telekom csr .pdf

7/30/2019 TELEKOM CSR .pdf

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GSM5127:

CORPORATESOCIALRESPONSIBILITY

ASSIGNMENT 1

UNDERSTANDINGTELEKOMCSRORIENTATIONS

OFLEGALANDPHILANTHROPIC

RESPONSIBILITIESTOWARDSCOMMUNITY

DEVELOPMENT


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TABLE OF CONTENTS

CONTENTS PAGE

1. Executive Summary - Introduction 22. Background 23. Malaysia CSR Framework 34. CSR Inside TELEKOM MALAYSIA (TM) 35. Significance of the Study 56. Objectives of the Study 57. CSR Situation in TM 58. Community Development 69. Issues That Have Given Rise To the CSR Inside TM 710.CSR Participants and Their Responsibilities 911.Planning Process Prior To CSR Involvement 1012.CSR Strategies and Tactics Employed 1113.Recommendation 1614.Conclusion 1615.Bibliography 1716.APPENDICES 18


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EXECUTIVE SUMMARY

INTRODUCTION

Corporate social responsibility (CSR) is a corporation's obligation to its stakeholders,

which could be any groups or people that have a stake or interest in a firm's success

and products. According to a working definition, ISO 26000 Working Group on

Social Responsibility in Sydney (February 2007), CSR underlines that an organization

has responsibilities for the impacts of its decisions and activities on society and the

environment through transparent and ethical behavior that is consistent with

sustainable development and the welfare of society; takes into account the

expectations of stakeholders; is in compliance with applicable law and consistent with

international norms of behavior; and is integrated throughout the organization. Dr.

Archie B. Carroll (1991), in his facets of CSR identified four areas that made up a

corporate social responsibility pyramid: legal, economic, ethical and philanthropic

(Appendix 1). It is a model that becomes widely used by many research and scholars

all over the globe.

Background

Developed countries have placed CSR practices for community development and well

being as parts of their firms core decision making, strategy, management processes

and activities and developed CSR policies that integrate into their respective

businesses. Developing countries like Malaysia has also been paying attention to CSR

phenomenon and it has been given special considerations in corporate sector. Many

corporations have adopted CSR practices because they have come towards arealization that they no longer can ignore CSR and take it lightly if they want to

achieve business success together with all the greater partners namely all the

members of society. This is because CSR involvement would improve long-term

profitability (Rashid et al., 2002) and enhance corporate reputation and goodwill.

The emphasis on CSR in Malaysia has increased along with international trends in

recent years that the level of CSR awareness and activity has really spurred in

Malaysia.


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The development of CSR has resulted of several new initiatives in Malaysia and the

most significant is the "The Silver Book", published by the Putrajaya Committee for

GLC Transformation (PCG) in September 2006. It contains CSR guidelines for

Government Linked Companies (GLCs) and Khazanah Nasional Berhad, a

management authority for government investments, has the responsibility to monitor

GLCs implement CSR measures in accordance with the framework. However, the

Silver Book did not guide and provide upon information for sanctions or legal

possibilities to be taken should the guidelines are not followed. In the same year,

Bursa Malaysia launched a framework in Bursa Malaysia Listing Requirement

(BMLR) for implementation and reporting of CSR activities by listed companies.

Accordingly, all listed companies are required to disclose their CSR activities , though

all activity occurs on a voluntary basis.

Malaysia CSR Framework: Case of TELEKOM

Malaysia CSR portrays activities that protect the environment, communities,

employees, shareholders and other affected parties interests as an integral part of the

operation, to the extent that it roots the foundation for long-term, sustainable value

creation. Such an understanding of CSR corresponds with Carrolls orientation of

CSR based on 4 areas namely economic, social, legal and philanthropic. This study

will look into the largest telecommunication company in Malaysia namely

TELEKOM MALAYSIA or TM, one of the largest listed companies on BURSA

Malaysia with an operating revenue of more than RM13 billion and serving 8 million

customers and employ 26,000 people and how they have implemented CSR practices

based on legal and philanthropic responsibilities towards achieving community

development.

