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INFO RUEHZM/GULF COOPERATION COUNCIL COLLECTIVE PRIORITY
RUCNISL/ISLAMIC COLLECTIVE PRIORITY
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RUEAIIA/CIA WASHDC PRIORITY
RHEHAAA/NSC WASHDC PRIORITY
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C O N F I D E N T I A L SECTION 01 OF 03 JEDDAH 000199 
 
SIPDIS 
 
SIPDIS 
 
RIYADH, PLEASE PASS TO DHAHRAN; PARIS FOR ZEYA; LONDON FOR 
TSOU; DEPARTMENT FOR NEA/ARPI 
 
SIPDIS 
 
E.O. 12958: DECL: 03/07/2016 
TAGS: ECON ELAB SA SCUL SOCI
SUBJECT: SAUDI FOOD GIANT PIONEERS ISLAMIC BUSINESS ETHICS 
 
REF: 05 JEDDAH 03712 
 
Classified By: Consul General Tatiana C. Gfoeller for reasons 1.4 (b) a 
nd (d). 
 
¶1.  (C) SUMMARY.  Savola Group, Saudi Arabia's leading foods 
supplier and the country's second largest industrial 
enterprise, has developed a code of professional ethics and 
values that blend Western business standards with indigenous 
Islamic traditions.  In a time when the country's work force 
is shifting from one comprised significantly of third-country 
nationals to one with a Saudi majority, the forward-thinking 
program promotes transparency and efficiency, serving as a 
potential model both for the effective implementation of the 
SAG's ongoing Saudization campaign and for the development of 
broader consumer protection. END SUMMARY 
 
PIONEERING AN ETHICS AND VALUES-DRIVEN MODEL 
 
¶2.  (U) Savola Group, Saudi Arabia's leading food supply 
company, the country's second largest industrial enterprise, 
and the owner of the Middle East's largest retail food chain 
reported 2005 assets of more than $2.2 billion (see reftel). 
In a climate of Saudization, when companies are obligated to 
hire increasing numbers of Saudi workers to re-align the 
previously foreign-dominated labor force, businesses have 
sought methods for motivating employees, promoting efficiency 
and transparency, and developing professional skills. 
According to Mazen Redwan, a Savola representative who 
outlined the company's practices in a March 5 meeting with 
Poloff, this can best be done through an ethics and 
values-driven approach to business. 
 
¶3.  (U) Beginning with the creation of a task force on ethics 
and values in 2002, Savola has fused Western business ideals 
with indigenous Islamic ethical traditions to appeal to and 
to motivate a Saudi work force that, like the society, is 
largely religious.  Working with both Western consulting 
firms and eminent Islamic scholars, the company released a 
code of conduct in 2003 and began company-wide ethics and 
values training the following year.  The code of conduct is 
divided into two sections, one on ethical principles and one 
on values. 
 
ISLAMIC ETHICS, PRACTICAL IMPLICATIONS 
 
¶4.  (U) According to precepts detailed in Savola's ethical 
code of conduct, "individuals in an organization function 
more efficiently, and, consequently, the organization 
functions in a more coordinated manner in the presence of a 
guiding set of ethical principles...It is our belief that 
despite all efforts, success in business needs a blessing 
from Allah.  The blessing comes only if our intentions are 
moral and free from hypocrisy."  Savola's approach to ethics 
focuses on four principles: amanah("honesty"), 
taqwa("conscientiousness"), birr ("caring justice), and 
mujahadah ("striving"), all of which have both religious and 
practical connotations.  In his presentation of these tenets, 
Redwan referenced "The Quran" and "The Hadith" (sayings of 
the Prophet Muhammad) in addition to detailing the 
professional implications of each term. 
 
¶5.  (U) Savola uses amanah (best translated as "honesty") to 
underscore the importance of dealing with customers, vendors, 
suppliers, and the community at large in a transparent 
manner.   Redwan explained that the term requires the 
fulfillment of business pledges to clients and investors as 
well as a commitment to resolve any professional disputes 
between stakeholders with objectivity.  Similarly, Savola 
views taqwa (translated as "conscientiousness" but indicating 
religious sincerity) as providing a "moral constraint" to 
avoid ambiguity.  Redwan quoted Muhammad as saying, "That 
which is lawful is plain and that which is unlawful is plain 
and between the two of them are doubtful matters about which 
not many people know.  Thus, he who avoids doubtful matters 
clears himself in regard to his religion and his honor, but 
he who falls into doubtful matters falls into that which is 
unlawful." Taqwa encourages employees to carefully examine 
issues that present any moral or legal question.  For 
example, should the company possess proprietary knowledge of 
the adverse impact of a product that is not yet known to 
regulators, such information should be disclosed.  The 
implication is that there is a moral obligation, even in the 
absence of a legal requirement, to protect Savola's ethical 
 
JEDDAH 00000199  002 OF 003 
 
 
foundation, and ultimately its public reputation. 
 
