A Receipt for success – Corporate Social Responsibility

A Receipt for Success - CSR Spring 2012
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Table of Contents
Abstract Page 2
I. Introduction Page 2
A. Rationale of the study Page 3
B. Theoretical framework Page 3
C. Methodology & procedure Page 3
D. Anticipated difficulties – Limitations Page 4
II. Literature Review Page 5
A. Global History Page 5
B. CSR Formation in Lebanon Page 7
1. CSR timeline Page 9
III. Discussion Page 10
A. Definitions of CSR Page 10
1. CSR is Page 10
2. Greening of management Page 11
3. Value based management Page 12
B. Debate on SR Page 12
1. Reasons for failure Page 13
2. Schools of thought Page 14
C. Contemporary Social Issues Page 20
1. Environmental issues Page 20
2. Global issues Page 21
3. Technology issues Page 22
D. Findings Page 23
1. List of life examples Page 23
2. Irresponsibility Page 30
3. Modern CSR Page 31
IV. Conclusion Page 33
References Page 34
Appendix 1 Page 35
Appendix 2 Page 36
Appendix 3 Page 37
Appendix 4 Page 44
Appendix 5 Page 45

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Abstract
The history of social and environmental concern about business is as old as trade and business
itself. By the 1920s discussions about the social responsibilities of business had evolved into
what we can recognize as the beginnings of the ―modern‖ CSR movement. The nature and scope
of corporate social responsibility has changed over time. The concept of CSR is a relatively new
one—the phrase has only been in wide use since the 1960s. But, while the economic, legal,
ethical, and discretionary expectations placed on organizations may differ, it is probably accurate
to say that all societies at all points in time have had some degree of expectation that
organizations would act responsibly, by some definition. Real life examples were taken from
companies around the world and case studies from Lebanon and abroad were discussed. The
essence of the project is to analyze the importance of corporate social responsibility, its
development in the strategies of firms and its implementation. Moving forward to prove that
CSR (Corporate Social Responsibility) is a receipt for success for nowadays businesses; it is not
to be confused with business ethics or charity, on the contrary – it is a profitable investment.
There are many methods used around the world and in Lebanon to approach this issue, which
still though are unique for the specific environment. As socially responsible citizens we should
raise the awareness of the society and businesses to act in a socially responsible way, and the
Lebanese government should adopt standards and benchmarks upon which firms should be
evaluated and compared.

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I. Introduction
A Receipt for success – Corporate Social Responsibility
Research Question:
Corporate Social Responsibility (CSR) is becoming a necessity nowadays for any business to
succeed. Why is this approach becoming a requirement in the global environment? Life example
A. Rationale of the Study
I conducted this research in order to find out if being socially responsible is a necessary success
factor for today’s businesses. Their scope of vision concerning this aspect and the extent, to
which enterprises implement it, was a major issue of my research.This project combines the
theoretical knowledge I have acquired over the years of pursuing my degree in Business
Management with the real applications of the business world.
B. Theoretical framework
Areas of business and management covered related to topic:
1) Business Ethics
2) Corporate Social Responsibility
3) Marketing
C. Methodology & Procedure
a. Primary Research:
i. Interview with ―Boecker‖ human resources and marketing manager.

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b. Secondary Research:
Research data and information was collected from reliable sources – Lebanese government,
businesses, institutions, World Wide Web, and books.
Some of the most important sources are:
i. Life examples from around the world
ii. Published case studies on Lebanon
iii. Socially responsible businesses working in Lebanon
D. Anticipated Difficulties – Limitations of the research
Areas of particular concern are the personal interviews – the integrity of the interviewed
managers and published data on Lebanon. I do not expect finding proofs on the implementation
of CSR in Lebanese businesses.

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II. Literature Review
A. Global History
The history of social and environmental concern about business is as old as trade and
business itself. Commercial logging operations for example, together with laws to
protect forests, can both be traced back almost 5,000 years. In Ancient Mesopotamia
around 1700 BC, King Hammurabi introduced a code in which builders, innkeepers or
farmers were put to death if their negligence caused the deaths of others, or major
inconvenience to local citizens. In Ancient Rome senators grumbled about the failure
of businesses to contribute sufficient taxes to fund their military campaigns, while in
1622 disgruntled shareholders in the Dutch East India Company started issuing
pamphlets complaining about management secrecy and ―self enrichment‖.
With industrialisation, the impacts of business on society and the environment
assumed an entirely new dimension. The ―corporate paternalists‖ of the late
nineteenth and early twentieth centuries used some of their wealth to support
philanthropic ventures. By the 1920s discussions about the social responsibilities of
business had evolved into what we can recognise as the beginnings of the ―modern‖
CSR movement. In 1929, the Dean of Harvard Business School, Wallace B. Donham,
commented within an address delivered at NorthWestern University:
'Business started long centuries before the dawn of history, but business as we
now know it is new - new in its broadening scope, new in its social
significance. Business has not learned how to handle these changes, nor does
it recognise the magnitude of its responsibilities for the future of civilization.'
Almost seventy five years later, these words ring just as true. Although today we face
some novel concerns about the role of business in society, from internet ―spam‖ to
genetically modified foods, many of the issues under discussion are not very different
to those being raised in the 1920s. There is a danger that social and environmental
concern about business is an issue which, like sex, every new generation thinks that it
has discovered. The interactive timelines below provide details of the evolution of the
history of our environment, the history of business corporations, the evolution of the
concept of sustainable development and the history of business law and socially
responsible investment as forces seeking to shape the social and environmental impacts of
business.
The nature and scope of corporate social responsibility has changed over time. The concept of
CSR is a relatively new one—the phrase has only been in wide use since the 1960s. But, while
the economic, legal, ethical, and discretionary expectations placed on organizations may differ, it
is probably accurate to say that all societies at all points in time have had some degree of
expectation that organizations would act responsibly, by some definition.

