Corporate Social Responsibility is becoming a key initiative and an essential tool in the growth of multinational corporations and the development of third world countries around the world. The two concepts can work hand in hand to provide benefits to all; However, difficulties in regulating and implementing corporate social responsibility need to be overcome before effective changes can be made. Definitions of corporate social responsibility can vary somewhat depending on the perception and perspective an individual or group has towards the situation; the definition has also changed over time. In general terms, Manakkalathll and Rudolf (1995) define corporate social responsibility (CSR) as “the duty of organizations to conduct their business in a way that respects the rights of individuals and promotes human well-being”. In contrast to this, Christian Aid (2004, as cited in Pendleton 2004) defines CSR as “an entirely voluntary, company-led initiative to promote self-regulation as a substitute for regulation at a national or international level”. Blowfield, 1995 indicates that over time, definitions and explanations of CSR have become more positive, with a growing understanding of the benefits that can be achieved through successful implementation by organizations. Pendleton (2004) suggests that early CSR initiatives were a response to public pressure and media reporting of bad corporate behavior. The purpose of the CSR was to show these people that companies are capable of cleaning up. Pendleton (2004) suggests that “contemporary CSR was christened by Shell in response to the annus horribilis of 1995”. Monshipouri, Welch & Kennedy (2003) also outline this issue as a key turning point… the focus of the article… the true face of corporate social responsibility, Consumer Policy Review, vol.14, no.3 , pp. 77-82 Rodriguez, P., Siegel, D. S., Hillman, A. & Eden, L. (2006). Three lenses on the multinational enterprise: politics, corruption and corporate social responsibility. Journal of International Business Studies, vol.37, pp.733-746Sachs, S., Maurer, M., Ruhli, E. & Hoffman, R (2006), Corporate social responsibility from a "stakeholder" perspective: CSR implementation by a Swiss mobile telecommunications operator. Corporate Governance, vol. 6, no.4, pp.506-515Waldman, D.A., Siegel, D.S. & Javidan, M. (2006). Components of CEO transformational leadership and corporate social responsibility. Journal of Management Studies, vol.43, n.8, pp.1703-1725The Body Shop Values ​​Report 2007. http://valuesreport.thebodyshop.net/index.asp?lvl1=0&lvl2=0&lvl3=0&lvl4=0Viewed 10/09/07