MGT-3201 Term Paper: CSR Practices of Telenor in a Global Context

This term paper, submitted to the Department of Management Studies at Bangladesh University of Professionals, analyzes the Corporate Social Responsibility (CSR) practices of Telenor, a multinational telecommunications company. The report, prepared by MD. Iajajul Islam Lajuk, explores Telenor's CSR initiatives across Norway, Pakistan, and Bangladesh, examining its ethical guidelines, environmental management systems, and community engagement programs. The study investigates how Telenor manages CSR in a global context, considering the influence of globalization, stakeholder expectations, and the challenges faced by multinational corporations. The paper includes an overview of Telenor's operations, a discussion of CSR in different countries, and an analysis of the company's strategies and policies. The report also highlights Telenor's efforts to promote internet awareness, prevent digital bullying, and support sustainable business practices. The objective of the study is to understand the factors that practices by Telenor in globally and some different countries and to review the corporate level strategies, strategy implementation process and CSR policy of Telenor.

TREM PAPER ON
INTERNATIONAL MANAGEMENT
Topic: CSR of Telenor
Course Code: MGT-3201
Submitted To:
Dr. Sumayya Begum
Associate Professor
Department Of Management Studies
Bangladesh University of Professionals
Submitted By:
MD. Iajajul Islam Lajuk
ID: 18241023
Section: A
Session: 2017-2018
Department Of Management Studies

Table of Content
1. Letter of Transmittal
2. Acknowledgment
3. Objective of the study
4. Limitations
5. Abstract
6. Introduction
7. MNCs and CSR
8. What is Telenor?
9. CSR in Norway
10. CSR in Pakistan
11. CSR in Bangladesh
12. Conclusion
13. Reference

Corporate Social Responsibility (CSR) of Telenor
Letter of Transmittal
14th October 2020
Dr. Sumayya Begum
Associate Professor
Department of Business Administration in Management
Subject: Submission of the term paper.
Dear Ma’am,
I am here by submitting my Term Paper, which is a part of the BBA Program curriculum and
International Management course. This Term Paper is based on, corporate social responsibility
(CSR) of Telenor.
To prepare this report I have collected most relevant information to make this term paper more
logical and reliable. I have tried my best to achieve the objectives of the report and hope that my
effort will serve the purpose.
I will be always available for answering any queries on the paper. Any sort of query or any
criticism on this report will be beneficial for me, as it will give me the opportunity to learn more
and enrich my knowledge. I hope you will consider the mistakes that may take place in the report
in the spite of my best effort.
Yours faithfully,
MD. Iajajul Islam Lajuk
ID: 18241023
Section – A
Session – 2017-2018
Department of Management Studies
Faculty of Business Studies
Bangladesh University of Professionals

Acknowledgement
First of all, praise to Allah, the most magnificent and the most merciful for keeping us in such a
favorable condition for completing the term paper. Then I would like to take opportunity to
express my deepest gratitude to my Associate Professor, Dr. Sumayya Begum, the faculty of
International Management, for guiding me and giving me the proper instructions to be able to
complete this work. I am very grateful for this. I have tried to convey a thorough analysis on my
topic with the help of discussion, brainstorming and secondary Data.
Objective of the Study
The objective of this paper is to help me known the corporate social responsibilities of Telenor
and how to implement them by their services. As well as it also helps me known about Telenor’s
external and internal environment. The objective of this research is to understand the factors that
practices by Telenor in globally and some different countries. Then review the corporate level
strategies, strategy implementation process and CSR policy of Telenor.
Limitations
There are some limitations of this paper. But these limitations represent only the facts that really
hampered the quality of report. As this report is designed on the basis of secondary data so, I did
not have access to all types of recent data. Again, some site were restricted despite all these
limitations, I have given the best of our efforts and tried to make the report as informative and as
comprehensive as possible. There is high degree of variations in the available market statistics
produced by different sources which often put the report in a dilemma on determining the level
of authenticity of the data collected.
Abstract
This paper examines how multinational company Telenor manages corporate social
responsibility (CSR). It considers how the concept has come to be framed within business in
Bangladesh, Pakistan and Norway which is increasingly globalized. The discussion is based on
interviews with managers who deal with CSR issues and strategy and an analysis of published
reports such as annual reports of consecutive five years. In looking at how CSR practice is being
adopted and adapted by MNCs, we can begin to see what implications arise from the fact that
CSR is a Western-led concept and Bangladesh can be thought to be lagging behind in its
understanding and adoption of CSR, in part because corporations do not necessarily state their
policies as formally as might be expected. The paper also tries to explore current practices in
CSR by the (MNCs) Telenor.

