Definition of Ethics:

Ethics is defined as the discipline dealing with good and bad and with moral duty and obligations. Business ethics is concerned with truth, justice and a variety of aspects such as the expectations of society, fair compensation, advertising, public relations, social responsibilities, consumer autonomy and corporate behaviour at home country and abroad. Managers and top management have a responsibility to institutionalize ethics by framing a code of ethics for the organization. Fred R. David defined the term business ethics as, "Conduct or actions within organizations that constitute and support human welfare". Good business ethics is a prerequisite for good strategic management through it is also said that there is no room for ethics in business. However, there is a rising tide of consciousness about the significance of business ethics. Strategies are primarily responsible for assuring that high ethical principles are accepted and practiced in an organization. All strategy formulation, implementation and evaluation decisions have ethical ramifications. A business code of ethics can provide a basis on which politics can be guide daily behaviour and decision at the work site. Organizations need to conduct periodic ethics workshops to ensure that all the employees understand them in true spirit and ensure the implementation properly. Code of ethics spell out the standards of behaviour expected of all managers and employees. So, ethics involves concepts of right and wrong, fair and unfair, moral and immoral. Beliefs about what is ethical serve as a moral compass in guiding the actions and behaviors of individuals and organizations. Ethical principles in business are not materially different from ethical principles in general. Fourteen Ethical Propositions: Gene Laczniak's fourteen ethical propositions are presented as follows: 1. Ethical conflicts and cloths are inherent in business decision-making. 2. Proper ethical behaviour exists on a plane above the law. The law merely specifies the lowest common denominator of acceptable behaviour. 3. There is no single satisfactory standard of ethical action agreeable to everyone that a manager can use to make specific operational decisions. 4. Managers should be familiar with a wide variety of ethical standards. 5. The discussion of business cases or of situations having ethical implication can make managers more ethically sensitive. 6. There are diverse and sometimes conflicting determinants of ethical action. These stem primarily from the individual, from the organization, from professional norms, and from the values of society. 7. Individual values are the final standard, although not necessarily the determining reason for ethical behaviour.

8.

Conensus regarding what constitutes proper ethical behaviour in a decion-making situation diminishes as the level of analysis proceeds from abstract to specific. 9. The moral tone of an organization is set by top management. 10. The lower the organizational level of a manager, the greater the perceived pressure to act unethically. 11. Individual managers perceive themselves as more ethical than their colleagues. 12. Effective codes of ethics should contain meaningful and clearly stated provisions, along with enforced sanctions for noncompliance. 13. Employees must have a nonpunitive, fall-safe mechanism for reporting ethical abuses in the organization. 14. Every organization should appoint a top-level manager or director to be responsible for acting as an ethical advocate in the organization. These propositions enable strategists to deal with the subject of business ethics with confidence. Personal financial gain is an underlying motive for many cases of unethical conduct in organizations. Business ethics represents all the principles and standards that guide behaviour in the world of business. Therefore, all this set of principles applies in any of the fields of business (marketing, finance) and people inevitably face ethical decisions in their every day working lives. The aim is to make every employee adhere to these standards because obviously, it is more profitable for a company to be ethical in business. Therefore, we could wonder if business ethics is a personal responsibility or a group responsibility. We are going to divide this essay into two parts, the thesis and the antithesis, in order to determine whether or not business ethics is a personal responsibility.

Where do ethical standards come from- are they universal or dependent on local norms and situational circumstances?
Notions of right or wrong, fair or unfair, moral and immoral, ethical and unethical are present in all societies, organizations and individual. But there are three schools of thought about the extent to which the ethical standards travel across cultures and wheather multinational companies can apply the same set of ethical standards in any all of locations where they operate. According to the school of ethical universalism, the same standards of what's ethical and what's unethical resonate with peoples of most societies regardless of local traditions and cultural norms; hence, common ethical standards can be used

to judge the conduct of personnel at companies operating in a variety of country markets and cultural circumstances.

