Stakeholder Analysis of Etisalat Group - Example

Etisalat Group: Stakeholder Analysis Student’s Name Institutional Affiliation Company Profile & Identification of Stakeholders This paper puts up a discussion on Etisalat, which operates as Telecommunication Company in the United Arab Emirates as well as other countries in Middle East, Asia and the entire Africa (Etisalat, 2015). The firm provides telephone, TV and internet services to its customers. It was established in 1976 and is headquartered in Abu Dhabi (Etisalat, 2015). The current chief executive officer is Ahmad Abdulkarim Mohd. A. Local Stakeholders i) Customers ii) Employees iii) Business partners, consultants and vendors iv) Legal and regulatory bodies v) Community B. Regional Stakeholders i) Industry peers and competition C. International Stakeholders i) Governments, government institutions and departments Identification of Stakeholder’s Needs Customers: regardless of their placement, these fundamental groups of stakeholders are concerned with whether or not the company will provide quality level of service and at affordable as well as reasonable prices (Susnienė & Vanagas, 2015). Given that they seek service quality for their money, Etisalat is expected to provide top speed internet services with uninterrupted TV and telephone networks. Employees; seek for career growth and development within the firm. They also are interested with the proper and competitive compensation packages that are dictated by different market conditions. Business Partners, consultants and Vendors; require that Etisalat commit to their partnership agreements and contracts. They further require Etisalat to provide transparent monthly market reports in order to determine whether or not they are committed to the stipulations laid out in contracts. Legal & Regulatory Bodies: require Etisalat to come up with proper operational procedures that does not go contrary to what is required by the law. These requirements is all-inclusive in that it seeks to establish whether the Company provides favourable operational environments to its employees and does not hire underage employees to provision of quality services to customers (Susnienė & Vanagas, 2015). Community: requires that the Company ensure to protect the environment and also, provide employment opportunities to a section of its population. Industry Peers & Competition: require that Etisalat provides services at fair strategies and in ways that cannot compromise their existence. They need operations be conducted in a free and fair manner so that practices related to pricing are positioned with a reasonable range to prevent unfairness (Susnienė & Vanagas, 2015). They further require that there is little or no poaching of employees and so on. Governments, government institutions and departments: require that the Company operates within set guidelines set out by different government bodies for which the company operates like Asia and Africa. These governments further require that the company embrace taxation, and employment relations acts within these countries in a timely fashion. Ability to Strategically and Ethically Meet Stakeholders’ Needs To meet customer’s need, the Company ensures to provide top notch telephone, TV and internet services as well as make sure to improve on all attachments related to its brand. Customers are valued and thus, feel respected, appreciated and safe at all times. Feedback is provided in a quick and prompt manner especially because the firm has embraced social networks where direct customer interaction is encouraged. Employees’ needs are met due the firm’s commitment to understand and value its personnel by way of nurturing their careers and growth through a motivational culture. Selection and recruitment as well as promotion of personnel take into consideration gender-based equality. Etisalat Group’s Talent Management is tasked with the responsibility of ensuring that in-house talent is nurtured and proper skills impacted to each and every employee since the matter. Etisalat HiPo initiative seeks to avail access to employees to notable learning resources in such top notch organisations like Harvard Business School and Duke University (Etisalat Group, 2012). Subsequently, it also fosters evaluation and rewarding programmes for successful employees and, also allows employee representation and union relations. Communities upon where the firm operates benefits from the numerous social investments and corporate philanthropic activities carried out at distinct times. The focus of the company rests in health, employment opportunities to local communities as well as education initiatives. Some of the notable initiatives that are deemed to be ethically beneficial to the communities include; GSMA Mobile; Ayaadi Electronic Library and Empowerments for both teachers and students. To meet the needs of governments, legal bodies and competition, the firm has resorted to recruitment of top-notch Public Advocacy personnel in order to represent the concerns of all its businesses within the public policy platforms. The Public Advocacy professionals are tasked with the responsibility of ensuring that they tackle all legislative agendas while maintaining a proactive initiative that interests Etisalat Group’s businesses and forecast policies patterns, which will impact operations in the long-term period (Etisalat Group, 2012). Particularly important, the firm is commitment to working with notable industry trade associations in order to make certain of its fair operations. As a Group, the firm is represented within the GSM Association and, also it is a member of the World Economic Forum as well as International Telecommunication Union (Etisalat Group, 2012). Etisalat together with its immediate local competitors are commonly overall members of the national telecommunications industry associations in the economies for which they conduct operations. Certainly, the firm aims to be direct and transparent in all of their operations such that engagement with government, regulatory bodies and competition is a subject of their respective Code of Conduct. In fact, employees are prohibited from conducting any form of favors in return for monetary values, loans and gifts. Furthermore, Etisalat Group advocates for political neutrality and does not make any form of political contributions or any other form of support to any specific political party or interests for that matter. Considering that the firm is a signatory of the United Nations Global Compact (Etisalat Group, 2012), Etisalat Group is indeed focused on applying their influence to make sure that they comply with generally accepted human rights policies within its overall value chain. Two Strategies Needed For Fulfilling Stakeholders’ Needs Presently, Etisalat generates corporate social responsibility and sustainability reports irregularly; which has a weakness of inefficient information on stakeholders’ needs given that they continue to change over time. The Group should thus focus on preparing these reports at least on annual-basis in order to cover possible shifts related to stakeholders’ needs within any particular moment in time. Etisalat Group can also focus on conducting intensive and regular market surveys directed towards identifying customer’s immediate needs and preferences through application of questionnaires (Susnienė & Vanagas, 2015). Feedback from different social media platforms should also be used to identify the ever-changing customer needs at all times. References Etisalat. (2015). Abous Us. Retrieved from http://www.etisalat.com/en/about/profile/company-profile.jsp Etisalat Group. (2012). Etisalat CSR & Sustainability Report 2012. Retrieved on March 24, 2016 from http://etisalat.com/en/system/docs/reports/Etisalat-CSR-Sustainability-Report-2012_lowres.pdf Susnienė, D., & Vanagas, P. (2015). Means for satisfaction of stakeholders’ needs and interests. Engineering economics, 55(5). Read More