ESGBERT/environment_data · Datasets at Hugging Face

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Mitigation: We maintain a watching brief across all our sovereign areas of our operations using a number of electronic trackers, search alerts and professional institutional briefings to anticipate and respond to emerging regulation and policy changes related to sustainability, compliance and climate related matters.
Alternatively, these regulatory measures could also increase market and existing customer demand for our sustainable solutions, such as energy efficiencies, energy transition, decarbonization and climate and sustainability advisory services.
Threats: Continued attention to issues concerning climate change or other environmental matters may result in the imposition of additional environmental regulations that seek to restrict, or otherwise impose limitations or costs upon, the emission of greenhouse gases.
International agreements and national, regional and state legislation and regulatory measures or other restrictions on emissions of greenhouse gases could affect our clients.
Mitigation: Development of robust data collection systems and controls to ensure accurate and auditable climate related disclosures across the value chain.
Opportunities: We are supporting and guiding our customers’ decarbonization, emission reduction and energy transition objectives with capital from these markets.
Reputation Threats: Investor and societal expectations with respect to environmental, social and governance matters have been rapidly evolving and increasing.
We risk damage to our reputation if we do not act responsibly in key areas including environmental stewardship.
Mitigation: We currently measure climate and weather-related impacts on our operations by sector and by country.
These are rolled up into an overall Health, Safety, Security and Environment (HSSE) dashboard with trend analysis being performed by at least two areas of our business.
Educating employees on the importance of green driving ■ Increasing the use of renewable energy by year 2025 by: 1.
Becoming an equity investor in renewable energy projects 2.
Entering into long-term power purchase agreements and renewable energy certifications ■ Increasing KBR’s green vehicle fleet by 1.
Increasing the ownership / use of electric / hybrid or hydrogenpowered vehicles by ensuring any new vehicle purchases are green 2.
Mitigation: Chronic physical risks are identified at a project level and by accessing historical data on our HSSE dashboard.
Opportunities: This is often client driven and we now offer our clients the ability to embed adaptation and resilience into the front end of project design and delivery.
These risks and uncertainties include, but are not limited to: the significant adverse impacts on economic and market conditions of the COVID-pandemic and the company’s ability to respond to the resulting challenges and business disruption; the recent dislocation of the global energy market; the company’s ability to manage its liquidity; the outcome of and the publicity surrounding audits and investigations by domestic and foreign government agencies and legislative bodies; potential adverse proceedings by such agencies and potential adverse results and consequences from such proceedings; changes in capital spending by the company’s customers; the company’s ability to obtain contracts from existing and new customers and perform under those contracts; structural changes in the industries in which the company operates; escalating costs associated with and the performance of fixed-fee projects and the company’s ability to control its cost under its contracts; claims negotiations and contract disputes with the company’s customers; changes in the demand for or price of oil and/or natural gas; protection of intellectual property rights; compliance with environmental laws; changes in government regulations and regulatory requirements; compliance with laws related to income taxes; unsettled political conditions, war and the effects of terrorism; foreign operations and foreign exchange rates and controls; the development and installation of financial systems; the possibility of cyber and malware attacks; increased competition for employees; the ability to successfully complete and integrate acquisitions; and operations of joint ventures, including joint ventures that are not controlled by the company.
In Allied Universal’s first environmental, social and governance (ESG) report, we commit to working ethically and sustainably and describe some of the ways in which our colleagues around the world are delivering on this promise.
They make a difference by helping people to operate in a safe and secure environment where they can thrive and prosper.
is a longstanding signatory to the United Nations Global Compact, and I am very pleased to commit Allied Universal to the Ten Universal Principles of the Global Compact on human rights, labor, environment and anti-corruption.
In addition, in the UK we have committed to reduce our Scope 2 greenhouse gas (GHG) emissions by at least 42% by 2030 and to reduce our absolute Scope 3 GHG emissions from purchased goods and services, and capital goods, by 25% by 2030.
By Scope 1, 2 and 3 carbon emissions will all be net zero.
Committed to achieving net-zero carbon emissions by line with Science Based Targets.
• Measured in the first group-wide carbon emissions assessment of Scopes 1, 2 and 3 (airline travel).
We recognize that sound governance practices are key to supporting our long-term performance and we are keen to make sure environment, social and governance (ESG) factors are an integral part of our business practices, from our growth strategy to our day-to-day-operations.
As a large organization, spanning societal impact and we take environmental and social issues seriously.