CSR Inside TELEKOM MALAYSIA BERHAD

Legal responsibilities are the second layer of Carrolls pyramid. Legal guidelines state

that businesses are required to comply with laws and regulations set by the

government while still maintaining profitable economic gains. TM has an impressive

sustainability record that extends beyond products and services. Their brand ofsustainability enters into the realm of national development. In line with legal


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obligation, TM has managed successfully to produce their fourth Sustainability

Report, which began since 2008. TM strives continually to improve the materiality

and reliability of the information presented and has adopted an approach aligned with

the ISO 26000 and the United Nations Global Compact. Contents of this report have

been verified by SIRIM QAS International Sdn Bhd and assessed by the Global

Reporting Initiative (GRI) for how comprehensively the latest GRI-G3.1 guidelines

have been applied achieving a top application level of A+. TMs approach to

sustainability is also widely endorsed by its stakeholders, as reflected in the awards

received based on independent assessments of its performance.

Philanthropic responsibilities are the highest layer of the pyramid. Philanthropic

responsibilities emphasize the expectations of corporate citizens, encouraging the

promotion of concern and the well being of the community. They are not actions

required by law or any regulation, but rather actions to build a secure community and

provide better resources for them. TM has been involved in many projects and

activities for larger communities like promoting more equitable education by

targeting children from less privileged backgrounds. Via our School Adoption

Programmes with PINTAR Foundation and the Ministry of Information,

Communications and Culture, TM adopts under-performing schools and helps them

improve in many technological and developmental aspects.

TM commitments towards CSR legal and philanthropic responsibilities can be seen

when they move from planning to doing many projects that they ensure the firms

corporate culture is consistent with CSR values. TM CSR implementation also can be

seen from the day-to-day decisions, processes, practices and activities that shows the

spirit and letter of its CSR commitments and thereby carries out in its CSR strategy.

TM does not only doing talking the talk, but implementing through their action

strategy by showing they are walking the walk.

This study will provide insights on the CSR activities in TM and what types of CSR

programs executed and engaged by TM. Purposely, this study will yield evidence to

the extent that CSR practices legally and philanthropically in TM benefited the

community.


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SIGNIFICANCE OF THE STUDY

CSR has become an extremely important economic, social and political issues for

both developed and developing countries at all levels. Many companies in Malaysia

are progressing well with their respective high standard of CSR but in terms of

numbers, Malaysia still far from behind from stakeholders expectation. Therefore, in

order to achieve a sustainable business environment in the near future, the Malaysian

companies must commit to involve in CSR seriously.

This study will provide insights on the level of commitment of TM towards their

stakeholders particularly in community development. It will also analyze how TM

contributions help towards prospering a better and quality life and better education for

society at large.

OBJECTIVES OF THE STUDY

The objectives of this study are:

1. To analyze TM contributions to community development through CSR2. To analyze TMs CSR orientation based on Carrolls CSR framework

commonly practiced by firms on community development

3. To identify the types of CSR practices implemented by TM in communitydevelopment particularly on improving standard of living and education

4. To analyze the relationships between the CSR orientations and practices onthe community development components from the perspective of participants

in the CSR programs

CORPORATE SOCIAL RESPONSIBILITY (CSR) SITUATION IN TM

TM has included strategy in becoming socially responsible or Corporate

Responsibility (CR) in its strategic planning. In the CR strategy, TM responded in

having a responsible behavior in the four main domains of the marketplace,

workplace, the community and the environment, but in this paper, we will be focusing

more on the contribution and responsible behavior shown by TM towards thedevelopment of community. For the society and nations, their CR strategies are to


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have a good relationship with all stakeholders, to help the company continue innovate

its products and services according to the changes in the preferences and usage of the

products, provide a new generation of services, information and communications

solutions and fulfill expectations for a better tomorrow, in full support of Malaysias

continuing growth and development. Besides that, aside from focusing on being

socially responsible in conducting their business which is focusing on ICT, TM also

further promotes 2 major platforms, to ensure that their concerned are towards the

society and community development, whereby those platforms are in the contexts of

education and community/nation-building.

