1. Introduction: With regards to present business strategy, Corporate Social Responsibility (CSR) has become the main component of corporate activities due to which the notion of CSR is aimed at creating social impact along with corporate objectives. Social enterprises have a crucial role in the national and economic diversification goal of UAE. This commitment includes the UAE’s ZB Foundation, a social enterprise based in the country, which provides free newborn screening regarding genetic disorders among other healthcare accessibility initiatives. I am not saying in any way that being diagnosed with MND early saves lives – that’s not my point! Far from it, in fact. What you will save is long term burden on healthcare systems and families.
The foundation’s line is congruous with the UAE government’s endeavours to develop social entrepreneurship in its territory with the help of supportive regulations, sponsoring schemes and public—private partnerships. A greater number of social enterprises are increasingly present in the UAE as it suggests the move towards businesses that are financially rewarding along with having the social impact. This balance is well illustrated by the example of corporate social responsibility implemented by the ZB Foundation for Continuation of Education, where social responsibility is incorporated in the very core of business continuity.
Using Carroll’s Pyramid of Corporate Social Responsibility, this report explores how the foundation utilizes the CSR strategy that they have. In addition, the firm evaluates the organizational corporate social performance (CSP) by measuring its impact, stakeholder engagement, innovation, and sustainability initiatives. Finally, recommendations are made to strengthen the foundation’s long term effectiveness to be able to continue to help to improve public health and further the broader development efforts of the UAE.
This report explains the CSR framework and corporate social performance of the ZB Foundation, giving emphasis to the main role for change through social enterprises of businesses in meeting societal challenges in a sustainable manner.
2. Carroll’s CSR Pyramid has four interrelated layers, economic, legal, ethical, and philanthropic responsibilities (Carroll, 1991). Each layer serves an important role to influence corporate behavior, and to create behavior that would allows business to create positive contributions to society while being successful at operating.
- The economic responsibility is based on the foundation of the pyramid where it shows that business must be able to meet their financial obligations (Carroll & Shabana, 2010). For the ZB Foundation, economic responsibility is not about generating profits but ensuring financial sustainability to continue its mission of providing free newborn screening. The foundation secures funding from government grants, private donations, and partnerships with healthcare institutions, ensuring that it can maintain and expand its services (Porter & Kramer, 2011). Economic sustainability allows the organization to invest in new screening technologies, increase outreach, and enhance operational efficiency.
- Legal Responsibility: Businesses must operate within legal frameworks to maintain integrity and credibility (Carroll, 2016). The ZB Foundation adheres to UAE healthcare regulations and policies governing genetic testing and patient data protection (UAE Ministry of Health, 2023). Compliance with these regulations is essential to maintain public trust and legitimacy. The foundation ensures that all medical screenings follow ethical guidelines, patient confidentiality laws, and national healthcare standards (World Health Organization [WHO], 2022). By working closely with government health agencies, the organization ensures that its screening services are both legally and ethically sound.
- Ethical Responsibility: Beyond legal compliance, ethical responsibility involves acting with integrity and fairness (Schwartz & Carroll, 2003). The ZB Foundation embraces ethical practices by prioritizing inclusivity, transparency, and accountability. The foundation ensures that its services are available to all newborns, regardless of socio-economic background, eliminating barriers to healthcare access (Smith, 2020). It also engages in responsible communication with stakeholders, including parents, healthcare professionals, and policymakers, to ensure ethical medical practices are upheld. Ethical decision-making extends to its partnerships, where the foundation collaborates only with organizations that share its values and commitment to healthcare equity (Crane et al., 2014).
- Philanthropic Responsibility: At the top of the CSR Pyramid is philanthropic responsibility, which goes beyond what is legally and ethically required (Carroll, 1991). The ZB Foundation actively contributes to societal well-being through initiatives such as community awareness programs, research funding, and advocacy for improved healthcare policies. It educates parents and healthcare professionals about genetic disorders and the importance of early screening, ensuring that more newborns receive life-saving diagnoses (Drucker, 1993). Additionally, the foundation supports scientific research in neonatal genetics, helping to advance medical knowledge and treatment options for rare disorders (UAE Genetic Research Institute, 2024). The ZB Foundation plays its part in fulfilling its philanthropy by investing in long term social initiatives, and as such, strengthening its position as a leader in healthcare driven social impact.
The four layers of CSR mentioned, were all linked into each other to ensure that the ZB Foundation can be financially sustainable, in strict compliance with legal requirements, remains ethical and to make philanthropic contributions. The CRS foundation’s contribution then takes shape through integration of all aspects of the CSR Pyramid and enhances its impact on public health and enviable steps towards achieving a more sustainable and equitable healthcare system in the UAE.