We have a wide geographic footprint, significant scale and a diverse workforce.
Diversity is a key area of focus for us and we are working to promote it at all levels within the organization.
Diversity, whether of gender, ethnicity, nationality, skills, personal attributes or experience, brings fresh perspectives and understanding and make us a better performing team.
Society We provide a wide range of positive social impacts in the communities in which we live and work.
we regularly undertake a wide-ranging materiality review of environment, social and governance (ESG) issues.
The review also clearly demonstrated the growing importance of diversity and inclusion throughout our organization, and also that of climate change, energy consumption and emissions, to both the company and its stakeholders.
We believe the key issues and impacts of the Gcontinue to reflect those of our new organization.
and impacts of the Greview continue to reflect those of the new organization.
• International Inclusion Council and Diversity Committee in North America are focused on building diversity and inclusion awareness and take positive steps to ensure representation of women and minorities in management roles.
Our ambition is to become a net-zero carbon emissions company by in step with society.
We play an important role in society- creating a safe and positive environment in which millions of people live and work.
• Incorporating adverse weather and climate change impacts into business risk and continuity planning.
The assessment covers including labor and human rights, ethics, the environment and sustainable procurement.
“We recognize how challenging the rehabilitation environment can be for people with autism, but the team at Parc has risen to the challenge in creating a specialist unit to support those in need, and has worked tirelessly to deliver high-quality services to meet those needs.
Originally migrant workers themselves, the MWCs have personal experience of the recruitment process and understand the vulnerabilities and anxieties migrant workers may have, so they seek to create an environment in which employees feel safe to share information.
The nature of our work and the environments in which we operate mean that security and safety present a strategic risk to our business.
This is slightly higher than for than pre-pandemic levels, due in part to changes in the operating environment, Allied Universal acquisitions in 2019, and the continued efforts towards embedding a culture of safety.
We deployed temperature-checking tools at the frontline and worked in partnership with our clients to adopt the measures they needed to keep our people safe at work, as well as theirs.
The implementation of telematics will prompt improved driver behavior, reducing road safety incidents and fuel consumption.
Technological advances assist with streamlining and simplifying application processes, while recruitment campaigns showcase the diversity and social impact of our work, our people, and the development options and ‘promote from within’ career opportunities that exist at Allied Universal.
We now have a clear understanding of our global high-potential talent pool in terms of skills, expertise, and diversity.
During functionality to capture appraisal information online via our learning management systems to make the process easier and quicker.
In launch the newly integrated diversity and inclusion strategy.
Our team is committed to increasing diversity and inclusion across the organization, but in particular within our management population.
This only happens when we recruit from the widest possible talent pool and create an environment in which everyone is included and valued for the contribution they make.
Our recently established Inclusion Council, an international forum chaired by the Regional CEO for Europe and the Regional CEO for Africa & Middle East, assists with the development and implementation of our diversity and inclusion strategy.
To achieve this, we must ensure everyone has the opportunity to work in an environment that fosters development, promotes fairness, and offers equality of opportunity.
Specifically, we will continue to drive the integration of business intelligence applications into traditional patrolling operations, thus reducing vehicle usage, and will explore opportunities to procure energy from renewable sources.
Managing increasing fuel costs and the impact of climate legislation with programs to improve the company’s energy efficiency and reliance on fossil fuels, thereby reducing our environmental impact, are essential to the continued effectiveness, viability and sustainability of Allied Universal.
We will continue to source and implement new, cutting-edge technologies into our business, to reduce carbon emissions.
ENERGY AND CLIMATE CHANGE Allied Universal recognizes that the threat from climate change to the natural environment and social infrastructure is an important and ongoing concern for our organization, our customers, our employees and communities.
Beginning with our businesses in the UK, we have committed to achieving net-zero carbon emissions, as defined by the SBTi’s net-zero standard, by 2050 or sooner.
Emissions We follow the World Business Council for Sustainable Development (WBCSD) and World Resources Institute (WRI) GHG Protocols to measure our Scope emissions – i.e., the vehicle fleet, fuel, fugitive refrigerants and electricity usage for businesses over which the company has financial control.
Decarbonizing Our Business We have made considerable progress to date, with a reduction of some and 2 carbon emissions since 2016.
We have taken steps to reduce the energy footprint of our fleet and facilities and to reduce business travel through new technology.
fuel usage of these buildings and so we are continuing to carry out equipment replacement programs and explore opportunities for sourcing renewable energy.