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The nature and scope of corporate social responsibility has changed over time. The concept of
CSR is a relatively new one—the phrase has only been in wide use since the 1960s. But, while
the economic, legal, ethical, and discretionary expectations placed on organizations may differ, it
is probably accurate to say that all societies at all points in time have had some degree of
expectation that organizations would act responsibly, by some definition.
In the eighteenth century the great economist and philosopher Adam Smith expressed the
traditional or classical economic model of business. In essence, this model suggested that the
needs and desires of society could best be met by the unfettered interaction of individuals and
organizations in the marketplace. By acting in a self-interested manner, individuals would
produce and deliver the goods and services that would earn them a profit, but also meet the needs
of others. The viewpoint expressed by Adam Smith over 200 years ago still forms the basis for
free-market economies in the twenty-first century. However, even Smith recognized that the free
market did not always perform perfectly and he stated that marketplace participants must act
honestly and justly toward each other if the ideals of the free market are to be achieved.
In the century after Adam Smith, the Industrial Revolution contributed to radical change,
especially in Europe and the United States. Many of the principles espoused by Smith were
borne out as the introduction of new technologies allowed for more efficient production of goods
and services. Millions of people obtained jobs that paid more than they had ever made before and
the standard of living greatly improved. Large organizations developed and acquired great
power, and their founders and owners became some of the richest and most powerful men in the
world. In the late nineteenth century many of these individuals believed in and practiced a
philosophy that came to be called "Social Darwinism," which, in simple form, is the idea that the
principles of natural selection and survival of the fittest are applicable to business and social
policy. This type of philosophy justified cutthroat, even brutal, competitive strategies and did not
allow for much concern about the impact of the successful corporation on employees, the
community, or the larger society. Thus, although many of the great tycoons of the late nineteenth
century were among the greatest philanthropists of all time, their giving was done as individuals,
not as representatives of their companies. Indeed, at the same time that many of them were
giving away millions of dollars of their own money, the companies that made them rich were
practicing business methods that, by today's standards at least, were exploitative of workers.
Around the beginning of the twentieth century a backlash against the large corporations began to
gain momentum. Big business was criticized as being too powerful and for practicing antisocial
and anticompetitive practices. Laws and regulations, such as the Sherman Antitrust Act, were
enacted to rein in the large corporations and to protect employees, consumers, and society at
large. An associated movement sometimes called the "social gospel," advocated greater attention
to the working class and the poor. The labor movement also called for greater social
responsiveness on the part of business. Between 1900 and 1960 the business world gradually
began to accept additional responsibilities other than making a profit and obeying the law.
In the 1960s and 1970s the civil rights movement, consumerism, and environmentalism affected
society's expectations of business. Based on the general idea that those with great power have
great responsibility, many called for the business world to be more proactive in (1) ceasing to
cause societal problems and (2) starting to participate in solving societal problems. Many legal

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mandates were placed on business related to equal employment opportunity, product safety,
worker safety, and the environment. Furthermore, society began to expect business to voluntarily
participate in solving societal problems whether they had caused the problems or not. This was
based on the view that corporations should go beyond their economic and legal responsibilities
and accept responsibilities related to the betterment of society. This view of corporate social
responsibility is the prevailing view in much of the world today. The below figure (Fig. 1) shows
the three aspects in which every responsible company abides to.
Fig. 1 The Multiple responsibilities of Business Source: Business and Society book, 11th
Edition
B. CSR Formation in Lebanon
The modern concept of CSR has its roots in the early 1990’s with various factors having
contributed to its formation.
On the one hand, general public awareness towards social issues rose significantly since the
1990’s, when consumers started to demand that companies be responsible in environmental and
human rights issues.
This movement was enforced with the well-publicized incidents of corporate misbehavior such
as the oil-tanker accident Exxon Valdez in Alaska (1989), the (child) labor scandals of Nike in
Asia (1990’s), and the bankruptcies due to falsifications of balance sheets by Parmalat in Italy
(2003) and Enron in the United States (2002).
In response to public demands for greater accountability and transparency, companies started to
publish ―social reports‖ or ―sustainability reports‖ and began to recognize that intangible assets
like reputation have a deep impact on the value of their business (ISO, 2005). The modern CSR
phenomenon can therefore be seen as part of the response – predominantly in the developed
countries.
However, CSR seems to have arisen as part of an initiative especially in developing countries
due to an apparent lack of capacity of many governments to effectively provide social services
and enforce their laws. As shown in the below figure (Fig. 2), CSR responds similarly as policy
measures to a society’s need. Businesses assist the government therefore to create a ―better
society‖ and receive incentives instead. (Developing countries)

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Fig. 2 Source: Lebanese Transparency Association – Corporate Social Responsibility in Lebanon 2005 Study Report
As for Lebanon, CSR has passed through a rough history where only multinational companies
were the ones to introduce socially responsible activities to the Lebanese spectators. A part of a
study conducted by the Lebanese Transparency Association (LTA), in 2005, shows findings
from Lebanese companies’ practice in CSR programs. Three of the eight businesses with a CSR
strategy, established their CSR programs before 2000. In 2002, four companies launched their
CSR programs. However, in two of these 2002 CSR strategies the companies have decided to
join an already existing CSR program of a third business, by contributing mainly financial
means. Another program was founded in 2005.
The question was: ―When were your CSR activities launched?‖

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1. CSR Time Line
LTA’s aim was to assess the business’ CSR commitment throughout the periods before, during
and after the Lebanese war, as well as after the assassination of Prime Minister Rafiq Hariri.
The interviewed partners who were in the position to respond to the first question, about CSR
before 1990, were invariably traditional Lebanese businesses. According to their specifications,
the CSR measures did principally not change throughout the years. In other words, if they used
to give out scholarships before the war, they kept on doing it consistently until the present.
During the Lebanese war, however, most of the companies felt responsible in an exceptional way
since the government was partly not able to provide basic infrastructure. Stakeholders like
neighboring communities and employees were benefiting from measures like electricity supply
from the company’s premises, additional funds, or alternative job creations in case a factory had
to be closed. As far as LTA could find out, the contributions were rather philanthropic with a
view to do their best to improve living conditions for all kinds of stakeholders.
In the post-war period, the strategic concept of CSR began to spread slowly within the country.
But even in Europe and the US the idea of integrating social responsibility within a company was
a new concept by that time. As shown in Figure 3, six out of eight companies who established a
CSR strategy indicated to have developed their CSR program after 1990. While the traditional
firms mostly said that their strategy did not change compared to their regular actions before and
after the war, others began to realize that something like CSR exists which could help to develop
their business and reputation. One of LTA’s interview partners mentioned that CSR became
more feasible since 1998, after the first elections since the Lebanese war, when public authorities
were re-created.