COMMUNITY DEVELOPMENT

TM has always served the community by providing telecommunications services

throughout Malaysia, for the access of connecting with people inbound and outbound.

Since their operations started in the mid-1980s, they have started their operations

based on catering to the needs of community, which is communication based, and had

keep on improving and striving to accommodate to the demand of the market and also

contribute to the increased of community development since then. Although legally,

TM has the obligation to ensure that their services that they provided are harmless and

advanced to ensure the development of the country, but TM has gone beyond the

expectation by bridging education and information system. Evidently, TM has shown

towards their concerned in becoming socially responsible by:

(a)Providing Capacity-Building Through Education.Yayasan TM (YTM), a foundation by TM, was formed in 1994 to manage a vast

of activities and is managed by a dedicated team led by a director to managescholarships and loans for public and also TM employees & managing its

program events development (including CSR events). Moreover, with the

establishment of Multimedia University (MMU), it catalyzes the development for

high-tech ICT industry of the nation. TM also provides industrial training for its

students with interesting benefits. TM also participate in PINTAR (Promoting

Intelligence, Nurturing Talent and Advocating Responsibility) and adopt schools,

a programmed inspired by Khazanah to foster excellence among underprivileged

students nationwide. TM is one of the active GLCs in the PINTAR program.


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(b)Nation BuildingTM has always been contributing towards nation building by providing

telecommunication towards the nation citizen. Their focus is to bridge the gaps

that exist in access and connectivity, and also support the government as it strives

to transform Malaysia into a high income nation. For now, TM has introduced

Wireless Village by using the Digital District (DD) concept in Pekan, Pagoh and

Jempol. Besides that, this service is being supported by TMpoint-On-Wheels

(TMOW), which offer product and services same as what the TM outlet offered.

ISSUES THAT HAVE GIVEN RISE TO THE CSR INSIDE TM

TM as a market leader, is being driven by the stakeholder value creation have

included Corporate Responsibility (CR) as an important strategy in their strategy plan,

as CR is about doing the business responsibility and ethically, with integrity and

strong governance. They aim to lead Malaysia into a new telecommunications era

which contributes the development of economy of Malaysia in a more equitable

manner.

The CR strategy reflects TMs vision to be Malaysias leading new generation

communication provider, embracing customers needs through innovation and

seamless execution. The strategies they embraces in becoming socially responsible,

aside from being more effective and efficient in their day-to-day operations, they

included promoting service excellence to enrich customers lifestyle, providing a

conducive environment for the employees and upholding good corporate governance

to increase shareholders values. Moreover, they are actively trying to respond to the

societal needs, and continuing to develop for the nation by providing new generation

of innovative services and solutions. This corresponded with the commitment of CSR

through a triple bottom line theory, which is enriching CSR through economic, social

and environment.

From the perspective of TM, material issues can have direct or indirect impact

towards the organization with either having financial impact in the near term or long

term to the company. Due to this realization, TM focus on being socially responsible


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and adopt CR strategy in their strategic planning. Some of the issues rises that have

given rise to the CSR implementations are:

(a) Consumers Demanding Quality Services (Better Service & Bigger Coverage Area)

Consumers have been demanding on good quality services performed by TM.

This concerned was being raised by TMs customers, NGOs, consumers groups

and also active organization that have become the client for TM. Therefore, to

concentrate on this matter, TM has introduced the TM Consumer Line of

Business. Their approaches also include refreshing training provided to the

employees to handle major complaints are being received and also continually to

upgrade of quality-driven services including coverage, speed and compatibility.