Our fleet of over generates around 70% of Allied Universal’s core Scope 1 and 2 GHG emissions.
with telematics systems that significantly improve fuel efficiency and reduce emissions, investing in driver skills training and behavior monitoring systems, and, where possible, introducing more efficient engine options into our fleet.
SDG ‘ROAD TO ZERO’ (EUROPE) 2030 2025 2035 2040 ► Strategy launched ► New company cars hybrid/electric only ► Cars 50% zero emission ► < 3.5T 30% zero emission ► > 3.5T 10% zero emission ► Cars zero emission ► < 3.5T 75% zero emission ► > 3.5T 50% zero emission ► < 3.5T 100% zero emission ► > 3.5T 75% zero emission ► 100% zero emission fleet In 2021 we launched our European ‘Road to Zero’ decarbonization strategy.
Review by Corporate Citizenship of Scope 2 GHG emissions – and establishment of setting a 2020 base year.
• Set pathways to achieve near-term targets of at least 2 emissions by 2030, from a 2020 base year, together with and 25% reduction in Scope 3 emissions from purchased goods and services, and capital goods by 2030.
are hybrid and electric low emission vehicles (LEV).
• Develop a wide-ranging employee awareness campaign driving participation in our environmental commitment and activity.
• Achieve a minimum reduction in UK Scope 1 and 2 carbon emissions by 2030.
• Achieve Scope 3 carbon emissions by 2030.
• Extend net-zero carbon strategy to our global footprint.
by EcoVadis, an independent organization that provides evidencebased social responsibility ratings covering labor and human rights, business ethics, supply chain, and environmental matters.
Reporting to CDP helps to demonstrate a company’s awareness of their greenhouse gas emissions, encouraging reduction targets to be put in place, and actions to address the risks and opportunities that are associated with climate change.
UN Global Compact, on human rights, labor, environment and anti-corruption.
impacts of climate change in their ESG reporting process.
Challenges presented by rising fuel costs and the opportunities presented by increasing availability of alternative energy sources.
Pleasingly, the Board includes a mix of people with various consumer-centric, digital and finance backgrounds which is a great advantage in today’s rapidly changing business environment.
At VEON, we are working to reduce the environmental impact of our business footprint.
In this era of climate change, we recognise the urgency of reducing our carbon emissions.
One of the largest shares of our greenhouse gas emissions is related to energy consumption in our network.
We have achieved reductions in these emissions largely through beginning our transition from coal-based energy to renewable sources such as solar and wind.
These environmental management programmes also generate value for our company by reducing our operating costs.
Technology students took part in an International Women’s Day-themed hackathon run by Djezzy in collaboration with GDG, working on innovative projects that promote diversity and inclusion.
We openly recognise the environmental impact of our extensive network and its carbon footprint.
As part of our focus on environmental sustainability, we have committed to reductions in carbon usage year-on-year.
We have made strong progress in this respect, which we detail in the environmental management section on page our need for conventional energy.
Our base stations, for example, are partially powered through fossil fuels, which have an adverse environmental impact.
To decrease our emissions, we apply energy-efficiency and management measures across our network infrastructure.
We continually add more energy-efficient, hybrid and renewable energy-powered equipment, both as part of our network infrastructure expansion and as a replacement for outdated, fossil-fuel-powered systems.
These capitals illustrate VEON’s interaction with our external environment and the resulting social and economic value we create over time.
programme supports digital entrepreneurs in our operating countries with the goal of fostering start-up ecosystems.
By identifying and responding to key operational and corporate governance issues, including potential bribery and corruption, carbon emissions, privacy, and health and safety, we contribute to building enduring, world-class businesses which contribute positively to the societies we operate in.
~Potentially adverse events analysed 14% Reduction in CO2 emissions per unit of traffic At VEON, transparency and effective dialogue are the two key tenets of our approach to stakeholder engagement.
These engagements are transparent and help ensure that we are closely connected to the socio-economic and environmental issues that are crucial to optimising our contribution to society.
We publish our Sustainability Strategy, performance and programmes in our annual Sustainability Report which also contains information on our environmental, social and governance-related performance.
During sport, games and the idea of teamwork to highlight the importance of every individual’s contribution to effective risk management and a strong control environment was launched to reinforce accountability and ownership for risk management and the internal control environment.
We also support local hackathons such as the diversity-themed Djezzy Incubator hackathon in Algeria, application development competitions, and other non-resident programmes to encourage the development of broader digital ecosystems in our operating countries.
By creating economic opportunity for thousands of people, we are building a more sustainable business environment.
Because while the Bangladeshi government hopes to boost already rapid annual GDP growth of of a dynamic digital entrepreneurship ecosystem, provision of vital infrastructure such as workspaces and business support remains patchy.

