CASE STUDY 2$TenyearsagoonlyaboutadozenF\text{or}tu\ne 500companiesissuedaCSR\text{or}susta\in abilityrep\text{or}t.Nowthemaj\text{or}itydoes.M\text{or}ethan8,000bu\sin essesaroundthew\text{or}ldhavesig\ne dtheUNGlobalCompactp\le dg\in g\to showg\infty dglobalcitizenship\in theareasofhumanrights,lab\text{or}s\tan dards\text{and}environmentalprotection.The\ne xt\ge \ne rationofbu\sin ess\le adersisevenm\text{or}elikely\to pri\text{or}itizeCSR.A\text{or}d\in g\to datare\le asedthismonthbyNetImpact,thenonprofitt\hat{a}ims\to helpbu\sin essespromotesusta\in ability,65\%ofMBAssurveyedsaytheywant\to makeasocial\text{or}environmentald\iff erencethroughtheirjobs.Con\sum erProtectionAct,1986\text{and}jagograhakjagocampaignshavemadecon\sum er{s}^{\prime }awareoftheirrights\text{and}bu\sin essesca\cap otaff\text{or}d\to ign\text{or}etheirduties\to wardscon\sum ers.$Today, amid a lingering recession that has dented corporate profits and intensified pressure from shareholders, companies are devising new CSR models. Rather than staffing a modest CSR department - and slapping it on the org chart as a small offshoot of the public relations (PR) or philanthropy division - many companies are instead trying to embed CSR into their operations because they have realized threat social interest and business interest are closely connected.$W\text{or}kersarenom\text{or}eilliterate.Theyareawareoftheirrights\text{and}\in thesesituations,companiesca\cap otaff\text{or}d\to ign\text{or}etheirduties\to wardslabour.$Q.1    Quoting lines from the above passage clarify reality of social responsibility.

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