Lahore Resolution (1940)

Lahore Resolution

With the introduction of political reforms in India by the British, the Muslims realized that they would become a permanent minority in a democratic system and it would never be possible for them to protect their fundamental rights. They only constituted one fourth of the total Indian population and were much lesser in number than the majority Hindu community. In order to protect their political, social and religious rights they first demanded for separate electorates. However, due to the political developments that took place in the country they realized that even the right of separate electorates would not be enough and they had to search for some other long term solution.

While approving and endorsing the action taken by the Council and the Working Committee of the All India Muslim League, as indicated in their resolutions dated the 27th of August, 17th & 18th of September and 22nd of October, 1939, and the 3rd of February, 1940 on the constitutional issue, this session of the All India Muslim League emphatically reiterates that the scheme of federation embodied in the Government of India Act 1935 is totally unsuited to, and unworkable in the peculiar conditions of this country and is altogether unacceptable to Muslim India.

It further records its emphatic view that while the declaration dated the 18th of October, 1939 made by the Viceroy on behalf of His Majesty’s Government is reassuring in so far as it declares that the policy and plan on which the Government of India Act, 1935, is based will be reconsidered in consultation with various parties, interests and communities in India, Muslims in India will not be satisfied unless the whole constitutional plan is reconsidered de novo and that no revised plan would be acceptable to Muslims unless it is framed with their approval and consent.

Resolved that it is the considered view of this Session of the All India Muslim League that no constitutional plan would be workable in this country or acceptable to the Muslims unless it is designed on the following basic principles, viz., that geographically contiguous units are demarcated into regions which should be constituted, with such territorial readjustments as may be necessary that the areas in which the Muslims are numerically in a majority as in the North Western and Eastern Zones of (British) India should be grouped to constitute ‘independent states’ in which the constituent units should be autonomous and sovereign.

That adequate, effective and mandatory safeguards should be specifically provided in the constitution for minorities in these units and in the regions for the protection of their religious, cultural, economic, political, administrative and other rights and interests in consultation with them and in other parts of India where the Muslims are in a minority adequate, effective and mandatory safeguards shall be specifically provided in the constitution for them and other minorities for the protection of their religious, cultural, economic, political, administrative and other rights and interests in consultation with them.

Muhammad Iqbal, the poet philosopher in his famous Allahbad address made it clear that Islam has its own social and economic system and in order to implement it a political entity was required. When Jinnah came back to India in order to reorganize Muslim League and to make it a political party of the Muslim masses, he got the opportunity to interact with Iqbal. Iqbal through his letters tried to persuade Jinnah that the only solution available was a separate state for the Indian Muslims where they could spend their lives according to the teachings of Holy Quran and Sunnah of the Prophet (SAW). Though Jinnah was convinced by late 1930s, but being a realist he was not ready to announce the new plan until he was confident that the vast majority of the Muslims were behind him. Overwhelming support from the Muslim masses for his call to celebrate Day of Deliverance on December 22, 1939 was actually a vote of confidence given by the Muslim Community in the leadership of Jinnah, whom they by then had started considering as their Quaid-i-Azam.

Lahore Resolution and Pakistani minorities

During the closing stages of the independence movement, the ulema were used by Congress to bring down the Muslim League and its leadership

 There are a few points that are never considered when theLahore Resolution is discussed. Foremost is the fact that there is no reference to Islam or a state for Islam. It speaks of Muslim India and a settlement between the major communities of British India. Second and more importantly, the Resolution states, “That adequate, effective and mandatory safeguards should be specifically provided in the constitution for minorities in these units and in these regions for the protection of their religious, cultural, economic, political, administrative and other rights and interests in consultation with them,” the adequate, effective and mandatory safeguards to be decided in consultation with the minorities in the units. Consultation here constitutes a binding effect, i.e. whatever decision is to be taken affecting the rights of minorities in the units cannot be against the advice given by the minorities. The principle behind the Lahore Resolution was that a permanent majority by numbers cannot and should not be allowed to impose its ideas on a permanent minority. This required therefore a constitution that extends the principle of equal citizenship as well as rights above and beyond that citizenship to minorities. If we own the Lahore Resolution as the founding document of this country, we must endeavour to fulfil the promise that this Resolution makes explicitly to the minorities. What stands in the way of faithful execution of the Resolution in letter and spirit? It is the utter and total confusion that vested interests have managed to create about Pakistan and its founding principles. This distortion is carried on by both sides of the spectrum, ironically agreeing with each other unwittingly. It is quite disingenuously held that Pakistan was the consequence of a movement to create an exclusivist Islamic state. Nothing could be farther from the truth. The most bigoted and sectarian of the ulema (clerics) actually opposed the Pakistan Movement. It needs no repeating that the religious factor in politics was introduced by Gandhi who used the Muslim religious cause of the Khilafat to attempt to sideline the liberal Muslim elites and professionals. It was on Gandhi’s advice that Jamiat-e-Ulema-i-Hind was formed in 1924 and Majlis-e-Ahrar-e-Islam was formed in 1929. Achyut Patwardhan of the Congress Party hit the nail on the head when he wrote the following:
“It is, however, useful to recognise our share of this error of misdirection. To begin with, I am convinced that looking back upon the course of development of the movementfreedom , the ‘Himalayan error’ of Gandhiji’s leadership was the support he extended on behalf of the Congress and the Indian people to the Khilafat Movement at the end of World War I. This has proved to be a disastrous error, which has brought in its wake a series of harmful consequences. On merits, it was a thoroughly reactionary step. The Khilafat was totally unworthy of support of the Progressive Muslims. Kemal Pasha established this solid fact by abolition of the Khilafat. The abolition of the Khilafat was widely welcomed by enlightened Muslim opinion the world over and Kemal was an undoubted hero of all young Muslims straining against Imperialist domination. But apart from the fact that Khilafat was an unworthy reactionary cause, Mahatma Gandhi had to align himself with a sectarian revivalist Muslim Leadership of clerics and maulvis. He was thus unwittingly responsible for jettisoning sane, secular, modernist leadership among the Muslims of India and foisting upon the Indian Muslims a theocratic orthodoxy of the Maulvis. Maulana Mohammed Ali’s speeches read today appear strangely incoherent and out of tune with the spirit of secular political freedom. The Congress Movement which released the forces of religious liberalism and reform among the Hindus, and evoked a rational scientific outlook, placed the Muslims of India under the spell of orthodoxy and religious superstition by their support to the Khilafat leadership. Rationalist leaders like Jinnah were rebuffed by this attitude of Congress and Gandhi. This is the background of the psychological rift between Congress and the Muslim League.”