Introduction
Social responsibility is another term for CSR which stands for Corporate Social Responsibility.
CSR means that companies voluntarily accept a certain responsibility in society that goes beyond
the legal requirements. This may involve for example environment considerations, care about
employees or social contributions. Telenor’s ambition is to be a sustainable company, financially
as well as environmentally and socially. Our business shall constantly improve. We expect our
suppliers to have the same attitude. We want to be a responsible and sustainable company for
several reasons. We are convinced that it gives us more satisfied customers and prouder
employees while contributing to building a better society.
MNCs and CSR
In recent times, there has been an acceleration of multinational corporate activity, generating
wide attention and criticism. In the era of globalization, Multinational corporations (MNCs) that
conduct business across national boundaries in many countries are no longer able to conduct
destructive and unethical practices under protective radar. With a dramatic proliferation of media
attention, propagation of nongovernmental organizations (NGOs) and global information
sharing, there is a surging demand from civil society, consumers, governments and shareholders
for corporations to conduct sustainable business practices. The corporate response has often
meant an adoption of ‘a new consciousness’. (Anupama Mohan, 2006) The corporate response
has often meant an adoption of ‘a new consciousness’ and this has been known as Corporate
Social Responsibility (CSR) since the 1970s. MNCs are complex differentiated networks marked
with internal heterogeneity and with the complexity of managing across globally dispersed,
diverse units (Bartlett and Ghoshal, 1989; Ghoshal and Nohria, 1989). MNCs are faced with
diverse stakeholder environments across their international operations. This has several
implications for MNCs’ management of stakeholder relations across the multiple levels and
diverse contexts of its operations. Global CSR management also involves cross-border transfer
and management of CSR practices, from one part of the MNC to another, as well as the
management of local CSR practices suited to the local context of the subsidiary units. The
analysis of self-reported CSR practices in these MNCs revealed the globally managed CSR
practices and their transnational management processes, as well as several CSR practices not
transnationally managed across multiple units and levels of the MNC and also several local CSR
practices. The international business domain offers a challenging context for inquiry into firm’s
CSR and ongoing stakeholder relationship management since there are many more and diverse
stakeholders of international business firms (Wood and Pasquero, 1997). The MNCs are faced
with wider CSR expectations, and MNCs are under increasing pressure for socially responsible
behavior in their global operations. The complex legitimacy issues faced by MNCs across these
diverse political, economic, institutional and sociological environments are also discontinuous
and marked with uncertainty and preclude universal corporate policies because what may be
acceptable in one country or at a time may run counter to public policies or acceptable norms
elsewhere or at other times.
What is Telenor
Telenor ASA is a Norwegian majority state-owned multinational telecommunications company
headquartered at Fornebu in Bærum, close to Oslo. It is one of the world's largest mobile
telecommunications companies with operations worldwide, but focused in Scandinavia and Asia.

It has extensive broadband and TV distribution operations in four Nordic countries, and a 10-
year-old research and business line for Machine-to-Machine technology. Telenor owns networks
in 9 countries which are:
• Norway- Telenor
• Denmark- Telenor
• Finland- DNA
• Sweden- Telenor
• Bangladesh- Grameenphone
• Malayasia- DiGi
• Myanmar-Telenor
• Pakistan-Telenor
• Thailand-Dtac
CSR in Norway
In 2009 Telenor Norway set up its own Business Assurance unit, as did all companies within
the Telenor Group. The BA unit will ensure that the whole of our company operates in an
effective manner and for the benefit of people, society and the environment. In order to ensure a
high ethical standard in every part of our operations Telenor Norway has established a set of
ethical guidelines with which all suppliers must undertake to comply. The guidelines are set out
in a separate agreement called Agreement on responsible Business Conduct (ABC). Every time
we enter into a new supplier agreement the supplier must sign this ABC document.
Telenor Svalbard has implemented an environmental management system (EMS) based on the
ISO 14001 standard – the first of Telenor Norway’s subsidiaries to do so. You can read more
about the basis for standardized environmental management work on another page in this
chapter. Clearing up at Radio Isfjord was made the highest priority environmental target in
Telenor Svalbard’s process to achieve environmental certification.
Establishing an EMS in Svalbard is part of Telenor’s systematic environmental efforts on this
northerly archipelago. In recent years Telenor Svalbard employees have done extensive work to
reverse the environmental harm committed in earlier times. Today Telenor Svalbard places great
importance on protecting the environment and our Svalbard employees have a good dialogue
with the Governor of Svalbard to ensure that environmental protection provisions are complied
with. Svalbard has vulnerable and beautiful nature and particularly good “environmental
behaviour” is required in order to avoid lasting damage. The special conditions on Svalbard
require everyone conducting operations so far north to be particularly attentive.
In 2011 Telenor Svalbard started a major clear up operation in the area around Isfjord Radio. At
the beginning of 2012 completing this clear-up job was top of Telenor Svalbard’s list of priority
environmental targets. Isfjord Radio at Kapp Linné was for many years the single point of
contact between Svalbard and Norway. For many of the years when the radio station was owned