3. Corporate social performance evaluation: corporate social performance is an important evaluate of an organization’s performance in CSR (Carroll, 2021). Certainly, the ZB Foundation has been instrumental in improving the neonatal healthcare sector through free newborn genetic screening, red reflections mortality rates, and early diagnosis of severe conditions for life (Smith et al., 2020). Yet, moreover, CSP of the programme can be explored in depth to understand its strength and weaknesses. Through this analysis of the foundation’s CSP across impact measurement, stakeholder engagement, service innovation and sustainability (Porter & Kramer 2019), its foundation’s CSP can be analyzed.
- Assessment of Success: To assess success, one needs to measure impact (Wood, 2010). In terms of determining impact, the ZB Foundation looks at how many neonates are screened, how many early detection of genetic disorders, and how many long term health care cost savings for these parents (Johnson & Lee, 2022). The foundation is providing free screening services that has significantly increased access to early diagnostic care thereby limiting infant mortality and improved long term health outcomes (Brown, 2018). Nevertheless, for a higher impact measurement, it is advisable for the foundation to further collect, and report more comprehensive data, for example, long term patient outcomes and the economic and social benefits of early genetic screening (Chatterji et al., 2016).
- Corporate social performance: Corporate social performance has key importance for strategy formulation and implementation (Freeman et al., 2020). Such collaboration with hospitals, government agencies, donors and research institutions is what the ZB Foundation does with its screening services (Mitchell et al., 1997). [It] becomes active by offering counseling and advisory resources to parents about the benefits of early genetic screening (Jones & Wicks, 2019). Additionally, the foundation works closely with healthcare professionals to ensure the services of the foundation operate in flawlessly within the national health systems (Clarkson, 1995). The foundation might also establish a structured feedback mechanism for getting feedbacks from parents and also from healthcare professionals to improve the service (Donaldson & Preston, 1995).
- Innovation in Service Delivery: The role of innovation in the CSR efforts has got averaged to effective delivery and the competitive advantages in the market space (Prahalad & Ramaswamy, 2004). Hamel (2006) notes that the ZB Foundation has taken on advanced genetic technologies to test its screening results quickly and accurately. Furthermore, it uses digital platforms to improve the process of patient registration, data management and follow up care (Chesbrough, 2007). But AI driven predictive analytics for genetic risk assessment could be further innovated in order to speed up the process and also to introduce telehealth genetic counselling services for parents living in remote areas (Christensen et al, 2016). Such advancements would increase the access and efficiency level of the service offered (Teece, 2018).
- The financial and operational sustainability is the key to the longterm viability of any CSR initiative (Elkington, 1998). Funding of the operations of the ZB Foundation mostly comes from grants, donations and partnerships (Porter & Kramer, 2011). While these sources have helped it to continue its activities, they need to be diversified in order to guarantee the long term (Dyllick & Hockerts, 2002). This could introduce a social enterprise model which would subsidize the free screenings for underserved populations by generating revenue from paid genetic testing services to those who can afford to pay for them (Yunus et al., 2010). Financial sustainability (Hahn et al., 2018) could also be furthered such as by investing in research collaborations as well as securing government funding.
- Matten and Moon (2008) illustrate that the ZB Foundation has collaborated with healthcare regulators to guarantee adherence to the country’s healthcare standards and ethical guidelines. But stronger efforts for advocacy could improve newborn genetic screening to the extent it can be made part of mandatory healthcare policy, expanding the reach of these important services (Aguilera et al., 2007). The foundation has the potential to exert influence on policymakers, advocating for genetics screening to become standard neonatal care that reduces poor public health outcomes (Garriga & Melé, 2004).
This will only increase the leadership role of neonatal healthcare, and that of the CSR that the Foundation plays. By strengthening impact measurement, stakeholder engagement, innovation, sustainability, and policy advocacy, long term effectiveness as well as a broader social impact will be achieved (Carroll & Shabana, 2010).
4. Strategic Recommendations for ZB Foundation’s future improvements: In order to strengthen the Corporate Social Responsibility (CSR) and the Corporate Social Performance (CSP) of the ZB Foundation, the following strategic recommendations can be made.
- The ZB Foundation can seek to expand the range of people who benefit from their outreach programs by having strategic partnerships with hospitals, clinics and government bodies who can ensure that newborn screening services have been made available in all these communities, especially in the rural and marginalised areas (Porter & Kramer, 2011). Mobile healthcare units and telehealth services could be introduced to reach remote locations such that healthcare facilities have little presence (Smith et al., 2020). Moreover, generic campaigns should be expanded by programs of community participation, educational workshops and collaboration with local influencers to inform people about the significance of early genetic screen (Brown, 2018).