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III. Discussion
The pre mentioned LTA’s interviewed partners (13 companies) were also asked about their
personal opinion towards the current state of CSR in Lebanon and how the Lebanese government
could help to improve the present situation.
There was a broad consensus of qualifying CSR in Lebanon as primitive (6) and random (3).
However, a majority foresaw a positive development for CSR, saying that awareness towards the
issue was rising (4).
Going forward in understanding corporate social responsibility and it being necessity for today’s
businesses to succeed, we take a deeper look on its definition and scope of action in the global
and local markets.
A. Definitions of corporate social responsibility
1. Corporate social responsibility (CSR) is:
 An obligation, beyond that required by the law and economics, for a firm to pursue long
term goals that are good for society
 The continuing commitment by business to behave ethically and contribute to economic
development while improving the quality of life of the workforce and their families as
well as that of the local community and society at large
 About how a company manages its business process to produce an overall positive
impact on society
i. Corporate social responsibility means:
 Conducting business in an ethical way and in the interests of the wider community
 Responding positively to emerging societal priorities and expectations
 A willingness to act ahead of regulatory confrontation
 Balancing shareholder interests against the interests of the wider community
 Being a good citizen in the community
ii. Is CSR the same as business ethics?
 There is clearly an overlap between CSR and business ethics
 Both concepts concern values, objectives and decision based on something than the
pursuit of profits
 And socially responsible firms must act ethically
The difference is that ethics concern individual actions which can be assessed as right or wrong
by reference to moral principles.
CSR is about the organization’s obligations to all stakeholders – and not just shareholders.
There are four dimensions of corporate responsibility

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 Economic - responsibility to earn profit for owners
 Legal - responsibility to comply with the law (society’s codification of right and wrong)
 Ethical - not acting just for profit but doing what is right, just and fair
 Voluntary and philanthropic - promoting human welfare and goodwill
 Being a good corporate citizen contributing to the community and the quality of life
2. The Greening of Management
Not all business organizations behave in a socially responsible manner. And there are people
who would argue that it is not the job of business organizations to be concerned about social
issues and problems. Here arises the debate on social responsibility and its contribution to the
success of businesses.
Up until the late 1960s, few people paid attention to the environmental consequences of their
decisions and actions. However, a number of highly visible ecological problems and
environmental disasters brought about a new awareness and spirit of environmentalism among
individuals, groups, and organizations. This recognition of the close link between an
organization’s decisions and activities and its impact on the natural environment is called
the greening of management. One green issue managers must deal with as they become more
involved in preserving the natural environment is recognizing the key global environmental
problems. Some of the more serious ones include natural-resource depletion, global warming,
pollution, industrial accidents, and toxic-waste disposal. There are many things managers and
organizations can do to protect and preserve the natural environment. One model of
environmental responsibility uses the term shades of green to describe the different approaches
organizations may take.
Fig. 4 SOURCE: Based on R.E. Freeman, J.
Pierce, and R. Dodd, Shades of Green: Ethics and the Environment (New York: Oxford University Press, 1995). The shades of corporate Green

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At least four approaches, or shades of green, have been described with respect to how organizations can
be green:
a. Legal approach (light green)
b. Market approach
c. Stakeholder approach–stakeholders include any constituencies in the organization’s external
environment that are affected by the organization’s decisions and actions.
d. Activist approach (dark green)
3. Values Based Management
Values-based management is an approach to managing in which managers
establish, promote, and practice an organization’s shared values. These shared
values serve many purposes.
i. They act as guideposts for managerial decisions and actions.
ii. They also serve to shape employee behavior and to communicate what the organization
expects of its members.
iii. The shared corporate values can also influence the organization’s marketing efforts.
iv. Finally, shared values are a way to build team spirit in organizations.
B. Debate on Social Responsibility
Fig.5 Source: www.enotes.com/corporate-social-responsibility-reference/corporate-social-responsibility
The major arguments for and against corporate social responsibility are shown in Figure 5. The
"economic" argument against CSR is perhaps most closely associated with the American
economist Milton Friedman, who has argued that the primary responsibility of business is to

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make a profit for its owners, albeit while complying with the law. According to this view, the
self-interested actions of millions of participants in free markets will, from a utilitarian
perspective, lead to positive outcomes for society. If the operation of the free market cannot
solve a social problem, it becomes the responsibility of government, not business, to address the
issue.
The "competitive" argument recognizes the fact that addressing social issues comes at a cost to
business. To the extent that businesses internalize the costs of socially responsible actions, they
hurt their competitive position relative to other businesses. This argument is particularly relevant
in a globally competitive environment if businesses in one country expend assets to address
social issues, but those in another country do not. According to Carroll and Buchholtz, since
CSR is increasingly becoming a global concern, the differences in societal expectations around
the world can be expected to lessen in the coming years.
Finally, some argue that those in business are ill-equipped to address social problems. This
"capability" argument suggests that business executives and managers are typically well trained
in the ways of finance, marketing, and operations management, but not well versed in dealing
with complex societal problems. Thus, they do not have the knowledge or skills needed to deal
with social issues. This view suggests that corporate involvement in social issues may actually
make the situation worse. Part of the capability argument also suggests that corporations can best
serve societal interests by sticking to what they do best, which is providing quality goods and
services and selling them at an affordable price to people who desire them.
1. There are certain reasons why businesses may fail to act in a responsible manner.
b. Cost & Profit: Responsible behavior can raise the cost of businesses. Some
businesses may consider that the costs of accepting corporate responsibility are
too great.
c. Values & Beliefs: The values and beliefs of the senior managers and employees
of a business may not correspond with what the majority of others in a society
regard as responsible. For example, an American company working in India will
be faced with a dilemma of bribing a governmental official since in India bribery
is legal while in the USA is not.
d. Information available to consumers, government, and pressure groups: In the
absence of useful information about the behavior of a business, it is difficult for
interested parties to monitor its activities. For example, the nuclear industry has
been accused by pressure groups of being secretive about its activities. Nuclear
industry representatives have argued that this is due to defense and national
security reasons. However, this secrecy has made it difficult for consumers and
pressure groups to make judgments about its behavior. For other businesses it is
the complexity and scope of their activities that makes it difficult to evaluate their
actions. Multinationals, in particular, because of their global activities, can be
very difficult to monitor.
It can be argued that the primary role of a business is to make money i.e. retained profit.
Why do shareholders invest in companies? To make more money. Thus, can a business
be justified when using the money of shareholders to be socially responsible?