Mitigation: We maintain a watching brief across all our sovereign areas of our operations using a number of electronic trackers, search alerts and professional institutional briefings to anticipate and respond to emerging regulation and policy changes related to sustainability, compliance and climate related matters.

Alternatively, these regulatory measures could also increase market and existing customer demand for our sustainable solutions, such as energy efficiencies, energy transition, decarbonization and climate and sustainability advisory services.

Threats: Continued attention to issues concerning climate change or other environmental matters may result in the imposition of additional environmental regulations that seek to restrict, or otherwise impose limitations or costs upon, the emission of greenhouse gases.

International agreements and national, regional and state legislation and regulatory measures or other restrictions on emissions of greenhouse gases could affect our clients.

Mitigation: Development of robust data collection systems and controls to ensure accurate and auditable climate related disclosures across the value chain.

Opportunities: We are supporting and guiding our customers’ decarbonization, emission reduction and energy transition objectives with capital from these markets.

Reputation Threats: Investor and societal expectations with respect to environmental, social and governance matters have been rapidly evolving and increasing.

We risk damage to our reputation if we do not act responsibly in key areas including environmental stewardship.

Mitigation: We currently measure climate and weather-related impacts on our operations by sector and by country.

These are rolled up into an overall Health, Safety, Security and Environment (HSSE) dashboard with trend analysis being performed by at least two areas of our business.

Educating employees on the importance of green driving ■ Increasing the use of renewable energy by year 2025 by: 1.

Becoming an equity investor in renewable energy projects 2.

Entering into long-term power purchase agreements and renewable energy certifications ■ Increasing KBR’s green vehicle fleet by 1.

Increasing the ownership / use of electric / hybrid or hydrogenpowered vehicles by ensuring any new vehicle purchases are green 2.

Mitigation: Chronic physical risks are identified at a project level and by accessing historical data on our HSSE dashboard.