According to the school of ethical relativism different societal cultures and customs have divergent values and standards of right and wrongthus, what is ethical or unethical must be judged in the light of local customs and social mores and can vary from culture or nation to another.

According to integrated social contracts theory, universal ethical principles or norms based on the collective views of multiple cultures and societies combine to form a "social contract" that all individuals in all situations have a duty to observe. Within the boundaries of this social contract, local cultures can specify other impermissible actions; however, universal ethical norms always take precedence over local ethical norms.

SOCIAL RESPONSIBILITY:
Social responsibility determines whom the organization should serve, and how the direction and purposes of the organization should be determined. Advocates of corporate social responsibility view the stakeholders in a larger perspective of the organizations and argue that business organizations must not only maximize profit but also contribute to the communities in which they operate. At this broadest, the term is used to capture the whole set of values, issues and processes that companies must address in order to minimize any harm resulting from their activities, and to create economic, social and environmental value. This requires that before a corporation decides on an action, it must try to predict which stakeholders will be affected by given actions. The form of the interaction between a corporation and its stakeholders should be such that is a clear understanding of the anticipated effects of the corporation's actions on those stakeholders. For example, Nestle aggressively marketed its infant formula in Eat Africa. Nestle's failure to anticipate that the lack of availability of clean water lead mothers to dilute it in contaminated water, resulted in the death of thousands of infants. The development of a corporation's moral imagination, or its ability to "envision the potential help and harm that are likely to result from a given action", should be informed by scientific and social modes of rationality. In Nestle's cse, a failure to do so led to tragic results.

CORPORATE SOCIAL RESPONSIBILITY:

Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship, social performance, or sustainable responsible business/ Responsible Business) is a form of corporate self-regulation integrated into a business model. CSR policy functions as a built-in, self-regulating mechanism whereby a business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. The goal of CSR is to embrace responsibility for the company's actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere who may also be considered as stakeholders. It determines whom should the organization be there to serve, and how the direction and purposes of the organization should be determined. The difference between Corporate Governance and CSR is that CSR is inherently multidimensional and has a more external focus, or considering a wide range of stakeholders. On addition to its shareholders, an organization also interacts with employees, customers, public authorities, non-governmental organizations, all of which entertain differing, but have a stake in well-being of the organization. Academic thinking about corporate citizenship has made significant progress over the past 35 years or so. So has corporate responsibility from a company perspective. However, there are different views. Milton Friedman argues against the concept of corporate responsibility. Cutting product prices to prevent inflation, or making expenditures to reduce pollution, or hiring hardcore unemployed, all for social good, according to him, makes the business organization inefficient. Either prices go up to pay for these social costs or new investments and R&D are affected. According to Friedman, "There is one and only one social responsibility of business to use its resources and engage in activities designed to increase profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud".

SOCIAL RESPONSIBILITY THEORIES:

The corporate responsibility theories and related approaches are classified into four groups. 1. The Instrumentation Theories, in which the corporation is seen as only an instrument for wealth creation and its social activities are a means to achieve economic results. 2. Political theories, which concern themselves with the power of corporations in society and a responsible use of this power in the political arena. 3. Integrative Theories, in which the corporation is focused on the satisfaction of social demands and 4. Ethical Theories, based on ethical responsibilities of corporations to society. A number of studies have been conducted to determine the correlation between corporate social responsibility and corporate financial performance.

