Group assignment report businessethicsgrab and it’s ethical challenges

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NATIONAL ECONOMICS UNIVERSITY SCHOOL OF ADVANCED PROGRAM

Lecturer : Dr Nguyen Bich Ngoc

Class : International Business Management

63C

Group members : Nguyen Minh Phuong

Nguyen Thi Yen Nhi Nguyen Phuong Anh Nguyen Quynh Anh

Do Quoc Viet

Table of Contents

I Introduction 3

1 Brief intro 3

2 History and achievement 3

II Stakeholders 5

III Corporate Culture 5

1 Heart: 5

2 Hunger: 6

3 Honor: 7

4 Humility: 8

IV GRAB’S SOCIAL RESPONSIBILITY TO PARTNER AND CUSTOMER 10

1 Responsibility to customer: 10

a First case 10

b Another case 11

2 Responsibility to partners (Technology drivers) 12

3 Specific cases: 15

Case 1: 15

Case 2: 17

V Future 18

VI Sources 20

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I Introduction

1 Brief intro

Grab is a technology company founded in June 2012 in Kuala Lumpur,Malaysia by Anthony Tan Hooi Ling, in 2014, the company's headquarters wasmoved to Singapore Grab specializes in providing transportation, delivery anddigital payment services in countries in Southeast Asia Currently this company isoperating in 319 cities and over 8 countries according to updated data fromSeptember 2020 With the technological revolution and breakthroughs indevelopment, Grab has established itself as a super app and in fact is the leader inits field company in many countries where the company is active

2 History and achievement

Grab has a network of over 630,000 drivers in Southeast Asia, but the startup'sbeginnings were humble, according to pioneer member Aaron Gill, Head ofBusiness Solutions "Back in 2011, we didn't have ambitions to be a bigcompany All we wanted was to fix the complicated traffic situation in KualaLumpur." In the past, people in Kuala Lumpur used to call taxi operators

Dispatchers will manually find and assign a driver in a process that can take up tohalf an hour.

There are also rumors - which have never been verified - of dispatchersaccepting bribes to assign jobs to drivers, much to the chagrin of honest drivers

"We see this problem and think we can absolutely fix it We can save time forpassengers and help drivers get a fairer salary." – said Aaron That was whereGrab (then known as MyTeksi) started, and Aaron joined the founding team –which included co-founders Anthony Tan and Tan Hooi Ling – overseeingproduct and technology development

When Grab started with only 40 drivers, the first difficulty the companyencountered was convincing these driver partners to buy smartphones.Embracing new technologies is also a rough start for Grab's first drivers, but withabsolute trust in the company, they open up coffee gatherings and share theiropinions with the company so that both sides can overcome After the companyhas invested in new technology, drivers have become more expectant, but manydrivers also become angry because of the slow speed of the network, whichmakes them slow to receive customer information than other drivers Faced withthat stressful situation, Grab's technical support team directly meets with partnersand helps them improve the situation every two months

After many months of improvement, the Grab application launched in June

2012 and became a phenomenon in the media It received 11,000 bookings on itsfirst day, meaning finding more drivers became a top priority Therefore, thecompany has directly sought opportunities to approach drivers at cafes and gasstations The number of subscriptions increased from about 100 to 1,000 permonth.These "hit straight, hit hard" tactics have been so successful that Grab hasexpanded the system to other countries

Through years of continuous improvement, Grab, which started as an demand taxi business under the name GrabTaxi has grown out to be a platformwhere one can hire anything that runs on wheels The platform offers more thanten types of on-demand ride-hailing services, including taxis, private cars, biketaxis, carpooling, bike pooling, shuttle services, etc The giant expanded itsoperations in not just the ride-hailing sector but also set foot in new businessverticals such as food delivery, grocery shopping, logistics delivery, on-demandvideo platform, hotel booking, ticket purchasing, financial services, etc Up tonow, Grab is the leader in many Southeast Asian countries in the fields in which

on-it operates and this growth has not stopped

II Stakeholders

Grab having their Investor and Stakeholders help them a lot and this leads to agreat result:

