Profit is not everything. At the very least, organizations can be found with people around and operate in an environment that is looking for protection. Because of this, as organizations doggedly make an effort to achieve their explained goals and targets, they must concomitantly verify their effect on people and environment.
When it involves people, organizations' immediate concern is their staff or employees. Individuals must be assured that they function in a safe and healthy workplace, and their beliefs reinforced rather than destroyed. This is actually the purpose of studying ethics and professionalism in the framework of organizations.
Likewise, organizations cannot disregard the serious problem the environment is facing today. Because of the erroneous techniques before, organizations added a whole lot in environmental degradation. Commercial communal responsibility and lasting development address this matter. Many organizations are now participating in these activities to avert its worsening condition.
In this newspaper, we will be looking into both big giants in the telecommunications business, the Vodafone and the Etisalat. In essence, we are comparing hand and hand their code of ethics, their corporate cultural responsibility programs, environmental sustainability jobs and their guidelines on recruiting and labor union. Maybe, by doing so, we are able to understand the similarities and dissimilarities of their strategies and policies and why such similarities and distinctions exist.
II. Code of Ethics
Vodafone
Vodafone's code of ethics is very encompassing and comprehensive. It is carefully laid out in what it phone calls 'business ideas'. It really is worthy to note that the company's success is defined by its "commitment to moral conduct in the manner it can business and connect to key stakeholders" (vodafone. com, Ethics). The business expects its employees to act with honesty, integrity and fairness.
Vodafone's business ideas addresses ethical problems with respect to bribery and corruption, conflicts appealing, data safety, environment, health insurance and safety, human rights, political efforts and lobbying, and transparency.
On bribery and problem, the company imposes an insurance plan of zero tolerance. An Anti-corruption Conformity Guidelines is set up as a manifestation of dedication for the business to "comply in every respect with all appropriate home and international laws and regulations, standards and rules associated with anti-corruption in each one of the jurisdictions where the Group deals, operates or has any other activity" (vodafone. com, Policies).
Vodafone has what it telephone calls 'Work to Survey' policy. It's the obligation of all employees to record any recognized "incidents of dishonesty, financial malpractice, against the law activity or breaches of the company's business concepts or insurance policies" (vodafone. com, Guidelines: Responsibility to Survey).
The business principles aren't only put in place internally. The company views to it that suppliers also follow these guidelines through its Code of Ethical Purchasing (CEP) and Distributor Evaluation. The CEP establishes the criteria that the suppliers are expected to abide by, and this is based on Vodafone's prices and international expectations, which include Universal Declaration of People Rights and the International Labor Group Convention on Labour Requirements. A publication titled, "Working with Vodafone - A Guide for Suppliers and Contractors, " is designed for suppliers' and companies' direction. The handbook highlights "Vodafone's dedication to being truly a responsible business, including the Business Principles, CEP and its own approach to in charge network deployment and health, basic safety and wellbeing" (vodafone. com, CEP). Suppliers and companies should report incidents regarding "corruption, fraudulence, poor labour and environmental tactics, governance issues and community concerns" (vodafone. com, Whistle-blowing).
To make the execution of ethical determination be effective, the business undertakes consciousness programs. The business principles and responsibility to report plan are included in the induction material, online and face-to-face training and team briefings.
Etisalat
Etisalat adheres to the plans and laws being carried out by the Ministry of Labor and Friendly Affairs. Therefore, its code of ethics is spelled out in the next.
b. 1 Prohibition of obligated or compulsory labor
Etisalat recognizes that it is unethical to attempt obligated or compulsory labor. It feels in freedom of preference, and its personnel are chosen in their own volition to become listed on the company.
b. 2 Prohibition of child labor and least age of employment
To maintain steadily its ethical benchmarks, Etisalat is determined to only make use of workers over 18 years and also to assist other companies to do the same through information drive.
b. 3 Acceptable working condition
It is the commitment of Etisalat to make its work environment totally appropriate to its employees. Etisalat's description of suitable working condition does not only connect with physical surrounding but moreover it also applies to friendly relationships between and among employees.
b. 4 Discrimination
It is a longstanding honest practice of Etisalat to admonish any staff who manifests discriminatory behavior against its coworkers. This isn't only noticed within the work place but it is also observed outside the company's premises.
b. 5 Folks with Disability
Etisalat's ethical stand on folks with disability is consistent using its coverage on discrimination. Handicapped persons must get ample opportunity to mold its job growth in the company.