Business Case for CSR

Corporate social responsibility is about the integration of social, environmental, and economic considerations into the decision-making structures and processes of business. It is about using innovation to find creative and value-added solutions to societal and environmental challenges. It is about engaging shareholders and other stakeholders and collaborating with them to more effectively manage potential risks and build credibility and trust in society. It is about not only complying with the law in a due diligent way but also about taking account of societys needs and finding more effective ways to satisfy existing and anticipated demands in order to build more sustainable businesses. Ultimately, it is about delivering improved shareholder and debtholder value, providing enhanced goods and services for customers, building trust and credibility in the society in which the business operates, and becoming more sustainable over the longer term. Is there a business case for CSR , and if so, what is it? While there are different ways to frame the benefits because they are interrelated, they generally include the following:

stronger financial performance and profitability through operational efficiency gains improved relations with the investment community and better access to capital enhanced employee relations that yield better results respecting recruitment, motivation, retention, learning and innovation, and productivity stronger relationships with communities and enhanced licence to operate improved reputation and branding

Role of ethics and social responsibility in developing a strategic plan, considering stakeholder needs.
To describe the role of ethic and social responsibility in a strategic plan one must first understand what ethical discussion making is. Business ethics is how the organization cares for their employees and the society as a whole. To make an ethical discussion three elements or integral parts must be consider. Awareness, Articulation, and Application. Awareness is making discussion good discussion from an ethical view which is the foundation of ethical discussion making. Articulation is the ability to express your emphases point of view, and application is daily putting to use good discussion making from an ethical viewpoint. Strategic planning decides the general course and objective of the business. As a result, strategic planning controls many parts of the organization such as the services and product that will be offered and how it will be deliberated. Corporate social responsibility is a very important element of the organization. Organization must be social responsible to stay in business. CSR help creates a good image for your organization a good reputation and trust is an organization precious possessions. CSR is good for the employees. Most people have a desire to do good it gives employees a sense of purpose

and meaning when the work that they do have made a positive change. When an organization has a good reputation it draws and maintains good employees. This cut down on cost of hiring and training new people. Organizations that make ethical discussions as best practice for the company often remain out of the media with negative publicity. These practice benefits stakeholders and the organization as a whole.

Every company needs an ethics strategy:

The goal of sound ethics and an ethical culture is shared by most organizations. However, building and maintaining an ethical organization is often made more difficult because the management of ethics is not prioritized. A clear ethics strategy is needed to better enable the organization to realize its ethical goals. Ideally, this strategy needs to include six focus areas. 1: Setting the ethical standards The ethical standards of an organisation need to be clearly defined via the companys values and rules, including the code of conduct and policies. The values should identify the desired behavioural parameters, which should be translated into acceptable and unacceptable behaviours in the companys code of conduct and supporting policies. The impact of leaders the way they live out the standards in practice is even more influential because they are such powerful role models. They effectively set, and entrench, the ethical standards of the organisation by the values they demonstrate, by what they say and by what do. 2: Setting up an ethics committee The new Companies Act mandates that most companies (except small companies) establish a social and ethics committee. But, even in the absence of legislation, an ethics committee can be a valuable facet of an ethics strategy. The value of this committees contribution will rest on its composition: members need to be senior enough that they can make decisions and authorise necessary actions. However, the ethics committee should not assume the role of the sole custodian of ethics in the workplace. Instead, each and every member of the organisation should recognise their role and contribution to the companys ethical status and the committees success will rest on the extent to which they achieve this buy-in. 3: Building ethical awareness Ethics awareness is a powerful approach in the pursuit of improved workplace ethics, particular as regards reducing unethical behaviour.

