CHAIRMANSheikh Thani bin Abdullah

Al Thani

EDITOR-IN-CHIEFDr. Khalid Mubarak Al-Shafi

ACTING MANAGING EDITORMohammed Salim Mohamed

SUPPLEMENT EDITORSAnilkumar Narayan

& Sachin Kumar

SUPPLEMENT COORDINATOR Babekir Osman

DESIGNAbraham Augusthy

PRODUCTIONViswanath Sarma

IMAGE PROCESSINGMohd Sajad Sahir

SPECIAL SUPPLEMENT WEDNESDAY 30 NOVEMBER 2016

The weekly supplement issued byThe Peninsula to enhance the role of companies and institutions in

society development.

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Corporate Social Responsibility

Al Emadi Enterprises is big due to social activities Sachin Kumar The Peninsula

Al Emadi Enterprises has become big through its social projects rather than via its commercial

projects, said Mohamed Abdul Karim Al Emadi, Chief Executive Officer of Al Emadi Enterprises. He said the company has been keen on its social role since its foundation 20 years ago.

“Al Emadi Enterprises has been keen on having a clear social role. Therefore I believe that the company became big due to its social activities and not its commercial work. As I said social responsibility started with its establishment. We began with the support of sport events and educational and cultural activi-ties at schools such as the National Day’s activities. I believe that any national company should play a social role tanta-mount to its keenness on realising profits. I also believe

that when a company is run by a national, there will be a differ-ence in the setting of priorities,” Al Emadi said in an interview.

He added that companies

should be keen to play a social role as they are keen to realise profits. The company has a vision and mission and was attempting to convey them to the society

through the projects and activi-ties which it carried out or supported.

He added that a national is always keen to deliver and

support any activities that serve the society because he knows its needs and requirements. How-ever the non-Qatari manager is rather keen on profits and media

aspects. That is good, but it is far better that the company should play a prominent social role and have conspicuous fingerprints. Moreover, its activities should have goals and missions, so we are keen to support scholastic activities in order to contribute to building generations that have awareness, culture, strong reli-gious faith and passion for values and the homeland.

He said that every company should contribute to serving the society, and to determine the areas where it could contribute according to its mission and vision. But we should also know that there are areas which are to be left for the government and that the private sector could not do them. “We at Al Emadi select certain areas for contribution according to a clear strategy stemming from our keenness that our contribution should have a vision and mission that serve the society and based on our religious teachings ethics and heritage,” he added.

Mohamed Abdul Karim Al Emadi, CEO of Al Emadi Enterprises.

Al Emadi Enterprises has been keen on having a clear social role. Therefore I believe that the company became big due to its social activities and not its commercial work.

Islamic Da’wah Organisation aid to help 3 million peopleDirector of the Islamic

Da’wah Organisation in Doha Sheikh Hammad

Abdul Qader Al Sheikh said the organisation, through financial funding by some Qatari philan-thropists, has built 152 medical centres and clinics in 23 African countries for the benefit of 3 million people in areas that are in dire need of such important health facilities.

The building of health cen-tres and clinics are part of the most important projects which the organisation carries out in order to improve and upgrade health services in African coun-tries, Sheikh Hammad said.

He added that such facilities deliver medical services and

health care for patients in the poorest communities, particu-larly to children, pregnant women, elderly and the injured.

Sheikh Hammad said “The organisation’s care for health is not only limited to the building of health centres and clinics, it also supplies medical institu-tions with different medical equipment and devices such as ambulances, dialysis machines, X-ray machines, medical labo-ratories equipment, cardiac machines, blood pressure and sugar checking app, medical beds and others, stressing that many hospitals and health cen-tres in 15 African countries benefited from the project.

“The organisation also

works to help the patients who cannot afford to pay the cost of medical treatment. It pays the cost of surgeries for persons who, due to their difficult finan-cial conditions, would not be able to pay. It also sends med-ical convoys to remote areas in which no medical services are available, to make diagnosis for poor patients and to provide them with medicines,” Sheikh Hammad added

He said improving health condition is one of the strategic roles which the organisation aims to achieve so that the poor can lead a healthy life free from diseases which will positively reflect on their economic and social conditions.

Islamic Da’wah Organisation's activities in African countries help millions.