¶6.  (U) Birr (translated by Savola as "caring justice" and 
traditionally indicating the fair treatment of others, i.e. 
parents toward their children) commits Savola employees to 
safeguarding their colleagues, welfare.  According to "The 
Hadith," "None of you (truly) believe until he wishes for his 
brother what he wishes for himself."  Redwan said that this 
concept is implemented in business through such activities as 
paying employees on time and ensuring that no work conditions 
are hazardous, thus raising morale.  The fourth ethical 
concept, mujahadah ("personal control" or "striving") is 
rooted in the spiritual goal of realizing one's potential 
through self-discipline and devotion to God.  Savola uses it 
to inspire its employees to challenge themselves and to 
resist complacency. 
 
"THE SAVOLA 8" 
 
¶7.  (U) In addition to its ethical standards, Savola's 
approach to corporate conduct comprises a set of eight 
values, dubbed "The Savola 8."  The first is tawado, meaning 
"confident humility" in the company's parlance.  This 
encompasses the confidence to accept guidance and 
constructive criticism while not being encumbered by either 
arrogance or self-doubt.  Its external counterpart is iqbal 
("advancing"), which in a traditional context would indicate 
modesty and the willingness to explore others' ideas.  Savola 
interprets this as promoting good communication skills among 
its employees and encouraging them to think in a 
non-adversarial manner--"the ability to blur the distinction 
between  ours, and  theirs.,"  Tied to this is the 
concept of iqtida ("apprenticeship") in reference to 
following righteous men, such as Muhammad.  In the business 
context, this means selecting role models and working with 
mentors to develop professional skills, particularly in the 
area of leadership. 
 
¶8.  (U) Ihsan al dhan ("trusting") is an Islamic concept 
exhorting believers to maintain faith and optimism in 
others, motives and not to pre-judge their intentions. 
Ihsan al dhan is nonetheless tempered by caution as, 
according to Redwan, "only God can be trusted 100 percent." 
This principle combines with qabool ("acceptance") to 
encourage open-mindedness, tolerance, and experience-sharing 
in the workplace.  Similarly, mu,azarah (caring or 
supporting) emphasizes one's common link to humanity as well 
as a sense of brotherhood and mutual respect, a key component 
of Islamic teachings.  Savola utilizes this concept to 
highlight the importance of teamwrk and cooperation among 
colleagues.  The final wo principles of azm ("resolve" or 
"will") and iqan ("perfection" in the pursuit of religious 
pity) translate two basic Islamic concepts into a 
pofessional commitment to act decisively and effectvely 
(i.e. to "deliver") and to maintain hig standards of quality. 
 
"DOING YOUR HOMEWORK" 
 
¶9.  (U) Redwan emphasized that Savola's efforts to promote 
corporate ethics and values were part of an equation 
understood by any devout Muslim. "We tell our employees that 
results are not entirely determined by their own effort and 
commitment," he said. "You must rely on God for these efforts 
to translate into success.  However, everyone must do their 
 homework, and seek knowledge.  Only then can God help you 
finish the task."  To ensure that employees are in fact doing 
their "homework," every new hire at Savola is required to 
attend a two-day workshop on ethics and values, followed by a 
six-week period in which they must document examples of the 
application of these values in their daily work.  Men and 
women are equal participants in the workshops and must follow 
identical guidelines on ethics and values. (Note: Savola has 
shown itself to be relatively progressive in the hiring of 
women and currently has women employed in the financial, 
programming and consulting divisions). 
 
¶10.  (U) For its part, Redwan proudly claimed that Savola's 
management abides by its stated values in practice.  He gave 
concrete examples of birr, whereby each employee is eligible 
for an interest-free home loan from the company after working 
for three years, and of mu,azarah, where employees can elect 
to allocate a portion of each month's salary to a common fund 
that is then used by other employees in times of need. 
 
 
JEDDAH 00000199  003 OF 003 
 
 
COMMENT 
 
¶11.  (C) Savola's program to synthesize Islamic traditions 
with the ideals of Western business practices anticipates a 
forward-thinking approach to Saudization initiatives and 
promotes stronger ideals of consumer protection.  As more 
Saudis join the ranks of the country's work force, similar 
programs could help to motivate professionals whose 
educational background is largely focused on religious 
instruction at the expense of practical skills and who often 
lack a strong work ethic.  By promoting best practices within 
an Islamic context, Savola's model has potential implications 
for other companies operating in a society with few 
mechanisms of consumer protection and a poorly developed tort 
system. END COMMENT 
Gfoeller