Visible policing provides a good example of the impact of awareness. The private security vehicle which patrols the neighbourhood may not result in many (or any) criminals being apprehended, but their regular presence serves to raise ethical awareness and, in so doing, acts as a deterrent to crime being committed in that area. So too can a high level of ethical awareness in the workplace realise the same outcome of reducing misconduct. Ethical awareness can also promote ethical behaviour by providing a constant reminder of what is acceptable behaviour within the organisation. This is especially effective when the visible examples stem from the positive behaviour of the leaders of the organisation. 4: Measuring and monitoring ethical status The measurement and monitoring of a companys ethical status is also a crucial part of an effective ethics strategy. The dictum that if you cant measure something, you cant manage it applies to ethics as much as any other area of a business. A positive ethical status lends itself to many benefits, among others, for customer retention, corporate reputations and brand equity, while a negative status can be very damaging on many fronts. A comprehensive method to do this is to conduct an ethics survey, such as the Ethics Monitor. The survey results will identify the most important ethical issues requiring attention and what action to take to improve ethics in the organisation. The results will also provide an ethics report which meets the ethics reporting requirements of the social and ethics committee and of King III. 5: Taking action Improving workplace ethics is optimally addressed by a dual approach which includes actions to improve ethical behaviour and actions to reduce unethical behaviour (much as increasing revenue and reducing costs are addressed separately to improve profit). If an ethics survey has been conducted, the results will indicate what actions should be taken in what area of the organisation. The most likely areas to increase ethical behaviour will be via values, leadership, organisational culture, communication and training, while reducing unethical behaviour will largely be via laws, rules and regulations (including a code of conduct and policies), systems and procedures and transparency. 6: Maintaining an ethical culture Building an ethical workplace and reaching a high ethical status are significant achievements. The task of maintaining an ethical culture eclipses them, however, because maintenance is a never-ending task. To realise this requires that companies adopt a strategy based on the proactive, regular management of ethics which pays on-going attention to the steps outlined above.

Together these focus areas constitute a sound strategy that can realise the organisations ethical goals. It can also make the difference that distinguishes an ethical organisation from others, which, in the competitive world of business, is a particularly valuable outcome.

The business benefits of ethical trade:

ETI corporate members are finding that taking ethical trade seriously is helping them realise commercial objectives. Ethical trade can help your company: Improve supply chain efficiency: Some companies report that the close working relationships developed with their suppliers to implement their ethical trade strategies helps build mutual trust and, in turn, greater efficiency and less disruption in the supply chain. Some are seeing product quality improve too. Protect your company's reputation: Campaigning around workers' conditions in global supply chains is growing. Taking ethical trade seriously can help manage reputation risk and therefore protect the value of your brand. Protect and increase sales: Media exposs and campaigns around working conditions in supply chains are on the increase, as are consumer boycotts - with nearly half of shoppers polled in a 2009 AccountAbility survey stated that they would boycott a product even if there was no other choice. There is also growing evidence that consumers are prepared to reward companies for better ethical performance. For example, according to a poll of 7,000 consumers carried out by TNS Worldpanel, 72% of British consumers think that 'ethical production' of the clothes they buy is important - up sharply from 59% in 2007. The TNS survey also revealed that in 2007, 60% of under-25s said they bought the clothes they wanted and didn't care how their clothes were produced. In 2008, only 36% said they do this. Increase access to capital: Both socially responsible and mainstream investors look at how companies handle supply chain risks as a measure of the overall quality of their management and their approach to managing risk. Motivate employees: Studies have provided evidence that graduates select employers as much on their values as on the generosity of their salaries, and that staff motivation and retention is influenced by a company's commitment to corporate social responsibility.

Principles of Admirable Business Ethics:

1. Be Trustful: Recognize customers want to do business with a company they can trust; when trust is at the core of a company, it's easy to recognize. Trust defined, is assured reliance on the character, ability, strength, and truth of a business. 2. Keep An Open Mind: For continuous improvement of a company, the leader of an organization must be open to new ideas. Ask for opinions and feedback from both customers and team members and your company will continue to grow. 3. Meet Obligations: Regardless of the circumstances, do everything in your power to gain the trust of past customer's and clients, particularly if something has gone awry. Reclaim any lost business by honoring all commitments and obligations. 4. Have Clear Documents: Re-evaluate all print materials including small business advertising, brochures, and other business documents making sure they are clear, precise and professional. Most important, make sure they do not misrepresent or misinterpret. 5. Become Community Involved: Remain involved in community-related issues and activities, thereby demonstrating that your business is a responsible community contributor. In other words, stay involved. 6. Maintain Accounting Control: Take a hands-on approach to accounting and record keeping, not only as a means of gaining a better feel for the progress of your company, but as a resource for any "questionable " activities. Gaining control of accounting and record keeping allows you to end any dubious activities promptly. 7. Be Respectful: Treat others with the utmost of respect. Regardless of differences, positions, titles, ages, or other types of distinctions, always treat others with professional respect and courtesy.