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There are several arguments in favor of corporate social responsibility. One view, held by critics
of the corporate world, is that since large corporations create many social problems, they should
attempt to address and solve them. Those holding this view criticize the production, marketing,
accounting, and environmental practices of corporations. They suggest that corporations can do a
better job of producing quality, safe products, and in conducting their operations in an open and
honest manner.
A very different argument in favor of corporate social responsibility is the "self-interest"
argument. This is a long-term perspective that suggests corporations should conduct themselves
in such a way in the present as to assure themselves of a favorable operating environment in the
future. This view holds that companies must look beyond the short-term, bottom-line perspective
and realize that investments in society today will reap them benefits in the future. Furthermore, it
may be in the corporate world's best interests to engage in socially responsive activities because,
by doing so, the corporate world may forestall governmental intervention in the form of new
legislation and regulation, according to Carroll and Buchholtz.
Finally, some suggest that businesses should assume social responsibilities because they are
among the few private entities that have the resources to do so. The corporate world has some of
the brightest minds in the world, and it possesses tremendous financial resources. (Wal-Mart, for
example, has annual revenues that exceed the annual GNP of some countries.) Thus, businesses
should utilize some of their human and financial capital in order to "make the world a better
place."
2. There are two schools of thought on whether it is the job of business
organizations to be concerned about social issues and problems.
a. In the free market view, the job of business is to create wealth with the interests of the
shareholders as the guiding principle
b. The corporate social responsibility view is that business organization should be
concerned with social issues.
The debate on social responsibility is like the people’s point of
view on the Lebanese governmental elections on whether to elect or not. The Dilemma of
Corporate Social Responsibility – To be or not to be.
Free market view - a summary
 The role of business is to create wealth by providing goods and services
 ―There is one and only one social responsibility of business- to use its resources and
engage in activities designed to increase its profit so long as it stays will the rules of the
game, which is to say, engages in open and free competition, without deception or
fraud.‖ [Milton Friedman, American economist]

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 Giving money away is like a self imposed tax
 Managers who have been put in charge of a business have no right to give away the
money of the owners
 Managers are employed to generate wealth for the shareholders - not give it away
 Free markets and capitalism have been at the centre of economic and social development
 Improvements in health and longevity have been made possible by economies driven by
the free market
 To attract quality workers it is necessary to offer better pay and conditions and this leads
to a rise in standards of living and wealth creation
 Free markets contribute to the effective management of scarce resources
 It is true that at times the market fails and therefore some regulation is necessary to
redress the balance
 But the correcting of market failures is a matter for government - not business
 Regulation should be kept to a minimum since regulation stifles initiative and creates
barrier to market entry
The free market case against corporate social responsibility
 The only social responsibility of business is to create shareholder wealth
 The efficient use of resources will be reduced if businesses are restricted in how they can
produce
 The pursuit of social goals dilutes businesses’ primary purpose
 Corporate management cannot decide what is in the social interest
 Costs will be passed on to consumers
 It reduces economic efficiency and profit
 Directors have a legal obligation to manage the company in the interest of shareholders –
and not for other stakeholders
 CSR behavior imposes additional costs which reduce competitiveness
 CSR places unwelcome responsibilities on businesses rather than on government or
individuals
Fig. 6 Source: Lebanese Transparency Association – Corporate Social
Responsibility in Lebanon 2005 Study Report

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The corporate responsibility view
 Businesses do not have an unquestioned right to operate in society
 Those managing business should recognize that they depend on society
 Business relies on inputs from society and on socially created institutions
 There is a social contract between business and society involving mutual obligations that
society and business recognize that they have to each other
Figure 6 shows the response of 13 Lebanese enterprises on whether they apply CSR in
their strategies, besides stating that they do it. This finding is from a study conducted by
the Lebanese Transparency Association in 2005.
c. Stakeholder theory
The basic premise is that business organizations have responsibility to various groups in
society (the internal and external stakeholders) and not just the owners/ shareholders. The
responsibility includes a responsibility for the natural environment. Decisions should be
taken in the wider interest and not just the narrow shareholder interest.
THE STAKEHOLDER CONCEPT
According to Post, Lawrence, and Weber, stakeholders are individuals and groups that are affected by an
organization's policies, procedures, and actions. A "stake" implies that one has an interest or share in the
organization and its operations, per Carroll and Buchholtz. Some stakeholders, such as employees and
owners, may have specific legal rights and expectations in regard to the organization's operations. Other
stakeholders may not have specific rights granted by law, but may perceive that they have moral rights
related to the organization's operations. For example, an environmental group may not have a legal right
in regard to a company's use of natural resources, but may believe that they have a moral right to question
the firm's environmental policies and to lobby the organization to develop environmentally friendly
policies.
All companies, especially large corporations, have multiple stakeholders. One way of classifying
stakeholder groups is to classify them as primary or secondary stakeholders. Primary stakeholders have
some direct interest or stake in the organization. Secondary stakeholders, in contrast, are public or special
interest groups that do not have a direct stake in the organization but are still affected by its operations.
Figure 6 classifies some major stakeholder groups into primary and secondary categories.

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Fig. 7
The owners of a firm are among the primary stakeholders of the firm. An organization has legal
and moral obligations to its owners. These obligations include, but are not limited to, attempting
to ensure that owners receive an adequate return on their investment. Employees are also primary
stakeholders who have both legal and moral claims on the organization. Organizations also have
specific responsibilities to their customers in terms of producing and marketing goods and
services that offer functionality, safety, and value; to local communities, which can be greatly
affected by the actions of resident organizations and thus have a direct stake in their operations;
and to the other companies with whom they do business. Many social commentators also suggest
that companies have a direct responsibility to future generations and to the natural environment.
An organization's responsibilities are not limited to primary stakeholders. Although
governmental bodies and regulatory agencies do not usually have ownership stakes in companies
in free-market economies, they do play an active role in trying to ensure that organizations
accept and meet their responsibilities to primary stakeholder groups. Organizations are
accountable to these secondary stakeholders. Organizations must also contend with civic and
special interest groups that purport to act on behalf of a wide variety of constituencies. Trade
associations and industry groups are also affected by an organization's actions and its reputation.
The media reports on and investigates the actions of many companies, particularly large
organizations, and most companies accept that they must contend with and effectively "manage"
their relationship with the media. Finally, even an organization's competitors can be considered
secondary stakeholders, as they are obviously affected by organizational actions. For example,
one might argue that organizations have a social responsibility to compete in the marketplace in
a manner that is consistent with the law and with the best practices of their industry, so that all
competitors will have a fair chance to succeed.

