Aug 09

Ramadan is without a doubt one of most important Muslim celebrations. One of the five pillars of Islam, Ramadan occurs during the ninth month of the Islamic calendar which is calculated according to the moon. This is why this 30 days long celebration takes place at a different time each year.

Ramadan is mainly a time of worship and closeness with God. Most people associate Ramadan with a time when Muslims fast from dawn until dusk. Muslims believe this fasting helps them to clean their soul and allows them to practise self control, sacrifice and empathy.

Ramadan is also a time for prayer. Each night 1/30 of the Qur’an is read so that the whole holy book is completed by the end of the month. Generosity is emphasised as well and Muslims are strongly encouraged to act like the prophet Muhammad who, according to the Qur’an, was “as generous as the blowing breeze”.

While some adjustments are made for young children, pregnant women or elderly people, all Muslims are expected to respect the fast and other aspects of the celebrations. Severe punishments can be imposed against people who eat, drink or behave improperly during this period in some strict Muslim countries.

Ramadan is not merely a religious celebration, rather it impacts all aspects of a Muslim’s life for 30 days. In most Islamic countries or nations counting a large Muslim population, the whole social and economic life is affected during Ramadan. Shops have different opening hours and will usually close during the afternoon and reopen during the evening. The same goes for many companies who tend to change their working hours and avoid scheduling important meetings during this period of the year.

Night life activity also increases during the month of Ramadan which often results in a lower performance rate during the day. In fact, the Arab World Institute based in Cairo published a survey showing that employee productivity decreases by 73.3% during the month of Ramadan. Absenteeism also rises as fasting and eating large portions of food once per day can create illness or digestive disorders.

Holy Koran Adem Demir i Ramadan Mubarak! – A Month to Celebrate

© istockphoto.com/Adem-Demir

 

Investors doing business in countries that observe Ramadan need to be aware of these elements when doing business with Muslim counterparts and avoid scheduling meetings during inappropriate hours of the day. International assignees living in Arabic countries must also adapt. Even if they are not obliged to fast, they should eat behind closed doors and avoid any disrespectful behaviour that might offend Muslims.

It is not only in Arab countries where you need to acknowledge the impact of Ramadan on professional and personal spheres. Muslim employees working in western countries also fast and celebrate the Ramadan traditions. Managers should be aware of this fact to avoid critical incidents or cultural insensitivity. Organising important business lunches or company events with food and drinks in the middle of the day during Ramadan for instance can put Muslims in uneasy or frustrating situations that can damage your business relationship with them.

Cross cultural awareness training programmes such as Living and Working in Saudi Arabia or Doing Business in the Middle East can help managers, international assignees and employees to have a better understanding of their Muslim counterparts. Training is tailored to provide the cross cultural tools and strategies required to deal with and fully understand Ramadan and its impact on business.

If you want to impress your Muslim counterparts by acknowledging this important time of the year, you can now purchase cards (even e-cards for the tech savvy) with Ramadan greetings. Showing your interest in this holiday is a great way to build relationships with Muslim counterparts and colleagues.

Ramadan Mubarak (a blessed Ramadan) to you all!

© Communicaid Group Ltd. 2010

Jun 22

The increase in numbers of long-term international business assignments has led employers to look at family relocation as an important element of a successful international assignment.

Successful family relocation is increasingly recognised as a key factor in international assignments for two reasons. Firstly, one of the most common causes of failed international assignments is the employee’s partner’s unhappiness in the new location. Secondly, employees who relocate with their families usually feel more secure in their new environment and are less inclined to travel back to their native country as frequently as those whose families stay behind which saves the organisation time and money.

 

Family H Gall i2 International Assignments: Overcoming the Cultural Challenges Together as a Family

© istockphoto.com/ H Gall

 

Sending employees and their families abroad can present a huge risk to international organisations. If the family members fail to adjust and fit in to their new cultural environment, the company risks huge financial costs. Some estimates put the cost to an organisation of a failed international assignment at $250,000 or more.

Providing cross-cultural training for relocation programmes to the international assignee’s family can help prevent this direct cost to the organisation and lessen the emotional strain of the relocation on the partner and children. Participating in a Living and Working in Saudi Arabia cultural awareness training course, for example, helps families moving to Saudi Arabia anticipate any potential problems they might have in adjusting to the cultural differences while it also equips them with strategies to ensure they maximise their relocation.

Training the family of international assignees provides a unique opportunity for them to experience the target culture as a family and find ways to help each other through any problems during their adjustment to their new life and surroundings. Ensuring the whole family is happy and well adjusted will drastically improve the chances of a successful international assignment and save the organisation time and money.

© Communicaid Group Ltd. 2010

Mar 17
Brazil 2 bkindler i1 God is Brazilian! The International Rush for Brazilian Oil

© istockphoto.com/bkindler

 

‘God is Brazilian!’ – Those were the patriotic words of Brazil’s president Lula da Silva, upon hearing of the recent discovery of new oil fields off the coast of Brazil which – if current estimates prove to be correct – could place Brazilian oil reserves level with those of Russia and Saudi Arabia.

The blocks are 170 miles off the coast, under both deep water and thick layers of salt, so drilling them promises to be technically very challenging. Yet the potential profit is so great that Brazil has become the focus of all major international oil companies searching for new reserves, including British-based BP.

While it has a strong presence in the Gulf of Mexico, BP was one of the few international companies with no assets in Brazil, at least until this week when it announced the beginning of a joint venture with US based Devon Energy. As part of the joint venture agreement BP has bought the American firm’s precious oil fields off the Brazilian coast, and has secured the future development of its oil sands in Canada.

The challenges posed by an international business venture of the size and importance BP is embarking on are many. Establishing new operations in foreign countries, or taking over the management of pre-existing ones require both technical know-how and a sound awareness of the cultural differences in business practices new and existing employees are likely to encounter.  Communicaid has worked alongside a number of international oil and gas companies providing tailored cross cultural training programmes to ensure employees have the right level of cultural knowledge and skills required to be successful when doing business in other cultures.

Cross cultural training programmes have included pre-assignment training for existing staff and their families prior to relocation. Programmes like Living and Working in Saudi Arabia provide employees and their families with the necessary input to live and work successfully in the target destination.

Communicaid has also delivered a number of tailored cross cultural training programmes for business and management to a number of large oil companies.  These programmes are designed ad-hoc with each organisation’s specific needs in mind and therefore vary in both nature and content.

One of the most common requirements international oil companies have identified is the need to train key decision makers to successfully Manage International Teams. The nature of the energy industry means that teams will most likely be composed of highly qualified and experienced individuals from a variety of cultural backgrounds. Creating a successful team spirit and working environment, bridging any possible cultural difference, therefore becomes key for the team’s success, and ultimately for that of the whole organisation.

Communicaid’s cross cultural training programmes are delivered by trainers with vast experience of the country of destination so they bring first hand experience and understanding of the potential problems that can occur both in the workplace and in ever-day situations in another culture. Training is highly interactive, allowing delegates to develop a concrete awareness of the cultural differences they will encounter and personalised ways of dealing with them.

While the race for Brazil’s black gold is most definitely on, unlike most races the first one to get there is not necessarily the winner. Many international joint ventures are known to have failed with the passing of time, often due to a lack of cross cultural awareness by all parties involved.

Communicaid has long recognised the risks to global organisations of ignoring cross cultural differences in international operations and has developed a vast network of trainers and a rich database of materials to provide international companies the training they need to avoid lost money and time and give them the competitive edge.

© Communicaid Group Ltd. 2010

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