Is ethical behavior good or bad for business?

You might think the above question is an easy one for businesses to answer? Surely acting ethically makes good business sense? As with all issues in business studies, there are two sides to every argument: The advantages of ethical behaviour include:

Higher revenues demand from positive consumer support Improved brand and business awareness and recognition Better employee motivation and recruitment New sources of finance e.g. from ethical investors

The disadvantages claimed for ethical business include:

Higher costs e.g. sourcing from Fairtrade suppliers rather than lowest price Higher overheads e.g. training & communication of ethical policy A danger of building up false expectations

Pressure for businesses to act ethically:

Businesses and industries increasingly find themselves facing external pressure to improve their ethical track record. An interesting feature of the rise of consumer activism online has been increased scrutiny of business activities. Pressure groups are a good example of this. Pressure groups are external stakeholders they

Tend to focus on activities & ethical practice of multinationals or industries with ethical issues Combine direct and indirect action can damage the target business or industry

Direct consumer action is another way in which business ethics can be challenged. Consumers may take action against:

Businesses they consider to be unethical in some ways (e.g. animal furs) Business acting irresponsibly Businesses that use business practices they find unacceptable

Consumer action can also be positive supporting businesses with a strong ethical stance & record.

Can there be a Social Responsibility?

business

case

for

Corporate

There are many terms used by businesses when referring to their own stance on Corporate Social Responsibility : corporate citizenship, social stewardship, responsible business practices, stakeholder consciousness, and so forth. Regardless of what a business calls it, these expressions all refer to the same philosophy in doing business. Essentially, it is all about the resources allocated in the pursuit of a socially compelling cause. There are different reasons why businesses may choose to adopt Corporate Social Responsibility (CSR) initiatives. For some, CSR is driven by ethics, morals and social mindfulness; for others, the motivation may be economically-driven (whereby CSR practices are developed and implemented to further the performance of the company).

There is nothing saying one philosophy is better than the other, and in fact, perhaps an integration of the two ideals may prove to be the most successful choice. There is no doubt that CSR benefits the community, regardless of the motivation. The question is: Can CSR practices make my business more successful? This has long been debated and is a difficult question to answer, simply because it is difficult to measure tangible results as a direct result of your CSR practices. In an ideological world, one could argue that a karmic golden rule would ensure that by doing good for the community, a business would succeed simply by virtue of helping others. While its a lovely thought, its far from reality. While we may still be far from measuring the economic benefits in a concrete fashion, we can see the social benefits. So perhaps the best case scenario for business and the greater social good would be a collaborative combination of the two ideals, which would recognize that there are, at times, opportunities for the corporate and social worlds to interact in ways that would be mutually beneficial (a vision sometimes missed if one is focused solely on the financial gain that might be had). In the end, a business is accountable to all their stakeholders: boards, executives, employees and have to maintain CSR strategies that are in line with the overall strategies of their company. They need to remember, though, that there are other key stakeholders that need to be acknowledged when evaluating the impact of CSR activity: as consumers are becoming more educated and are overwhelmed by choice in such a global age, they are able to make informed spending decisions that are in line with their personal values. With a little research and a small investment in CSR, a company has the potential to earn substantial gains with all of their stakeholders.

The Business Case in Practice:

The following CSR initiatives offer practical example of the business value generated by the allocation of resources in socially responsible pursuits. Reducing costs and risks Equal employment opportunity policies and practices Energy-saving and other environmentally sound production practices Community relations management Gaining competitive advantage EEO policies Customer relations program Corporate philanthropy Developing reputation and legitimacy Corporate philanthropy Corporate disclosure and transparency practices

Seeking win-win outcomes through synergistic value creation Charitable giving to education Stakeholder engagement

What Are the Drivers of Unethical Strategies and Business Behavior?

