BUS4004

Business Ethics
Table of Contents
Introduction......................................................................................................................3
Ethical Issues....................................................................................................................4
CORPORATE SOCIAL RESPONSIBILITY ACTIVITIES:..........................................4
STAKEHOLDER ENGAGEMENT.................................................................................4
Environmental Stewardship:............................................................................................4
Conclusion........................................................................................................................7
Introduction

Today I will discuss Etisalat, a hero among the UAE's most trustable organization. Etisalat is
one of the Middle East's Internet centers point, which is providing network to different media
organizations in the world. It is one of the biggest carrier of the voice

My research is justified by the need to demonstrate corporate social responsibility in the

Middle East, particularly in the UAE. I chose Etisalat because it is a common organization
that we all recognize, but a huge majority of us do not recognize its social commitment. It is
returning to being a part of the neighborhood, and I am here to explain about it today. A
significant portion of the evaluation will be based on internet sources, with the most basic
information about Etisalat coming from the company's website, and a few specific sources
being special people who have previously worked there and their experiences with them. We
learned a lot from them, including what kind of CSR practices they used and much more
(Harjoto, 2017).

The Etisalat Group's accountability and social responsibility approach was altered in 2016, as
the organization undertook a handful of jobs to ensure that its endeavors were better
organized across all activities. This includes pledging its support for the UN Global Compact.
Etisalat has since maintained its focus on basic activities that help reduce the normal impact
of its business and that of its customers; extending openness to the business regions that
require it the most; and providing some value added and neighborhood services such as
clinical benefits and preparation. The accomplishment of Etisalat Mobile Baby Program in
Africa - an adaptable success activity that supports pregnant ladies in typical places has been
an essential component for the year. The program, which was developed in collaboration with
Qualcomm, Great Connections, and D-Tree International, has saved many lives and is now
available in countries such as Tanzania and Nigeria (Michaels, 2018).

Ethical Issues
Following are the two ethical approaches that Etisalat can use for the development of their
business in the world:

1. Teleological approach
Etisalat can make use of the technological approach. It's also known as the weightiness
approach, and it determines an ethical path based on the effects of a movement. Whether or
not an action is correct or incorrect is based on one's assessment of the activity's outcomes.
The idea is to judge an activity moral if it benefits society more than it harms it. For example,
using this logic, deception to save one's life would be morally acceptable (Capaldi, 2016).

John Stuart Mill and Jeremy Bentham, both nineteenth-century thinkers, are among the
savants who accept this viewpoint. They proposed that a demonstration's morality and ethical
character be determined by its ultimate utility.

A demonstration would be considered positive if it resulted in more satisfaction for society

than dissatisfaction. This fulfilment or joy should be regarded as being for the broader public,
rather than for those who are directly associated with the demonstration or those who submit
the demonstration.

For example, while not paying money to someone you owe may gratify you, it disrupts the
social order of decency and worth, causing the wider public to be concerned. Similarly, this
would not be regarded as a good idea. Similarly, a group that breaks an agreement may be
relieved since it is valuable to it, but it will impair the public's legal framework for
conducting business in a methodical manner. It wouldn't be a moral demonstration from now
on (Fordham, 2018).
Hence, the use of the technological approach would be very beneficial for Etisalat as it is an
organization that is working for helping different people by providing their internet services.

2. Emotive approach

Another approach which can be adopted by Etisalat is the Emotive approach. A.J. Ayer
proposed this strategy. He claims that ethics and morality are merely personal perspectives,
and that "good decisions are insignificant articulations of feelings." In nature, the concept of
profound quality is near to home, and it simply reflects an individual's feelings. This means
that if a person has a positive attitude toward a demonstration, it is ethical in his opinion.
Using escape clauses to avoid paying annual duty, for example, may be unethical from a
cultural standpoint, but the person documenting the personal government forms finds nothing
wrong with it (Ross, 2017).

Similarly, refusing to join the military on a wartime schedule may appear dishonest and
treacherous to the broad public and the government, but the individual involved may view
battle as corrupt in and of itself. According to this philosophy, the entire concept of ethical
quality is dependent on the individual's point of view (Masoud, 2017).

The respectability of the individual is at the centre of an elaboration of the Emotive

hypothesis. While looking for his own "long haul" benefit, the individual should have a
"temperance morals viewpoint," which considers the individual's character, inspirations, and
aspirations.

CORPORATE SOCIAL RESPONSIBILITY ACTIVITIES:

STAKEHOLDER ENGAGEMENT

The Group's business operations are spread over 15 countries in the Middle East, Asia, and
Africa. This successful mix necessitates forming and maintaining relationships with a variety
of partners. The term 'accomplice' is used by the Group to describe people or social
gatherings who have an interest in the affiliation and can influence its outcomes. Customers,
agents, organizations, financial patrons, governments, legal and authoritative entities,
partners, administrative bodies, specialists or merchants, pressure social events, media,
industrial partners, and competitors are all examples of Etisalat essential partners (Mahmoud,
2017).

Environmental Stewardship:

Green ICT has long been a focal point of Etisalat's business strategy and portfolio. The
organization values and encourages the significance and dynamism required to achieve the
most completely spectacular results, gaining momentum toward significance in the creation
of a secure environment for the future. Etisalat has created arrangements to provide media
correspondences and broadband connections in a way that balances financial, social, and
ecological needs. It will keep its trademark impression (water, centrality, waste, and nursery
spreads) under control by pursuing organically satisfying practices in our specific, business,
legal, and managerial exercises and affiliations. Etisalat fully comprehends the added value
created by cutting costs and creating new pay based on environmental standards, carbon
reduction targets, and reduced energy use. It also provides green and low-carbon
organizations to its clients in order to aid in the advancement of a global genuine economy
(Herbas, 2018).