Opportunities: This is often client driven and we now offer our clients the ability to embed adaptation and resilience into the front end of project design and delivery.

These risks and uncertainties include, but are not limited to: the significant adverse impacts on economic and market conditions of the COVID-pandemic and the company’s ability to respond to the resulting challenges and business disruption; the recent dislocation of the global energy market; the company’s ability to manage its liquidity; the outcome of and the publicity surrounding audits and investigations by domestic and foreign government agencies and legislative bodies; potential adverse proceedings by such agencies and potential adverse results and consequences from such proceedings; changes in capital spending by the company’s customers; the company’s ability to obtain contracts from existing and new customers and perform under those contracts; structural changes in the industries in which the company operates; escalating costs associated with and the performance of fixed-fee projects and the company’s ability to control its cost under its contracts; claims negotiations and contract disputes with the company’s customers; changes in the demand for or price of oil and/or natural gas; protection of intellectual property rights; compliance with environmental laws; changes in government regulations and regulatory requirements; compliance with laws related to income taxes; unsettled political conditions, war and the effects of terrorism; foreign operations and foreign exchange rates and controls; the development and installation of financial systems; the possibility of cyber and malware attacks; increased competition for employees; the ability to successfully complete and integrate acquisitions; and operations of joint ventures, including joint ventures that are not controlled by the company.

In Allied Universal’s first environmental, social and governance (ESG) report, we commit to working ethically and sustainably and describe some of the ways in which our colleagues around the world are delivering on this promise.

They make a difference by helping people to operate in a safe and secure environment where they can thrive and prosper.

is a longstanding signatory to the United Nations Global Compact, and I am very pleased to commit Allied Universal to the Ten Universal Principles of the Global Compact on human rights, labor, environment and anti-corruption.

In addition, in the UK we have committed to reduce our Scope 2 greenhouse gas (GHG) emissions by at least 42% by 2030 and to reduce our absolute Scope 3 GHG emissions from purchased goods and services, and capital goods, by 25% by 2030.

By Scope 1, 2 and 3 carbon emissions will all be net zero.

Committed to achieving net-zero carbon emissions by line with Science Based Targets.

• Measured in the first group-wide carbon emissions assessment of Scopes 1, 2 and 3 (airline travel).

We recognize that sound governance practices are key to supporting our long-term performance and we are keen to make sure environment, social and governance (ESG) factors are an integral part of our business practices, from our growth strategy to our day-to-day-operations.

As a large organization, spanning societal impact and we take environmental and social issues seriously.

We have a wide geographic footprint, significant scale and a diverse workforce.

Diversity is a key area of focus for us and we are working to promote it at all levels within the organization.

Diversity, whether of gender, ethnicity, nationality, skills, personal attributes or experience, brings fresh perspectives and understanding and make us a better performing team.

Society We provide a wide range of positive social impacts in the communities in which we live and work.

we regularly undertake a wide-ranging materiality review of environment, social and governance (ESG) issues.

The review also clearly demonstrated the growing importance of diversity and inclusion throughout our organization, and also that of climate change, energy consumption and emissions, to both the company and its stakeholders.

We believe the key issues and impacts of the Gcontinue to reflect those of our new organization.

and impacts of the Greview continue to reflect those of the new organization.

• International Inclusion Council and Diversity Committee in North America are focused on building diversity and inclusion awareness and take positive steps to ensure representation of women and minorities in management roles.

Our ambition is to become a net-zero carbon emissions company by in step with society.

We play an important role in society- creating a safe and positive environment in which millions of people live and work.

• Incorporating adverse weather and climate change impacts into business risk and continuity planning.

The assessment covers including labor and human rights, ethics, the environment and sustainable procurement.

“We recognize how challenging the rehabilitation environment can be for people with autism, but the team at Parc has risen to the challenge in creating a specialist unit to support those in need, and has worked tirelessly to deliver high-quality services to meet those needs.

