. Free tuitions are provided to the students. As the result of the School Adoption Program, major improvements are seen in those adopted schools. Students participation in co-curricular activities increased, examination results improved, leverage of IT faculties by student and teachers in education increased. Details of the School Adoption Program by TM in Appendix 4. iv. Employability Program as CSR Tactic Through launching of TM Graduate Employability Outreach Programme (GEOP), TM Group is giving 8 months training and monthly allowances to fresh young unemployed graduates. The combination of soft skills trainings (2 months) and on-job training (6 months)in TM Groups subsidiaries are hoped to be able to secure them a job thus lower down the unemployment rate among fresh graduates in the country. The program Details are in Appendix 5.
b. Society and Nation Building: CSR as Proactive Business Strategy to Enlarge Market Share Through Major Role in Supporting Malaysian Government National Policy
The task of developing country should not be a task of Malaysian government alone. Corporate entities should share the burden of government in developing the country and TM as a GLC believe in this and really contribute to the cost in every way as possible. By taking proactive major role in supporting Malaysian Government telecommunication policy, TM gains competitive advantages compared to its competitors such as Maxis and Digi through customer base and market expansion. How TM gain larger customer base and expand its market through supporting government policy will be explained as following CSR tactics: i. Broadband Household Penetration Project as CSR Tactics:
In order to be a country of K-Economy, it is vital got Malaysia to be covered by internet service. TM has played vital part in make sure Malaysia to have as much internet coverage as possible. Government targeted to achieve 50% household broadband penetration by the end of 2010 through National Broadband Initiative. With the support from TM, penetration rate for 2010 and 2011 were 55% and 61.7%. Furthermore, TM targets to increase the penetration rate to 75% by 2015. In order to achieved that, TM has launched 3 main projects (CSR tactics): 1. Schoolsnet project – To provide broadband facilities to 10,000 schools nationwide (6,400 schools are in rural areas) 2. Digital District Project – To establish ICT ecosystem at district or sub district in under covered areas in Malaysia. The current Digital District areas covered by TM are Pekan, Pagoh and Jempol. 3. Community/Rural Broadband Centre – To install broadband in community centers. Each community centre are given 14 to 20 computers with broadband connections. 4. Low Income 1Malaysia Netbook Program – To give out I million netbooks to poor students from low income group.
CSR as Business Strategy to Build Competitive Advantage Through Legitimacy and Ethical Business Dealings
TM Group has set a very high standard for its corporate governance practices in particularly subjects below in order not to be at disadvantage over its competitors: a. Prohibition of Political Lobbying as CSR Tactic Although political lobbying is not considered illegal in Malaysia, but TM Group considers the act of lobbying political courses for the benefit of the business is ethically wrong and risky. Business will be at stake if TM supports the losing political parties during election. In order to make it official, TM Group has vowed not to contribute to any political parties as stipulated in its Corporate Integrity Pledge. b. Prohibition of Anti-Competition Behaviour as CSR Tactic
TM Group always believes in fair, free and open market be it local market or foreign market. Hence, it prohibits its staffs from engaging in any business practices which are also prohibited under Malaysian Anti-Competition Law such as price fixing, price discrimination, predatory pricing and etcetera. The violation of anti competition law will not only have TM subjected to huge fine, but will also tarnish its brand and corporate image. c. Prohibition of Gratification & Corruption as CSR Tactic TM Group is strongly against corruption practices and prohibits its staffs form engaging any direct or indirect act of bribery in any countries it operates. Other than that, TM Group also requires its vendor to adhere to the code of business ethics regarding on corruption. Corruption is not just an unlawful act. It can increase organization operation cost and tarnish TM corporate image. In order maintain its high standard of legal and ethical conduct; TM Group has its own internal whistle blowing policy. Under this policy, staffs are given a channel to whistle blow any wrong doings of other staffs, vendors, suppliers and etcetera to the company. Any wrong doings can be reported through Ethics Website or Ethics Line Telephone. The identity of the employee will be protected and known to a few specified persons. For the time being, there is no any significant fine or non-monetary sanctions against TM Group. TM Group is not being found involving in any of the unethical activities mentioned above in any countries it operates. However, there are a few internal investigations within the group over corruptions issues for 2011 are shown in Appendix 6.
RECOMMENDATION
Telekom Malaysia has done remarkable CSR activities and contributed a lot to Malaysian citizen and society all these years. From the studies, it shows that TM does offer many lessons for other corporation in practicing CSR. Firstly, TM has a committed and organized group to do CSR. YTM has very large funding, led by top management and complete mechanism to run its CSR activities in long run without
worrying about crucial factors like funding and manpower. Secondly, by integrating CSR with business strategy, its CSR tactics will not deviate from business and CSR goals. This will ensure success of TM business objectives and national agenda in both short and long run. However, TM may need to review its evaluation criteria and reporting standard for its CSR activities especially on education segment. Firstly, as for MMU, TM measures the success of its education program through the percentage of graduates successfully securing employment within 6 months. It is equally important to know how well they are doing in their occupations and are they able to perform up to market expectation, only then suitable corrective action can be formulated and implemented as supposed. Secondly, as for GEOP, it is seems that there is no proper evaluation and corrective mechanism in place to see how are they performing during the program, are they able to secure job upon the programs and reasons behind. If TM is able to get “it” right, this formula can be implemented by other GLC and universities. The unemployment graduate percentage will be able to be reduced drastically in the future. ent Methods
CONCLUSION
For a business corporation like TM to be socially responsible, there should be many challenges ahead. However, one way or another, a business must be able to manage its economic responsibilities to its shareholders-owners, also its legal responsibilities to societal laws and regulations together with its social and philanthropic responsibilities to various stakeholders. TM has shown over the years its focus on maximizing their investors’ returns while staying within the law of society though there still lots more room for improvement in the future
BIBLIOGRAPHY
Carroll, Archie B., The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders, Business Horizons, Vol. 34, Issue 4, pg. 39 – 48, Elsevier Science Inc., USA, 1991 Rashid, ZA, & Ibrahim, S (2002), ‘Executive and management attitude towards corporate social responsibility in Malaysia,’ Corporate governance, vol. 2, no. 4, pp. 10-16. Annual Sustainability Report 2011, Telekom Malaysia, Kuala Lumpur (2012). “Strategy without tactics is slowest route to victory”, Retrieved from ; http://www.ukessays.com/essays/management/strategy-without-tactics-is-slowestroute-to-victory-management-essay.php Luo X. & Bhattacharya C.B. (2006). Corporate Social Responsibility, Customer Satisfaction, and Market Value, Journal of Marketing , Vol.70, October 2006, 1-18
APPENDICES
APPENDIX 1
Figure 1: The Pyramid of Corporate Social Responsibility
Source: Carroll, A.B. (1991, p.23).
APPPENDIX 2
APPPENDIX 3
APPENDIX 4
APPENDIX 5
APPENDIX 6
