Code of Ethics

History necessarily changes, on every natural and human level. In the life of peoples, though, these changes are not as fast as the life of a single person; they take long years in the movement of history. At Al-Huras we strive for national liberation, so we must draw lessons, benefits and meanings from national liberation movements. We firmly believe that the greatest experience in all of history in freeing people from enslavement to worldly life and its by-products that degrade human beings is the call of the best of creation, the Prophet of God, Muhammad (peace and blessings be upon him and his family). From here, and from other experiences — the Vietnamese, the Algerian, the African and, of course, the Palestinian — we see with certainty that such changes need a leadership with a sound core and a clear vision, and that joining this leadership and realizing the vision requires people who hold two firm convictions: faith in the inevitability of victory, and readiness to sacrifice.

Theoretical talk, ideas and hypotheses, polished words and fine speeches, well-crafted articles and stirred emotions are worth nothing at all before the horror and atrocity of what the Zionist project is doing on the land of Palestine, and the injustice it causes the whole region. These intellectual foundations must therefore become convictions that shape human behaviour — indeed, behaviour must spring from them. So any national work must, as its first line, set the measure by which things are judged and through which criticism is practised. Every person has their own thoughts and feelings; but when we speak of someone who wants to be a leader with a clear vision, firmly convinced of the inevitability of victory and ready to sacrifice, what lies between the two is behaviour. And how do we tell right behaviour from wrong? Simply by acknowledging that a behavioural error is a contradiction between a staff member’s practice and their stated convictions — in other words, a contradiction between belief and behaviour. A Muslim, for example, cannot profess the oneness of God in words while associating partners with Him in practice; likewise, one cannot strive for national liberation in words while buying and selling products that support the occupation in practice.

That is why the framework of behaviour has to be unified through what we call the Code of Ethics. Ethics are the behaviours that people have adopted, established and agreed upon, and that are naturally upheld by God Almighty in His Holy Book, the Sunnah of His noble Prophet, or both.

And to make things easier for staff, in dealing with themselves or with the public, we set out here the agreed behaviours, so as to make criticism easier, reinforce and build on right behaviour, deter wrong behaviour and help those who commit it to be rid of it. This also protects Al-Huras from any behavioural deviation that could lead to sabotage, excess or fanaticism, or to departing from religion, the law, ethics or custom.

Destructive conduct

Destructive conduct is conduct whose results undermine national liberation, wreck its chance of continuing, kill its vitality and crush the hopes people place in it.

At Al-Huras we see that destructive conduct may be intentional or unintentional, and each needs different measures depending on the context and circumstances. A deliberate ethical violation calls for strict measures that may go as far as dismissal. An unintentional mistake that comes from limited awareness or weak skills, on the other hand, gives the staff member the right to learn from it — and the right to be taught and developed by us. This is a firm conviction in our grassroots institutional work. But if the same unintentional mistake is repeated in the same context, we treat it as a contradiction between faith and conduct, and strict measures follow.

Likewise, when a staff member develops illegitimate personal ambitions, seeks to put the private ahead of the public, and begins forming a power centre or a sub-group as a first step toward conflict or a split, these complications and compound errors call for serious self-purification, and are handled with intensive psychological, skills-based and legal measures at the same time — yet also with firmness and great seriousness that take the higher interests of the work into account.

By its very nature, Al-Huras fights opportunistic conduct: conduct that ties its self-interest to a momentary interest of Al-Huras, that may climb on the efforts of others and deny their credit in order to exploit a situation or profit from an interest. Such conduct can only be dealt with through candour, criticism and firm, proper action that protects young people’s volunteer efforts; this conduct fundamentally contradicts the readiness to sacrifice.

It is defined as the sincere, constant orientation between staff and themselves, and between staff and their colleagues, that ensures the vision and mission of the work are realized — by reinforcing the positive, criticizing the negative, and every person who errs having enough courage to admit the mistake and bravely put things right. Accordingly, a staff member’s duties toward themselves and the internal work environment include all of the following:

1. 1

   What is customary is as binding as what is stipulated.

2. 2

   RequiredStaff must use Arabic in all internal and external activities — in the field and in the office, spoken and written, in correspondence and speeches — and use English as needed when working with people who do not understand Arabic.