III. Commercial Community Responsibility Program
Vodafone
The core prices and rules of Vodafone speak well about its corporate and business responsibility and greatly impact its dedication to communities. The company states very obviously its stand on the matter. It declares that to Vodafone "social investment is not an add-on to business activities, but at the heart of how we engage with the communities where our customers, employees, buyers and suppliers live" (Vodafone. com, Community Investment Policy).
Its contribution to neighborhoods is more than financial. Its communal investment is geared toward creative research and programmes that can help to resolving the pressing problems of the changing times. Furthermore, its social commitment will primarily focus on the next: reaching the excluded, promoting lasting business practice and environmental safety and supporting the personal involvement of your employees in their local communities.
The focus of its sociable investment programs includes disaster comfort, mobiles once and for all, world of difference, local foundations, and UK programs.
a. 1. Disaster relief
The Vodafone groundwork has been tireless in providing pain relief in disaster-stricken areas. It develops assistance, coordination and partnerships with organizations which have similar advocacy including the United Nations Groundwork, Telecoms Sans Frontieres, and the earth Food Programme. In addition, it coordinates with humanitarian firms and provides immediate contribution which is used to react to critical humanitarian crises.
Lately, a program called "Vodafone Red Alert" has been initiated. This forges "partnership between Vodafone Foundations and Vodafone Companies to activate Vodafone employees and customers in providing next emergencies and disasters" (vodafone. com, Global concentration: Disaster comfort).
a. 2 Mobiles for good
The Vodafone groundwork provides cash for assignments that utilize mobile communication technology to attend for some of the world's serious humanitarian difficulties and improve the standard of living of individuals. The fundamental activities of the program include the pursuing (vodafone. com, Mobiles for Good):
to harness mobile technology to meet pressing global development and humanitarian challenges
to facilitate technology in the field of mobile health (mHealth)
to disseminate studies suggesting how mobile technology can effectively talk about a few of the world's toughest troubles.
The base has initiated collaboration with other organizations like datadyne, a humanitarian NGO, so that digital health data security system operating on mobile devices will be founded; and Mhealth Alliance, an umbrella group that "complements, attracts mutually and expands after the mHealth initiatives of multiple organizations throughout the world" (vodafone. com, Mobiles once and for all).
a. 3 World of difference
The World of Difference (WoD) is an innovative charitable volunteering initiative currently being delivered over the international network of Vodafone Foundations. It is based on the principle "that folks and community organisations should identify what they feel interested in and then discover the resources to make changes happen" (vodafone. com, Global focus: World of difference).
a. 4 Local foundations
There are 27 local Vodafone Foundations that are located in various parts of the world. Each foundation develops cultural investment programs that address the initial needs of the communities and countries they can be working in. Through these foundations, Vodafone is very pleased about the concrete efforts and the significant difference they create in people's lives (Vodafone. com, Local Groundwork).
Etisalat
Bin Ali, director of pr for Etisalat, encapsulates the stand of the business on Corporate Social Responsibility when he said: "Companies with CSR programs are companies that display good management; are successful, well-run companies that have a forward-thinking management style. They increase employee job satisfaction and they create a strong reputation for the business" (ameinfo. com, 2005a).
Etisalat has been energetic in many of CSR efforts either as a sponsor or supporter. In 2005, it sponsored a summit entitled, "Corporate Cultural Responsibility" in order to examine honest business models (ameinfo. com, 2005b).