 Saving internal time and resources

 Investor and Stakeholders co-create solutions with them

III Corporate Culture

Grab has 4 Values:

1 Heart:

Consumer first ★

● As creators and stewards of marketplaces, we will constantly have tobalance the needs of all sides of the marketplace to sustain its health over thelong term While we will always strive to achieve the best outcomes for all ourstakeholders within the constraints of our mission, there will be times when wewill need to make difficult trade offs In these moments, we will prioritize theneeds of consumers first, partners second (merchant, driver, delivery, agent andbusiness partners), and Grab last This is premised on the beliefs that buildinghealthy marketplaces is core to us achieving our mission, and that love and trust

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of paying end-consumers ultimately determines the health and success of anymarketplace

● In making decisions, we strive to take a long-term view of consumer andpartner value to the Grab ecosystem instead of focusing solely on the short-term

OneGrab ★

● We recognise that we are stronger as OneGrab vs as individual functions orbusiness lines We therefore actively work to overcome and break silos acrossverticals, functions, and hierarchies

● We work as teams (not individuals) and always endeavor to bring the best ofGrab together to put our best foot forward for our stakeholders

● We before me We put Grab’s interests ahead of our team’s interests, andsimilarly our team’s interests ahead of our individual interests

★ Leaders coach, serve, and inspire

● Leaders at Grab are servant-leaders who do not view power as something tohoard or lord over others They help Grabbers grow and succeed by coaching andinspiring everyone they work with, leading by example, and rolling up theirsleeves to solve problems with their teams Blaming, shaming, and coercivetactics are not part of their DNA

2 Hunger:

★ Kaizen, in big and small ways.

● We recognise that the path to achieving our mission is going to involve itsfair share of twists and turns, requiring us to continuously adapt to new

information and changing circumstances Kaizen is the spirit of adaptability thatGrab needs to navigate this winding road Adaptability implies that we inspireand encourage our colleagues to solve problems as they arise It implies that weconstantly improve how we work And it implies that we seek disruptiveinnovations to continue to advance our mission.

● In an organisation that is growing as fast as ours, it is easy to neglect thespirit of adaptability When busyness kicks in, reflection, ideation, andexperimentation are often replaced by blame, pressure, and a fear of failure.Instead, we have to remain steadfast in seeking help and feedback, reflecting onour impact, ideating, problem-solving as a team, and experimenting withcourage With experimentation will come failure - that’s okay, as long as we own

up to and learn from our mistakes

★ Build on ground truths.

● The best solutions come from a deep understanding of the target audienceand problems being solved To achieve this, we believe it’s important topersonally go to the ground, apply our five senses to understand and experiencethe problems, and speak to stakeholders In doing so, we allow our conscious andunconscious assumptions to be challenged, and round out our understanding withinsights often not evident from data and second hand information alone

3 Honor:

★ Act with integrity Build trust

● Trust is both a key enabler of our mission and the secret sauce for highperforming teams So we work to do the right thing, honour our word and notcompromise our integrity

● Likewise, trust is the foundation upon which successful marketplaces arebuilt So we constantly strive to establish and build trust amongst all participants

of the marketplaces we steward

Steward resources wisely ★

● We use resources that have been entrusted to us responsibly and withcareful consideration—evaluating whether the result is worth the investment, orwhether something can be done in a more efficient manner This will enable us tokeep our costs competitive, and offer unbeatable value to our consumers andpartners

● That said, we are also not pennywise and pound foolish We recognise thatprudent investment is what drives growth This requires strategic discipline aswell as wisdom to pick our battles, take calculated risks, and balance between ourshort- and long-term investments

● We recognise that Grabbers dedicate a significant portion of our precioustime to the company, and we respect every second by using it effectively,avoiding wasted or duplicative effort

4 Humility:

★ Learn from every experience

● We recognise that no matter how experienced or accomplished we are, wewill always have room to learn and grow So we actively seek out the learningfrom every encounter and experience As we execute on our mission, the bestsource of learning often comes from the very people we seek to serve - ourconsumers, partners, communities and Grabbers

★ Seek first to understand, then to be understood.