With the continuous feedback given to TM by the consumers, the information

gain from the feedback can help TM to develop the community to become more

advanced in the modern technology. Besides that, it also helps TM to ensure that

their information systems are in line with the current situation of the modern and

IT savvy life.

(b)Products and Services Innovation

To ensure a company continue to strive in the market, product and servicesinnovation are very crucial. This is what has been raised by the suppliers,

customers, business partners and consumer groups to TM. To handle this issue,

TM has increased in the R&D department and become more stringent to the

research processed in developing new products and services to be the leading

telecommunication services. TM need to continuously strive for producing

innovated products and services, for the sake of continuously focusing on the

community development and also the companys business sustainability.

(c)Active Communication and EngagementGovernment and authorities, analysts, shareholders, employees and also the

community have rise the important of TM to have active communication and

engagement with these stakeholders group. This is important as to show that TM

is conducting business in a fair manner to all of these stakeholders. Thus, to show

that TM response to this concern, TM have provided various engagement

channels for each stakeholders, to make them easy to raise their query and also togain feedback. To ensure that the employees are responding to the stakeholders


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concerned, TM have used the Key Performance Index (KPI) approach by setting

this KPIs on the speed and accuracy of response to queries. Moreover, all issues

raised and received will be monitored and the results will be discussed at

departmental meetings. The importance of having a two-way communication

system is because it helps TM to understand and respond to the changes of needs

in the modern technology world.

CSR PARTICIPANTS AND THEIR RESPONSIBILITIES

TM focuses on giving back to the communities by bridging the education and

information technology. There are various parties involved and contributed in the

CSR projects, programs and activities, and their responsibilities based on the

community dimension for education, nation building and environment.

For Education, Yayasan TM, Multimedia University (MMU) Multimedia College

(MMC) and Telecom Smart School Sdn Bhd (TSS) are the parties involved in the

CSR activities for education platform. Yayasan TM plays important roles to promote

and improve the education sector through scholarships, allowances and other forms of

financial aid to promote the arts and culture and preserve the nations heritage, and toprovide assistance and support to any organization endorsed by the Director General,

Inland Revenue Malaysia. Many of underprivileged poor students have been benefited

from YTM effort. Furthermore, MMU has to play their roles to support the

Governments agenda to nurture a knowledge and highly skilled nation, and MMC

has to serve as a telecommunications-training centre for the public. TSS will

incorporate IT as an enabler into the Malaysian education system, continues to

explore and develop new strategic alliances with partners, and develop new products

to complement its existing portfolio.

TM also collaborated with other government agencies. For instance, Projek Angkat

Bersama KPKK dan TM, collaboration between TM and Ministry of Information,

Communications and Culture was held to encourage the use of IT in education, school

as community centers for ICT knowledge dissemination to bridge the digital divide.

For Nation-building, the parties involved are TM employees themselves. They are

from TM UniFi Centres (TMUCs) and Disaster Recovery Call Centre (DRCC).


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TMUCs function as one-stop call centres to ensure quality service as TM involved in

building the countrys telecommunications infrastructure for social and economic

development. DRCC, on the other hand, has the function to provide timely and

effective relief aid in the event of any kind of disaster, to protect life and property.

TM also collaborated with other GLCs such as Khazanah Nasional Berhad to carry

out a community programme known as Program Sejahtera, which has the objective

to improve the standard of living of the countrys poverty.

For environment, TM also has held a programme collaboration with Menara TM

tenant Unilever (Malaysia) Holdings Sdn Bhd on a 3R (Reduce, Reuse, Recycle) in

order to minimize landfill waste.

TM has also held a programme collaboration with Menara TM and University of

Malaya in the Green Community Project to promote environmental awareness in the

neighborhood by integrating environmental activities into the residents daily

routines.

PLANNING PROCESS PRIOR TO CSR INVOLVEMENT

TM Group refers to the Global Reporting Initiative Sustainability Reporting

Guidelines (GRI-G3.1) in their planning process prior to the involvement in CSR

activities. The Guidelines will define the material topics as those that have direct or

indirect impact on TM Groups ability to create, preserve or erode economic,

environmental and social value for itself, its stakeholders or society at large.

