Corporate Social Responsibility in Data





Corporate Social Responsibility in Data

Executive Summary

Many terminologies are variedly used in capturing business roles with an aim of sustaining development. They have varying meanings dependent on the contexts of usage. Corporate social responsibility is commonly perceived by many as a business committing itself to improving and managing environmental, economic, as well as implications on society; managing its activities form organization, local through to the worldwide level, and rightly so (Singer, 4). Corporate social responsibility is normally implemented as a means of a company engaging partnerships involving multi stakeholders as forms of sustainable progress and development. The main idea is that a business goes out of its way and engages in activities of ‘giving back’ to the society and environment (Singer, 4).

The corporate social responsibility concept is gradually gaining a forward momentum, as political, social-economic, and global issues are continually demanding solutions from both public and private sectors. By establishing a broader capacity in society (through the public sector, developments in the multilateral sector, as well as the civil society), there will be room for sustainable and holistic solutions to these encumbering issues. This method of approach will assist in bridging gaps separating worldwide countries and therefore improve the poor governance between the private and public sectors. There has to be an encouragement of stakeholders forming multi partnerships, dully developed and encouraged in order to build and support the much-needed social alliance.

Scandals in the corporate governance, for example, Tyco and Enron, have had a profound effect on major worldwide capital markets, eventually firmly placing ethical issues, transparency and accountability in policy and business regulation agendas. In the year 2000, there was an adoption of multinational enterprise guidelines. These particular guidelines highlighted the recommendations on how businesses could be conducted responsibly. Governments as well as heads of states who attended a United Nations world summit acknowledged adoption of corporate social responsibility as a fundamental approach of tackling issues developing globally. The Millennium Development Goal is also soliciting for corporate social responsibilities bestowed upon authoritative identities across the globe throughout the private and public sectors. In addition, in the same year, the World Economic Forum established a worldwide initiative, which mobilized and organized all of its members on the importance and benefits of development issues such as corporate social responsibility.

An organization will therefore need to commit itself to sustainable means job creation, poverty alleviation, and providing education as well as other methods. This means that corporate social programs have to be thought as efforts strategically planned in accord to an organization’s strengths, and not ill-motivated philanthropic projects (Singer, 24). Moreover, an organization should engage in better communicating motives and commitment in social developments. Among numerous companies, firms and organization selflessly engaging in corporate social responsibility endeavors, Emirates Group “Dnata” is a renowned organization with a good reputation of giving back to the community.

Company Background

            The emirates group is a conglomerate company encompassing public services on international tourism and traveling. The company’s headquarters are stationed in Garhoud Dubai. The emirates group is in accord with Dnata, a company engaging in aviation services, providing its services at seventeen different airports as well as in the Emirates Airline, the largest Middle East airline (Sundaram, 12). Airlines in the Emirates Company offer flight services to over one hundred different destinations across six global continents operating with well over 130 good conditioned aircrafts. The company is deemed one of the largest employers in Asia with over fifty thousand employees working in its entire fifty sub headquarter locations and associated units. In terms of ownership, the Emirates Group is entirely owned and operated by the Dubai government with direct connections with the Dubai Investment. The company’s origin hails from the time when the British in the 1950s decided to withdraw from Dubai. This immediately prompted a declaration on an open trading policy, open skies and open seas in the country in order to promote development. There was an ambition from the country’s authorities to withdraw all its dependence on the oil reserves that were beginning to show signs of depletion.

In 1959, Dubai National Air Transport Association (DNATA) was established. The venture was immediately successful and began to employ 2500 employs within its first five years in operation (Sundaram, 22). The initial stages of the company encompassed segments in three units: Dnata Agencies, DnataAirport operations and Dnata Cargo Agencies. In the middle of the 1980 decade, Gulf Air withdrew it assistance to Dubai. Emirates then had no other choice but to accept offered services from the royal family in Dubai. The company also moved to lease a Boeing airplane from Pakistan Airlines in order the shortage crisis at hand. The company named Maurice Flanagan as its managing director (a former practitioner in British Air force and the Royal Air Ways.

The company gradually became profitable, beginning with an initial carriage of 250,000 passengers and ten thousand tones of luggage. By 1987, the company had already started to incorporate new destinations in route network; Dhaka, Colombo and Amman just to name a few.