During the closing stages of the independence movement the ulema were used by Congress to bring down the Muslim League and its leadership. Ayesha Jalal in her book Self and Sovereignty writes, “There was something peculiar about a ‘secular’ nationalist party counting on the vocal support of anti-imperial cultural relativists of Ahrar and Madani to claim a Muslim following. A spate of pamphlets published by Jamiat-e-Ulema-i-Hind and Ahrar delighted in exposing [the] League’s lack of Islamic credentials, pointing to Jinnah’s emphatic assertions about Pakistan being a democracy in which Hindus and Sikhs would have an almost equal population. Substantiation that pro-Congress Muslims did much to weaken the Muslim League’s case on equal citizenship rights is the rejection by the Jamiat-e-Ulema-i-Hind and Ahrar laity of any possible equation between a democratic and an Islamic government...Throughout the run-up to the 1945-1946 elections and beyond, Punjabi leaders like Shaukat Hayat and Mumtaz Daultana, not to mention Iftikharuddin and Communists tried reassuring Hindus and Sikhs that their citizenship rights would be protected in Pakistan. They had considerable backing from the Punjab League and the Press...Yet it (Ahrar) felt no pangs of conscience spreading sectarian hatred amongst Muslims. While Bashiruddin Mahmud was excoriated for being a ‘drunkard’ and a ‘womaniser’, Ahmadis were ‘warned’ that they would cease to exist once the British quitIndia. Mazhar Ali Azhar’s threat to restart the Madha-i-Sahaba against the Shias of Lucknow aimed at retarding [the] Muslim League by creating internal religious differences.”
Pakistanis must be very clear about their narrative. The movement for Pakistan was neither theocratic nor intolerant. Yes, it sought to preserve legitimate Muslim interests, but it was never unmindful of its own minorities. We chose to ignore Jinnah’s vision and followed the path of religious intolerance but if anything it was the opponents of the Pakistan Movement who resorted to the vilest of religious propaganda against the Muslim League to undermine its credentials as the representative body of the Muslim community. Therefore, as Hamza Alavi once wrote, the real inheritors of the Pakistan Movement and its legacy are the brave secularists and liberals who are putting up a valiant fight to preserve Jinnah’s Pakistan. 

The Significance of Lahore Resolution

the Lahore resolution of 1940 was basically the first call for an independent Muslim state by a group of influential Muslims called the muslim league led by Quaid-i-Azam Muhammad Ali Jinnah(he's sort of the founding father of Pakistan and the Lahore resolution is kind of like the declaration of independence). well actually, muslim states, plural. Pakistan was once multiple, separated countries-east and west Pakistan discussion of which would take more space then we have here. suffice to say the Pakistan envisioned by the Lahore resolution is not quite the one that happened. The muslim league was of the opinion that the muslim population of India would be better off with a separate country as opposed to living within an Indian state. They were proud of their history and were convinced that they would have less of a voice within the Indian government then outside of it-many were appalled by the corruption and callousness exhibited by some indian national leaders of the time. They were also afraid that as a minority within the indian state they would not be treated fairly. with the Lahore resolution Pakistan set course for independence, for better or worse. 

Organization

With the clarity of mind and backing of the Muslim community behind him, Quaid-i-Azam called for the 27^thannual session of All India Muslim League to be held from March 22 to 24, 1940 at Lahore. Sir Shah Nawaz Khan of Mamdot was made the head of the reception committee and Main Bashir Ahmad was nominated as secretary of the session. Prominent leaders including Chaudhry Khaliquzzam, Nawab Muhammad Ismail Khan, Nawab Bahadur Yar Jang, A.K. Fazlul Haq, Sardar Abdur Rab Nishtar, Abdullah haroon, Qazi Muhammad Isa, I.I. Chundrigar, Sardar Aurangzeb Khan, Khawaja Nazimuddin, Abdul Hashim and Malik Barkat Ali etc. attended the session.

Khaksar Tragedy

Due to the Khaksar Tragedy that took place on March 19, Sir Sikandar Hayat and others tried to persuade Jinnah to postpone the session but the determined Quaid was not ready for it. In order to participate in the session, he reached Lahore by train on March 21. He went straight to Mayo Hospital to see the wounded Khaksars. By doing so he managed to handle well the issue of Khaksar disturbances. On his arrival Jinnah told the print media that the All India Muslim League will make historic decision in the upcoming session.

Quaid-i-Azam’s Address

The venue of the session was Minto Park near Badshahi Masjid and Lahore Fort. The inaugural session was planned at around three in the afternoon on March 22. People started coming from the morning and by the afternoon the park was jam packed. According to a rough estimate around 100,000 attended the public meeting. In the beginning of the session, the welcome address was presented by the Nawab of Mamdot. This was followed by the historical speech of Quaid-i-Azam Muhammad Ali Jinnah.