Etisalat began the process of implementing a Global Environmental Management System in

2014, based on ISO 14001. This establishes guidelines for the formation of Group
relationships in order to ensure a strong strategy for overseeing the structure plan and office
the board. Etisalat is compiling required procedures across all countries in order to develop
environmentally friendly standards. Etisalat's focus in cutting-edge broadband infrastructure
is also reducing use and deliveries. Etisalat anticipated more advancements from its proficient
4G structure plan. Etisalat's offices, retail stores, and call centers are also thought to produce
waste and utilize supplies that should be coordinated. Etisalat is causing frameworks to aid in
reducing this influence, as well as assisting it in diverting partners and clients in twisting up
dynamically useful (Masoud, 2017).

Etisalat has completely eliminated paper payment for E-Vision TV benefits in the UAE,
encouraging clients to choose electronic charging through movements and promoting.
Etisalat is also enticing employees to study its green goal by awarding rewards to those who
can recognize and propose methods that would help the company become more self-
sufficient.

Etisalat's CSR strategy might be compared to the social web strategy, in which Etisalat is a
little part of a larger population or organization.

They have various specific responsibilities:

1. The strength of its family and the population in which they work.
2. Embrace ecological principles throughout the lifecycle of its operations and organizations
in order to limit their impact on the environment.

3. Strive to improve its exhibit on a regular basis to avoid contamination, declining material,
vitality requirements, and trash volumes generated by activities and organizations.

4. Stay on the cutting edge of innovation by developing and promoting effective media
transmission strategies that address the long-term trademark inconvenient of its clients.

5. Use appropriate ingenuity in order to satisfy or avoid the requirements of significant

approval and other requirements to which it subscribes, based on its customary opinions.

6. Develop unusual working relationships with government employees.

Third CSR activity:

1. One Laptop for Every Child: This project aimed to improve PC skills among children in
regular classrooms. These free workstations were given to 55 understudies at Kukulkatuwa
Vidyalaya in Nochchiyagama. All understudies up to Grade 5 were given PCs that were
programmed with their current timetable.

2. Etisalat Knowledge Centers: Etisalat is assisting understudies in gaining access to

information by providing well-organized libraries and educational materials, such as a large
number of books, TVs, DVD players, and projectors. Etisalat Lanka's strategy is to give
understudies the freedom to 'get to the modern world through direction.' Etisalat Knowledge
Centers were established in the most supportive and denied schools. A significant piece of the
available examination resources are pertinent to the understudy's fundamental awards, hence
assisting them with the best expected that learning should be a great deal more taught in these
specific zones. In 2011, eight Etisalat Knowledge Centers were opened across the country,
with five more opening in 2012 (Fordham, 2018).

Ufone (Pakistan) is a Pakistani telecommunications company (Owner: Etisalat)

In 2012, Ufone (owner: Etisalat) contributed to the improvement of a Thalassemia Center at
the District Headquarters Hospital in Vehari as part of its CSR efforts. The Thalassemia
community was very welcoming to the general public. Ufone is donating essential supplies
and equipment for the new office's Thalassemia treatment. Vehari is one of Punjab's five
poorest districts, with a population of 2.4 million people. There are an estimated 10,000
people in the region who have been diagnosed with Thalassemia, and there was a pressing
need for a treatment wing.

Conclusion

Etisalat has pledged to return to the business as a source of assistance to the general public,
and their fundamental views are that we need to improve individual presences and assure the
nature for whom and what is to come in the future. They have maintained a wide display of
social money and biological activities throughout the Middle East, Asia, and Africa. They
keep track of previous events and endeavors and engage in them. They recognize that
preparation matters, thus they encourage young people to undertake advanced training. Their
drawn-out goal is to return to their commitment to corporate social responsibility in order to
make the world a better place to live in for who and what is yet to come. The revelations of
this context-oriented analysis have revealed more about Etisalat than I had ever known
before, and this evaluation has honestly showed me the genuine embodiment of Etisalat, not
as an affiliation, but rather as a resident.

References
 Harjoto, M. (2017). Corporate social responsibility and corporate fraud. Social
Responsibility Journal, 13(4), pp.762-779.
 Michaels, A. and Grüning, M. (2018). The impact of corporate identity on corporate
social responsibility disclosure. International Journal of Corporate Social
Responsibility, 3(1).
 Capaldi, N. (2016). New (Other?) Directions in Corporate Social
Responsibility. International Journal of Corporate Social Responsibility, 1(1).
 Fordham, A. and Robinson, G. (2018). Mapping meanings of corporate social
responsibility – an Australian case study. International Journal of Corporate Social
Responsibility, 3(1).
 Ross, D. (2017). A research-informed model for corporate social responsibility:
towards accountability to impacted stakeholders. International Journal of Corporate
Social Responsibility, 2(1).
 Masoud, N. (2017). How to win the battle of ideas in corporate social responsibility:
the International Pyramid Model of CSR. International Journal of Corporate Social
Responsibility, 2(1).
 Mahmoud, M., Blankson, C. and Hinson, R. (2017). Market orientation and corporate
social responsibility: towards an integrated conceptual framework. International
Journal of Corporate Social Responsibility, 2(1).
 Herbas Torrico, B., Frank, B. and Arandia Tavera, C. (2018). Corporate social
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