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Arguments for socially-responsible behavior
 It is the ethical thing to do
 It improves the firm’ public image
 It is necessary in order to avoid excessive regulation
 Socially responsible actions can be profitable
 Improved social environment will be beneficial to the firm
 It will be attractive to some investors
 It can increase employee motivation
 It helps to corrects social problems caused by business
Enlightened self interest
This is the practice of acting in a way that is costly and/or inconvenient at present but which is
believed to be in one’s best long term interests.
There is a long history of philanthropy based on enlightened self interests e.g. Robert Owen’s
New Lanark Mills, Titus Salt’s Saltaire as well the work of the Quaker chocolate makers such as
Cadbury at Bournville and Rowntree in York.
Enlightened self interest is summed up in this quotation from Anita Roddick (founder of the
Body Shop):“Being good is good for business”
CSR behavior can benefit the firm in several ways
 It aids the attraction and retention of staff
 It attracts green and ethical investment
 It attracts ethically conscious customers
 It can lead to a reduction in costs through re-cycling
 It differentiates the firm from its competitor and can be a source of competitive advantage
 It can lead to increased profitability in the long run
Social responsibility (SR) has become a hot topic among managers around the
world. Many leading companies have moved from viewing SR as a public-relations
tool or philanthropic cause to making it a core pillar of their strategic decision making
process, as well as a part of their day-to-day operations.
Making Social Responsibility Work explores how SR can become a critical
long-term lever for success. Senior executives learn how to embed SR in their
organizations, starting with employees – a firm’s most important asset. The program
provides a strategic, hands-on approach to SR and allows participants to tailor
frameworks to their own companies. They will formulate their own strategic SR
project, while taking into account the mission, values, strategy and long-term objectives of their
organizations.

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―CORPORATE SOCIAL RESPONSIBILITY COMBINES BUSINESS ETHICS
WITH COMPETITIVENESS, WHICH ULTIMATELY CONTRIBUTES TOWARD
CREATING A MORE PROSPEROUS AND SUSTAINABLE SOCIETY.‖
ANTONIO ARGANDOÑA
Source: Professor of Economics and Corporate Governance at IESE Business School, and Chair of Corporate Social Responsibility ―la Caixa‖
Different organizations have framed different definitions - although there is considerable
common ground between them. Mallen Baker’s own definition was first published on 8 Jun 2004
and states that CSR is about how companies manage the business processes to produce an overall
positive impact on society. The below illustration has also been done:
Fig. 8 Source: Mallen Baker 2004
Companies need to answer to two aspects of their operations. 1. The quality of their management
- both in terms of people and processes (the inner circle). 2. The nature of, and quantity of their
impact on society in the various areas.
Outside stakeholders are taking an increasing interest in the activity of the company. Most look
to the outer circle - what the company has actually done, good or bad, in terms of its products
and services, in terms of its impact on the environment and on local communities, or in how it
treats and develops its workforce. Out of the various stakeholders, it is financial analysts who are
predominantly focused - as well as past financial performance - on quality of management as an
indicator of likely future performance.
Fig. 9 Stakeholders

20
Besides the purely pecuniary aspect, CSR can lead to higher working morale, which can help to
cut costs. One example is given by the National Business Ethics Study showing that employees
are more likely to be loyal if they believed that their corporation conducted business in an ethical
manner (Walker Information, 1999). CSR might therefore also have an effect on attracting and
building a productive workforce, lowering absenteeism and error rates, as well as increasing
retention of employees. Consequently costs can be cut. Improved environmental management as
part of a CSR strategy helps in a similar way: By using the resources as economically and
effectively as possible, operational cost can be cut drastically.
C. CONTEMPORARY SOCIAL ISSUES
Corporations deal with a wide variety of social issues and problems, some directly related to
their operations, some not. It would not be possible to adequately describe all of the social issues
faced by business. This section will briefly discuss three contemporary issues that are of major
concern: the environment, global issues, and technology issues. There are many others.
1. ENVIRONMENTAL ISSUES
Corporations have long been criticized for their negative effect on the natural environment in
terms of wasting natural resources and contributing to environmental problems such as pollution
and global warming. The use of fossil fuels is thought to contribute to global warming, and there
is both governmental and societal pressure on corporations to adhere to stricter environmental

21
standards and to voluntarily change production processes in order to do less harm to the
environment. Other issues related to the natural environment include waste disposal,
deforestation, acid rain, and land degradation. It is likely that corporate responsibilities in this
area will increase in the coming years.
2. GLOBAL ISSUES
Corporations increasingly operate in a global environment. The globalization of business appears
to be an irreversible trend, but there are many opponents to it. Critics suggest that globalization
leads to the exploitation of developing nations and workers, destruction of the environment, and
increased human rights abuses. They also argue that globalization primarily benefits the wealthy
and widens the gap between the rich and the poor. Proponents of globalization argue that open
markets lead to increased standards of living for everyone, higher wages for workers worldwide,
and economic development in impoverished nations. Many large corporations are multinational
in scope and will continue to face legal, social, and ethical issues brought on by the increasing
globalization of business.
Whether one is an opponent or proponent of globalization, however, does not change the fact
that corporations operating globally face daunting social issues. Perhaps the most pressing issue
is that of labor standards in different countries around the world. Many corporations have been
stung by revelations that their plants around the world were "sweatshops" and/or employed very
young children. This problem is complex because societal standards and expectations regarding
working conditions and the employment of children vary significantly around the world.
Corporations must decide which the responsible option is: adopting the standards of the countries
in which they are operating or imposing a common standard world-wide. A related issue is that
of safety conditions in plants around the world.
Another issue in global business is the issue of marketing goods and services in the international
marketplace. Some U.S. companies, for example, have marketed products in other countries after
the products were banned in the United States.

22
3. TECHNOLOGY ISSUES
Another contemporary social issue relates to technology and its effect on society. For example,
the Internet has opened up many new avenues for marketing goods and services, but has also
opened up the possibility of abuse by corporations. Issues of privacy and the security of
confidential information must be addressed. Biotechnology companies face questions related to
the use of embryonic stem cells, genetic engineering, and cloning. All of these issues have far-
reaching societal and ethical implications. As our technological capabilities continue to advance,
it is likely that the responsibilities of corporations in this area will increase dramatically.
Corporate social responsibility is a complex topic. There is no question that the legal, ethical, and
discretionary expectations placed on businesses are greater than ever before. Few companies
totally disregard social issues and problems. Most purport to pursue not only the goal of
increased revenues and profits, but also the goal of community and societal betterment.
Research suggests that those corporations that develop a reputation as being socially responsive
and ethical enjoy higher levels of performance. However, the ultimate motivation for
corporations to practice social responsibility should not be a financial motivation, but a moral
and ethical one.
Source: © 2007 Prentice Hall, Inc. All rights reserved.