The Guidelines have been used in formulating the sustainability framework.

Sustainability efforts have also been structured by conducting materiality analysis

which balances stakeholders concern sand impact with TM as a whole. The issues

will be identified, reviewed and approved by Senior Management as part of the

Companys ongoing commitment to sustainability. The four steps involved in the

process are identify the key issues according to stakeholders level of concern,

assess the potential impact of each issue to TM, balance the stakeholders level of

concern and impact to TM and focus on material areas and map them accordingly to

determine the level of disclosure.


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Other than undivided support form top management team, TM commitment for CSR

activities are shown through the formation of TM Foundation formed in 1994. The

foundation is managed personally by directors, and supervised by Board and Inland

Revenue Board. Under TM Foundation there are subunits several subunits to ensure

effective and efficient CSR activities such as:

a. Education & Sponsorship and focus mainly on managing education loanand education scholarships to publics and TM employees.

b. Programme Events Unit to manage CSR and foundation events.c. Finance & Legal Unit which is to manage foundation fund.d. IT & System Unit to manage foundation system, online application and

others.

Groups

CSR STRATEGIES AND TACTICS EMPLOYED

As a GLC, TM realized that it should play much more important role in communities

and nation development meanwhile at the same time making profits as a business

entity. Hence, YTM has combined its CSR strategies with business strategies in order

for TM not to lose focus on either one of its establishment purposes which are to

generate profit as a business entity and to contribute to Malaysian national &

community building at the mean time. It might looked as profit minimization in

short run, but those strategies will bring great return in long run as described by Luo

X. & Bhattacharya C.B. (2006). Refer to Appendix 2 for diagram for clearer

explanation. The indentified CSR strategies by YTM in the context of Capacity

Building Through Education & Nation/Society Building to be described further

below.

a. Providing Capacity Building Through Education

CSR as Business strategy for Image Building Exercises

TM Group has done a lot towards Malaysian education. Since 1994, TM has spent

RM 444.8 million for Malaysian education causes. This has given TM strong

corporate image of Malaysian education for the time being along with Tenaga


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Nasional Berhad. The CSR tactics employed by TM to realize mentioned strategy are

as below (Strategy without tactics is slowest route to victory):

i. Scholarship Award as CSR Tactic

As a developing country, Malaysia has urgent need to nurture talents required to

spearhead national development to a higher peak. Every year Malaysian government

and other private agencies are giving our scholarships to deserving poor student to

further studies. This is to assist bright students to be able to further studies without

being pull back by poverty. In 2011 alone, TM Group has offered 533 scholarships

for Malaysian students (Appendix 3).

ii. Multimedia University Establishment as CSR Tactic

MMU is the first private university established in Malaysia. The main purpose for

MMU establishment is to catalyze development of high tech ICT industry in

Malaysia. This is an one of the main objective of Malaysian Vision 2020 is transform

Malaysia to be a fully industrialized and high tech nation by 2020. This cannot be

achieved without sufficient of skillful local talents.

Since its establishment, MMU is highly regarded for its innovative approaches ineducation and highly emphasis over research & development. Currently, MMU are

offering courses in various fields such as Creative Multimedia Engineering,

Engineering, Information Technology, Management, Law, Accounting, Business

Studies, Economics, Banking, Finance, Life Sciences and Nanotechnology.

In 2011, Malaysian Qualifications Agency (MQA) ranked MMU as an "Excellent"

Tier-5 university has accredited 111 academic programmes offered in MMU. Until

2011, MMU has produced 30,484 graduates and 91.9% of its graduates in 2011

successfully secured employment within 6 months.

iii. School Adoption Program as CSR Tactic

There are still many schools in Malaysian rural areas which are lacking of

fundamental facilities and attention of Ministry of Education. Many of the schools

children especially from the rural areas unable to perform well in schools and unable

to be a part of national growth engine. TM Group hopes to change this throughadopting schools in rural areas.