Etisalat is also a normal participant in the Arab Corporate Environmental Responsibility Summit. For the reason that summit, Bin Ali presented the various sponsorship on ethnic and educational events. Etisalat was also the principal sponsor of Clean the World Campaign (etisalat. ae, 2007:NEWS RELEASE).
In Egypt, Etisalat initiated a program that addresses Egypt's issue in water. The program is named "Origin. " That is in collaboration with international company, "Care", as well as well known governmental organizations like "Resala" (ameinfo. com, 2009:NEWS RELEASE).
In 2008, Bin Ali, in participating in CSR every year summit, said: "Etisalat is determined to offer continuous support to people with special needs by assisting them to communicate with family, friends, communal centers, federal organizations, colleges, and many other organizations" (arabianbusiness. com, 2008:Press Release).
IV. Environmental Sustainability Projects
Vodafone
The company highly recognizes that at every level of lifecycle of the devices and the network that links them, there are great environmental impacts that must be looked after, whether it be from manufacturing to work with and disposal. It's the aim of the business to reduce or reduce these impacts where it offers full control of the situation. At other phases where in fact the company does not have any direct control, it motivates others to add in the reduction of environmental impacts.
As an initial step, Vodafone commissioned a research activity. The effect highlights four elements in mobile phone life pattern that carry the highest environmental burden. These include extracting raw materials, manufacturing telephone components, running sites, and controlling the end-of-use of devices and network equipment. Among these, Vodafone only has significant control over the functioning of its network, and it contributes in lowering environmental impact by increasing the efficiency of energy utilization and recycling network equipment (vodafone. com, Environmental Impact).
There are lots of programs that the company is implementing to handle environmental issues. A few of these are e-waste program and eco-consumerism. The eco-consumerism includes handset recycling, fewer updates, widespread charger, solar charger, M2M, videoconferencing, home working, and e-billing. Quickly, handset recycling is a plan that motivates users to come back their old telephones and accessories.
Etisalat
Etisalat is not alien when it comes to creating programs and techniques that would contribute in the preservation and coverage of the surroundings. Recently, it launched an environment-friendly solution called 'Pay and Gain'. The principal objective of the is to produce awareness about the environmental great things about using online orders, particularly in paying charges and mobile credit recharge and renew. The major benefits of this scheme is the fact that it minimizes the utilization of paper, resulting in paperless deals, and reduces carbon emission since customers are no more necessary to visit Etisalat business centers. In addition, it reduces transport cost for the clients (etisalat. ae, Press releases, March 2010).
Another program of Etisalat to support its initiatives on environmental coverage and preservation is the recycling of cell phones. In 2007, Etisalat exposed "cellular phone recycling collection items at its business centre across UAE" (ameinfo. com, 2007). This program stimulates costumers to surrender their old cell phones for proper and safe disposal.
More lately, Etisalat participated in celebrating the planet earth Hour in all seven UAE Emirates (eyeofdubai. com, NEWS RELEASE, March 2010).
V. RECRUITING Polices and Romantic relationship with Labor Union
Vodafone
Vodafone feels in people. It identifies in early stages that the success of the business enterprise fundamentally depends on happy, lively and motivated employees. Its plans on recruiting are all-embracing which include health, safeness and well-being; equivalent opportunities and diversity; training and development; prize and recognition; staff volunteering; and real human protection under the law and labor union. Employee volunteering will be mentioned in social responsibility section.
a. 1 Health, protection and well-being
Vodafone is a caring business establishment. The health, security and well-being of its employees are of most effective consideration as far as Vodafone can be involved. The company thinks that all happenings and incidents can be averted, and it is the enduring determination of the business for employees to operate in a safe and healthy environment. In addition, it recognizes that healthy and reliable labor force, moored on staff well-being, is the key to the company's success (Vodafone. com, Health, Basic safety and Well-being).
The well-being framework (Fig. 1) outlines various problems that affect or ensures staff well-being if they are taken care of regularly. The company understands that work-life balance is important. In similar manner, healthy lifestyle is area of the advocacy of the company (Vodafone. com, Employee well-being).