3. 3

   Understanding, mentally and emotionally, the theory and practice of the Al-Huras approach, and treating it at its true size and substance: an organized popular method that springs from a popular conviction — not a religion, tribe, sect, ideology or all-encompassing identity.

4. 4

   RequiredCommitment to the work rules: steadfastness – ethical discipline – privacy – mutual protection – self-drive.

5. 5

   A staff member’s words and actions should stay connected to Al-Huras’s mission and vision, consistently and comprehensively.

6. 6

   RequiredCommitment to the work ethics: responsibility – integrity – warmth – team spirit – cooperation – appreciation – faith – belonging – chivalry – honesty – trustworthiness – honour – respect.

7. 7

   ProhibitedNot revealing the work’s secrets or private matters about ideas, events and people outside a professional setting.

8. 8

   Providing mutual protection at both the individual and collective level.

9. 9

   RequiredStaff must contact the relevant reference person immediately if any emergency occurs.

10. 10

    Approaching the idea of being a role model in a way that balances the interest of the work, its principles and what the context reasonably allows, and turning to the rules of exceptional conduct in emergencies.

11. 11

    Constant, ongoing self-work to develop abilities and raise awareness, since staff are the spearhead of the process of change and must therefore keep developing and renewing their understanding of events and ideas.

12. 12

    Managing positive emotions so as to balance optimism and realism.

13. 13

    Managing negative emotions so as to balance realism and motivation (anger, for example).

14. 14

    Honest self-criticism, outward and inward, of one’s motives and drives for the work.

15. 15

    Summoning talent matters more than talent; developing abilities matters more than intelligence; putting one’s essence to use matters more than the essence itself.

16. 16

    Working with initiative — showing initiative is a sign of how deeply one cares.

17. 17

    Staff should respect the general character and nature of the social environment in all of the following: outward appearance / moral and religious values / behaviour / polite expression / public manners / not highlighting differences

18. 18

    ProhibitedProvoking any kind of anger, agitation or misunderstanding in front of beneficiaries or the local community is forbidden

19. 19

    ProhibitedAny form of abuse of children — psychological, physical or verbal — is strictly forbidden

20. 20

    ProhibitedStaff may not use Yarob’s individual or institutional partnerships and relationships for personal benefit: what was built for Yarob stays with Yarob. Where something ethically overlaps with this clause, the staff member must agree it with the management board

1. 1

   Relying on research, experimentation, development and critique as working principles.

2. 2

   Taking part in formal and informal dialogues and discussions in line with the etiquette of dialogue.

3. 3

   Respecting other opinions.

4. 4

   ProhibitedBeing absent from any event without an excuse is not allowed.

5. 5

   ProhibitedAny form of incitement, abuse or deceit toward the opinions or behaviour of others is prohibited.

6. 6

   ProhibitedFalling into these problems is not allowed: cognitive bias, projection, generalisation, assuming bad intent, negative tactics, and interfering in staff members’ personal freedoms outside work within the framework set by the Association’s founders.

7. 7

   ProhibitedForming informal groups within the work is forbidden

8. 8

   ProhibitedDelegating a temporary task that is currently assigned is prohibited.

9. 9

   RequiredStaff must carry out collective decisions according to the reference framework through which they volunteer, even if they dislike them or they do not reflect or appeal to their own view. If a collective decision is, in a firm individual view, mistaken, please refer to the management.

10. 10

    ProhibitedCriticism is prohibited except in official meetings.

11. 11

    ProhibitedJoking around during activities, programmes and meetings is not allowed, and horseplay is strictly forbidden with both beneficiaries and staff

12. 12

    RequiredCommitment to humility, without boasting or arrogance.

13. 13

    RequiredStaff must put the public interest ahead of personal interest.

14. 14

    ProhibitedFanaticism and rigidity of opinion are prohibited.

15. 15

    Sharing experience and knowledge with others.

16. 16

    ProhibitedAvoiding cognitive bias and working in a spirit of brotherhood and tolerance, balancing team cohesion with the interest of the work.

17. 17

    Practising psychological reflection right after any event ends, in a way that does not require documenting it.

18. 18

    Working with a sense of leadership in an integrated, collective spirit that balances the interests of the work with its principles.

19. 19

    Putting strategic interests ahead of tactics.

20. 20

    Pursuing the interests of the work in a way that secures achievements while protecting the staff’s psychological and mental wellbeing; where the two conflict, the staff’s wellbeing comes first.