23
D. Findings
1. From the research on local and international corporations’ activism in this approach I
have found a big number of socially responsible enterprises which include: H&M,
Starbucks, Lebanese Development Network, CSR Lebanon, Lebanese Transparency
Association, Rural Women's Co-operative, Dunkin Donuts, McDonalds, Burger King,
Zaatar w Zeit, Hyundai Motors, Hilton’s Blue Energy Committee and Boecker.
Elaboration about some examples follows.
i. ―We are committed to creating economic value, but we are not indifferent to how
we do it. ... Progressive businesses are gaining competitive advantage by
responding to societal signals. ... We prosper by helping society to prosper.‖ Idar
Kreutzer, CEO Store brand, 2005.
ii. An article published in ―Global Issues‖ about H&M’s CSR strategy. (by Anup
Shah)
A major global trend, CSR has become an expected part of operating a business according to
auditing behemoths KPMG, Deloitte, Ernst & Young and PWC. Fashion companies are starting
to adopt CSR principles, creating sustainability visions and policies. Some are taking it further
compiling and publishing CSR reports. In Australia Country Road and Pacific Brands are clear
market leaders. While genuineness and depth of CSR reporting varies, (Just Group) any
contribution is positive.
Internationally H&M, of Sweden, are celebrating their commitment to CSR with the publication
of their tenth annual CSR report, Conscious Actions Sustainability Report 2011. Published this
week it is one of the most comprehensive fashion CSR reports, ever. They are aiming to be the
fashion leaders in CSR: ―The level of social and environmental responsibility we take, places
H&M’s sustainability work at the forefront of the fashion industry globally‖, claims Karl-Johan
Persson, CEO at H&M.
Their report looks at the environmental impacts of many aspects of their fashion model,
including materials, design, fabric production, manufacturing, transport, sales and even the way
that their customers use their clothes, finding ways to minimize the environmental impacts of

24
each stage in a garment life cycle. Their Conscious Collection, launched in tandem with the 10th
CSR report, uses a variety of eco-fibers ranging from organic cotton to recycled plastic bottles,
organic hemp and Tencel.
Some of the highlights from their sustainability actions are:
- Using the equivalent of 9.2million PET bottles in recycled Polyester
- 7.62% of their cotton comes from either organic cotton, Better Cotton or recycled cotton (they
are the number one user of organic cotton in the world)
- Training more than 442 000 Bangladeshi workers on their rights since 2008
- Saving 300 million liters of water in denim production compared to 2010.
iii. An interview I did with the HR regional manager at “Boecker – Public Health”,
Mr. George Bou Malhab and the marketing officer Ms. Nour Naffi, shows
Boecker’s effective role in the societies of the Middle East markets.
a) There is no doubt that Hygiene, Pest Management, Germ awareness and
Public Health have become the priority of any successful business. With more
emphasis on quality standards and differentiation in a highly competitive
market, your business needs a reliable Public Health partner. Boecker Public
Health, the region’s largest Pest Management, Food Safety and Bio-security
services provides World Class services for the most demanding commercial,
food service and residential sectors. Boecker operates in Lebanon, UAE,
Qatar, KSA, Kuwait, and Nigeria, where it is divided into four main
departments: Pest Management, Food Safety, Bio-security, and Trade.
(Detailed information in the appendix)

25
b) A summary of the answers to my questions is stated below.
Boecker tried to be socially responsible since foundation in 1994, as Mr. Bou Malhab said. When
asked in what fields it socially invests in, the response was: Environment, Kids, Health, Women
Associations, Community service in times of War, and families.
Those activities have brought them indirect financial gains as clients and public awareness, said
Boecker’s marketing manager. Some of them are: Health awareness campaigns in Beirut and
Tripoli on the occasion of the environment day.
Source: Boecker’s Middle East Facebook page
I asked: ―How does your management manage social responsibility projects? Decision on where
to do the activity‖: They said that it is done most of the time on the event activity premises or
Boecker’s (depending on location, equipment, resources, caliber of people…)
Decision on how much to invest (budget): they answered that it must be based on a win-win
situation.
Decision on the timeline of the projects (duration): Depending on the type of the event and its
field of action.
When asked if they face any legal problems when doing any activity the response was no. And in
my opinion this is because Lebanon relies on such companies to handle socially responsible
activities in the absence of the government’s role.
In the first place what caught my attention to have Boecker as an example of socially responsible
corporation was an olive tree center point planted in Hamra – Beirut, having the sign, Boecker
loves Beirut and can be seen in the picture following.

26
The planted olive trees reminded us of Lebanon’s nature and ex- healthy environment in the
middle of its city, Beirut. This initiative shows environmental awareness, care for a healthy air to
breathe, and gives a beautiful scenery midst an area full of buildings and cars. ―12 Boecker
center points around Beirut are installed and maintained my Boecker‖, says Nour Naffi.
c) Organizations can ―go green‖ by using different approaches, as shown in
figure 11, and as mentioned previously in part III, A, 2 of this project. The
light green approach is simply doing what is required legally, or the social
obligation approach. Using the market approach, organizations respond to the
environmental preferences of their customers. Using the stakeholder approach,
organizations respond to the environmental demands of multiple stakeholders.
Both the market and stakeholder approaches can be viewed as social
responsiveness. The activist or dark green approach involves an organization
looking for ways to respect and preserve the earth and its natural resources,
which can be viewed as social responsibility.
Fig. 11 Approaches to Being Green
SOURCE: Based on R.E. Freeman, J. Pierce, and R. Dodd, Shades of Green: Ethics and the Environment (New York: Oxford University Press,
1995). The shades of corporate Green
The interview continues and I ask: ―Why did you decide to be socially responsible?‖ They
answered that one of Boecker’s core values is Community Service and employee engagement in
such activities.

27
d) Social auditing is a term I came upon through my research and found it
essential to be mentioned here. In the era of corporate social responsibility,
where corporations are often expected not just to deliver value to consumers
and shareholders but also to meet environmental and social standards deemed
desirable by some vocal members of the general public, social audits can help
companies create, improve and maintain a positive public relations image. HR
and marketing departments said that they have constant support regarding this
approach, saying ―A Good Public Relations is the key because the way a
company is perceived will usually have an impact on its bottom line.‖
Socially responsible companies have their ways of indulging their employees into their activities,
as well, it is necessary to know a part of their internal policy on how they motivate them. The
human resources manager answered by saying: ―Attractive packages, human capital
development, employee engagement, immediate incentive policy, and where our company has
the image of an employer of choice‖. And whether they prefer to motivate them by financial or
non-financial rewards he said that they do it by either of the means. (1)
Fig. 12 Levels of social involvement Source: © 2007 Prentice Hall, Robbins and coulter 9th
edition
iv. Hyundai CSR
Corporate Social Responsibility (CSR) has become the key issue in company-
society relations. CSR has taken a position of the core pillars of Hyundai Motor as
the company strives to establish a new Sustainable Business Management System
based on its five primary business principles. Hyundai Motor Company does not
see itself as a mere profit-making entity. It is a Contributing member of global
society based on the responsible corporate citizenship. It is one of the main
purposes to make a better world in close cooperation with all people and groups,
including stake holders, employees, customers, shareholders, suppliers, and local
communities in the world. Specifically in April of 2007, Hyundai Motor
announced its socially responsible management plan to fulfill its responsibility to
global society.
Hyundai Motor socially responsible management covers three conceptual areas:
economic responsibility, social responsibility, and environmental responsibility.

