Case Studies

Abstract of Different CSR Case Studies

[BGMEA-Child Labor Dilemma[Saleha Garments]  [Apex Adelchi Footwear Ltd ]  [Tetley Tea ]  [Latif Bawani ]     [SquarePharmaciticals Ltd ]  [Hate Banau]  [BRAC Vegetables]  [Base Ltd[Shrimp Foundation]

 

RMG Sector:

Case 1:                      
BGMEA-[Child Labor Dilemma]

In 1995, thereadymade garment industry (RMG) sector in Bangladesh received a jolt from consumer rejection and threat of product boycott in USA, its major export market, on the issue of product made by child labor. Apart from the from growing consumer rejection of Bangladeshi garments, different organizations,Child Labor Coalition (CLC) in particular warned the industry of a formal product boycott as of May 2005 unless the child labor related issues are resolved. The case study reveals the CSR related issues and the factors related for the issues in particular. Finally the role of ILO, GOB and BGMEA led the ending of the issue by signing a MoU. CLC called off the boycott next day following the signing of MoU. The Harkin Bill impact on these issues was highlighted.

 Case 2: Saleha Garments

The Saleha Garments is a leading garments factory in Bangladesh. It was established in 1986 with only 50 machines. Now, the factory has 7 production lines involving large number of machines. The company is a sister concern of RNR Group. In its vision and mission statement, the company emphasizes on‘optimal utilization’ of human resources to ensure highest level of employment’ and they aspire to be labor intensive in every sector of investment. The company manufactures ready made garments and woven apparels with a present production capacity of 150,000 pieces per month. It employs 700 people. The raw materials include fabric, trims, cartoon, button, tape and polybag. The case study discusses the firm’s CSR policy and action towards labor rights and organizational development.

  Leather Sector:

Case 3:                      
Apex Adelchi Footware Ltd.

The footwear and leather sector is one of the successful and profitable sector in Bangladesh. It is also a great source for export earning. The case discusses Apex Adelchi Footware Ltd. Management of leather and processing related CSR issues. The case brings out CSR related issues in leather sector in Bangladesh.

 Tea Sector:

Case 4:                      

Tetley Tea

Tea is an important cash crop of Bangladesh. Tea cultivation is confined only in certain areas in Bangladesh. Tea requires a light temperature with much moisture in summer. There are about 150 gardens in Sylhet district. Sylhet alone produces about 90% of the total output of the country. Chittagong Hill Tracts, Chittagong and Comilla of the country are other minor tea producing districts. Tea is one of the most dynamic agro-based, labor intensive export oriented industries of Bangladesh. It plays a vital roles in the national economy in both export earnings as well as in employment generation. Tetley Tea is a tea produced by a company with foreign assistance. The case discusses the development of Tetley Tea in export market. It also discusses the CSR related issues.

 Jute Sector:

Case 5:                     

 Latif Bawani

Jute is the most important industry in Bangladesh. It is a vital sector of the economy of Bangladesh from agricultural, industrial and commercial point of view.Jute is also the major fibre crop of Bangladesh and is the chief earner of our foreign exchange. Inspite of accounting from 60% of jute production and having almost a monopoly of fine qualities of jute there was not a single jute mill in Bangladesh before 1951. The current scenario is very different. The monopoly from the sector is not present now. The case study explores the key reasons and factors for the case. It explores the potential financial resource by conducting a survey at Latif Bawani a government led public Jute Industry. The case study discusses different CSR related issues including human resources.

 Pharmaceuticals Sector:

Case 6:                    

 Square Pharmaceuticals Ltd.

Square Pharmaceuticals Limited (SPL) came into being through the singular initiative of Mr. Samson Hossain Chowdhury. In 1958 as a partnership firm under the name of Square Pharma. SPL basically evolved as one man company until it was converted into a private limited company in 1964. Square Pharma started production right from 1958 with minor formulation of different types of pharmaceuticals items at a modest scale. The conversion into public limited company in 1964, expansion took place in product lines and items but real expansion started in 1974 with development of technical collaboration with subsidiary Johnson and Johnson International of USA namely Janssen Pharmaceutica, Belgium. SPL achieved first position in the pharmaceuticals market in Bangladesh among all national and multinational companies in 1985. The vision of SPL led to the massive expansion of Square Group as a whole. The case discusses the practice of CSR by SPL and the factor led the firm to be a corporate excellence model.

Handicrafts Sector:

Case 7:                     

 Hate Bunano

Handicrafts sector is one of the oldest sector in Bangladesh. Bangladesh has its traditional history of pioneering handicrafts products. The global acceptance of such products led to business prospects of handicrafts products. A local company led by UK born British national named Hate Bunano is a success of handicrafts sector. The case study discusses the development of Hate Bunano. Within 2 years of time the organization employs 800 people. Recently the MD of the company gets recognition from British Emperor. The case discusses the good governance. 

 Vegetables Sector:

Case 8:

  BRAC Vegetables

Environment in Bangladesh is quite rich for production of vegetables. The varieties of vegetables include brenjal, cauliflower, cabbage, water-gourd, pumpkin,tomato, radish, spinach, beans, potal, lady’s finger, cucumber, karalla (bitter-gourd) etc. Bangladesh export vegetables to different countries.BRAC Vegetables is a subsidiary of BRAC. The case discusses the export process of BRAC Vegetables and explores potential source of revenue. BRAC exported first in 1977 the vegetable type French Bean. For this item BRAC obtained seeds from the Netherlands and received advice and technical assistance from the Dhaka based Hortex Foundation. BRAC also exported other items such as green chilli, baby, pineapple, okra, and other bitter gourd.In the second year BRAC pioneered the export of Bangladesh potatoes in new markets like Singapore. Now, BRAC export vegetables to different markets like London, Paris, Brussels, Amsterdam, Dubai, Hong Kong, and Singapore.The case also discusses the current challenges of exporting vegetables toforeign countries.

 Software Sector

Case9:                      

Base Ltd.

The software sector in Bangladesh has been identified as a potential thrust sector for export. The software industry in one of the essential components of Information Technology which has evolved from the merger of computers,telecommunications and office automation technologies and is one of the most rapidly growing industries in the world. Base Ltd. Is one of the software company in Bangladesh. The current challenging issues in software sector includes the following: weak government agency for promoting growth of IT, shortage of good tutors, graduate lack computer skills, course curricula for computer related subject are not upto date, poor governance etc. The Case study discusses the current challenges faced by a rising software companies and their strategy to develop in the sector.

 Shrimp Sector:


Case 10:
ShrimpFoundation [A local firm from Cox’s Bazar]    

Marine Shrimp Company is one of the oldest organizations in shrimp cultivation and export. The founder of local company started business as a cultivator and middleman supplying to big exporters back in 1986. Since the beginning, the operational area of the company has been the southeastern coastal zone of Cox’s Bazar in Bangladesh. The coastal population has been harvesting shrimp from tidal seawater for centuries. However, until recently, hardly any modern process was followed in catching fries and rearing the shrimp. By 1996, the company started exporting directly to USA and the EU. In the year 2004-5, the company exported shrimp worth US $ 250,000. Around 55% was exported to EU. Later he experienced challenges in the business. In July 1997, EU imposed a ban on imports of shrimp products from Bangladesh into the EU on the ground that exports of this commodity did not meet the
stringent provisions of EC’s Hazard Analysis Critical Control Point (HACCP)regulations. The ban originated from concerns over health safeguards, quality control, infrastructure and hygiene in the processing units and lack trust in the controlling measures carried out by Bangladesh Department of Fisheries (DoF). The case discusses the challenges and how they overcome such situation in particular.