- Leveraging Digital Technology: Digital technology can be used to improve the efficiency and accessibility newborn screening services. In genetic screening, the ZB foundation may choose to invest in AI driven diagnostic tools to improve accuracy and speed (Chesbrough,2007). Developing mobile app could give the parents the real time access to screening schedules, test results, and genetic counseling services (Christensen et al., 2016). Moreover, blockchain based secure data management may contribute to transparency and data security of the patient, thereby developing trust amongst stakeholders (Teece. 2018).
- Long Term Financial Sustainability: As a means to maintain financial sustainability in the long term, the foundation should reach out to various sources of funding such as impact investments, corporate sponsorship and international grants (Dyllick & Hockerts, 2002). A social enterprise model based on premium genetic testing services to those who are able to pay there could be a way generating revenue to subsidise free screenings for under privileged families (Yunus et al., 2010). In addition, the foundation can set up an endowment fund to secure a continuous ongoing source of operation and expansion (Hahn et al., 2018).
- Large scale Public awareness and Education: During this, public awareness campaigns will conducted and the people will be educated about how they can benefit newborn screening and early diagnosis of genetic disorder (Freeman et al., 2020). As Clarkson (1995) suggests, the ZB Foundation could collaborate with schools, maternities, and community health centers to prepare informational sessions to parents. Public engagement and awareness could also been furthered (Jones & Wicks, 2019), again through using social media platforms to share the success stories, expert talks and infographics.
- Extending Funding: The foundation should expand funding on neonatal genetic screening methods and treatment solutions (Carroll, 2021). Development of inexpensive and innovative testing technologies can be facilitated by collaboration with universities, medical institutions, and biotech companies (Matten & Moon, 2008). Moreover, a research grant program would foster genetic disorder research scientific progress to enhance healthcare results in newborns (Garriga & Melé, 2004).
- Applications of big data analytics and artificial intelligence in improving Data Management and Analytics: Usage of big data analytics and artificial intelligence to identify trends, predict the risk factors and optimizing healthcare interventions (Wood, 2010). However, a centralized database of newborn screening records and efficient tracking and monitoring of the genetic disorders would enable the prompt addressing of the same (Aguilera et al., 2007). Healthcare providers would improve their cooperation and the sharing of data by making the interoperability between them more efficient (Hamel, 2006).
- Integration of Newborn Screening into National Healthcare Policies: Working with Poclicymakers to put screening into national policies can assist in strengthening Policy advocacy of newborn screening (Donaldson & Preston, 1995). According to Mitchell et al. (1997), the ZB Foundation should encourage mandatory newborn screening as part of the standard of medical care and insurance coverage for genetic testing. It is possible to establish advisory committees consisting of healthcare professionals and policymakers that shape regulatory frameworks for genetic healthcare advancement (Carroll & Shabana, 2010).
If these recommendations are implemented they will go a long way towards helping the ZB Foundation grow and have a significant impact, leading to long term social change. These strategies will grow the scope of the foundation, streamline service delivery and strengthen the foundation’s dominance as a social enterprise of choice in the UAE’s healthcare sector.r.
5. Conclusion: The ZB Foundation demonstrates the essential role that social enterprises have in incorporating Corporate Social Responsibility (CSR) to achieve the main purpose of the company and provide real change in society. The foundation also aligns its operations with Carroll’s CSR Pyramid by creating an effective and balanced satisfaction of economic, ethical and legal, and philanthropic responsibilities. The ability of the community to commit to having a financial sustainability, regulatory compliance, ethical integrity, and social welfare power the long term impact of the network.
Using a comprehensive Corporate Social Performance (CSP) framework the ZB Foundation monitors their success marked by a society impact, stakeholder engagement, technological innovation and sustainability. Better neonatal health care accessibility is a great achievement for the foundation but it has further space for improvement. The foundation can expand the outreach programs, utilize digital health solutions and diversify the funding sources as well as advocate for changes in the policy.
The UAE is a very supportive environment for social enterprises and the ZB Foundation is in the perfect position to scale its initiatives there. The foundation’s CSR strategies and CSP practices can be useful for other social enterprises to emulate and drive meaningful change. In the end, CSR and CSP are pressing the ZB Foundation’s initiative to respect the social responsibilities and the procurement of public goods to show that companies can positively affect the socially well being socially and reinforce the vital position of social entities in forming a sustainable and just future.