Originally migrant workers themselves, the MWCs have personal experience of the recruitment process and understand the vulnerabilities and anxieties migrant workers may have, so they seek to create an environment in which employees feel safe to share information.

The nature of our work and the environments in which we operate mean that security and safety present a strategic risk to our business.

This is slightly higher than for than pre-pandemic levels, due in part to changes in the operating environment, Allied Universal acquisitions in 2019, and the continued efforts towards embedding a culture of safety.

We deployed temperature-checking tools at the frontline and worked in partnership with our clients to adopt the measures they needed to keep our people safe at work, as well as theirs.

The implementation of telematics will prompt improved driver behavior, reducing road safety incidents and fuel consumption.

Technological advances assist with streamlining and simplifying application processes, while recruitment campaigns showcase the diversity and social impact of our work, our people, and the development options and ‘promote from within’ career opportunities that exist at Allied Universal.

We now have a clear understanding of our global high-potential talent pool in terms of skills, expertise, and diversity.

During functionality to capture appraisal information online via our learning management systems to make the process easier and quicker.

In launch the newly integrated diversity and inclusion strategy.

Our team is committed to increasing diversity and inclusion across the organization, but in particular within our management population.

This only happens when we recruit from the widest possible talent pool and create an environment in which everyone is included and valued for the contribution they make.

Our recently established Inclusion Council, an international forum chaired by the Regional CEO for Europe and the Regional CEO for Africa & Middle East, assists with the development and implementation of our diversity and inclusion strategy.

To achieve this, we must ensure everyone has the opportunity to work in an environment that fosters development, promotes fairness, and offers equality of opportunity.

Specifically, we will continue to drive the integration of business intelligence applications into traditional patrolling operations, thus reducing vehicle usage, and will explore opportunities to procure energy from renewable sources.

Managing increasing fuel costs and the impact of climate legislation with programs to improve the company’s energy efficiency and reliance on fossil fuels, thereby reducing our environmental impact, are essential to the continued effectiveness, viability and sustainability of Allied Universal.

We will continue to source and implement new, cutting-edge technologies into our business, to reduce carbon emissions.

ENERGY AND CLIMATE CHANGE Allied Universal recognizes that the threat from climate change to the natural environment and social infrastructure is an important and ongoing concern for our organization, our customers, our employees and communities.

Beginning with our businesses in the UK, we have committed to achieving net-zero carbon emissions, as defined by the SBTi’s net-zero standard, by 2050 or sooner.

Emissions We follow the World Business Council for Sustainable Development (WBCSD) and World Resources Institute (WRI) GHG Protocols to measure our Scope emissions – i.e., the vehicle fleet, fuel, fugitive refrigerants and electricity usage for businesses over which the company has financial control.

Decarbonizing Our Business We have made considerable progress to date, with a reduction of some and 2 carbon emissions since 2016.

We have taken steps to reduce the energy footprint of our fleet and facilities and to reduce business travel through new technology.

fuel usage of these buildings and so we are continuing to carry out equipment replacement programs and explore opportunities for sourcing renewable energy.

Our fleet of over generates around 70% of Allied Universal’s core Scope 1 and 2 GHG emissions.

with telematics systems that significantly improve fuel efficiency and reduce emissions, investing in driver skills training and behavior monitoring systems, and, where possible, introducing more efficient engine options into our fleet.

SDG ‘ROAD TO ZERO’ (EUROPE) 2030 2025 2035 2040 ► Strategy launched ► New company cars hybrid/electric only ► Cars 50% zero emission ► < 3.5T 30% zero emission ► > 3.5T 10% zero emission ► Cars zero emission ► < 3.5T 75% zero emission ► > 3.5T 50% zero emission ► < 3.5T 100% zero emission ► > 3.5T 75% zero emission ► 100% zero emission fleet In 2021 we launched our European ‘Road to Zero’ decarbonization strategy.