The Quaid in his two hours presidential address in English narrated the events that took place in the past few months and concluded, “Hindus and the Muslims belong to two different religious philosophies, social customs and literature. They neither inter-marry nor inter-dine together, and, indeed, they belong to two different civilizations that are based mainly on conflicting ideas and conceptions. Their concepts on life and of life are different. It is quite clear that Hindus and Muslims derive their inspiration from different sources of history. They have different epics, different heroes and different episodes. Very often the hero of one is a foe of the other, and likewise, their victories and defeats overlap. To yoke together two such nations under a single state, one as a numerical minority and the other as a majority, must lead to growing discontent and final destruction of any fabric that may be so built up for the government of such a state.” He further claimed, “Mussalmans are a nation according to any definition of a nationhood. We wish our people to develop to the fullest spiritual, cultural, economic, social and political life in a way that we think best and in consonance with our own ideals and according to the genius of our people”.

During his speech the Quaid quoted the letter written by Lala Lajpat Rai in 1924 to C.R. Das in which he clearly mentioned that the Hindus and the Muslims were two separate and distict nationas which could never be merged into a single nation. When Malik Barkat Ali claimed that Lala Lajpat Rai was a “Nationalist Hindu leader”, Quaid responded, “No Hindu can be a nationalist. Every Hindu is a Hindu first and last.”

The Resolution

On March 23, A.K. Fazul Haq, the Chief Minister of Bengal, moved the historical Lahore Resolution. The Resolution consisted of five paragraphs and each paragraph was only one sentence long. Although clumsily worded, it delivered a clear message. The resolution declared:

“While approving and endorsing the action taken by the Council and the Working Committee of the All-India Muslim League, as indicated in their resolutions dated the 27th of August, 17th and 18th of September and 22nd of October, 1939, and 3rd of February 1940, on the constitutional issue, this session of the All-India Muslim League emphatically reiterates that the scheme of Federation embodied in the Government of India Act, 1935 is totally unsuited to, and unworkable in the peculiar conditions of this country and is altogether unacceptable to Muslim India.

It further records its emphatic view that while the declaration dated the 18th of October, 1939, made by the Viceroy on behalf of His Majesty’s Government is reassuring in so far as it declares that the policy and plan on which the Government of India Act, 1935 is based will be reconsidered in consultation with the various parties, interests and communities in India, Muslim India will not be satisfied unless the whole constitutional plan is reconsidered de novo and that no revised plan would be acceptable to the Muslims unless it is framed with their approval and consent.

Resolved that it is the considered view of this session of the All-India Muslim League that no constitutional plan would be workable in this country or acceptable to Muslims unless it is designed on the following basic principle, namely, that geographically contiguous units are demarcated into regions which should be so constituted, with such territorial readjustments as may be necessary, that the areas in which the Muslims are numerically in a majority, as in the North-Western and Eastern Zones of India, should be grouped to constitute ‘Independent States’ in which the constituent units shall be autonomous and sovereign.

That adequate, effective and mandatory safeguards should be specifically provided in the constitution for minorities in these units and in these regions for the protection of their religious, cultural, economic, political, administrative and other rights and interests in consultation with them; and in other parts of India where Mussalmans are in a minority, adequate, effective and mandatory safeguard shall be specially provided in the constitution for them and other minorities for the protection of their religious, cultural, economic, political, administrative and other rights and interests in consultation with them.

This session further authorizes the Working Committee to frame a scheme of constitution in accordance with these basic principles, providing for the assumption finally by the respective regions of all powers such as defence, external affairs, communications, customs and such other matters as may be necessary”.

Besides many others, the Resolution was seconded by Chaudhary Khaliquzzam from UP, Maulana Zafar Ali Khan from Punjab, Sardar Aurangzeb from the N. W. F. P, Sir Abdullah Haroon from Sindh, and Qazi Muhammad Esa from Baluchistan. Those who seconded the resolution, in their speeches declared the occasion as a historic one. The Resolution was eventually passed on the last day of the moot, i.e. March 24.

Controversies

The name Pakistan was not used in the resolution and the official name of the resolution was Lahore Resolution. It was the Hindu newspapers including Partap, Bande Matram, Milap, Tribune etc., who ironically coined the name Pakistan Resolution. However, the idea was appreciated by the Muslim masses and the Resolution is more known as Pakistan Resolution. Secondly, the Government and people of Pakistan wrongly celebrate March 23 as a national day in Pakistan. The actual day when the resolution was passed was March 24. It was only presented on March 23. Lastly, it the word “states” and not “state” was mentioned in the Resolution. It means that the authors of the Resolution were foreseeing two separate states in the north-western and eastern zones of India. But if one has a good look at the developments that followed, he or she would come to the conclusion that either the word “states” was included as a mistake or the League leadership soon had a second thought to their idea. A Resolution passed at the 1941 Madras session of the League stated, “Everyone should clearly understand that we are striving for one independent and sovereign Muslim State.” In all the speeches that Quaid delivered, he also used the word “an independent homeland” or “an independent Muslim state”.

Hindu Reaction

The Hindu reaction was, of course, quick, bitter and malicious. They called the “Pakistan” demand “anti-national.” They characterized it as “vivisection; above all, they denounced it as imperialist – inspired to obstruct India’s march to freedom.” In denouncing the demand outright, they, however, missed the central fact of the Indian political situation; the astonishingly tremendous response of the Pakistan demand had elicited from the Muslim masses. They also failed to take cognizance of the fact that a hundred million Muslims were now supremely conscious of their distinct nationhood and were prepared to stake everything to actualize their self-perceived destiny – the creation of an independent Muslim state in the sub-continent.

British Reaction

The British were equally hostile to the Muslim demand for at least two important reasons. First, they had long considered themselves as the architects of the unity of India and of an Indian nation. Second, they had long regarded the super-imposed unity under tax Britannica as their greatest achievement and lasting contribution in history. And the Pakistan demand threatened to undo these presumed achievements on which the British had long prided. However, despite the Hindu denunciation and the British alarm, the course of Muslim, indeed Indian, politics was from now on firmly set towards Pakistan.