by Telenor waste metal from the facility was deposited in a bay north west of the station
building. At Isfjord Radio the beach was used as a storage area and rubbish tip. Following the
major clear-up there is no waste left around the station. All the waste material was delivered to
an approved reception facility in Longyearbyen in 2012. One of the environmental targets which
Telenor Svalbard set itself was to clear up as much of the waste as possible. The clear-up itself
was conducted in the summer of 2011. Waste metal from several decades was cut up and packed,
and at the start of September 2012 the waste was transported to a reception facility in
Longyearbyen.
Telenor has developed an environmental calculator to calculate the degree to which sub-
channeling and micro-trenching can reduce CO2 emissions in relation to standard cable
trenching. We saw the need for such a calculator because the new methods were unknown in
many municipalities, which were therefore sceptical about giving permission for the new
methods rather than traditional construction methods. At Telenor Norway we regard these as
environmentally friendly, effective and safe methods, and the increased use of micro-trenching
and sub channeling will have great social value.
The Norwegian Ski Federation and Telenor have together developed the Telenor games concept
as an event for girls and boys aged 13 to 14 who are active alpinists. In other words the Telenor
games take over when children have grown out of the Karusellen tournaments and begin
competing in age classes. The games include slalom, giant slalom and super-G competitions. The
participants first compete in their own skiing district and then the best from each district meet in
a national final at the end of the season. In 2012 the national final was held at Sauda over the
weekend of 15- 18 March. 88 girls and 113 boys took part and all skiing districts except
Finnmark were represented.
Since 2008 Telenor has been working to increase internet awareness and to prevent digital
bullying among children and young people. In 2009 we initiated what has become Norway’s
most extensive drive against digital bullying: The Bruk Hue [“Use your head”] campaign. The
initiative is based on visiting junior secondary schools throughout Norway to increase awareness
of digital bullying among young people and their parents. We have three partners in this work:
The Norwegian Media Authority’s Trygg bruk [“Safe use”] centre, the Norwegian Red Cross
and its dialogue service Kors på halsen [“Cross your heart”], plus the parents’ organisation Kids
and Media Norway. Since it started the campaign has visited 350 junior secondary schools
throughout Norway, addressing more than 100,000 pupils and almost 18,000 parents.
CSR in Pakistan
1-Environmental protection
2-Charity
3- Participation by community members
4. Products services
5. Awareness programs