28
Fig. 13 Source: Hyundai CSR Website
a. Areas of strategic focus:
Corporate social responsibility covers three areas: trust-based management, environmental
management, and social contribution. For trust-based management, we will focus on
enhancement of labor relations, mutually beneficial cooperation with suppliers, ethics
management, and transparent management. As for environmental management, we will
proactively respond to global trends and regulations related to the environment. For social
contribution, we plan to enlarge our capacity and obtain expertise to effectively carry out global
social contribution projects and participate in volunteering programs to contribute to
development of local communities.

29
b. Global CSR website
In 2007, a year dedicated to global social contribution, Hyundai Motor Company prepared its
infrastructure to execute corporate social responsibility, as well as social contributions. It
established the 'Hyundai Motor Global CSR Network' with primary production and sales
subsidiaries around the world, and will establish a network covering all its subsidiaries
worldwide, by continuously extending the network. Hyundai also laid foundations by promoting
global CSR (Corporate Social Responsibility) activities, and by developing and opening the
'Global CSR Web site' for information exchange.)
v. A very interesting special report on CSR, done by Executive Magazine (Issue 110
September, 2008) shows how major Arabic companies are giving back to the
region’s people. Including the following as they were listed: Abdali, ADC,
ALFA, BANK AUDI, BYBLOS BANK, BREI, BANQUE LIBANO-
FRANÇAISE, IMPERIAL PLACE HOTEL, CISCO SYSTEMS, INTEL, COCA-
COLA, HSBC, DHL, SARAYA HOLDINGS, LEBANESE CANADIAN BANK,
PROCTER & GAMBLE, MCDONALD'S, and SCHNEIDER ELECTRIC. The
complete article may be found in the appendix.
vi. Figure 16. Shows the results of a survey of Stated Values of Organizations where
managers’ opinions summed to 76% for Ethics or integrity and 33% for social
responsibility.
Fig. 16 Source: ―AMA Corporate Values Survey,‖ (www.amanet.org), October 30, 2002

30
2. After many attempts for finding socially irresponsible & unethical enterprises in Lebanon
and the Middle East, the World Wide Web couldn’t give me answers and direct results to
my search and this in my opinion is the lack of awareness on such issue. We need more
standards and laws to be set on corporations and enterprises for a minimal result
implication of having such socially irresponsible parties. An excerpt below, about ISO
26000, found in CSR implementation guide for business – by Paul Hohnen.
i. ISO 26000
In March 2005, negotiations began within the ISO framework on a new International Standard
on Social Responsibility. To be known as ISO 26000, the Standard will be a guidance document,
and not intended for certification. It is expected to provide a definition on what is understood by
the term ―social responsibility‖ and how organizations of all kinds might go about responding to
social responsibility issues and opportunities. Negotiations on the new Standard are ongoing, and
a final product is expected to be available in 2009.
(http://www.iso.org/iso/en/commcentre/pressreleases/archives/2005/ Ref972.html)
ii. Rania Touma the general manager of ―Healthy Basket‖ speaks about
unethical business in a study done by Ramy Zurayk)
The business model imposes certain norms when dealing with clients delineated by the ―good
business practices‖ approach. It helps instituting a professional code of conduct and
enhancing accountability. The management lines are clear and so is accountability. Finally,
unlike development projects, businesses exist in the real world. They have to worry about
bank balances, market fluctuations, competition and tax returns rather than donor priorities,
politics, evaluation teams and quarterly reports. In Lebanon, as in the rest of the world, the
word ―business‖ is often synonymous with ―unethical practices. This decision makes
business sense too, as ―people can invest in their principles‖.
Many social and non-profit organizations, social movements, and bloggers, light on
social unethical issues. Such as the Lebanese Development Network and CSR Lebanon.
CSR Lebanon says: ―What’s good for the community is good for the company‖
iii. Since managing social responsibility across borders isn’t an easy thing to
do, four approaches have been stated in International Business book, 4th
Edition (by Ricky W. Griffen & Michael W. Pustay), they are:
Obstructionist stance which is the least responsible, Defensive stance
which is doing what’s legally required, Accommodative stance which is
going beyond the ethical and legal requirements, and Proactive stance
which is the highest degree that a firm can exhibit.

31
iv. Speaking of socially irresponsible businesses from around the world some
names are listed: De Beer, Pfizer, Wal-Mart, BP, Exxon Mobil (oil spill),
Dow Chemical, Chevron, Monsanto (Genetically engineered crops),
Nestle (accused of violating World Health Organization codes controlling
marketing of infant formula in less developed countries), Halliburton, Hp,
GlaxoSmithKline, Merck, Enron, and WorldCom.
v. De Beer Source: Study report File 6/4a. St. Antoninus Institute
―DeBeers is therefore also guilty of corrupting, or at least of aiding and abetting the
evil operations of a whole political system, South Africa's Apartheid system. Out of
this system DeBeers has drawn two advantages: one with its labor force which had to
comply to its harsh managerial policies and two by unwarranted enrichment when it
took over corporations which were driven out of business through no managerial
errors of their own.
DeBeers has also undermined the government of other diamond rich African nations
and helped enrich their presidents to the tune of several billions of dollars while their
population had to beg money from the UN and the World Bank to survive.‖
3. Modern CSR teaching, workshops, and planning businesses
Fig. 17 CSR Lebanon Conference Advertisement
Source: SCR Lebanon
i. A newly developed kind of business which makes corporate social responsibility
strategies and plans for clients formed of entrepreneurs and corporations. Such as
CSR Asia (Business Solutions for Global Challenges). More information on
http://www.csr-asia.com/index.php
ii. As part of strategic management, CSR is being taught in universities and
workshops are being performed about
it.http://www.iese.edu/en/files/CORPORATE_SOCIAL%20FINAL%20_tcm4-
64403.pdf
iii. CSR Lebanon was founded as a national Lebanese company with an Arab vision
to accomplish two main goals: 1) Raise awareness about the importance of
Corporate Social Responsibility for companies as a core business value, and
establish a regional CSR media platform based in Lebanon. 2) Help banks and