Conclusion

The All India Muslim League Resolution of March 1940, commonly known as the Pakistan Resolution, is undoubtedly the most important event that changed the course of Indian history and left deep marks on the world history. With the passage of this Resolution, the Muslims of the sub-continent changed their demand from “Separate Electorates” to a “Separate State.”  This Resolution rejected the idea of a United India and the creation of an independent Muslim state was set as their ultimate goal. It gave new energy and courage to the Muslims of the region who gathered around Quaid-i-Azam from the platform of the Muslim League to struggle for their freedom. The dynamic leadership of the Quaid and the commitment and devotion of the followers made it possible for them to achieve an independent state within seven years of their struggle, and that too when the odds were against them.

Functions of Management

Every organization, regardless of size, has developed and implemented its own management concepts in order for it to run smoothly and accomplish the vision, goals and objectives it has set forth or fifth..

Functions of Management or Management Functions

Management consists of the functions given below. It is based on Henri Fayol's thinking on the functions of management.

1. Planning: generating plans of action for immediate, short term, medium term and long term periods.
2. Organizing: organizing the resources, particularly human resources, in the best possible manner.
3. Staffing: positioning right people right jobs at right time.
4. Directing (includes leading, motivating, communicating and coordinating): Communicate and coordinate with people to lead and enthuse them to work effectively together to achieve the plans of the organization.
5. Controlling (includes review and monitoring): evaluating the progress against the plans and making corrections either in plans or in execution.

Planning
Planning is the core area of all the functions of management. It is the foundation upon which the others areas should be build.

These functions is explained in some detail below.

• Planning is decision making process.
• It is making decisions on future course of actions.
• Planning involves taking decisions on vision, mission, values, objectives, strategies and policies of an organization.
• Planning is done for immediate, short term, medium term and long term periods.
• It is a guideline for execution/implementation.
• It is a measure to check the effectiveness and efficiency of an organization.

Organizing
Getting organized is the second function of management. Management must organize all its resources in order to implement the course of action it determined in the planning process.

these functions is explained in some detail below.

• Organizing involves determination and grouping of the activities.
• Designing organization structures and departmentation based on this grouping.
• Defining the roles and responsibilities of the departments and of the job positions within these departments.
• Defining relationships between departments and job positions.
• Defining authorities for departments and job positions.

Coordinating authority and responsibility relationships.

Staffing

It is the function of manning the organization structure and keeping it manned.

these functions is explained in some detail below.

• It includes manpower or human resource planning.
• Staffing involves recruitment, selection, induction and positioning the people in the organization.
• Decisions on remuneration packages are part of staffing.
• Training, retraining, development, mentoring and counseling are important aspects of staffing.
• It also includes performance appraisals and designing and administering the motivational packages.

Directing
Through directing, management is able to influence and oversee the behavior of the staff in achieving the company's goals

these functions is explained in some detail below.

• It is one of the most important functions of management to translate company's plans into execution.
• It includes providing leadership to people so that they work willingly and enthusiastically.
• Directing people involves motivating them all the time to enthuse them to give their best.
• Communicating companies plans throughout the organization is an important directing activity.
• It also means coordinating various people and their activities.
• Directing aims at achieving the best not just out of an individual but achieving the best through the groups or teams of people through team building efforts.

Controlling
Controlling is the last functions of management. It involves establishing performance standards based on the company's objectives, and evaluating and reporting actual job performance.

these functions is explained in some detail below.

• It includes verifying the actual execution against the plans to ensure that execution is being done in accordance with the plans.
• It measures actual performance against the plans.
• It sets standards or norms of performance.
• It measures the effective and efficiency of execution against these standards and the plans.
• It periodically reviews, evaluates and monitors the performance.
• If the gaps are found between execution levels and the plans, controlling function involves suitable corrective actions to expedite the execution to match up with the plans or in certain circumstances deciding to make modifications in the plans.

CSR Activities of Nestlé Bangladesh Limited

CSR Activities of Nestlé

Bangladesh Limited

Table of Contents

Name of the Contents	Page Number
Executive summary	3
Introduction	4
What is CSR?	4-5
Background of the study	5-6
Company profile	6
Companies CSR activates	6-11
Recommendation	11
Conclusion	12

Executive summary

CSR Activities are one of the inevitable part of the organization now a days. Almost all the renowned organization perform CSR activities for the sake of society or as a part of their responsibility. However, Nestlé Bangladesh limited also performs CSR activities in three different sectors. As they are in Nutrition, Health & Wellness Business, their CSR is also aligned with their operation. Their first & foremost CSR is Nestlé Healthy Kids program, which is making awareness about nutrition among school kids so that they can ensure balanced food value in their regular meal. Secondly, Water tank-establishing program to ensure pure drinking water for the children & nearby community. Followed by, establishing girl's toilet to reduce the dropout rate of the girls in rural areas and sourcing rice, spices as a part of Rural Development. So throughout the report, I have tried to focus upon the CSR activities of NBL and how the projects work & its impact in the society. Starting from the company overview, I have put light on giving a brief about NBL as a MNC in Bangladesh. Furthermore, I have added the jobs I have performed during my internship period. During my internship, I had some observation so I also included them into my report along with recommendation. The study also reflects the summary of the project on which I worked. The objective of the project, methodology and limitations is also included in this part. I have also included different parts of my work. Finally, I have analysed the report in my own word. Analysis on the findings in done to sort out the major aspects of my work. At the same time for easier understanding of the report, supporting topics and terms are explained in the light of textbooks and other supplementary documents. Utmost care has been given to explain all necessary aspects related to the subject matter for easier and quick understanding of the report. And I shall be grateful to those persons who will read this report and who shall be benefited from this report at present and in future