Health is a prime responsibility that mobilink has taken on. It gives donation to various
organizations. Its works in collaboration with many hospitals and NGO`s such as Shoukat
Khanum Trust, Layton Rahmatullah Benevolent Trust (LRBT), Lahore Businessmen Association
for the Rehabilitation of Disabled(LABARD), Al-Shifa Eye Trust and others. Mobilink UNICEF
Polio Campaign, WFP Nutrition and Hunger SMS Donation Campaign, Safe Drinking Water &
Hygiene Promotion Project – USAID, Mobilink & Women Empowerment Group Organize
Breast Cancer Awareness for Employees, these are the landmarks of mobilinks. Such kinds of
activities are not done by any other company. Warid does participate but its contributions are not
at such massive level. It works in collaboration with Sahara for Life Trust. It’s also supported
many awareness campaigns. Telenor and Ufone`s contributions in health sector are minimum as
compare to Mobilink and Warid.
Quality education is the right of every Pakistani but unfortunately this fundamental right is not
accessible for every Pakistani especially for those people who are living under poverty line.
Education is a key factor for socio-economic development so many corporations are working to
improve the education system of Pakistan and to make it in access of everyone at least Primary
education. In telecommunication sector Mobilink is at the top for supporting this cause. It has
corporation with many education institutes. Establishment of citizen foundation schools is the
milestone; Mobilink announced a financial commitment of Rs.20 million for the construction of
schools in collaboration with The Citizens Foundation (TCF) in under-developed areas of
Nathoki, Lahore and Taiser Town, Karachi. Mobilink Scholarships Programs supports three
scholarships at two leading universities in Pakistan, Ghulam Ishaq Khan Institute of Engineering
Sciences and Technology (GIKI) and Lahore University of Management Sciences (LUMS).
Warid also significantly contributes in education providing financial assistance to those who
cannot afford education. Warid donated Rs 800,000 to Government College University
Endowment Fund Trust (GCU EFT).It also promotes healthy and recreational activities at
schools and university level by sponsoring sports days and cultural shows. It has corporation
with Taleem, for All Trust, Care Foundation, Roshni Homes and Rising Sun institute. All of
them are contributing significantly to improve the educational standards and to make it easily
accessible. In addition, Ufone also works in collaboration with The Citizen Foundation. Telenor
also focuses on the children education and also promotion of the talent among students. Karo
Mumkin Show was a great effort and first of its kind. It provided platform to those entire
individual and groups who really wanted to bring a change for better and progressed Pakistan.
Mobilink stands first in community development services are concern it play active role for
supporting community welfare and social development. Mobilink contribute significantly in
community development projects to bring about a better community life to the under privileged
classes. Mobilink’s partner organization, Roshni Homes, which provides housing and educating
orphaned and abandoned children in the community. Mobilink donated the total amount
collected from entry ticket sales of Mobilink Mobile Fairs held in 2006.Warid has also taken
very incredible initiative, GIVE”. Telenor is working for the disabled persons, it has organised,
First National Virtual Leadership Conference of disabled persons. Held on the eve of
International Day of Persons with Disability, it brought together 23 disabled people’s
organizations (DPOs).

With the increasing significance of corporate philanthropy and awareness of corporate social
responsibility to deliver socio-economic benefits at gross root level, telecommunication
companies in Pakistan are working on the same agenda for making “social friends”.
Telecommunication industry in Pakistan has its prime role in adopting CSR strategies for the
social welfare activities, providing assistance to the community in elevating literacy rate,
eliminating poverty through monetary policy and providing with health facilities. Four
telecommunication companies Mobilink, Warid, Ufone and Telenor are studied in this respect
for studying their CSR activities with the prime focus upon their Philanthropic contribution in
health, education and community development in the Pakistani society. Furthermore,
environment protection is also the focused area of all the four organizations. It is pertinent to
mention here that all of the four companies contributed during the flood relief activities.
Moreover, all seems interested to do philanthropic activities but at different levels. Mobilink
leads in corporate social responsibility activities; providing health, education and community
services through charity, active employee volunteerism etc. Mobilink is the leading CSR
contributing company and oldest mobile company in Pakistan which has largest consumers in
Pakistan. Employee volunteerism is the distinguishing feature of Mobilink which makes it
different from other three telecommunication companies. Warid, on the other hand, focuses on
health and education assistance to needy persons. Warid has the strategy to provide customer
satisfaction and community development. Warid has the privileged upon other three companies
when it celebrates Worlds Tobacco day on health issues. Warid has the distinguishing
characteristics that support white ribbon campaign for violence against women in Pakistan. Most
of the attention is focused to provide education to Pakistani community is the agenda of Telenor.
The manifestations of Telenor Company for providing education are scholarships and
construction of school buildings. Telenor has edged upon other three companies after
contributing in Attaabad landslide event. Furthermore Telenor is keener to eradicate the evil of
child labour in Pakistan. Telenor is the only company which has partnership with international
organizations i.e. UNICEF, RED CROSS, NOBEL PEACE CENTER and GSMA for charity
purposes. UFONE merely focus on health and education having low contribution in the list. In
collaboration with the citizen foundation Rahbar, a mentor program, for Youth development
completed seven successful Cycles in Karachi, Lahore and Rawalpindi. Furthermore, as per
evaluation of the content of the official website of UFONE it is found that it doesn’t have any
significant contribution in other sectors.
CSR in Bangladesh
Telenor is known as Grameenphone in Bangladesh. The company has so far invested more than
BDT 10,700 crore (USD 1.6 billion) to build the network infrastructure since its inception in
1997. Grameenphone is also one the largest taxpayers in the country, having contributed nearly
BDT 7000 crore in direct and indirect taxes to the Government Exchequer over the years. Since
its inception in March 1997, Grameenphone has built the largest cellular network in the country
with over 10,000 base stations in more than 5700 locations. GP has generated direct and indirect
employment for a large number of people over the years. The company presently has more than
5,000 full and temporary employees. GrameenPhone Ltd. Recognizes ‘Development is a