32
other Lebanese companies by offering our consulting services, social reporting
expertise and projects to raise profit, cut cost and improve corporations’ services
and their relationship with society. An excerpt from the website about the principles of
responsible investment is found in the appendix. The website address is
http://www.csrlebanon.com/pri.html
iv. Ranking countries on their commitments to corporate social responsibility
The Responsible Competitiveness Index (RCI), from the British non-profit, AccountAbility, and
Brazilian business school, Fundação Dom Cabral, looks at how countries are performing in their
efforts to promote responsible business practices. Their 2007 index looks at 108 countries
covering over 96% of global GDP, with geographical representation on all five continents.
A common criticism is that advanced economies have often moved their more dirty industries to
other parts of the world where there are less stringent environmental and social standards. As a
result, other countries may be polluting on their behalf, and these indexes do not factor those in.
This ―Pollution Haven Hypothesis‖ has been raised as one reason the US does not want to
participate in Kyoto because China and India will be exempt from emission caps and some
domestic industries will head there. (Though this has been a concern way before, too.)
Furthermore, China and others have also argued that their centrality in manufacturing for many
around the world does not factor this in.
For example, a recent study showed that up to 40% of air pollutants in the Pearl River Delta in
low-scoring China are directly linked to exports to high-scoring importers across Europe and
North America. Unfortunately, at this stage there is inadequate systematic data across our large
country sample to test this hypothesis within the main RCI. … The data [looked at so far]
remains at this stage too weak to test the hypothesis with any confidence. We are committed to
doing more work on this issue in future editions. (Simon Zadek, Alex MacGillivray, Editors, The
State of Responsible Competitiveness 2007: making sustainable development count in global
markets, AccountAbility, July 2007)

33
IV. Conclusion
Social entrepreneurs play an important role in solving social problems by seeking out
opportunities to improve society by using practical, innovative, and sustainable approaches. They
want to make the world a better place and have a driving passion to make that happen. There is
interdependency between business needs and wider social concerns. Thus all corporative
decisions should work in the societal context within which they’re operating.
CSR is not to be confused with charity, nor is it about expenditure, on the contrary, it’s a
profitable investment; as the founder and CEO of CSR Lebanon, Mr. Khaled Kassar, once said
As we saw in the project most of the socially responsible firms in Lebanon are multinationals
therefore, it should be a prime target for more Lebanese firms to join.
To some extent a business which takes greater corporate responsibility will face similar
challenges to those which follow a more ethical approach. A business accepting greater corporate
responsibility might have to change some of the following to take into account the effects of its
actions: (1)
The aims and the objectives of the business, (2)
operating methods, (3)
might lead to
increasing costs, (4)
and the relationship with the employees. This might involve changing work
practices, the relationship with other stakeholders, including suppliers and people in the local
community, changing the organization of the business, taking into account the needs of
consumers when making marketing decisions, and providing help to bodies and organizations
outside the business.
Recommendation
Corporate Social Responsibility (CSR) is becoming a necessity nowadays for any business to
succeed in a global environment.
As socially responsible citizens we should raise the awareness of the society and businesses to
act in a socially responsible way.
The Lebanese government should adopt standards and benchmarks upon which firms should be
evaluated and compared.

34
References Page
 Management Book 8th
Edition, Pearson Education International by Stephen P. Robbins & Mary Coulter
 International Business Book 4th
Edition, by Ricky W. Griffen & Michael W. Pustay
 © 2007 Prentice Hall, Robbins and coulter 9th
edition Management Book
 Corporate Social Responsibility - An Implementation Guide for Business by Paul Hohnen, Author & Jason
Potts, Editor – International Institute for sustainable development.
 Business and Society Book 11th
Edition by Anne T. Lawrence, James Weber, James E. Post
 CORPORATE SOCIAL RESPONSIBILITY - ASOCIO Policy Paper June 2004
 Lebanese Transparency Association – Corporate Social Responsibility in Lebanon 2005 Study Report
 tutor2u.net/business/strategy/corporate-social-responsibility-introduction.html
 http://www.iese.edu/en/files/CORPORATE_SOCIAL%20FINAL%20_tcm4-64403.pdf
 http://www.mallenbaker.net/csr/definition.php
 http://www.brass.cf.ac.uk/uploads/History_L3.pdf
 Csrlebanon.com
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http://onlinelibrary.wiley.com/doi/10.1111/j.1467-
8594.2008.00323.x/abstract?userIsAuthenticated=false&deniedAccessCustomisedMessage=
 http://www.ldn-lb.org/details.aspx?id=688 (CSR interview with Lina Hourani)
 http://www.kantakji.com/fiqh/files/companies/w125.pdf (Corporate Social Responsibility (CSR):Theory
and Practice in a Developing,Country Context / Dima Jamali , Ramez Mirshak)
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Lebanon / L E B A N E S E T R A N S P A R E N C Y A S S O C I A T I O N)
 http://www.csr-event.com/ (CSR conference ad)
 http://www.undp.org.lb/partners/privatesector/ebcr/casestudybook/docs/Media.pdf (Role of Media in CSR
UNDP)
 FOUNDER AND CEO OF CSR LEBANON, MR. KHALED KASSAR / SEMINAR OPENING SPEECH
http://www.csrlebanon.com/pdf-speeches/Mr.%20Khaled%20Kassar%20Speech_May18_english.pdf)
 http://www.hyundai.com/lb/en/HMCWorldwide/HMC/CSR/index.htm (Hyundia socially responsible
company)
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trade' co-operatives increase trade and income for rural Lebanon / Rural Women's Co-operative )
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magazine.com/getarticle.php?article=11014)
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book power point slides)
 Intro to stakeholders (http://tutor2u.net/business/accounts/stakeholder_theory.htm)
(PDF Files showing CSR and its necessity)
 http://www.ethicsworld.org/corporatesocialresponsibility/surveysandtrends.php
 http://www.ethicsworld.org/corporatesocialresponsibility/corporatesocialresponsibility.php
 http://www.ethicsworld.org/corporatesocialresponsibility/sociallyresponsibleinvesting.php
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 Ministry of the Environment (http://www.moe.gov.lb/The-Ministry/Laws-
Regulations/Laws/%D9%82%D8%A7%D9%86%D9%88%D9%86-%D8%B1%D9%82%D9%85-667-
%D8%B5%D8%A7%D8%AF%D8%B1-%D9%81%D9%8A-29-12-1997.aspx)
 http://www.csrlebanon.com/pri.html CSR Lebanon, the principles for responsible investment
 Social Audit: Boecker http://www.investopedia.com/terms/s/social-audit.asp#ixzz1wFAyBkFE)
 Facebook.com (Boecker Public Health page)
 http://wps.prenhall.com/bp_robbins_man_8/16/4183/1070961.cw/index.html (book 8th edition)
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 http://www.enotes.com/corporate-social-responsibility-reference/corporate-social-responsibility

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