Corporate Social Responsibility IIWEDNESDAY 30 NOVEMBER 2016

Al Hazm project based on sustainability and CSR principlesT

alking to a businessman who has a pro-found understanding of the corporate social responsibility seems to be very interesting and enjoyable. While inter-viewing Mohamed Abdul Karim Al

Emadi, the Chief Executive Officer of Al Emadi Enterprises, which developed giant real estate projects, including Al Hazm at Al Hazm neighbour-hood in Doha, I came to know that the man has a very advanced understanding in matters pertain-ing to his personal responsibility or the responsibility of his company toward the society.

Al Hazm project, which I had the opportunity to tour its corridors was a living example of the company’s responsibility toward the society. The project was built to become a civilisation monu-ment in the heart of Doha city, regarding the material used in its construction or from the beau-tification aspects and this is really important for the Qatari young entrepreneurs (both males and females).

Mohamed Abdul Karim Al Emadi has announced through the “social responsibility” that he was giving much care to assisting the youth who are interested to start business from within “ Al Hazm”.

In this interview he stated that the company became big through its social projects rather than via its commercial projects, stressing that it has been keen on the social role since its foundation 20 years ago. He added that companies should be keen to play a social role as they are keen to real-ise profits. He said the company has a vision and mission and was attempting to convey them to the society through the projects and activities which it carried out or supported.

Al Emadi said the support of educational activ-ities at schools aims at contributing to building future generations, calling for giving incentives to committed companies, so that other companies would be encouraged to fulfil their social responsibilities.

In the interview, Mohamed Abdul Karim Al Emadi reveals his vision and the role his company played for society.

At the outset, we would like to be briefed on the role of the company, the areas of its activi-ties and how it plans a project to serve the society

Since its foundation 20 years ago, Al Emadi Enterprises has been keen on having a clear social role. Therefore I believe that the company became big due to its social activities and not its commer-cial work. As I said social responsibility started with its establishment. We began with the support of sport events and educational and cultural activi-ties at schools such as the National Day’s activities. I believe that any national company should play a social role tantamount to its keenness on realising profits. I also believe that when a company is run by a national, there will be a difference in the set-ting of priorities. A national is always keen to deliver and support any activities that serve the society because he knows its needs and requirements. However, the non-Qatari manager is rather keen on profits and media aspects. That is good, but it is far better that the company should play a prom-inent social role and have conspicuous fingerprints. Moreover, its activities should have goals and mis-sions, so we are keen to support scholastic activities in order to contribute to building generations that have awareness, culture, strong religious faith and

passion for values and the homeland.

Unlike foreign companies, national compa-nies are accused of having weak contribution towards the society.

Foreign companies are required to play that role as they gain big profits and are exempted from taxes or charges. Therefore they are required to support the different social activities. And when they contribute they donate small amounts when compared to the private national companies. They are doing little in this respect, except for a limited number of companies which are present at all activ-ities and their name are almost known for all. Therefore all companies should play such a national role and should have a clear social role.

To what extent the society needs initiatives in the aspect of social responsibility. And what are the areas which require initiatives so that the company would contribute to them effectively?

Undoubtedly, every company should contribute to serving the society, and to determine the areas in which it could contribute according to its mission and vision. But we should also know that there are areas which are to be left for the government and that the pri-vate sector could not do them. But the private sector could play a supporting role and not a major role in areas that need support. We at Al Emadi select certain areas for contribution according to a clear strategy stemming from our keenness that our con-tribution should have a vision and mission that serve the society and based on our religious teach-ings ethics and heritage.

How do you see the viewpoint that calls for imposing or regulating optional percentages on private companies to be spent on social activi-ties as part of its social responsibility?

I see that the imposition or regulation would mean that the state is imposing taxes or charges, but I believe that incentives should be

given to companies that provide social services and contribute effectively to social responsibility programmes with a view to encouraging other com-panies to contribute to such activities and subsequently companies activities towards soci-ety will increase.

Al Emadi enterprises is implementing Al Hazm project. Would you elaborate on the project and its objectives?

Al Hazm project will be a symbol of luxury. It is a lofty edifice that is characterised by the splen-dour of design which value is increasing. Ancient European cities Vienna, Rome, Paris and London, are the best example for that. The buildings’ designs and the classic architecture of the project are not existing in Qatar. In addition the place maintains and respects the privacy of traditions and norms.