Introduction

Nestlé started its operation in 1994 in Bangladesh and its factory is situated in Sreepur, Gazipur. Nestlé Bangladesh directly employs more than 650 people and more than 1000 people are employed by suppliers and distributors in connection to Nestlé. Vastly sold products in Bangladesh are Nido, Nescafé, Maggi noodles and soup, Maggi Shad-e-Magic, breakfast Cereals such as Corn Flakes and Koko Crunch, Coffee-Mate, Munch rolls and many more. Executive Summary Nestlé is present around the globe, on all continents, with around 230,000 people working in more in an 84 countries with 466 factories and with sales representatives in at least another 70 countries. Nestlé is the world's largest food group, not only in terms of its sales but also in terms of its product range and its geographical presence. Nestlé covers nearly every field of nutrition: infant formula, milk products, chocolate and confectionery, instant coffee, ice-cream, culinary products, frozen ready-made meals, mineral water etc. Being an intern in the Human Resources function, I got the splendid opportunity to see how Nestlé in Bangladesh finds the best people for their dynamic workforce and why employees in Nestlé Bangladesh are always so motivated to strive further and further. Details of all those will be discussed on this paper. I hope that my report would give a through insight to all these responsibilities carried out during my tenure as an intern. With limited access to data due to confidentiality, I have tried to provide as much information as were possible about the works involving the recruitment in Nestlé Bangladesh.

What is CSR?

Corporate Social Responsibility is a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is generally understood as being the way through which a company achieves a balance of economic, environmental and social imperatives (“Triple-Bottom-Line- Approach”), while at the same time addressing the expectations of shareholders and stakeholders. In this sense it is important to draw a distinction between CSR, which can be a strategic business management concept, and charity, sponsorships or philanthropy. Even though the latter can also make a valuable contribution to poverty reduction, will directly enhance the reputation of a company and strengthen its brand, the concept of CSR clearly goes beyond that.

Promoting the uptake of CSR amongst SMEs requires approaches that fit the respective needs and capacities of these businesses, and do not adversely affect their economic viability. UNIDO based its CSR programme on the Triple Bottom Line (TBL) Approach, which has proven to be a successful tool for SMEs in the developing countries to assist them in meeting social and environmental standards without compromising their competitiveness. The TBL approach is used as a framework for measuring and reporting corporate performance against economic, social and environmental performance. It is an attempt to align private enterprises to the goal of sustainable global development by providing them with a more comprehensive set of working objectives than just profit alone. The perspective taken is that for an organization to be sustainable, it must be financially secure, minimize (or ideally eliminate) its negative environmental impacts and act in conformity with societal expectations.

Key CSR issues: environmental management, eco-efficiency, responsible sourcing, stakeholder engagement, labour standards and working conditions, employee and community relations, social equity, gender balance, human rights, good governance, and anti-corruption measures.

A properly implemented CSR concept can bring along a variety of competitive advantages, such as enhanced access to capital and markets, increased sales and profits, operational cost savings, improved productivity and quality, efficient human resource base, improved brand image and reputation, enhanced customer loyalty, better decision making and risk management processes.

Background of the study

I have chose Nestle Bangladesh Ltd for CSR assignment because of its CSR strategy and activity. It’s a worldwide Company and maintains CSR. It’s a big company in Bangladesh. Its Doing CSR activities in Bangladesh from the start of this company since 1994.

I have learned many things from CSR. Companies can be a part of social development by doing CSR activity. By CSR program we can make skill worker, educated rural people, helping poor people and Increase awareness about health and nutrition. 

Corporate Social Responsibility (CSR) has become an important strategic policy for organizations. A considerable amount of attention has been paid to the definition of CSR and yet research on the development of CSR definition has remained limited. Definitions have been hampered by a lack of clarity in theoretical frameworks and empirical methods for the CSR definition. Given that the empirical study of CSR definition development is in an undeveloped state, this research describes efforts to develop and identify CSR definition. A definition is developed based on a critical review of both the conceptualization and practice of CSR. Based on Bangladesh stakeholders, this research develops CSR definition as an essentially contested concept (ECC) and a multi-dimensional concept (MDC). What has been expressed is a set of ideals that are possible, are likely to be acceptable, and that pay due regard to the need for feasibility in regard to CSR definition. This paper should be seen as a response to a problem of the prolonged dilemma that the disciplinary boundaries of the contested concept of CSR often make it difficult to contend with.

In Business Studies curriculum terms, Corporate Social Responsibility (CSR) involves the business taking a broad view of its activities, looking beyond profits for shareholders and focusing on other stakeholders. A stakeholder is anyone that has an interest in or may affect the decisions and actions of a business.

Stakeholders can be internal or external to the business. Internal stakeholders include employees and shareholders. External stakeholders include suppliers, customers, the communities in which the business operates and the environment.

For companies like Nestlé, which work with suppliers from a range of countries, many in poorer regions of the world, it is becoming increasingly important to take a wider view of responsibilities. Nestlé believes for a company to be successful in the long term and create value for its shareholders, it must also create value for society. It calls this Creating Shared Value.

Company profile

Nestle Bangladesh Ltd

Gulshan Tower (4th Floor),

 Plot 31, Road 53 Gulshan North C/A,

Dhaka - 1212, Bangladesh.

Nestlé was founded by the Henri Nestlé (10 August 1814 – 7 July 1890), a German confectioner in Vevey, Switzerland in 1866. Ever since then, in the food industry Nestlé is the most trusted name, with its one and only target putting a seal on it - Good food Good Life.

This is also the mission of Nestlé, driving the company to provide consumers with the most nutritious choices in a wide range of food and beverage categories. The vision of ―creating shared value and the very own ―Corporate Business Principles shaped the company culture and made them a reliable investor over 86 countries of the world. Today Nestlé employs around 280000 people and have factories or operations in almost every country of the world with a total equity of CHF 62.60 billion.                