21. 21

    Practising communication that enriches the work, achieving both horizontal and brotherly communication.

22. 22

    ProhibitedSpreading negativity and discouragement through the ranks, especially among staff, is forbidden

Target groups, relationships and partnerships, and the media.

1. 1

   RequiredStaff represent the institution, not themselves, in everything connected to the vision and mission of the work.

2. 2

   Encouraging institutional and individual partnerships and relationships to continue their work through empathy, solidarity, advocacy, support, reinforcement, backing, sharing experience and building together.

3. 3

   Putting forward an empowering discourse in the context of the target group.

4. 4

   ProhibitedOfficially representing any institution without a clear mandate is prohibited.

5. 5

   ProhibitedStaff are prohibited from speaking about political and religious orientations.

6. 6

   Using polite expression.

7. 7

   RequiredA unified public discourse is required.

8. 8

   ProhibitedForming personal relationships with children and families without the management’s knowledge is prohibited.

9. 9

   ProhibitedShowing any disagreement or agitation in front of target groups and partners is prohibited.

10. 10

    ProhibitedJoking in a way that disrupts the flow of work is prohibited.

11. 11

    Communication with others goes through the approved channels, technically and administratively.

12. 12

    Responding to the prevailing values, norms and customs of the communities we work with, balancing interests and principles.

13. 13

    Dealing with the public in a spirit of love, appreciation, respect, understanding and encouragement, rather than hatred, blame, mockery and arrogance.

14. 14

    In dealing with relationships and partnerships, whether cooperative or strategic, showing any negative, condescending or arrogant tone, or any malicious comparison, is prohibited; so is showing any overbearing reverence, domineering on the basis of expertise or experience, or climbing to steal the spotlight or to present Yarob as better than others — in word or deed. This does not include carrying out the work according to Yarob’s approved approach.

15. 15

    RequiredStaff bear full responsibility before the management board for the safety of any child or group of children they are assigned to lead or accompany in any activity — physical, psychological and cultural safety alike

16. 16

    ProhibitedDealing with youth-movement organisations is not allowed without management’s knowledge

17. 17

    RequiredStaff must engage with the media tools.

18. 18

    RequiredStaff must take part in the WhatsApp and Telegram groups.

19. 19

    ProhibitedCreating any online group without a mandate from the general manager is prohibited.

20. 20

    ProhibitedUsing tangible media materials such as the camera, or intangible ones such as the logo, outside the media office’s authority is prohibited.

21. 21

    ProhibitedFilming or photographing of any kind is prohibited except with a mandate from the media office.

22. 22

    Professional media conduct is a purely technical matter.

1. 1

   Mastering both the knowledge and the account of the company, its literature and its work.

2. 2

   ProhibitedTaking on any permanent or temporary task without a job description approved by the management is prohibited.

3. 3

   RequiredStaff must exercise due professional care in carrying out their tasks.

4. 4

   Respecting the chain of reference in administrative communication.

5. 5

   ProhibitedMisusing powers or roles is prohibited.

6. 6

   ProhibitedBringing in any tool or substance that is legally prohibited or contrary to moral values — such as weapons of any kind and their accessories, drugs and alcohol — is prohibited.

7. 7

   ProhibitedWasting public property is prohibited.

8. 8

   ProhibitedUsing any Al-Huras equipment without the logistics manager’s approval is prohibited.

9. 9

   ProhibitedAttending work activities under the influence of drugs or alcohol is prohibited.

10. 10

    Respecting organic growth and the time it takes.

11. 11

    Giving documented feedback right after any activity ends.

12. 12

    ProhibitedAny form of violence or harm is prohibited.

13. 13

    ProhibitedNot practising any form of discrimination or mockery based on language, culture, colour, race, sect or religion.

14. 14

    ProhibitedNot passing judgement or taking preconceived positions toward others.

15. 15

    ProhibitedAny form of insult, foul language, or mockery of others’ beliefs and opinions is prohibited.

16. 16

    ProhibitedUsing work equipment for personal purposes is prohibited.

17. 17

    ProhibitedForming romantic relationships through the work is prohibited.

18. 18

    ProhibitedDisplaying any behaviour that offends public decency, even with good intentions, is prohibited.

