Aramex’s global presence ensures that we have many stakeholders vested in our sustainability. Aramex defines its stakeholders as any entity which we interact with, whether directly or indirectly, and is in our sphere of impact, by assessing our operations and their reach; we are able to identify our different stakeholder categories.
“Our goal is to better understand and effectively help in managing the impacts of current or future global challenges on stakeholders by finding and developing effective solutions”
We understand that our sustainability performance is a vital determinant of our relationship with our employees, customers, business partners, shareholders, members of the communities we serve and the environment, and directly impacts our long-term growth, therefore we actively engage with all our stakeholder groups.
We proactively engage with our stakeholders to understand their needs and concerns, and in return ensure we address these in our decision-making process.
Our goal is to better understand and effectively help in managing the impacts of current or future global challenges on stakeholders by finding and developing effective solutions. Thus, we aim to keep our engagement strategy transparent, publicly disclosing key sustainability information in our annual report and through our online channels, whilst also entering into more detailed dialogues with key stakeholders.
Results from discussion generated through our multi-stakeholder engagement and consultation workshops held in 2012 set priorities for us to improve our performance and inform the development and implementation of future management strategies. Main concerns that were raised by our stakeholders included communication of Aramex’s sustainability efforts and measurement of their social impact, the accessibility and length of the annual report, and employee volunteerism.
In response, Aramex in 2013 deployed a number of methods to address these concerns. Firstly, this year’s annual report is hosted on a micro-site, and sections can be downloaded as pdf. Furthermore, the report will have easy to understand data analytics of the Aramex sustainability performance, along with summaries, highlights and key facts and figures.
Furthermore, in 2013 the Active Citizen’s Program was launched to encourage further employee volunteerism and match employees with organizations in their respective regions that fit our six pillars of sustainability. The program was launched with a social media platform to allow employees to share experiences, recommend organizations, and connect over the program.
We remain active in finding new ways to engage our stakeholders, from weekly customer visits, to client workshops and meetings in order to further align our business practices with their needs and aspirations. In Amman, Aramex held an event with over 300 members Eastern Amman Investors Industrial Association
(EAIIA) where our services and the businesses’ customer needs were discussed. A partnership agreement was signed to empower the association members and provide them with training and capacity building related to matters of logistics, as well as granting them competitive rates.
Moreover, similar events were held with Jamalon to train the clients on the use of our e-tools and services.
We engage with members of the civil society and community through our NGO partners and partnerships, ensuring that we consistently deliver on our commitment to positively impact the communities we serve.
Our stakeholder engagement activities will continue in 2014, with plans to hold regional engagement sessions with stakeholders that include discussion sessions related to our sustainability projects and report. We will also disseminate surveys to identify stakeholder priorities in terms of what we report on.
We relied on feedback from our stakeholders in defining the material aspects for our 2013 report. We reached out to our stakeholders and asked them to evaluate what aspects are most important to them and what they expect us to report on as they relate to our operations. Once we received their feedback, we identified the scope and boundaries of each aspect and set priorities based on our operations and on significance on our economic, environmental and social impacts. We made sure to choose a representative sample from each stakeholder category to survey. Therefore, we extended the survey to our top clients, current and previous employees, NGO and civil society members, governmental sectors.
The survey revealed high stakeholder interest in matters of compliance, human and labor rights. To that end, we ensured the addition of a complete section on our compliance programs, as well as the reporting on all the measures Aramex takes to ensure our accordance with human and labor rights as per international standards. Moreover, there was interest on aspects that we diligently report on a yearly basis, such as our environmental and social programs.
The table below provides an overview of our main stakeholders and the processes, priorities and outcomes of our engagement with each group.
|Stakeholder||Frequency||Engagement Processes||Priorities||Efforts and Outcomes|
|Our diverse workforce comprises over 11,649 direct and around 2,220 indirect employees across the globe; further enriching the diversity of our workforce and increasing the number of nationalities employed in Aramex to 87.||Annual Performance reviews Weekly-Monthly-Quarterly team meetings depending upon need Sr. Management meets at least quarterly||• Operational meetings
• Station meetings, functional meetings and regional meetings
• Team brainstorming sessions
• Individual performance appraisals
• Internal surveys
• Employee social events
• Employee satisfaction surveys
• Management retreats
• Annual leaders’ conferences
• Online communication (social media, email shots, video channels)
• Internal collaboration tools
• Classroom and online training, education and workshops
|• Job security and safety
• Competitive salaries and benefits
• Career and skills development through internal training executive education and workshops
• Knowledge sharing
• Empowerment and ownership of work
• Opportunities for performance-based progression
• Healthy work environment
• Maintaining a strong corporate culture, values and reputation
|• Feedback-based enhancements to several Aramex functions, such as the Corporate University, to improve the quality and effectiveness of training and career development
• Strategy meetings with all team leaders across the network were held during the year to define the future strategy of the company
• Global Change Leaders’ program
• Celebrating our frontline employees on ‘Aramex Courier Day’
• More frequent regional leaders’ meetings held in various areas of operation
• Organized sports events, such as the Aramex Gulf Cup Football tournament and Jordan Football Championship
• Internal promotions of regional and national managers
• Enhanced internal communication channels
|We serve over 60,000 customers spanning the Middle East, Africa, Europe, Asia, and North America. 1*||Depending on clients needs and client agreements, visits from Aramex agents and representatives that occur daily, weekly, monthly or quarterly||• Weekly personal feedback meetings
• Online communication forums, social media and live chats
• Branches and outlets
• Contact centers
• Stakeholder engagement events
|• Provision of customized services that cater to customers’ needs
• High-quality service and responsive customer support
• Cost-effective solutions that offer competitive value for money
• On-time delivery
• Safety and privacy
|• On-going enhancements to the customer complaint system to drive active operational improvements
• Roll-out of Our Global Case system
• Enhanced customer service through social media, web and desktop tools, iPhone application, and live chat
• Continued deployment of a state-of-the-art Aramex Contact Center system that centralizes communications, provides automated integration with the global customer database, and logs workflow activity for quality analysis and assurance purposes
• Continuation and expansion with the customer service training and coaching of our frontline employees.