The timeline of this spectacular journey is as follows - 

1866-1905: Henri Nestlé's quest for a healthy, economical alternative to breastfeeding is the important factor that drives the history of Nestlé Company. Henri Nestlé started his experimentations with various combinations of cow milk. His ultimate goal was to help combat the problem of infant mortality due to malnutrition. People quickly recognized the value of the new product, as Nestlé's new formula saved the life of children within a few years. In August, 1867 Charles and George Page, two brothers from Lee County, Illinois, USA, established the Anglo- Swiss Condensed Milk Company in Cham. In 1877 Anglo-Swiss added milk-based baby foods to their products and in the following year the Nestlé Company added condensed milk so the firms became direct and fierce rivals. Henri Nestlé retired in 1875 but the company under new ownership retained his name as Farine Lactée Henri Nestlé. 

1905-1918: The Company formed by the 1905 merger was called the Nestlé and Anglo-Swiss Milk Company. Most production facilities remained in Europe, however, and the onset of World War I brought severe disruptions, as a result acquiring raw materials and distributing products became increasingly difficult. At the same time the war created tremendous new demand for dairy products, largely in the form of government contracts. By war's end, the Company had 40 factories, and its world production had more than doubled since 1914. Moreover in this period Nestlé added chocolate to its range of food products and also the Condensed-milk exports increased rapidly as the Company replaced sales agents with local subsidiary companies. In 1907, the Company began full-scale manufacturing in Australia.  

1918-1938: The end of World War I brought with it a crisis for Nestlé. Rising prices for raw materials, the worldwide postwar economic slowdown, and declining exchange rates made the situation worst. In 1921, the Company recorded its first loss. Nestlé's management brings Louis Dapples as an expert to deal with the situation; his rationalized operations and reduction of the company's outstanding debt improve the financial condition. On the other hand Nestlé's first expansion beyond its traditional product line came in 1920s by producing chocolates. Meanwhile, Brazilian Coffee Institute first approached to Nestlé in 1930 to reduce Brazil's large coffee surplus, after eight years of research Nestlé came with Nescafé became an instant success. 

1938-1944: in this period World War II were felt immediately upset the business once again and Profits dropped from $20 million in 1938 to $6 million in 1939. To overcome distribution problems in Europe and Asia, factories were established in developing countries; particularly in Latin America. As the end of the war approached, Nestlé executives found themselves unexpectedly heading up a worldwide coffee concern, as well a company built upon Nestlé's more traditional businesses. 

1944-1975: The graph of growth sets its trends little higher between 1944 and 1975. As a result many new products were added and outside companies were acquired. Nestlé merged with Alimentana S.A in 1947, purchase of Findus frozen foods occurred in 1960, Libby's fruit juices joined the group in 1971 and Stouffer's frozen foods in 1973 and finally in 1974 the Company became a major shareholder in L'oréal, one of the world's leading makers of cosmetics. The Company's total sales doubled in the 15 years after World War II. 

1975-1981: In 1975 and 1977 price of coffee bean and the price of cocoa tripled. In this situation to maintain a balance, Nestlé went to second venture outside the food industry by acquiring the pharmaceutical and ophthalmic product producer Alcon Laboratories Inc. of U.S; as a result it increased competition and shrink the profit margins. 

1981-1995: Improvement of financial situation through internal adjustments and strategic acquisitions are the two important moves in this period. As a result between 1980 and 1984, diversification of several non-strategic or unprofitable businesses occurred. On the other hand Nestlé managed to put an end in the third World to about a serious controversy over its marketing of infant formula in this period. In 1984 Nestlé acquire American food giant Carnation and became one of the largest company in the history of the food industry.    

1996-2002: The opening of Central and Eastern Europe, along with China and a general trend towards liberalization of direct foreign investment was good news for the company. On the other hand in July 2000 Nestlé launched a Group-wide initiative called GLOBE (Global Business

Excellence) aimed to simplifying business process. Two more acquisitions took place in this period-U.S. ice cream business was to be merged into Dreyer's and the acquisition of Chef America, Inc. a leading U.S.-based hand-held frozen food product business.  

2003-2009: Within this area the acquisition of Mövenpick Ice Cream, Jenny Craigand Uncle Toby's enhanced Nestlé's position as one of the world market leaders in the super premium category. On the other hand Novartis Medical Nutrition, Gerber and Henniez join the Company in 2007. Meanwhile Nestlé entered into a strategic alliance with the Belgian chocolatier Pierre Marcolini at the end of 2009.  

2010 to present: In mid-2010 Nestlé finalized the sale of Alcon to Novartis. On 1 March 2010, Nestlé concluded the purchase of Foods’ North American frozen pizza business for $3.7 billion.

In July 2011, Nestlé SA agreed to buy 60 percent of Hsu Fu Chi International Ltd. for about $1.7 billion. On 23 April 2012, Nestlé agreed to acquire Pfizer Inc.'s infant-nutrition unit for $11.9 billion. Before the acquisition, there was a 'bidding war' between the three shareholders Nestlé, Mead Johnson Nutrition and Danone. Each of the companies held a share, with Nestlé holding the biggest share (17%) (Johnson held 15%, Danone 13%).

 

As of 28 May 2013, Nestlé has announced that it will expand R&D in its research center in Singapore. With a primary focus on health and nutrition, Nestlé is investing $4.3 million in its Singapore center, creating 20 jobs for experts in related R&D fields. In 2013 Nestlé Nigeria successfully pioneered and implemented the use of compressed natural gas as a fuel source to power their Flowergate factory.

Globally recognized brands of Nestlé:

The brand portfolio delivers the message once again how big Nestlé in the food industry. It is the trust and effort of the Nestlé professionals which created the win wining scenario. Today Nestlé covers almost every food and beverage category – giving consumers tastier and healthier products. 