Fig. 1. Well-being platform (Vodafone. com, Employee well-being)
Health and safety management systems, which anchor on medical and safety plan of the business, are well in place. Each operating company is enjoined to "develop, put into practice and constantly review its health and protection management system, consistent with local operating conditions and legislation" (Vodafone. com, Health and Safety Management Systems). In doing this, the company makes health, basic safety and well-being of its employees as a fundamental element of its business, consequently insulating the company from any legal intricacies by applying national regulations.
a. 2 Identical opportunities and diversity
Vodafone will not fear diversity. On the contrary, it allows this as an asset in the business. Diversity enables the company to understand various personalities, ethnicities and experience. This knowledge is then used in offering well its customers round the world. The practice of discrimination or unfair treatment is prohibited in whatever reason. Employee integrity is highly appreciated and value for acquaintances and customers is consistently observed. There is absolutely no better way of expressing the commitment of the business except by quoting it. It said: "Vodafone seeks to create a working culture that respects the worthiness of differences among acquaintances and encourages individuals to add their best in a environment that is inclusive, open up, flexible and good" (vodafone. com, Equivalent Opportunities and Variety).
The company recognizes gender and social diversity as areas that require ongoing improvement. Vodafone understands the contribution of women in the business. In addition, the company completely feels that girls are more sensitive and influenced by family dedication than men. Thus, it engenders versatile working to help employees focus on their family commitments without reducing their amount of time in the company. Recruitment consultants are required to recommend at least one skilled female candidate to be looked at in management-level positions. International job rotations are also practiced to provide opportunities to employees to learn different cultures.
Employees with disabilities are not discriminated in whatever undertaking the company has, whether it is in recruitment, advertising or usage of facilities and services. Disabled applicants are guaranteed fair and equal consideration in every vacancies they are prepared to make an application for. When appointed, their needs are accommodated liberally and changes to workplace is done to make sure they are comfortable.
a. 3 Training and development
Growth and development are backed through training and education. Employees should take part in training and experience continuing education to obtain new skills and gain additional knowledge. A global programme called 'Inspire' acts as an avenue to "identify and develop high potential employees and accelerate their progression into leadership tasks" (vodafone. com, Training and Development).
Career opportunities are also marketed. Whenever possible, advertising or recruitment from within is witnessed to allow employees down the ladder to go upward. To do this, the business advertises vacancies in its global intranet. This ensures exchange of talent internationally.
a. 4 Praise and recognition
Reward and acceptance own an intrinsic target of offering added inspiration for employees to stay on and work productively. Pay back and identification further make sure they are feel important and useful owing to the acceptance of these efforts. Vodafone recognizes this, and it rewards employees based on their output and performance, potential and contribution to the success of the business. The company offers competitive and good wages and benefits so that employees will be discouraged to transfer to others. Retirement living benefits are also given in various strategies (vodafone. com, Prize and Popularity).
a. 5 Human being privileges and trade unions
As an international business entity, it recognizes all human protection under the law legislations, laws and requirements peculiar to the countries where it can its business. Vodafone mainly is focused on protecting, upholding and boosting the human rights of its employees. It really is interesting to note that the business's employment policies abide by the key points being upheld by the UN General Declaration of Individual Rights and the International Labour Business Key Convention (vodafone. com, Human being Rights).
The company further acknowledges the rights of employees to become listed on trade unions or related organizations outside the company. Where legislations allow it and the majority of employees enable a trade union to make a deal with respect to them, the business automatically identifies this. Lastly, the business shows honest manifestation of goodwill by pushing regarded trade unions to work in constructive collaboration, considering the needs of employees, shareholders and customers.
Vodafone likewise abhors child labour and obligated or compulsory labour. Its occupation policies likewise incorporate health and basic safety, as well as equal opportunities and diversity, which is expounded in the succeeding sections.
