Company Analysis Essay on Etisalat

2021-08-25 07:07:22
4 pages
1069 words
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Wesleyan University
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Critical thinking
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Etisalat Group is multinational telecommunication service provider, which is based in Emirati. Currently, Etisalat plies its trade in 16 countries, including regions such as Middle East, Asia and some parts of Africa, elevating it to be among the largest mobile network operator, globally. For instance, in 2014, Etisalat was ranked position one by Forbes Middle East as the most potent corporation operating in United Arabs Emirates (Etisalat.com, 2015). The companys rapid growth can be attributed to its successful corporate social responsibility (CSR) and sustainability programs which have been vital in transforming the Etisalats operational strategies. This task will focus on reviewing Etisalats mission statement, standards and codes of conduct and CSR as a way of discerning its commitments towards sustainability.

Etisalats Commitments to Sustainability

Epstein & Buhovac (2014) assert that corporations are increasingly becoming cautious to social, environmental and economic matters. Etisalats sustainability strategy has focused on the establishment of long-term stakeholder value through the implementation of business models which capture every aspect of the companys ethical, social, environmental and economic spheres. This also includes the formulation of the strategies enhance the Etisalats overall growth, which improves the companys longevity through transparency as well as effective employee development (Etisalat, 2015). It can, therefore, be contended that Etisalats commitments towards corporate sustainability are depicted through its business practices which are built are its social and environmental operations.

Etisalat Social and Economic Sustainability

Etisalats efforts on corporate sustainability are based on three pillars: the environmental, social and economic prong. These sustainability approaches have enabled Etisalat to accomplish its present needs without compromising its future. As part of the social pillar, Etisalats corporate sustainability strategy has focused on creating a sustainable business model which is supported by the community, employees and other key stakeholders (Epstein & Buhovac, 2014). This is characterized by fair treatment of employees, improving the welfare of both local and global communities.

In 2012, Etisalat Group embarked on supporting the development of over 40 humanitarian and charitable projects in the dimension of its footprint. Etisalat has been actively involved in various initiatives in African countries such as Egypt. For instance, Etisalat launched a project dubbed Origin in Egypt to help in solving water challenges beleaguering the locals (Group Corporate Communications, 2013). Etisalat commitments towards its sustainability programs also include its key contributions meant to assist the operation of UNICEF. For example, in 2012, Etisalat took part in supplying approximately 1000 households in the governorate of Qena in Upper Egypt with clean drinking water. Etisalat also provided over 1000 water connections to less fortunate families in other governorates as well as provision of at least 30 kidney dialysis machines and stations in different hospitals in Egypt.

Etisalats social sustainability commitments are also depicted in its social development initiatives in war-ravaged countries and developing countries. In West African countries such as Nigeria and Togo, Etisalat has focused on launching projects which support education sector. In 2012, Etisalat gave Nigeria a grant through the companys annual Merit Awards Scheme. This aid, which is an educational program, aims at sponsoring students pursuing Electrical and Electronics Engineering, Computer Science, and Business Management undergraduate courses (Etisalat.com, 2015). Other programs meant to support education through Etisalats sustainability strategies include Adopt-A-School program, fight malaria project and Career Counselling Scheme.

In Benin, Etisalat has embarked on various educational projects through the provision of funds for the elementary schools and colleges to cater for the educational expenses. Additionally, Etisalat is also supporting Benins ministry of health, primarily through blood donations (Group Corporate Communications, 2013). In Afghanistan, Etisalat has been actively involved in humanitarian and charitable projects which have been crucial in resolving socioeconomic crises experienced in this country. The company has also extended its assistance to Middle East communities through funding of Sri Lanka and Pakistan water projects, health programs (sanitation aid) and education. These practices are key indicators of Etisalats commitments towards its sustainability strategy.

Etisalats Environmental Sustainability

Initially, organizations perceived corporate sustainability as a societal issue which is not related to their business practices. Porter, Gallagher & Lawong (2016) demonstrates that corporations are now viewing sustainability as an organizational problem when it comes to the efforts to transforming into environmentally sustainable organizations. Etisalat has aligned its vision and mission statement to the values which demonstrate its commitments towards the achievement of the sustainable environment (Etisalat.com, 2015). Etisalat has continually adhered to the internal best practices as far as environmental standards are concerned. This includes responsibly doing business, with the focus being on the promotion of practices which support ecological conservation.

Etisalat has invested significantly in the efforts to minimize its impact on the environment through its Go Green (Energy Star Initiative) programs. The Go Green strategy enables the implementation of Etisalats strategies for reducing the emission of greenhouse gas in the regions the company operates. Etisalat is also seeking tower sharing partnerships as well as the deployment of hybrid or alternative power solutions (Group Corporate Communications, 2013). This has led to the launching of renewable energy projects (wind and solar power) in various countries such as Nigeria, Egypt, UAE and Afghanistan (Oduyemi, 2016).

Conclusion

Etisalat has made significant progress in realizing its sustainability goals. Recently, the company has established different projects which focus on leaving a positive footprint in the world by actively taking part in resolving various socioeconomic and environmental issues. This implies that Etisalat is in a strong position to accomplish its vision of becoming the most stable and valuable corporation, globally.

References

BIBLIOGRAPHY Ajakaiye, F. (2016). Etisalat Restates Commitment to Environment Protection. This Day, 1-3. Retrieved from https://www.thisdaylive.com/index.php/2016/06/21/etisalat-restates-commitment-to-environment-protection/

Etisalat. (2015). Company Profile: Corporate Social Responsibility (CSR). Etisalat, 1-5. Retrieved from http://www.etisalat.com/en/about/profile/etisalat-csr.jsp

Etisalat Group. (2017). Year of Growing Together: Etisalat's Annual Report 2016. Etisalat Group, 1-73.

Group Corporate Communications. (2013). Etisalat CSR & Sustainability Report 2012. Group Corporate Communications, 1-23.

Oduyemi, O. (2016). Etisalat Nigeria promotes environmental sustainability on World Environment Day. Linkedin, 1-2.

United Nations Global Impact . (2016). Communication on Progress 2013: Emirates Telecommunications Corporation - Etisalat. United Nations Global Impact , 1-2.

Wilson, M. (2013). Corporate Sustainability: What Is It And Where Does It Come From? IVEY Business Journal , 1-7.

Epstein, M. J., & Buhovac, A. J. (2014). Making sustainability work: Best practices in managing and measuring corporate social, environmental, and economic impacts (2nd ed.). Sheffield, UK: Greenleaf Publishing. ISBN-13: 9781609949938 2) Galpin, T.,

Whittington, J. L., & Bell, G. (2015). Is your sustainability strategy sustainable? Creating a culture of sustainability. Corporate Governance, 15(1), 1-17. 3)

Porter, T. H., Gallagher, V. C., & Lawong, D. (2016). The greening of organizational culture: Revisited fifteen years later. American Journal of Business, 31(4), 206-226.

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