Among the ten principles of the social respon-sibility are the undertaking of initiatives for the expansion of responsibility to preserve the envi-ronment. To what extent Al Emadi has been keen to realise that at Al Hazm project?

We at Al Hazm project, are endeavouring to achieve that objective. We have been keen to pre-serve energy. We used energy saving lamps, in addition to solar energy which is one of the projects that use little chemical materials. Green areas and their plantation were increased in a certain way to improve the environment. The natural heat reflect-ing stones and marble which are cool, are used for the first time in Qatar, and were not in use in the region except in Makkah Al Mukarramah. A com-pany was also hired for recycling waste to secure the preservation of the environment at the project.

The principles of the international agreement on corporate social responsibility have underlined the support of human rights protection. How do you assess the situation in Qatar in general and at Al Emadi Enterprises in particular?

Qatar is viewed as one of the best countries in regard to human rights and the preservation of labourers rights in particular. We at Al Emadi Enter-prises are keen on labourers rights. Because that attains the right of workers and the right of the company.

Combating corruption in all its forms, includ-ing blackmailing and bribery, is one of the most important principles of the international agree-ment of corporate social responsibility. To what extent this has been achieved at Al Emadi Enterprises?

In my opinion, corruption has many reasons, foremost of which being the weakness of faith, which is the strong deterrence of any of any misdemean-our, because fear of the Almighty Allah, empower persons to work honestly and avoid corruption.

Would you brief us on the company’s strat-egy for the support of the city?

Al-Emadi Enterprises has a social responsibil-ity towards the society including the support of the Qatari youth.

We provided them with investment opportu-nities at “Al Hazm”. Many Qatari youths (both males and females) got opportunities to start their invest-ment projects. A social responsibility center for young Qatari entrepreneurs in the field of invest-ment, business, education and innovation, will be established.

Mohamed Abdul Karim Al Emadi (right), CEO of Al Emadi Enterprises, with other officials.

We began with the support of sport events and educational and cultural activities at schools such as the National Day’s activities. I believe that any national company should play a social role tantamount to its keenness on realising profits. I also believe that when a company is run by a national, there will be a difference in the setting of priorities. A national is always keen to deliver and support any activities that serve the society because he knows its needs and requirements.

A graphic representation of Al Hazm project by Al Emadi Enterprises.

Corporate Social Responsibility IIIWEDNESDAY 30 NOVEMBER 2016

Omantel and Oman Cancer Association to help patientsOmantel, the first telecom provider in the sultan-

ate, has joined hands with Oman Cancer Association (OCA) to provide support to their

daily operations, activities and initiatives across the sultanate and help cancer patients through the treat-ment process by providing them with supplements that stimulate activity.

Omantel’s support to OCA has continuing for more than three years as part of its CSR strategy in addition to the participation of employees in the annual walk-athon. Laila al Wahaibi, Omantel’s CSR manager, said, “Joining hands with various social responsibility asso-ciations is at the heart of all our initiatives at Omantel. Nearly everyone has been touched by cancer in some way or another, so supporting the noble initiatives of OCA is of great importance to us. They provide an out-standing service in our communities, supporting affected families, raising the level of public awareness, promoting early detection and healthy lifestyle. Our

support for Oman Cancer Association and other sim-ilar non-profit associations year-after-year broadens the reach of these organisations and provides the much needed assistance with medical care and resources to those who need it most.”

The contribution from Omantel will go towards supporting the organisation’s day-to-day activities including the supply of necessary protein supplements to cancer patients who treated in outpatient facilities, especially those undergoing chemotherapy and radiotherapy.

Dr Wahid al Kharusi, president, OCA, said, “The support we continue to receive from companies such as Omantel have a far deeper significance to those we serve. With every donation, we are able to reach a greater number of cancer patients and show them that they are not alone.” Omantel displayed the cancer logo on its headquarter in Mawaleh using moving lights during the cancer awareness month.

Al Ahli Bank of Kuwait (ABK) was recently honoured by the Kuwait Blind Associa-

tion for its support of the summer sport activities that were organized by the Associa-tion for the visually impaired.

The honorary ceremony was held on the premises of the Blind Association on 14 August, 2016, where the success of the initia-tive was celebrated and winners of the sporting championship were rewarded for their great achievements. The week-long sporting championship featured a variety of sport activities that included swimming and table tennis for both male and female categories, and goal ball for the

male category. The participants displayed their talents in a fun, challenging atmosphere of healthy competition.