 Baby foods: Cerelac, Lactogen, NAN, Gerber, Gerber Graduates, NaturNes, Nestum 

 Bottled water: Nestlé Pure Life, Perrier, Poland Spring, S.Pellegrino 

 Cereals: Chocapic, Cini Minis, Cookie Crisp, Estrelitas, Fitness, Nesquik Cereal 

 Chocolate & confectionery: Aero, Butterfinger, Cailler, Crunch, Kit Kat, Orion, Smarties, Wonka 

 Coffee: Nescafé, Nescafé 3 in 1, Nescafé Cappuccino, Nescafé Classic,NescaféDecaff, Nescafé Dolce Gusto, Nescafé Gold, Nespresso 

 Culinary, chilled and frozen food: Buitoni, Herta, Hot Pockets, Lean Cuisine, Maggi, Stouffer's, Thomy 

 Dairy: Carnation, Coffee-Mate, La Laitière, Nido 

 Drinks: Juicy Juice, Milo, Nesquik, Nestea 

 Food service: Chef, Chef-Mate, Maggi, Milo, Minor’s, Nescafé, Nestea, Sjora, Lean Cuisine, Stouffer's 

 Healthcare nutrition: Boost, Nutren Junior, Peptamen, Resource 

 Ice cream: Dreyer’s, Extrême, Häagen-Dazs, Mövenpick,  

 Petcare: Alpo, Bakers Complete, Beneful, Cat Chow, Chef Michael’s Canine Creations, Dog Chow, Fancy Feast, Felix, Friskies, Gourmet, Purina, Purina ONE, Pro Plan 

 Sports nutrition: PowerBar 

 Weight management: Jenny Craig.

Nestlé in Bangladesh:

Popular Nestlé brands started entering this part of the sub-continent during the British rule and the trend continued during the pre-independence days of Bangladesh. After the independence in 1971, Nestlé World Trade Corporation, the trading wing of Nestlé S.A, sent regular dispatch of Nestlé brands to Bangladesh through an array of indentures and agents and some of the brands such as NESCAFE, CERELAC, LACTOGEN, MUNCH ROLLS and MAGGI became some very common products. 

Nestlé Bangladesh Limited started its commercial operation in Bangladesh in 1994. Its total authorized capital is TK1.5 billion and total paid up capital is TK 1.1 billion. The only factory of the company in Bangladesh is situated at Sreepur, 55 km north of Dhaka. The factory produces the instant noodles and cereals and repacks milks, soups, beverages and infant nutrition products. Today Nestlé Bangladesh Ltd. is a strongly positioned organization. The Company is continuously growing through the policy of constant innovation, concentrating on its core competencies and its commitment to high quality food to the people of Bangladesh. 

Since the beginning of Nestlé’s operation in Bangladesh, the chairman of the company has been Mr. Latifur Rahman, one of the top industrialists of the country, his firm Transcom used to import the products of Nestlé. His business house Transcom is still involved in wide range of business like beverage, pharmaceutical, electronics, newspaper, tea export, fast food franchises etc.  Still he remains as an honorary chairman of the company.

In Bangladesh Nestlé’s vision is-to be recognized as the most successful food and drink Company in Bangladesh, generating sustainable, profitable growth and continuously improving results to the benefit of shareholders and employees. 

Company CSR activities

Nestle Bangladesh has taken Corporate Social Responsibility (CSR) as major areas of its business principles in addition to producing and marketing a wide range of food products.
The company not only believes in manufacturing and marketing products, makes profits, paying taxes and complying with state laws but also believes that a good company has something more to do for the society-even more than CSR which has become a buzz word during the recent years in the corporate world. 

"For Nestle, the terminology is CSV (Creating Shared Value) -- Nestle's own style of CSR-to create value for shareholders and society simultaneously, in a manner that is integrally linked to our core business strategies and operations," said Naquib Khan, Corporate Affairs Director of Nestle Bangladesh Limited. 

1. Health and Nutrition
2. Education and manpower Development
3. Community Development
4. Environment Protection and Preservation
5. Packaging Source Reduction Program
6. Solid Waste Management
7. Water: a precariously diminishing resource
8. Water Conservation Program
9. Rural Development in Bangladesh
10. Nutrition awareness training.

Health and Nutrition: Health and Nutrition Nestle is an advocate for good health and proper nutrition. It conducts feeding programs and medical missions in the areas where it operates.

Education and manpower Development: Donate-a-Classroom Program , Technical Skills Scholarship Program , Academic Linkage Program

Community Development : Cut and Sew Livelihood Project , Yard and Garden Livelihood Project, Suklay and Gunting Project, Misis Kong Trainors Program, Julius Maggi Kitchen ,Street Illuminations Project

Environmental Protection and Preservation: Nestle Environmental Management • Solid Waste Management Program • The Greening the Supply Chain • Air Emission Testing

SOLID WASTE MANAGEMENT :Segregation Reuse Composting

Water Conservation Program: Sensor operated faucets Water in Manufacturing •Water Conservation Program Water Conservation Task Forces and SGA teams Water gun on all hoses at production area Water recycling at vacuum pump cooling system Re-used water for CIP Boiler blowdown and effluent used for watering plants

The food and beverage company, a wholly owned subsidiary of Nestle S.A, received the Standard Chartered-Financial Express Corporate Social Responsibility (CSR) award 2010-11 along with two other reputed companies-DBL Group and Renata Limited.

Naquib Khan in an interview with The Financial Express recently spoke about the company's social commitment, areas of CSR, how they engaged society into their activities etc.

He said Nestle's mission of "Good Food, Good Life" is to provide consumers with the best taste, most nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to night.

Naquib Khan, who is involved with the company from the very beginning of its journey, said Nestle Bangladesh Limited started its commercial production in 1994 and currently employs 600 people directly in the company and another 1000 people indirectly in the industry.

