CSR

CORPORATE SOCIAL RESPONSIBILITY (CSR)

Introduction:

As a community companion, various companies establish its robust concern for the environmental improvement and societal development by subsidizing a certain ratio of its revenue for the welfare persistence. The financialresponsibility, ethical accountability, legal obligationand the other charitable responsibilityare the major factors which are responsible for leading the corporate social responsibilities (CSR) (Chan et al. 2009).

It has been viewed that the petroleum sector can be qualified for its CSR exercises when it produces an average measure of benefit for its stakeholders. In the support of the last clarification, Fontaine (2013) expressed that adjusting the budgetary needs of the stakeholdersarethe foremost criteria behind the CSR strategy of an organisation.

On the other hand, it has been measured that most of the CSR programs are the tick box insolences, where an enormous survey process has been piloted on the corporation background with esteems to the basics of developments and retortsestablished by the stakeholders (Polatoğlu, 2013).

In addition, the legal responsibilities, ethical responsibilities and economic responsibilities can be the significant factors for undertaking the CSR initiatives.

The current study aims to evaluate the statement given by Schermerhorn (2012) that depicts the Corporate Social Responsibility (CSR) is an organisation’s responsibility to perform in ways that attend both its benefits and the welfares of the stakeholders bydemonstrating society at a large scale. In addition, sustainability is asignificant social restraint goal. In this regards, the Qatar Petroleum has been considered.

Body:

Over the last few years, Qatar Petroleum has paid a massive prominence on the corporate social responsibilities to address the innovation in organisational strategies, emerging globalisation and the social challenges. Supporting the prior statement Przychodzeń and Przychodzeń (2014)determined that the Qatar Petroleum have involved in the CSR activities by underlining majorly on the health, sports, education and the environment. The educational advancement is one of the major CSR practices employed by the Qatar Petroleum.

As per the current statistics the underage labourshave been utilized in the physical exercises in the organization (Sandberg and Holmlund, 2015). Because of the imposture of the youngster work act directed by the Qatar’s government, the business offices were not any more dynamic for the labourers under 18 years (Fontaine, 2013).

Along these lines, the petroleum companies have started the strategy of contributing a part of business benefit to build the education rate inside the region. In this way, the workers that had been working for the petroleum brands have received educational amenities from the corporation itself.On the other hand, the environmental upgradationby the Qatar Petroleum is one of the active protective actions to minimise the ecological degradation(Crowther and Reis, 2011).

It is known to all that oil spillage is one of the major issues, which is generating the environmental misbalance in Qatar. The abroad tradinghas been the essential purpose behind oil spillage.

In this regards, Bremer(2008)categorised that in the digging and grinding action, different types of greenhouse gasses are discharged into the environment, which prompts to several environmental adversities. In this way, the Qatar Petroleum has embraced the careful steps like twofold pipe with a gasket. The riser pipe connects with the leader of the drill attire to limit the oil spillage obscurities.

It has been surveyed by the past researchers that the triple primary concern strategy would be the successful CSR plans of action that empowers the administration of Qatar Petroleum to understand the essentials of the brands, involves to secure its income edge and clients’ obtaining (Michaelson, 2010).

It has been observed that the Triple Bottom Line demonstrate performs on the supposition that the associations are the fair group which has its own particular common errands. The foremost objective of the Qatar Petroleum is to preserve an equilibrium between itsprofit, people and planet. In case of People component,workplace safety, employee engagement and effective training measure are the most significant component.

The transmitting operations speciality unit is aware to do the high voltage framework. Chan et al.(2009), deduced that the employees that work in the oppressiveevents and high power arches requires to practice an additionalmaking to understand the comfort methods and the misfortune level of the specific work.

It has been assumed that the Qatar Petroleum needs a huge employee commitment as the workers are significantly involved with extra minutes working. The specific approach has brought down the workers’ engagement and speculation towards the organisational productivity (Hawrysz and Foltys, 2015).

Subsequently, it has been a high tone for the management of Qatar Petroleum to embrace restorative activities to bring down the fatigueless among the workers. The particular disposition can profit the firm to upgrade its efficiency edge and overall profitability.

Furthermore, Russell(2014) cited that the rapid expanding Qatar Petroleum has dedicated additional consideration to the new aptitude and piloting effective training process to its current workers. Hence, the Qatar Petroleum has participated huge volume of capital in the training events to progress the proficiency and security related actions for the staffs.

Furthermore, Planet is another component of this model that indorses Oil spillage control and Controlling the greenhouse gases. Qatar Petroleum has implementedan oil reservation procedure to condense the oil spillage happenings (Crowther and Reis, 2011).