Fawzy Al Thunayan - GM Board Affairs at ABK attended the ceremony alongside Fayez Al Azmi – Chairman of the Kuwait Blind Association whereby cash prizes, medals and trophies were handed out to the winners.

ABK’s support and sponsor-ship of this initiative falls in line with the Bank’s Corporate Social Responsibility (CSR) strategy, which focuses on individuals with special needs, with the aim to raise awareness of this seg-ment and to promote equality among Kuwait’s communities

ABK honoured for supporting Kuwait Blind Association

Mitsubishi Elevators & Escalators launches ‘Safe Rider’ awareness programme at OISMitsubishi Elevators & Escalators,

as a part of its Corporate Social Responsibility, recently con-

ducted a ‘Safe Rider’ awareness programme at the Olive International School (OIS) for primary school students with an aim to help children understand basic safety rules while using elevators and escalators.

The current lifestyle in Qatar allows more people than ever the opportunity to use elevators and escalators in places like office buildings, schools, hospitals, airports and shopping malls. Moreover, people are moving from independent

houses to apartments in Doha. There-fore, children have more opportunities to use elevators and escalators. Hence children are especially at risk of acci-dents because they have less experience and understanding when making decisions.

With the growing usage of elevators in schools and other public places, ETA-MELCO, the local representatives of Mitsubishi Elevators felt the need to cre-ate awareness especially amongst young children to eliminate preventable acci-dents and injuries caused by misuse.

The awareness programme was well

received by the students and included series of video presentations apart from interactive sessions by ETA-MELCO staff. Also, illustrative handouts were given to the children to remember and share the safety awareness with their parents and guardians.

Following an immense success and great feedbacks from the school man-agement and principal Jacob K M of Olive International School, Mitsubishi Eleva-tor, ETA-MELCO have decided to continue the ‘Safe Rider’ in other schools as well as part of their corporate social responsibility.

Huawei & SOS Children’s Village India team up H

uawei India revealed plans about their Corporate social responsibility (CSR) part-nership program Daksha with SOS Children’s Villages

India. The two organisations have signed a MoU to support education and child welfare. Huawei India will connect with 982 children to support quality educa-tion for children living in 10 SOS of India across Maharashtra, Bihar, Uttar Pradesh, Telengana, Andhra Pradesh and Tamil Nadu as a part of the Daksha pro-gram. The program will provide computers and Internet facilities to 20 family homes in SOS Children’s Village Greenfields Faridabad (Haryana) to help unlock the digital world for the children living in the SOS Children’s Villages.

The Daksha CSR program will also provide mid-day meal to over 15,000 children and kitchen upgrade programs. It will partner with three Engineering Universities in order to set-up labs in the areas of Internet of Things (IoT) and Big Data to promote skill development in future-oriented technologies. Scholar-ship support will be given to 80 engineering students to support higher

education. Additionally, Huawei’s e-Hope program also works to distrib-ute Computers & Tablets in Government Schools across India.

On the occasion, Jay Chen, CEO Hua-wei India said, “We believe that sustainable development is possible only when organizations align their corpo-rate goals to the development goals of communities. At Huawei, we are com-mitted to giving back to the community where we operate in. The Daksha initi-ative will be an umbrella program under which we aim to support children and students—our future resource, with holistic development and adequate dig-ital literacy in line with the vision laid down by the Government of India”.

Dr Ajay Kumar, Additional Secretary, Department of Electronic & Information Technology (DeiTY) said that education is the key to creating opportunities, and the new partnership reflects the com-mitment of Huawei as a global corporate citizen, to support the Government’s ini-tiative. They look forward to a win-win industry ecosystem that promotes the sustainable development of the society and economy.

Corporate Social ResponsibilitySPECIAL SUPPLEMENT WEDNESDAY 30 NOVEMBER 2016

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BE A PART OF THE MOVEMENT

Rachel Hutchisson is the Vice-President of corporate citizenship and philanthropy at Blackbaud, headquartered in Charleston, South Carolina. She

is responsible for the company’s global cor-porate citizenship efforts, a role that allows her to leverage her 20 plus years of expe-rience of working with non-profit partners. She is a member of the board of directors for the Association of Fundraising Profes-sionals (AFP) International, the Giving Institute (producers of Giving USA), and the Coastal Community Foundation.

