Background of the organization
Zain Saudi Arabia was incepted in 2007 as a joint stock entity thus making it the third provider of mobile telecommunications service in KSA. However, the company was only registered one year later. Apparently, the management of the firm paid $6.1 billion to acquire a 25 years operation license. In the very year it was registered, the company issued its first IPO through the Tadawul. The company finally launched its services in 2008. Surprisingly, Zain SA negotiated a $2.5 billion Islamic loan to facilitate its operations (Almashabi, 2016). A new chairman was appointed in 2013 thus replacing the departing chief executive officer. Nonetheless, no message was disseminated explaining this change. The core objective of the company is to develop into the first choice in the KSA telecommunication sector by providing innovation to segmented markets. At present, Zain SA serves at least 46.1 million customers. Besides, its share capital is close to 3 billion shares, at least according to Zain Saudi Arabia (2017) reports. An executive management group currently heads the firm. The team is mandated with the task of facilitating the firmâ€™s services across the nation and managing the corporate business model to assure that it meets not only the vision but also the objectives instated by the Board and the shareholders.
Stakeholders
A set of parties has an interest in the firm. For example, the customer seeks to access the services rendered by the company at affordable prices. The customer also wants to access adequate as well as high-quality network services. On top of this, this stakeholder desires that his/her information be safeguarded. Another stakeholder is the employee. The underlying interests include job security, competitive pay, and benefits package, along with evident career progression path (Zain Saudi Arabia, 2010). There are also the business partners. These stakeholders desire for long-term, financially rewarding, and secure business relationships and contracts. The community is a further core stakeholder, and its interest is the firm to undertake its operations based on trustworthiness and integrity. The community also expects the firm to contribute towards their economic well-being and to guarantee health and safety. The investors, on their part, anticipate for strong and long-term economic performance. With this, they are well aware that their value will be maximized.
The investors, as well, want to feel that the company demonstrates management and business excellence. Moreover, the shareholders/investors anticipate that the company will operate in a way that the national law and that it will advance innovative and developmental services to the society. The majority of the investors are the public with a stake of 51.4 percent. Mobile Telecommunication Company K.S.C (37.05%), Saudi Plastic Factor with a market share of 5.85%, and Faden Trading and Contracting Establishment (5.97%) are the rest of the shareholding community. The environmental actors, also part of the stakeholder community, want the company to carry out its operations in an ecological-friendly manner (Zain Saudi Arabia, 2010).
Key resources
Human resources are deemed as the core resources in the company under focus. According to Almashabi (2016), the human resource team is highly skilled. Other pertinent resources characterizing the company include the corporate premises in which the firm operates, the IT system, which is used to deliver the services to the customers, the patents, customer databases, proprietary knowledge, the current business contracts with partners, and brands. On top of this, just as Almashabi (2016) explained, Zain SA boasts of stock options, credit lines, and cash.
Corporate governance
High integrity and accountability characterize the corporate governance practices at Zain SA. As a result, investors or stakeholders have developed immense trust and confidence in the ability of the firm to accomplish their interests. Zain SA is also known for its strong adherence to the CMA-issued corporate governance legislations. The corporate governance of the company is constituted of the board of the directors, the audit committee, the governance committee, the compensation and nominations committee, and the executive committee. Each of these plays a distinct role, which increases the overall competence of the corporate governance team to accomplish its role. For example, the executive committee usually suggests objectives and strategies for Zain SA for the development of the firmâ€™s operations while ensuring that all the interests of the stakeholders are taken into account. All the committees are supposed to ensure that their conduct is guided by principles such as compliance, transparency, and skills.
The role of accounting within the firm
As revealed by Zain Saudi Arabia (2010), there is a clear line of demarcation between financial and management accounting in the organization. Nevertheless, the duty to ensure the effective accomplishment of the two functions is mandated to the audit committee. As such, the team is required to review the accounting policies of the company and advance relevant recommendations/opinions. It is right to say that the accounting role at the company is effective. However, the management change

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