The chose firm has used the sorbent materials in the refinery strategy keeping in mind the end goal to control the oil spillage from the plants. The material fills in as a physical limit to oblige the oil migration process. During this oil storage action, the outflow of poison gas brings out in the environment.

As indicated by Fontaine (2013), in this particular procedure, SF6 (sulphur hexafluoride) discharges, which is one of the greenhouse gas. The organisation has employed different measures to recognize the probability of the evocation of the particular gas. Keeping this in mind the end goal of the firm is to keep the environmentfree from the casualty of the whole refinery process.

Thus, the Qatar Petroleumhas selected different measures to filter the danger emission of SF6. However, Profit is another component that is responsible for Employee management and Customer handling.The employeeengagementis one of the significant perspective that can be considered as the achievement factor of the petroleum industries.

Along with the compensations, the risk factor in the particular area is particularly high (Hawrysz and Foltys, 2015). Thus, it becomes the real obligation for the management of Qatar Petroleum to be committed with the workers’ pay scale and advantages systems. Additionally, the Qatar Petroleum fundamentally influence the business to business deals.

Hence, understanding the market rate, the firm requires giving good markdown figures to its client firms so that it could keep up a greater customer relationship. In this conditions Polatoğlu (2013) expressed that the firm plans to extend its business in the worldwide market, thus, it is highly important to maintain its value as per the lawful standards of the territorial management body.

Additionally, the competitors have preserved a healthy customer relationship management in the local market. Hence, a customer welfare plan and practical declined edges would be intensely required to make a disposition in the objective of global marketplace.

It has already been evaluated that the Qatar Petroleum generally figures out how to produce immense rates of benefits so that the stakeholders intend to invest an enormous margin of capital in its stocks of the firm. Consequently, the organisation needs to keep up the benefit figure to relieve the budgetary desires of every one of its investors(Russell, 2014).

The criticisms of the workers infer an enormous measure of contemplations on the qualification of the organisation in the CSR exercises. Considering the view of Sandberg and Holmlund (2015), CSR is about stakeholders’ responsibility, supportability and business openness. In this manner, other than directing the CSR activities, the management requires branding its CSR activities.

This particular approach would encourage the Qatar Petroleum to enlarge its brand exposure and organisational reputation in the global marketplace. Thus, the sustainability approach stated by Schermerhorn (2012) regarding CSR initiatives adopted by a firm is firmly justified.

All in all, the standpoint of Schermerhorn (2012) that Corporate Social Responsibility (CSR) is an organisational commitment to act in ways that serve both its particular advantages and the interests of its stakeholders, that represents its society ata large extend, is positively satisfied in this current context.

Conclusion:

The current study identifies the CSR activities employed by the Qatar Petroleum in its operating market. In this regards a statement said by Schermerhorn (2012) has been analysed. In order to cultivate the CSR practices taken by Qatar Petroleum, it is clear that the organisation has a maximum employment facility in this sector.

It has been evaluated that to reduce the inadvertent activities, the management of chosen firmhas taken a different security measures to upgrade the workers’ maintenance approach. Hence, the remedial activities have profited the brands to upgrade customer value and societal value as well. Moreover, the CSR initiatives has empowered Qatar Petroleum to achieve anoptimal level of dedication from its in-house members.

References:

Bremer, J. A. (2008). How global is the global compact?. Business Ethics: A European Review, 17(3), pp. 227–244.

Chan, K. C., Fung, H.-G. and Yau, J. (2009). Business ethics research: A global perspective. Journal of Business Ethics, 95(1), pp. 39–53.

Crowther, D. and Reis, C. (2011). Social responsibility or social business?. Social Business, 1(2), pp. 129–148.

Fontaine, M. (2013). Corporate Social Responsibility and Sustainability: The New Bottom Line? International Journal of Business and Social Science, 4(4), pp. s111-113

Hawrysz, L. and Foltys, J. (2015). Environmental aspects of social responsibility of public sector organizations. Sustainability, 8(1), pp. 19.

Michaelson, C. (2010). Revisiting the global business ethics question. Business Ethics Quarterly, 20(02), pp. 237–251.

Polatoğlu, H. (2013). Why does social business matter? The ETİ group and social responsibility. Social Business, 3(4), pp. 279–284.

Przychodzeń, W. and Przychodzeń, J. (2014). Corporate social responsibility for sustainability. Management and Business Administration. Central Europe\, 22(2), pp. 80–97.

Russell, D. (2014). Corporate sustainability: Accounting standards vs tax by design. Social Responsibility Journal, 10(3), pp. 386–398.

Sandberg, M. and Holmlund, M. (2015). ‘Impression management tactics in sustainability reporting’, Social Responsibility Journal, 11(4), pp.677–689.

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