In an article she stated that it was not long ago that “CSR” was a CEO’s insider reference to a company’s charitable gifts, often to bolster its image and the bottom line. Today, Corporate Social Responsibil-ity—sometimes dubbed philanthropy, corporate giving, and more recently “social entrepreneurship”—is as central to employee engagement as it is to public relations.

At a growing number of organisations, CSR is firmly rooted in their core values, with companies engaging in good work because they mean it.

And no longer are only the CEOs “in the know.” At last month’s Clinton Global Ini-tiative (CGI) Annual Meeting, corporate CEOs and CSR pros came together with world leaders, foundations, nonprofits, and other change makers making commitments for action. CGI, and the growing number of high-profile gatherings like it, have taken CSR from the privacy of corporate board-rooms right to our nightly news coverage.

When it comes to the future of CSR, I think about my colleagues around the world central to both how and why we give back. CSR’s future is our people.

At Blackbaud, we combine technology and expertise to help organisations achieve their missions. Over the last 23 years, I have seen our evolution from startup to a now global company with 3,000 employees and more than 30,000 customers. Our busi-ness is to help these organisations get the

resources they need, so it’s no surprise that CSR is in our DNA.

For years, there was a debate about the value of CSR initiatives. Funding relied more on qualitative and anecdotal data than metrics. Today, an important new, highly measurable focus has emerged, and that gift is called employee engagement.

Along the way, I have seen a change in how the larger business world thinks about how to engage with their people. What 20 years ago we simply called “hiring” became recruiting and now talent management—or even talent acquisition. The word choice alone says something about our more peo-ple-driven environments where companies invest heavily and compete fiercely to find and retain top talent.

Sure, brand still matters. But the peo-ple who embody the brand, who put a face on the company and do the work have become central to not only why CSR mat-ters but in pushing their employers to

expand, grow, and engage in new ways. When candidates check out a company, they are not only looking to see what jobs are open and if they are qualified. They are also looking at what the culture is, how the company gives back and, with Millennials in particular, how they will be able to directly engage with the company’s CSR initiatives.

At Blackbaud, we know our customers and products are important to our people. In our recent employee survey, 84 percent said the fact that we work with nonprofit organisations played an important role in their personal decisions to join the team. Once onboard, that interest in nonprofits, giving and service is amplified, and ensure opportunities for our employee engage-ment are essential to both our business and our commitment to a better world.

That’s where the work comes in, work we are happy to do. We want to drive pos-itive change in the world, be good stewards of the environment, provide meaningful products, and help connect employees with opportunities to give back both through what they do as professionals and as indi-vidual people. This means not only offering company events around key causes, but also embracing ways individual employ-ees can choose what they want to support. Giving is personal, and we need to respect that. We also have to remember to stop periodically to make sure that all the CSR programmes we are running are making a difference. Employee retention rates are certainly a helpful measure, as are engage-ment surveys. In the end, I know that my company’s CSR is on point with our peo-ple when they rate us well. The fact that our role as a good corporate citizen is in the top three reasons why employees value the company, well, that’s important.

And it’s also a call to action to keep going, keep innovating, keep listening to the people around us about how to evolve what we do to drive good in the world while providing a meaningful experience for those who come through our doors each day.

Person of the week

Today, Corporate Social Responsibility—sometimes dubbed philanthropy, corporate giving, and more recently “social entrepreneurship”—is as central to employee engagement as it is to public relations. And at a growing number of organisations, CSR is firmly rooted in their core values, with companies engaging in good work because they mean it.

Future of corporate social responsibility is people

Rachel Hutchisson

RAF provides assistance worth QR38m for Palestinians in Gaza

Sheikh Thani bin Abdullah for Foundation Humani-tarian Services (RAF) has

provided assistance to stranded people in Gaza Strip worth nearly QR38m, donated by phi-lanthropists in Qatar over the past three years.

RAF donation has benefited over 400,000 Palestinians stranded in Gaza strip.

The project met the basic and urgent needs of the people in Gaza. It covered clothes, shelter, medical treatment, education, restoration and building of houses, contribu-tion to payment of rent fees, sponsoring of widows and orphans, and productive projects that help family earn their living.