The airline continued to grow, gaining the reputation of the fastest growing airline company by the period of the early 90’s. Finances would see revenues skyrocket to about a hundred million dollars annually, almost clocking five hundred million dollars by the year 1993. The same year witnessed the company record luggage carriage of seventy thousand tones and passengers numbering 1.5 million (Sundaram, 28). The Gulf war was a large propellant for Emirates’ success, as its flights did not cover the area. Emirates airline was the only airline doing business during the last days of the war. At the fall of 1993, Dnata decided to collaborate with United States Airways, going on to become the sixth largest airline in the entire Middle East. The financial year 1994 saw the airline record a rise in revenues up to six hundred million dollars, employing four thousand employees, and seeing of its two million passengers in thirty-four different destinations. By the year 2011, the Airline had witnessed massive growth in its destination list, luggage carrier and passenger transportation. The company is currently the largest Boeing 777 Airline operator on a global front. The primary focus of the company is to services to its customers at a superior front (Sundaram, 8).

CSR Implementation

The Emirates Group is conscious about its corporate responsibility in the society and has a vision of entrenching this ideology across institutions all over the Middle East as well as participating in community development in the private sector, environmental, cultural, health and educational areas. The company’s objectives are focused on developing strategies, and plans fostered to promote corporate social responsibility, encourage its employees and members to embrace these strategies and help share the responsibility experiences in order to highlight the successes of this program (Sundaram, 45). Emirates groups have employed staff numbering thirty nine thousand. The emirates Group, its parent company, is responsible for creating employment opportunities for fifty thousand individuals. The primary focus of the organization is aimed at delivering quality customer service fostered through well-trained employees. In turn, the company believes it has a social responsibility towards it employees, and it therefore rewards them with benefits such as sick leaves, catering for their maternity expenses, and awarding plans on comprehensive health. Another social responsibility approach the company uses involves sharing profits and paying on merit as a competency approach based on performance management.

The company deems its employees as its most valuable asset and argues that their overall development is attributed to their staggering pace, and that their efforts should be rewarded. On the company’s dedication towards being socially responsible towards its employees, it does not overlook rewarding its stakeholders. Many of the company’s competitors have faltered heavily on the economical constraints of fuel prices; but Emirates group continues to register profits. The achieved profits lead the company to have an objective of being socially responsible by minimizing its overall usage on resources, while at the same time minimizing pollution and waste generation, as a means of being environment conscious. The company has spent considerable amounts on its funds on research of environmental conservation in terms of its airline fleet, and has gone on to purchase airplane fleets developed to be eco efficient and friendly (Sundaram, 52).

The company’s focus on being environmentally friendly does not dwell in the skies only, but is also making its mark on the ground. Emirates Group is heavily involved in conserving and preserving cultural as well as natural heritage of Asia, through its collaboration with the Dubai Conservation Reserve. Moreover, the organization is involved in developing sustainable conservation in The National Park, which is the largest area in the United Arab Emirates with numerous species of animals living within it. Current concerns have now made it the most protected. The company’s approach on environmental preservation and developments does not stop there. It has engaged in further involved itself in Australia, creating a destination deemed to be among one of the most eco friendly in the world, The Wolgan Valley Resort and Spa.

Analysis and Recommendation  

            Many organizations have had strategies of philanthropy in society, selecting a section of their earned profits and giving it back to society, as contributions for charity to various causes, and rightly so (Alan, 13). The Emirates Group Company is no different, as it engages in socially responsible practices. However, I could not help but notice that the company is focusing its efforts in the private sector, with minimal emphasis on the public; such as education and hospitability towards the society. In my opinion, I would recommend the company to shift part of its focus on to mitigating negative issues surrounding globalization, which is an aspect threatening the entire world, as well addressing societal issues on an ethical value approach. This does mean focusing its responsibility on its stakeholders, environment and employees alone, but to also include the community. Ultimately, corporate social responsibility involves approaches that deliver sustainable development both society and the environment. Furthermore, polls conducted recently from research revealed that investors, employees, governments, as well as consumers, have a tendency of making choices concerning an organization with regard to the company’s reputation on corporate social responsibility (Alan, 25). If Dnata opts to be socially responsible on all fronts, it will go to show the good reputation it will receive from its concerned parties.


It is my belief that corporate social responsibility is a brilliant philosophy that should have an objective of permeating throughout the structure of an organization as well as the rest of the society, where everybody should be involved. The main challenge however rests on evolving newer and better approaches on integrating economic, social and sustainable environmental strategies, in order to encourage in active organizations to mimic this strategy. In my view, what the world requires is leadership in being socially responsible.       

Works Cited

Alan, D S. “Corporate Social Responsibility Implementation: Comparison of Large Not-for-Profit and For-Profit Companies.” International Journal of Accounting and Information Management. 19.3 (2011): 231-246. Print.

Singer, Alan E, and Pavel Castka. Corporate Social Responsibility: Csr. (2008). Print.

Sundaram, Nataraja, and Al-Aali Abdulrahman. “The Exceptional Performance Strategies of Emirate Airlines.” Competitiveness Review: an International Business Journal. 21.5 (2011): 471-486. Print.

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