• Trained more than 6,000 employees on compliancerelated issues to make sure that we fulfil our customers’ needs and not to expose them to any non-compliance risk that might result from our operation
1* Excluding Shop and Ship customers, who exceed 300,000.
|Stakeholder||Frequency||Engagement Processes||Priorities||Efforts and Outcomes|
|Our business partners include airlines, sea cargo carriers, vehicle Leasing companies, subcontractors, suppliers and NGOs.||Upon need||• Ongoing negotiations, transactions and service provision||• Long-term business relationships with Aramex
• Accessibility of new business ventures with Aramex
• Providing increasing value to partners
• Preservation of ethical values
|• Maintenance of open communication channels that support compatible operational standards
• Provision of logistical support to NGOs
• Annual General Meetings to actively engage partners in the World Freight Alliance (WFA) and the Global Distribution Alliance (GDA)
• Support for SMEs and entrepreneurs
• Implementation of a supplier evaluation form in for major suppliers, and will expand to cover for the rest of the suppliers in 2014.
|As of year-end 2013, Aramex had 23,697 shareholders, with the largest individual shareholder owning less than 10 percent.||Annual meeting, updates through formal channels, and upon their need||• Annual General Meetings
• Annual Reports
• Quarterly Earnings Reports
• Press releases
• Online section for Investor Relations
• Direct contact through the Investor Relations Office
|• Above average return on investments
• Effective and efficient governance
• Outstanding corporate and brand reputation
• Sustainable and long-term growth
• High integrity and transparency
|• Consistent shareholder engagement through investor calls and meetings
• Sustained profitability and growth through
• Sound business integrity
|The broader society to which Aramex services and connections extend.||Through our projects year round, Direct meetings, Upon need, ongoing interaction through social media channels||• Direct and indirect feedback from local communities, customers, employees, and their families
• Attendance of several events to spread awareness of the importance of civic engagement in the region
• Participation and investment in community events
• Focus groups to address specific community issues (such as noise pollution, traffic congestion and road safety)
• Partnering with national sports organizations to promote various sporting activities
• Expanding our Ruwwad model to other geographic areas
|• Remain an engaged and proactive corporate citizen by creating shared values, responding to community needs, forging partnerships to address challenges and contributing to sustainable development
• Job creation, local recruitment and competitive wages
• Disaster response and facilitating individual contributions towards disaster relief
• Noise management
• Road safety and traffic reduction
• Inclusion of marginalized communities
|• Direct community engagement via major initiatives such as our partnership with Ruwwad for Development, expanding the model in Egypt, Palestine and Lebanon
• Promoting community-based entrepreneurship through the Venture Capital Fund in partnership with Ruwwad in Jordan as well as WAMDA, MIT and Oasis 500
• Expansion of community empowerment in new markets where we have initiated operations such as Kenya, Uganda and South Africa
• Regional Partnership with INJAZ al-Arab to provide local schools and universities with volunteers drawn from Aramex employees in the region
• Utilization of Aramex’s logistics network for emergency relief efforts where needed
• Encouragement and support of employee volunteerism and fundraising efforts through partnerships such as the Ruwwad enrichment program and the Aramex Active citizens Program
• Identify new partners in the areas where we have launched new operations
• Partnerships with local traffic authorities to train our couriers on road safety
|Our direct and indirect spheres of impact, includes environmental organizations and partners as well as, stakeholders concerned with our carbon footprint||Throughout our projects year round, Direct meetings, Upon need, ongoing interaction through social media channels||• Continuing and expanding our internal environmental training and awareness campaigns
• Ongoing communication with NGOs to proactively respond to any concerns or inquiries
• Collaboration with institutions and networks, focusing on the environment
• Use of Aramex premises as a training model for environmental organizations
• Measuring and managing our Carbon Footprint
|• Increased environmental awareness
• Carbon footprint reduction strategies
• Green building operation and investments
• Regulatory compliance
|• Achieving LEED certification at our facility in Cairo, reaching the commissioning phase for both our facilities in Amman and Dubai and intensifying efforts to achieve certification for more facilities
• Testing different means of reducing fuel consumption through route optimization and consolidation centers
• Continued support for the Arab Forum for Environment and Development (AFED) magazine and platform
• Reporting annually on our carbon footprint and environmental activities
• Certifying 22 of our entities in ISO 14001: Environmental Management Systems
• Ongoing environmental partnerships, sponsorships and projects
• Introduction of alternative technologies in our ground transportation fleet, including hybrid electric and battery operated scooters, e-invoicing and route optimization.