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A company can achieve its business objectives only with the cooperation of its stakeholders.

VEON has a wide range of stakeholders, all having some type of ‘transaction’ with us.
The ‘currency’ of these transactions is trust, and we aim to build and maintain trust by:

  • understanding who our main stakeholders are
  • understanding how our business activities, products and services affect them, positively or negatively, and which of these issues are the most important to address
  • responding to these issues in a way that, wherever possible, provides positive outcomes for the business and stakeholder
  • reporting our performance and transparently, in full.

By engaging with stakeholders, directly or through indirect channels such as the media, we are able to improve our understanding of the issues we face, and are better able to find appropriate solutions. This document is an important engagement channel and aims to report our performance in these areas and provide helpful information for our stakeholders.

Our Approach to Stakeholder Engagement

Engaging through standards, principles and membership organizations

We participate in multi-stakeholder organizations and this is an efficient way to identify and address issues. These organizations are involved in a variety of actions, including the formation of sets of principles, the development of standards, creation of stakeholder forums or panels, sharing knowledge or the pooling of resources to conduct research. We are active in several such organizations, and contribute our energy and ideas while making use of resources, tools and insights to strengthen our business. Some key examples include:

GSM Association ('GSMA')

We participate in several strands of GSMA’s work and were recently invited to join the Program Leadership Group for its ‘Ecosystem Accelerator’ program. This program links very closely with our Make Your Mark program and enables us to engage more broadly within the industry and with key stakeholders. Our Chief Technology Officer represents our business on the GSMA Board.

Global e-Sustainability Initiative ('GeSI')

We are an active member of the GeSI Human Rights Working Group, and are particularly involved in the work relating to operating in challenging environments. Two of our BUs participated in a project looking at human rights and site security, helping to inform our supplier engagement in this area. We have also been members of the materiality working group. Both programs are multi-stakeholder in nature, facilitating access to a broad range of expert views.

Membership of GeSI also facilitates access to projects such as the climate change programs, supply chain capacity-building work program and the Conflict-Free Sourcing Initiative, targeting improvements in the conflict minerals issue in the ICT supply chain.

United Nations Global Compact ('UNGC')

We have been signatories to the 10 UNGC Principles since 2013 and this helped inform our CR strategy and the formation of our Business Principles. Both Jazz and Kyivstar are signatories to the UNGC in their own right.

World Economic Forum

We continue to be a strategic partner of the World Economic Forum. At the 2015 Davos meeting, our Co-Founder & Chairman 'Emeritus' participated in the ICT and cross-industry governors meetings, as well as in the International Business Council agenda. He was also a speaker at the CEO Series of sessions: 'The Case for Corporate Trust'.

VEON delegates took part in the Annual Meeting of New Champions in China. We participated in several regional events and projects: European Commission Briefing, Italy Country Briefing, Scenarios for Ukraine, and New Economic Vision for Ukraine.

VEON was also involved with ICT initiatives and events such as the Future of Internet initiative and ICT Strategy Meeting. We continued to work in the WEF Global Agenda Councils: Future of Telecommunications; and Social Innovation. We also continued our support of the Social Entrepreneurship and Young Global Leaders communities.

Other Organizations

At market level, our BUs are also members of relevant stakeholder organizations: 

  • Beeline Russia subscribes to the Safe Internet League, the Mobile Etiquette Charter and the Russian Operators Charter on Combating Child Pornography, and Kyivstar signed the ‘Code for the Prevention of Cruelty to Children in the Internet and Online Resources’
  • Jazz is a member of the Pakistan Centre for Philanthropy and the WWF Green Office Initiative
  • Nearly all our businesses are members of industry associations – either global organizations such as the GSMA, or country-focused organizations such as the Russian Association of Networks and Services or the Association of Telecommunications Operators of Tajikistan 
  • Most businesses are members of their national chamber of commerce or an international version (e.g. American Chamber of Commerce)
  • Djezzy is a member of Hawkama El Djazaïr – the Algerian Institute of Business Governance.

Standards and Guidelines

We follow a number of multi-stakeholder defined standards and guidelines. Our reporting meets GRI version 4 guidelines at the ‘core’ level, follows the guidance in the AA1000 series of standards and is influenced by the guidance issued by the International Integrated Reporting Council.

Several of our markets have adopted ISO standards (WIND and Djezzy), and the social accountability standard, SA8000 (WIND and Jazz).

Engaging  with specific stakeholders

In addition to engagement through organizations and other channels, we also engage continuously with specific stakeholder groups. We provide some examples below.