Review by Corporate Citizenship of Scope 2 GHG emissions – and establishment of setting a 2020 base year.

• Set pathways to achieve near-term targets of at least 2 emissions by 2030, from a 2020 base year, together with and 25% reduction in Scope 3 emissions from purchased goods and services, and capital goods by 2030.

are hybrid and electric low emission vehicles (LEV).

• Develop a wide-ranging employee awareness campaign driving participation in our environmental commitment and activity.

• Achieve a minimum reduction in UK Scope 1 and 2 carbon emissions by 2030.

• Achieve Scope 3 carbon emissions by 2030.

• Extend net-zero carbon strategy to our global footprint.

by EcoVadis, an independent organization that provides evidencebased social responsibility ratings covering labor and human rights, business ethics, supply chain, and environmental matters.

Reporting to CDP helps to demonstrate a company’s awareness of their greenhouse gas emissions, encouraging reduction targets to be put in place, and actions to address the risks and opportunities that are associated with climate change.

UN Global Compact, on human rights, labor, environment and anti-corruption.

impacts of climate change in their ESG reporting process.

Challenges presented by rising fuel costs and the opportunities presented by increasing availability of alternative energy sources.

Pleasingly, the Board includes a mix of people with various consumer-centric, digital and finance backgrounds which is a great advantage in today’s rapidly changing business environment.

At VEON, we are working to reduce the environmental impact of our business footprint.

In this era of climate change, we recognise the urgency of reducing our carbon emissions.

One of the largest shares of our greenhouse gas emissions is related to energy consumption in our network.

We have achieved reductions in these emissions largely through beginning our transition from coal-based energy to renewable sources such as solar and wind.

These environmental management programmes also generate value for our company by reducing our operating costs.

Technology students took part in an International Women’s Day-themed hackathon run by Djezzy in collaboration with GDG, working on innovative projects that promote diversity and inclusion.

We openly recognise the environmental impact of our extensive network and its carbon footprint.

As part of our focus on environmental sustainability, we have committed to reductions in carbon usage year-on-year.

We have made strong progress in this respect, which we detail in the environmental management section on page our need for conventional energy.

Our base stations, for example, are partially powered through fossil fuels, which have an adverse environmental impact.

To decrease our emissions, we apply energy-efficiency and management measures across our network infrastructure.

We continually add more energy-efficient, hybrid and renewable energy-powered equipment, both as part of our network infrastructure expansion and as a replacement for outdated, fossil-fuel-powered systems.

These capitals illustrate VEON’s interaction with our external environment and the resulting social and economic value we create over time.

programme supports digital entrepreneurs in our operating countries with the goal of fostering start-up ecosystems.

By identifying and responding to key operational and corporate governance issues, including potential bribery and corruption, carbon emissions, privacy, and health and safety, we contribute to building enduring, world-class businesses which contribute positively to the societies we operate in.

~Potentially adverse events analysed 14% Reduction in CO2 emissions per unit of traffic At VEON, transparency and effective dialogue are the two key tenets of our approach to stakeholder engagement.

These engagements are transparent and help ensure that we are closely connected to the socio-economic and environmental issues that are crucial to optimising our contribution to society.

We publish our Sustainability Strategy, performance and programmes in our annual Sustainability Report which also contains information on our environmental, social and governance-related performance.

During sport, games and the idea of teamwork to highlight the importance of every individual’s contribution to effective risk management and a strong control environment was launched to reinforce accountability and ownership for risk management and the internal control environment.

We also support local hackathons such as the diversity-themed Djezzy Incubator hackathon in Algeria, application development competitions, and other non-resident programmes to encourage the development of broader digital ecosystems in our operating countries.

By creating economic opportunity for thousands of people, we are building a more sustainable business environment.

Because while the Bangladeshi government hopes to boost already rapid annual GDP growth of of a dynamic digital entrepreneurship ecosystem, provision of vital infrastructure such as workspaces and business support remains patchy.