development work in thir areas of operation in Bangla Desh, Pakistan etc. through the Michael Porter concept of where CSR and development is integral to the business Creating Shared Value strategy of the company and furthers its business interests through CSR. has used its Telenor core business model of telecommunications for ensuring that its mobile telecommunications technology is accessible to the poor and is used for use of mobile telephony in education, health, financial inclusion etc, and thereby making immense contribution to the improvement in the lives of the people in the area where they operate. There is set out by the Norwegian Government. It is up to no mandatory financing requirement each individual company to incorporate CSR into their own governance structures and use resources as needed. The Norwegian approach to CSR is principle-based, which Government’s gives a lot of flexibility to companies to develop their own concrete and sector specific guidelines. While a Board has full responsibility of the implementation and company’s monitoring of its CSR guidelines, the way CSR is incorporated into the management of each company differs from company to company. In some instances, there may be a CSR Director that reports to the CEO and Board and in other cases, the responsibility rests with each line manager. This has important lessons for India as the GOI is considering CSR options and requirements (whether CSR should be voluntary or mandatory) under its potential Companies Bill. A key take-away from the mission was that each company needs to set priorities and gradually implement a holistic CSR agenda that is enmeshed with their business priorities. This needs to be phased out and taken up carefully as not all objectives can me met at the same time of all initiatives undertaken at the same time.
development work in thir areas of operation in Bangla Desh, Pakistan etc. through the Michael Porter concept of Creating Shared Value where CSR and development is integral to the business strategy of the company and furthers its business interests through CSR. Telenor has used its core business model of telecommunications for ensuring that its mobile telecommunications technology is accessible to the poor and is used for use of mobile telephony in education, health, financial inclusion etc, and thereby making immense contribution to the improvement in the lives of the people in the area where they operate. There is no mandatory financing requirement set out by the Norwegian Government. It is up to each individual company to incorporate CSR into their own governance structures and use resources as needed. The Norwegian Government’s approach to CSR is principle-based, which gives a lot of flexibility to companies to develop their own concrete and sector specific guidelines. While a company’s Board has full responsibility of the implementation and monitoring of its CSR guidelines, the way CSR is incorporated into the management of each company differs from company to company. In some instances, there may be a CSR Director that reports to the CEO and Board and in other cases, the responsibility rests with each line manager. This has important lessons for India as the GOI is considering CSR options and requirements (whether CSR should be voluntary or mandatory) under its potential Companies Bill. A key take-away from the mission was that each company needs to set priorities and gradually implement a holistic CSR agenda that is enmeshed with their business priorities. This needs to be phased out and taken up carefully as not all objectives can me met at the same time of all initiatives undertaken at the same time.