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TM Group adopted a few schools such as SK Pendidikan Khas Pekan Tuaran, SMK

Chenderiang, SMK Ayer Lanas, SK Teriang, SMRA Repah and SMK Pakan. The

infrastructures of the schools are upgraded, netbooks were given to the students, WIFI

facilities were set in the schools Other than that, teachers and students are taught and

train to familiarize with information technology. This is to increase their learning

capability and efficiency. Free tuitions are provided to the students.

As the result of the School Adoption Program, major improvements are seen in those

adopted schools. Students participation in co-curricular activities increased,

examination results improved, leverage of IT faculties by student and teachers in

education increased. Details of the School Adoption Program by TM in Appendix 4.

iv. Employability Program as CSR Tactic

Through launching of TM Graduate Employability Outreach Programme (GEOP),

TM Group is giving 8 months training and monthly allowances to fresh young

unemployed graduates. The combination of soft skills trainings (2 months) and on-job

training (6 months)in TM Groups subsidiaries are hoped to be able to secure them a

job thus lower down the unemployment rate among fresh graduates in the country.

The program Details are in Appendix 5.

b. Society and Nation Building:

CSR as Proactive Business Strategy to Enlarge Market Share Through Major Role

in Supporting Malaysian Government National Policy

The task of developing country should not be a task of Malaysian government alone.

Corporate entities should share the burden of government in developing the country

and TM as a GLC believe in this and really contribute to the cost in every way as

possible. By taking proactive major role in supporting Malaysian Government

telecommunication policy, TM gains competitive advantages compared to its

competitors such as Maxis and Digi through customer base and market expansion.

How TM gain larger customer base and expand its market through supporting

government policy will be explained as following CSR tactics:

i. Broadband Household Penetration Project as CSR Tactics:


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In order to be a country of K-Economy, it is vital got Malaysia to be covered by

internet service. TM has played vital part in make sure Malaysia to have as much

internet coverage as possible. Government targeted to achieve 50% household

broadband penetration by the end of 2010 through National Broadband Initiative.

With the support from TM, penetration rate for 2010 and 2011 were 55% and 61.7%.

Furthermore, TM targets to increase the penetration rate to 75% by 2015. In order to

achieved that, TM has launched 3 main projects (CSR tactics):

1. Schoolsnet project To provide broadband facilities to 10,000 schools nationwide

(6,400 schools are in rural areas)

2. Digital District Project To establish ICT ecosystem at district or sub district in

under covered areas in Malaysia. The current Digital District areas covered by TM are

Pekan, Pagoh and Jempol.

3. Community/Rural Broadband Centre To install broadband in community centers.

Each community centre are given 14 to 20 computers with broadband connections.

4. Low Income 1Malaysia Netbook Program To give out I million netbooks to poor

students from low income group.

CSR as Business Strategy to Build Competitive Advantage Through Legitimacy and

Ethical Business Dealings

TM Group has set a very high standard for its corporate governance practices in

particularly subjects below in order not to be at disadvantage over its competitors:

a.

Prohibition of Political Lobbying as CSR Tactic

Although political lobbying is not considered illegal in Malaysia, but TM Group

considers the act of lobbying political courses for the benefit of the business is

ethically wrong and risky. Business will be at stake if TM supports the losing

political parties during election. In order to make it official, TM Group has vowed

not to contribute to any political parties as stipulated in its Corporate Integrity

Pledge.

b. Prohibition of Anti-Competition Behaviour as CSR Tactic


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TM Group always believes in fair, free and open market be it local market or

foreign market. Hence, it prohibits its staffs from engaging in any business

practices which are also prohibited under Malaysian Anti-Competition Law such

as price fixing, price discrimination, predatory pricing and etcetera. The violation

of anti competition law will not only have TM subjected to huge fine, but will also

tarnish its brand and corporate image.

c. Prohibition of Gratification & Corruption as CSR TacticTM Group is strongly against corruption practices and prohibits its staffs form

engaging any direct or indirect act of bribery in any countries it operates. Other

than that, TM Group also requires its vendor to adhere to the code of business

ethics regarding on corruption. Corruption is not just an unlawful act. It can

increase organization operation cost and tarnish TM corporate image.