Engaging with customers

We engage with our customers every day through our various retail, online, call center, social media and other channels. We analyze our customers’ satisfaction in detail through various processes, including a new network quality app, to determine how we can improve. Customer satisfaction is a key component of the senior executive bonus scheme. 

Engaging with employees

At our headquarters, and across the business, we engage our employees in many ways. For example, we communicate face to face through ‘town hall’ meetings to discuss financial results and strategy, through articles and videos on our intranets (many covering CR topics), through social media, and by using targeted surveys, such as on compliance perceptions, and the new business strategy.

We also work with our employees to help our community engagement through volunteering. Examples of our employees supporting those less fortunate are set out in the social investment section.

More formally, in some markets we work with trade unions on employee remuneration and welfare issues. For example, in Algeria, UGTA is the trade union representing our employees.

Engaging with investors

We engage with our private and institutional shareholders regularly. We engage with our major shareholders LetterOne and Telenor through their representatives serving on the Supervisory Board, the Annual General Meeting (‘AGM’) and other ad hoc meetings. Our approach to certain CR-related issues was specifically discussed at the 2015 AGM. In addition to the quarterly results announcements, analysts and institutional investors are also invited to ‘site visits’ which, in 2015, included Georgia, Kazakhstan and Russia.

Our Investor Relations team responds to ad hoc investor and analyst enquiries. There were more than 800 interactions with investors during the year. We receive very few enquiries from the ethical investment community but respond as fully as possible when this occurs.

Engaging with government and policymakers

We meet regularly with government officials regarding our operations, and to discuss how VEON can contribute to enhanced connectivity and digital transformation. As part of our technology and infrastructure investments in countries such as Ukraine, Georgia, and Italy for example, we engage to understand and align with local needs. In Ukraine, we are working with key government bodies on e-governance following a symposium organized by VEON to share the latest best practices and solutions from Silicon Valley. In Pakistan and Bangladesh, we showcased the Make Your Mark program to officials and are discussing how to best leverage the growth potential of digital start-ups.

We also exchange views with government officials on the future of telecoms, and raise specific industry challenges. These include, for example, 3G/4G license and spectrum access, SIM card replacement, and network sharing.

Our broader discussions also include local representatives from international financial institutions (IMF, World Bank) and development banks (ADB, EBRD) in markets of operations. Finally, we participate in a number of global meetings where government representatives are present, such as the World Economic Forum and OECD Eurasia Week Business Forum.

Engaging with suppliers

Our engagement with suppliers is necessarily more at arm’s length. We are currently rolling out our new Supplier Code of Conduct (which involved supplier input) and assessment process. Our largest global suppliers recently attended a supplier day in Amsterdam where we re-emphasized the Code, and our compliance processes.

Engaging with NGOs and the community

At HQ level, the majority of our engagement with NGOs is through the organizations already described above. At market level, our BUs engage with a very wide variety of NGOs, typically those focused on development issues such as education and those working with marginalized communities such as people with hearing or sight impairments, environmental organizations such as WWF, or in relation to disaster relief.


Our stakeholders and the issues we engage on:

StakeholderWhat we need from the stakeholderWhat the stakeholder wants from us
  • Continued investment and financial support
  • Responsible ownership
  • Market-beating financial return on investment
  • Reputation enhancing performance
  • Long-term loyalty, translating into significant purchasing of products and services
  • High quality, reliable, safe, exciting products and services at a great value price
  • Privacy and freedom of expression
  • Commitment, hard work, innovation, loyalty, responsible behavior
  • Reasonable remuneration demands
  • Competitive remuneration, good working conditions (including safety), personal development, career opportunities
  • High quality, reliable, innovative, excellent value products and services, consistent availability, responsible behavior
  • Consistent, predictable demand at a sustainable price, with no unrealistic requirements
  • Innovative, and sometimes exclusive, content and other services for our customers
  • Responsible products and behavior
  • Access to a broad range of customers across a reliable network, through an attractive commercial arrangement
Government and regulator
  • Politically stable and developing society
  • Operating license
  • Radio spectrum
  • Fair and predictable fiscal framework
  • Economic and social contribution through employment and tax/license payments
  • Provide excellent service for population
  • Cooperation with law enforcement and national security
  • Hosting our facilities and radio network (e.g. base stations and masts)
  • A skilled workforce
  • Employment 
  • Safe facilities and operations, ensuring the protection of health
  • Responsible participation in community issues
Broader society (often represented by civil society/NGOs)Virtual license to operate – societal approval
  • Sustainable and responsible operations 
  • Ethical operations that show respect for human rights
  • Application of products and services to accelerate economic and social development, and environmental efficiency gains



  • CR reports
    Approach to CR
    CR strategy
  • CR videos
    Make Your Mark