journey, not a destination’. In this connection, it is always believed that good development is
good business. While it maintains business focus, taking the nation forward remains top priority.
Thus its relationship with Bangladesh is built on a partnership which strives to achieve common
economic and social goals. GrameenPhone Ltd. has consolidated social investment initiatives in
four core areas related to the Millennium Development Goals namely, Poverty alleviation,
Healthcare, Empowerment and Education.
Customer Dimension: Marketing, like human resource management, is often decentralized in the
MNCs (Rosenzweig & Nohria, 1994) in order for the local units to meet the differentiated needs
of the local customers. The MNCs in this study illustrate variety of integration of CSR in global
marketing practices. In GrameenPhone, CSR towards customers significantly involved the HQ
through centralized or integrated management. Customer safety and security in GrameenPhone
were centrally co-ordinated throughroutines set by the HQ based on global regulations. In
addition, the national regulations and norms were followed by the units. Customer feedback
procedures comprised a mix of formal routines set by the HQ. Customer satisfaction and
customer relations were globally managed through centralized IT networked processes. The
brands and various point-of-contact practices were customised through global and local manuals
and guidelines alongside which the local norms and approaches were also informally followed
by GrameenPhone’s units. Now a day’s customers and the business look beyond just the product
and services. GrameenPhone recognises essential correlation between connectivity and
development. They have connected more than 20 million people all over the country. It made the
access to information available to the people who had little access before in turn which tend to
transform lives in a holistic way. For example, the village phone is believed to bring both social
and economic empowerment to the rural women as it contributed to gaining economic strength.
Environment and Community care Dimension: The existing discussions of environment care
management in MNC operations (Hansen, 2003; Shrivastava, 1987) place the responsibility for
environment care somewhere between the HQ’s and the local operations. The HQs took several
measures to ensure implementation of environment care at the local sites either directly by the
HQ, or by the local units. GrameenPhone’s central unit centrally reports their global environment
care performance. In addition, the company’s local units reported their environment care
initiatives locally. Environment care in GrameenPhone is integrated by the HQ into functional
areas, viz. global procurement, product design, and technical operations. Company’s annual
report provided details of the regular monitoring and measure of the key characteristics of its
activities that may impact the environment in global operations. These included reporting on
compliance of international and local regulation several local issues in Bangladesh, such as
addressing local cultural influences. GrameenPhone has involved in a variety of wider
environment care activities, e.g., initiatives to promote responsible operation like free health
care, tree plantation, preservation of ecosystems and partnership with the government agencies
for saving environment. These policies were directly managed centrally but considering
indigenous factors. Environment care in global operations of GrameenPhone involved
extensively integrated multilevel internal reporting and audit. These systems operated alongside
processes for participating voluntarily in numerous local environment care issues. Community
care by firms is typically localized at the sites of operation, i.e., the HQ and the subsidiaries in

the case of MNCs. The MNC studied here revealed several patterns of localization and
centralization of community work. Operations in Bangladesh of the MNC have several
impressive community care activities to their credit. GrameenPhone has considered Health is one
of the key focus areas and consolidated its social investments. In collaboration with USAID
GrameenPhone has established a network of 318 smiling sun clinics in 61 districts. They also
launched the GrameenPhone safe motherhood and infant care projects for economically
disadvantaged mothers and their infants nationwide.
Employee Dimension: While the HR functions tend to be largely decentralized and more locally
managed in GrameenPhone, the Head Quarter (HQ) have significant involvement in the
management of some HR-related CSR practices in their global operations, often to varying
extents of effectiveness. For example, GP’s global policies for equal opportunities, bullying and
harassment were available across the global operations through the company’s intranet. On the
other hand, CSR in most HR practices was largely locally managed. For example, in
GrameenPhone equal opportunity practices, salary and benefits packages, or training and
development of employees were largely locally managed by local offices, often with a close
involvement of the Regional Offices. In developing human resources Grameenphone strives
towards developing not only local but also global competencies. It has a promise to provide a
positive, friendly, productive, and respectful work environment.
Conclusion
The history of business repeatedly demonstrates that the failure of business firms to conform
voluntarily to societal value is likely to result in social legislation to compel such compliance. In
our society, voluntary actions are usually preferable over legal compulsion. Contemporary
managers who want to operate in the most open and liberal environment must develop an
approach that considers both business and society. Moreover, the responsibility of business
introduces a new dimension to executive decision making. It can be concluded Telenor believe
that sustainable development can only be achieved through long term economic growth and
therefore, intended to deliver the best to the customers business partners, stakeholders,
employees and society by ‘being a partner in development.’
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