In order maintain its high standard of legal and ethical conduct; TM Group has its

own internal whistle blowing policy. Under this policy, staffs are given a channel to

whistle blow any wrong doings of other staffs, vendors, suppliers and etcetera to the

company. Any wrong doings can be reported through Ethics Website or Ethics Line

Telephone. The identity of the employee will be protected and known to a fewspecified persons.

For the time being, there is no any significant fine or non-monetary sanctions against

TM Group. TM Group is not being found involving in any of the unethical activities

mentioned above in any countries it operates. However, there are a few internal

investigations within the group over corruptions issues for 2011 are shown in

Appendix 6.

RECOMMENDATION

Telekom Malaysia has done remarkable CSR activities and contributed a lot to

Malaysian citizen and society all these years. From the studies, it shows that TM does

offer many lessons for other corporation in practicing CSR. Firstly, TM has a

committed and organized group to do CSR. YTM has very large funding, led by topmanagement and complete mechanism to run its CSR activities in long run without


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worrying about crucial factors like funding and manpower. Secondly, by integrating

CSR with business strategy, its CSR tactics will not deviate from business and CSR

goals. This will ensure success of TM business objectives and national agenda in both

short and long run.

However, TM may need to review its evaluation criteria and reporting standard for its

CSR activities especially on education segment. Firstly, as for MMU, TM measures

the success of its education program through the percentage of graduates successfully

securing employment within 6 months. It is equally important to know how well they

are doing in their occupations and are they able to perform up to market expectation,

only then suitable corrective action can be formulated and implemented as supposed.

Secondly, as for GEOP, it is seems that there is no proper evaluation and corrective

mechanism in place to see how are they performing during the program, are they able

to secure job upon the programs and reasons behind. If TM is able to get it right,

this formula can be implemented by other GLC and universities. The unemployment

graduate percentage will be able to be reduced drastically in the future.ent Methods

CONCLUSION

For abusiness corporation like TM to be socially responsible, there should be many

challenges ahead. However, one way or another, a business must be able to manage

its economic responsibilities to its shareholders-owners, also its legal responsibilities

to societal laws and regulations together with its social and philanthropic

responsibilities to various stakeholders. TM has shown over the years its focus on

maximizing their investors returns while staying within the law of society though

there still lots more room for improvement in the future


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BIBLIOGRAPHY

Carroll, Archie B., The Pyramid of Corporate Social Responsibility: Toward theMoral Management of Organizational Stakeholders, Business Horizons, Vol. 34,

Issue 4, pg. 39 48, Elsevier Science Inc., USA, 1991

Rashid, ZA, & Ibrahim, S (2002), Executive and management attitude towards

corporate social responsibility in Malaysia, Corporate governance, vol. 2, no. 4, pp.

10-16.

Annual Sustainability Report 2011, Telekom Malaysia, Kuala Lumpur (2012).

Strategy without tactics is slowest route to victory, Retrieved from ;

http://www.ukessays.com/essays/management/strategy-without-tactics-is-slowest-route-to-victory-management-essay.php

Luo X. & Bhattacharya C.B. (2006). Corporate Social Responsibility, Customer

Satisfaction, and Market Value,Journal of Marketing, Vol.70, October 2006, 1-18


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APPENDICES

APPENDIX 1

Figure 1: The Pyramid of Corporate Social Responsibility

Source: Carroll, A.B. (1991, p.23).


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APPPENDIX 2


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APPPENDIX 3


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APPENDIX 4


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APPENDIX 5


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APPENDIX 6

telekom csr .pdf

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