● We listen actively, with an open heart and mind (being conscious of ourbiases), and always begin by assuming good intent

● We continuously work to improve our understanding and appreciation ofdiverse socioeconomic backgrounds, so we can be better contextual listeners

● We solve problems by fully understanding each other’s context, intent andchallenges, so that we can work on finding win-win solutions together

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★ Debate, align, execute

● In the pursuit of our mission and in the spirit of kaizen, we value diversity

of opinions and perspectives, and healthy respectful debate

● In making decisions, while we seek alignment from all relevant partieswherever possible, when teams are at an impasse, we escalate quickly up thechain of command so that we can keep moving forward

● Once a decision is made, we cease all debate, commit to making the best of

it, and follow through with the appropriate execution regardless of whether or not

we agree with the chosen path

Overall, employees at Grab are generally satisfied with their team 113Participants grade the quality of their coworkers a B- The majority believe themeetings at Grab are effective, and the majority look forward to interacting withtheir coworkers

The majority of employees at Grab believe the environment at Grab ispositive Most Participants believe the pace of work at Grab is extremely fast.About 43% of the employees at Grab work 8 hours or less, while 26% of themhave an extremely long day - longer than twelve hours

There are some Perks & Benefits:

 Health and Wellness: dental Insurance, Vision Insurance, Health

Insurance, Life Insurance

 Paid time off: PTO / Vacation Policy, Paid Holidays, Maternity / Paternity

Leave

 Financial Benefits: Performance Bonus, Employee Stock Purchase Plan

IV GRAB’S SOCIAL RESPONSIBILITY TO PARTNER AND CUSTOMER

1 Responsibility to customer:

a First case

Grab has incurred new anger,after a passenger, Marko de Guzman, 20, inPhilippines sustained serious injuries De Guzman is in critical condition after anaccident in a Grab ride, causing him to sustain “severe traumatic brain injury.”

The public’s attention was caught by a now viral Facebook post of Steffi DeGuzman, wherein she narrated how her cousin Marko got into an accident.Steffisaid Marko and a friend named Alia booked a Grab car last October 26 along TaftAvenue, Manila She claimed that the Grab ride was running too fast as theylearned that its driver was already sleepy at the time Consequently, she said, theGrab car hit another car before crashing against an LRT post She said her cousinsustained a fractured skull while his brain “profusely bled” because of theincident.An investigation was also launched so both drivers affected were facing

“court arraignment.”

With the incident, Grab said they are constantly communicating and offeringfinancial assistance to Marko’s family Despite rejection, Grab Philippines said itcontinues to “reach out” to the family of Marko de Guzman

Leo Gonzales, Public Affairs Head of Grab, said in a statement :

“Since October 27, 2018, when we learned of the accident, we have been inconstant communication with his family and have offered financial assistance forhis medication While the family has not accepted any of our offers, we arecontinuously reaching out to extend adequate support that would cover Marko’shospital expenses,” he added

=> Solution:

- Grab has had insurance that is offered to its passengers and driver-partners.Grab has launched their own investigation on the incident to find main cause inorder to avoid repeating the happen of same accident

- Lawmakers need implement “stronger laws and guidelines” in regulating thecountry’s transport network companies like Grab

This causes traffic to be affected a lot, if it's light, it's only congestion, and ifit's heavy, it can lead to traffic collisions." Many road users as well as Grabcustomers expressed concern at the situation of these drivers disregarding trafficlaws, especially the use of mobile phones while driving, the risk of causing anaccident is always present In order to increase profits and satisfy customers,many drivers are willing to clip 3, even customers who do not want or requirehelmets This inadvertently endangers not only drivers but also their customersand other road users

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