Etisalat
b. 1 ISO certification
There is one thing that Etisalat is obviously pleased with, i. e. , its individual resource (HR) systems has gained ISO:9001-2000 certification (ameinfo. com, 2004). As reported, Etisalat's HRD proclaimed another important event in its professional development when it efficiently obtained recognition from an internationally-recognized agency. In that statement, Al Sawaleh, the Exec Vice Leader - HR of Etisalat, recognizes its employees to be the most effective advantage. He further added: "Inside the new competitive and global market we could poised to get into, it is critical our employees have the ability to do their work in the very best manner possible. We also want to provide them every chance to improve themselves in a progressive and healthy work environment" (ameinfo. com, 2004:NEWS RELEASE).
b. 2 Emiratisation
Months before the certification, a major award was received by Etisalat RECRUITING. The honor was about the adherence of Etisalat to the nationalization program of the government. That is commonly called Emiratisation. It was distributed by GCC Council of Ministers of Labour and Social Affairs in popularity of Etisalat's "unprecedented success in the implementation of recruiting procedures and training programs which may have proved greatly successful for both its employees and the corporation" (ameinfo. com, 2004:NEWS RELEASE).
b. 3 Labor union
There is tremendous restriction on the establishment of labor unions. The law will not allow workers to indulge in collective bargaining, although it authorizes work dispute settlement deal. However, it should be mentioned that UAE staff are one of the best paid in the region, and in the planet. Good looking benefits such as cover, travel allowances, training and education with pay, among others are provided. The business's top management composed with a compassionate partriarchal type of leadership what the law does not provide.
VI. Conclusion
At the very outset, it's been noticed that Vodafone has a very comprehensive and encompassing literature on ethics. Its determination is not only done rhetorically, but systems and constructions are already in destination to make ethics work in the company. Vodafone has a policy on whistle-blowing and on Duty to Statement, which oblige employees to article suspected irregularities. They are just some of the institutionalized procedures that have equivalent systems and framework that permit them to be applied smoothly. However, policies derive from existing laws and legislations where the company operates. Generally, we discover that Vodafone is more liberal and democratic.
Etisalat too has its own unique policies, that happen to be anchored on existing regulations in UAE. For example, its federal government discourages or totally does not allow labor union. Etisalat abides with what the federal government says; thus, it does not allow labor union in the company. Government restricts dangerous press releases or articles that undermine the trustworthiness of the Emirate, and censorship is not prohibited when the federal government agencies feel that allowable bounds have been shattered. This enables Etisalat to ban internet sites that are located harmful to the cultural and ethical fabric of world, but which are believed harmless in other countries.
Looking at honest practices in light with both of these areas, censorship and labor union, we can say that Vodafone's employees aren't prone to mistreatment because they have got the labor union to assist them. This is an reverse of what's taking place when labor unions are absent. Employees have a tendency to be exploited. Censorship is also susceptible to abuses, especially when there is absolutely no clear delineation between what is satisfactory or not.
UAE can always look again on the existing policies that the federal government is strictly implementing. When enough time is ripe, some of these policies may undertake changes or may be expunged completely.
Part II
I. Ethical Misfortune
One of the very most compelling conditions that must be considered when we discuss the communications industry is privateness. Some cultures maintain privateness so dearly that it is regarded as inviolable, while other civilizations will be more tolerant. Since the majority of the clients of Vodafone and Etisalat are multicultural, they must become very sensitive on the demand for privacy of every customer.
In the article (Bevir, 2009), Etisalat has been accused of intentionally installing Java-based software/patch, which is categorized as spyware and adware, in BlackBerry handsets of its customers. This was adopted up by another report (Reilly, 2009a) demanding Etisalat to answer the accusation hurled against it.
According to Etisalat, the patch was likely to assist in network improvement. But later, it was found to be "a highly sophisticated piece of spyware, the goal of that was to circumvent state-of-the-art encryption and security systems to be able to send private email messages to a third party server" (Reilly, 2009b). This affected the personal privacy of Etisalat's customers.
The reaction of Etisalat on the problem is more of indifference. This sort of reaction would allow the issue to pass away down naturally, particularly if more controversial news come to fore.