The large numbers of immoral and amoral business people Overzealous pursuit of personal gain, wealth, and other selfish interests Heavy pressures on company managers to meet or beat earnings targets A company culture that places profits and good performance ahead of ethical behavior

Top Ten Management on Approaches to Managing a Ethical Conduct in a Company:

It may seem simple to say that every business should be ethical, but it simply is not as easy as that. It is important to plan ones approach towards ethical conduct for many reasons. The degree to which a companys focus towards ethics can vary, and factors may include, the size of the company, likelihood of fines due to poor ethical choices, and amount of money available to be allocated towards ethics training, etc A companys approach towards its ethics can possibly be cost efficient in the long run, but also costly in the short run. 1. Poor ethical choices can possibly ruin an entire business or corporation and affect large groups of people. The most popular example of this is Enrons completely unethical choices that were made which in turn has made Enrons name synonymous with fraud and unethical behavior. Even though this is an extreme case, it is important to understand that unethical behavior can have extreme consequences. 2. The unconcerned or nonissue approach: Managers using this approach feel that they are only required to comply with what is legally required of them. They feel that it is a waste to spend money or time on establishing ethical standards or ethics training. 3. The damage control approach: This approach tries to prevent any scandals or controversy by hiding behind a code of ethics. Managers using this approach may not be afraid to bend the rules and perform some unethical behavior as long as the public views them as an ethically strong company. 4. The compliance approach: This approach is ethically driven, and managers make sure to have a clear and complete code of ethics and ethics training. Managers try to avoid any immoral situation and unethical behavior is punished. This approach has its employees just following the rules or ethical standards that are set forth by managers, so they may make some unethical choices if they can find a loophole.

5. The ethical culture approach: This approach has ethics as one of the companys main focus. The company will engrain their ethical culture to the employee until they dont just follow a code of ethics, but embrace it. This does require a rigorous and costly ethics training program, but most importantly all of the top managers must live by the companys ethical standards and believe them. 6.It is important to create a very clear and thorough code of ethics. But it is more than having a code of ethics just to say a company has one, the company needs to take the time to create one that they truly believe in, and be sincere. It is also should be referred to when making decisions and be well known to all employees. 7. Managers should know that there are always ways to improve the ethical culture of their company. Managers can start by hiring employees that have higher ethical values and provide ethics training. Hiring more ethical employees can possibly change the trend of a company, while ethics training can better educate their current employees, or at least let them know that unethical behavior will not be tolerated. 8. Managers in any approach to ethics whether it is weak or strong should practice what they preach. It is important for your employees to not label their managers as a hypocrite. 9. Do not assume that your employees will always make ethical choices. It is important to trust your employees, but they may make unethical choices and a manager should always be prepared for the worst. 10.If a company is to be doing business internationally, then managers should really have a delicate approach to ethics because of the different cultures that a manager can encounter. Some different cultures can be offended easily, which could potentially ruin a business deal. Americans may not even know that they are doing something offensive, but it is important to research the countrys culture that you are visiting and act accordingly. In conclution, business ethics is both a personal and a social responsibility. Individuals have to be ethical in life and in business. Also, the company has to provide rules so the entire group rely on the same values. Also, the impact of ethicalness leaves no other choice to the company than being ethical because they have to take into consideration the outside environment.We have to consider that in every group, rules and ethical behaviours are established as a reference. A group norm is essential for any human even in companies. This means that, among a company, you will find sub-groups that may have a different notion of business ethics than the company itself. It is people responsibility to define what is ethical in their view of business. For instance, a topexecutive would consider unethical to use the company phone for personal use although an employee would think that it is not a big deal if we take into account the phone bill of the organisation.