He said the philosophy of Creating Shared Value envisions us to have long term business success. This philosophy itself is embedded in Nestle, with us producing high quality Nestle products leveraging science based nutrition; touching millions of consumers every day.
Mr. Khan said the company has spent about Tk 3.6 million, Tk 3.4 million and Tk 3.2 million respectively in 2011, 2010 and 2009 as CSV. 

Naquib Khan

He said, "Our main focus of CSR is in three areas-

Water,

Nutrition and

Rural Development-

as those three issues are directly linked with ourproducts and also very crucial for the countries like Bangladesh."
"Our all CSR activities are concentrated in the district of Gazipur because of our factory location in the district," Mr. Khan said.  Nestlé Bangladesh Limited directly supervises the implementation part of all CSV projects.
He said, "We have constructed a total of 28 water tanks to ensure safe drinking water in schools to date. Some 35309 school students are directly benefited from those water tanks."
"Our main desired goal is to supply the clean drinking water among the students of the schools and in addition nearby local folks are also drinking the clean water. The students are directly benefited in drinking water and free from water borne diseases." He said.
Mr. Khan said a total of 1540 students were given water education training so that they can learn wise use of water besides having access to safe water.
He said they have constructed a total 15 girl's toilets for the benefit of 8380 girl's students as we had been observing many female students leave school in absence of separate toilets.
"It lessened the drop-outs of female students at a considerable level in the Gazipur districts," he said. 
He said our achievement in the reduction of water consumption was 7.57cubic meter for per ton of production in 2010 which was 21.92% less than of 2009. In 2011, till September, water consumption per ton of production was 6.41 cubic meter where our target was 7.34 cubic meter.
Naquib Khan said every year, our corporate target for water & energy savings are 5% & 3% of reduction from previous year consumption and for this we implement various plans to achieve it.
"Our achievement in energy consumption reduction was 10.16 Giga Joule for per ton of production in 2010 which was 8.07% less than of 2009. And the consumption for per ton of production was 9.19 Giga Joule in 2011 till September where our target is 10.00 Giga Joule," he said.
"We have a Waste Water Treatment Plant (WWTP) where factory waste water is treated. At least (60%) is reuse in factory where only 40% of treated water is discharge to outside," he said, adding that they have a plan to implement 'Zero Waste Discharge' very soon.

Water education at Roverpalli High School

Naquib Khan, a leading singer of the country, said Nestlé is using treated waste water in factory incinerator to capture carbon particle from black smoke of incinerator. After capturing, water color become black and this water is passed through a Fat Trap and Pre Treatment process in which chemicals are dosing for sedimentation/separation of carbon particles.
After sedimentation, colorless water is pumped to WWTP and treated water is again reuse in incinerator, he said.
He said, "We have a world class incinerator where we burn market returnproducts, expiry products, production wastage products etc. This burning is accomplish within temperature 800-10000C and smoke is passed through a Water Chamber where water is sprayed and captures suspended particles, ash particles etc in our factory. Later bright smoke is rejected through our chimney."
He said Nestlé has 2 Rain Water Ground Recharging Pit from where 15 to 20 cubic meter per hour water discharges to ground. Around 3 sq. meter of recharging pit has 5 layers of different size of stones & sand bed which is especially designed for charging of water into ground.
He said the Nestlé distributed a total of 84 computers among the schools. Thousands of students have been benefited directly and indirectly from thecomputers.
"We have also various plans to engage Nestlé in this regard more." 
Naquib Khan informed that around 3000 girl's students trained on nutrition basics since 2010. Nestlé has agreement with Institute of Nutrition and Food Science of Dhaka University. The INFS takes of the training part.
"Present female students one day will be the mother and subsequently the trained mother must contribute in building a healthy future generation," he said.
The Nestlé funds for100 cataract surgery done in the floating hospital of "Jibon Tori", a sophisticated floating hospital of Impact Foundation Bangladesh, a leading NGO work

for underprivileged people.

Nutrition awareness training.

Nestlé also has many programmes through the Impact Foundation Bangladesh in view of Promoting rural development.
Naquib Khan said Nestlé has implemented a series of nutrition programmes for mothers club of rural poor women.
The company also trained 18000 women through 600 clubs for 8 months including 506 govorment health workers, 97 Union Parishad female members and 125 community leaders including local elites.
"This large number of people must help building a healthy nation," he said.
Nestlé can trace its origins back to 1866, when the first European condensed milk factory was opened in Cham in Switzerland, by the Anglo-Swiss Condensed Milk Company. One year later, Henri Nestlé, a trained pharmacist, launched one of the world's first prepared infant cereals 'Farine lactée' in Vevey of Switzerland. Later, the two companies merged in 1905 to become the Nestlé, with headquarters still based in the Swiss town of Vevey.

RECOMMENDATON

1.         Nestle should expand its business.

2.         Nestle should more conscious on its product-life cycle.

3.         Nestle should more attentive on its advertising activities.

4.         Nestle should improve its product day by day.

5.         Nestle should minimize its product price.

6.         NBL needs improvement in terms of number of CSR projects

7.         NBL has way to go in the CSR activities as they are far away from PRAN Foods Ltd. & GSK Bangladesh.

8.         NBL's operations are limited in one area and so as the CSR is also limited in one particular area which needs to be modified.

9.         In terms of Investment in CSR, again, NBL is way behind than other competitors. This has an ultimate impact on the sales of the NBL's products as people are not aware of their contributions.

Conclusion

To conclude, I would like to say that, although there are some drawbacks from CSV side, but again, being nutrition and comparatively new company in Bangladesh, NBL has improved a lot than ever before. Yet, they have many things to do in future which I have already mentioned. But as they are committed to the society and its people, hopefully with the passage of seconds, they will modify their strategy as well. Thus, their action and implementation will help them to be the world’s most trustworthy company in terms of nutrition, health and wellness.