19. 19

    RequiredStaff must safeguard the Association’s public funds

20. 20

    RequiredStaff must return the equipment used for any activity or work to the person in charge

21. 21

    RequiredStaff must accept the decisions of disciplinary boards or investigation committees, and emergency administrative decisions in the event of any dispute or exceptional emergency

22. 22

    ProhibitedLeaking secrets or private matters related to the work and its day-to-day operations is forbidden

23. 23

    ProhibitedHandling personal or public money is strictly forbidden.

24. 24

    ProhibitedUsing or moving Yarob’s papers or any intangible resources is forbidden except in coordination with the responsible administrator

25. 25

    ProhibitedUsing administrative equipment for any programme or activity purpose is forbidden

1. 1

   RequiredStaying engaged with developments in national causes.

2. 2

   Treating the core components of identity — the true religion of Islam and Arab culture — as sacred values that Al-Huras encourages people to share and practise, in keeping with their nature of openness to others, never imposing them by force or condescension, nor denying the humanity of those outside them.

3. 3

   A reasonable knowledge of the course of Arab-Islamic civilization, colonial movements, national liberation movements, the history of the Zionist project and the ongoing conflict.

4. 4

   Keeping all factional and ideological affiliations out of the work.

5. 5

   Working to encourage and entrench an inclusive, unifying discourse that motivates collective — and therefore national — behaviour.

6. 6

   Mastering both the understanding and the narration of the 1968 Charter.

7. 7

   Putting forward the counter-narrative at the national level.

8. 8

   ProhibitedNot dealing with those who are nationally compromised, who have lost their compass, or who are linked to or normalizing with the enemy.

9. 9

   Caution in dealing with foreigners, especially researchers

10. 10

    Living one’s faith in word and deed, outwardly and inwardly

11. 11

    Leaving no room for the nation’s enemies to divide its ranks or sow discord among people

12. 12

    Purifying oneself continually, as far as one is able

13. 13

    Judging one’s behaviour by one’s intentions, and one’s intentions by one’s beliefs.

14. 14

    Doing everything with an intention that pleases God and with a sincerity that makes the work acceptable

An effective staff member is one who asks about their duties first, second and third, and works to fulfil their commitments through these duties with all seriousness, care and effectiveness within the Al-Huras approach — while being, at the same time, a good role model, known for their character, their firmness in what is right and their readiness to give. But to organize relationships, staff have the following stated rights:

1. 1

   The right to be judged a Haris by relative, not absolute, assessment

2. 2

   The right to keep team membership, which may not be taken away except in these cases: death / loss of legal capacity / violating the foundations of the guiding principles.

3. 3

   Equality with all staff, whatever their rank, in rights and duties

4. 4

   Sharing one’s opinion about people, events and ideas within the limits of the Code of Ethics

5. 5

   To enjoy freedom of discussion in meetings and gatherings, whatever their opinions and questions, within what the code of ethics sets out

6. 6

   To discuss with the administrative positions that take decisions concerning their membership or activity, and to appeal to higher levels if not convinced — Al-Huras has a complaints policy

7. 7

   Reserving judgement on decisions one disagrees with, and discussing them at the right time and place, on the principle of ‘carry out, then discuss’. In the field, you cannot debate an instruction from the person in charge while it is being carried out: you carry it out straight away, and afterwards you may voice reservations and discuss it once the activity is over.

8. 8

   Taking part in internal and external events and activities

9. 9

   To use the work’s resources at every available level

10. 10

    The right to take the initiative in proposing ideas, small and large (from an activity to a program)

11. 11

    The right to apply for any opportunity that improves one’s financial situation, provided it does not breach the ethics of a Haris

12. 12

    The right to have one’s efforts formally recognised and documented

13. 13

    The right to brotherly social and emotional support: a Haris is entitled to support from their brothers and sisters, as Al-Huras forms a good social fabric whose members support one another. They also have the right to seek advice, dialogue and discussion with anyone, respecting the chain of command.

14. 14

    The right to have their privacy respected if they make a mistake or face a penalty, where announcing it does not conflict with the public interest. At Al-Huras we do not publicize any penalty except where the violation was major, harmed the institution’s reputation in public, or involves a collective complaint.

15. 15

    The right to be reviewed and talked with about any mistake or failing one caused, without any prejudgement

16. 16

    The right to work in a field one finds suitable and useful