CSR of Grameenphone:
Grameenphone Ltd on Sunday publicly launched its first Corporate Social Responsibility Report at a simple ceremony organized at a local hotel in the city.The report was unveiled by Oddvar Hesjedal, Chief Executive Officer of Grameenphone Ltd in presence of senior representatives from both the public and private sectors.The objective of the publication was to create better understanding among the key stakeholder groups about Grameenphone's good corporate governance practices and its contribution to the socioeconomic development of the country. As a responsible and sustainable business, Grameenphone's socio economic responsibilities extend beyond its financial performance. Grameenphone's investment strategies are thought through beyond mere balance sheets to act as a catalyst for prosperity and innovation that can spur economic growth for the country.In his presentation Grameenphone CEO, Oddvar Hesjedal, said that the company was geared to invest beyond business through its CSR initiatives and committed to work hand in hand with the government of Bangladesh and other development agencies in meeting the Millennium Development Goals of the country.Grameenphone recognizes the enormous potential for social and economic benefits to Bangladesh through telecommunication. It has a role to play in ensuring that these benefits are accessible to as many sections of the society as possible. This belief is crystallized as one of the key priorities in Grameenphone's CSR strategy.While the report is focused on the most significant issues and goals, through the report, Grameenphone would like to stress that transparency and corporate responsibility are embedded in every single aspect of the company's operations i.e. business, people, products, environment etc.

Grameenphone to continue Safe Motherhood, Infant Care .

Grameenphone Ltd. renewed the contract with Pathfinder International to provide free yet quality safe motherhood and infant care services to poor mothers and their infants throughout the country. An agreement was signed in this regard on 7th December, 2008. This agreement is a continuation of the partnership between the two organizations prevailing since May 2007.Under the agreement, Grameenphone, in partnership with Pathfinder International and USAID's network of Smiling Sun clinics in 61 districts, will help to provide free professional primary healthcare services through 318 static clinics, about 8000 satellite clinics and around 6000 community-based health-workers across the country. Grameenphone also aims to assist in necessary infrastructure development and extension of basic healthcare services, especially in the hard-to-reach and remote areas. Syed Yamin Bakht, Director, Public Relations, Grameenphone, and Dr. Shabnam Shahnaz, Country Representative, Pathfinder International, signed the agreement on behalf of their respective organizations.Shuvashish Priya Barua, Head of CSR, Grameenphone, Juan Carlos Negrette, Chief of Party, Smiling Sun Franchise Program (SSFP), and other officials of Grameenphone and Pathfinder International were also present on the occasion.So far, a total of 940,251 economically-disadvantaged mothers and their infants received free healthcare service under the project. The Patiya and Bhola clinics, of FDSR and Swanirvar Bangladesh respectively, have been upgraded to Emergency Obstetric Care centers. In addition, five motorized vans have been provided

to facilitate better patient referrals. Two clinic-on-wheels have been given to complement the existing service touch-points and enhance the accessibility of services in remote areas. 48 new community-based health workers (Depot Holders-DH) have also been recruited to generate awareness and increase service demand among the recipients.In Bangladesh, only 13% women get skilled attendants at delivery. The country has one of the highest maternal mortality rates (320 per 100,000) and infant mortality rates (52 per 1,000) in Asia. Henceforth, reducing infant mortality and improving maternal health have been identified as two of the eight millennium development goals.Through the Safe Motherhood and Infant Care Project Grameenphone aims to address the healthcare need of the less privileged members of the society, deprived of fundamental healthcare services as well as to provide continuing assistance to the Bangladesh Government and development agencies to make every life count and thus contribute to the shared dream of a thriving nation.

References:
1) 2) 3) 4) 5) 6) Thomson, (Jr), A.j. Strickland , E. Ganble, K.Jain(2010), Crafting and Executing Strategy, Tata McGraw Hill Education Private Limited, New Delhi. R. E. Frederic(2008) ,A Companion to Business Ethics John Dobson , (2007)The Role of Ethics in Finance http://www.csrquest.net/ www.worldbusinesscapabilitycongress.com/.../World-quality-congres http://www.ethicalperformance.com/