Our Environmental vision

About This Report
Scope
This Corporate Sustainability Report covers our approach and
strategy towards improved Social, Economic and Environmental
programs during the calendar year 2011. This report discloses
the sustainability practices and initiatives set previously by Syriatel
and how we have performed since. In displaying our commitment
towards continued sustainable development, the report also sets
out our ambitions for action in the upcoming year. We aim to build
upon further actions and activities related to the most prioritized
issues identified in the materiality analyses of the year 2010, taking
into account and responding to both our internal and external
stakeholders.
Reporting Period
This report relates to our sustainability performance during
the financial year of December 31st 2010 to December 31st 2011.
Syriatel reported its sustainable performance for the first time
in the year 2009-2010.
GRI Guidelines
In producing this report we have adopted the Global Reporting
Initiative (GRI) reporting guidelines 3.1 Sustainability Reporting
which was released on 23rd March 2011. This report meets the
requirements of a GRI Level XXX which has been self declared
by Syriatel as per GRI application level criteria.
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About This Report
•Scope
• Reporting Period
• GRI Guidelines
CEO Message
Chapter 1
• About Syriatel
• Learning Lessons from the Past and our Journey Ahead
• Key Achievements in 2010
• What we set out to do: Our Sustainable Agenda
What we achieved:
• What we set out to do: Our Ethics and Governance
What we achieved:
• What we set out to do: Our Economic Scoreboard
What we achieved:
• What we set out to do: Our Social Scoreboard
What we achieved:
• What we set out to do: Our Environmental
Scoreboard
What we achieved:
• Who We Are
• Our Corporate Governance
• Connecting with our Stakeholders
• Identifying What is Material to Syriatel
• How We Have Prepared Our Matrix
• Key Performance Indicator Themes
Chapter 2:
• Social Responsibility
• Our Current Social Agenda
• Caring For Our Workforce
• Achievements Accomplishments & Further
Developments
• Career Development
• Employee Performance Management
• Employee Diversity and Equal Opportunities
• Diversifying Employment
• Health and Fitness
• Giving Back to Society
•Philanthropy
• House of Peace’ Camp for Gifted Individuals
• ‘SOS Children’s Villages’ Charity
• ‘BASMA Association’
Chapter 3:
• Market Leadership
• 2011 Financial Achievements
• Syriatel’s Innovative Sustainable Business Growth
Strategy
• Market Leadership
• Brand Loyalty
• Customer Experience
• Local Suppliers
Chapter 4:
• Environmental Well-Being
• Green Growth Strategy
• Energy Efficient Base Transceiver Stations (BTS)
• Syriatel in Partnership with Syrian Government
• Developments & Local Awareness on Environment
• Green Economy Workshop
• Employee Corporate Sustainability Presentation
• ‘School of Environment Club’
• Recycling Initiative at Schools
• Conserving our Water Consumption
• Syriatel’s Carbon Footprint
• Summary of results
Sustainability Tomorrow
• Our Integrated Approach
GRI Index
CEO Message
The National Company of Choice
I am pleased to present Syriatel’s second consecutive Sustainability Report.
The report demonstrates our continuing commitment to engage our stakeholders in
a responsible and sustainable manner. Previously we have strived to emphasize social
cohesion and the importance of Syriatel “giving back” to the Syrian people. Our
corporate mission this year is to mold ourselves more comfortably within the three
pillars of sustainability i.e. the economy, society and environment.
At Syriatel, we have continued to provide ground breaking improvements across
the communication sector and have incorporated sustainable mechanisms. Our
efforts have contributed to social cohesion during this political unrest period as we
ensured to keep the people connected through our services; representing a series
of philanthropic projects in the pursuit of achieving considerable social development
as ‘House of Peace’ Camp for Gifted Individuals and the ‘SOS Children’s Villages’
Charity. Creating this improved network of charitable investments our philanthropic
contributions compared to previous years, offer a stable but steady increase of aid
and support for those charities in need.
Astonishingly, our commitment in giving back to society has led to substantial
economic improvements across the board with our Economic Value Retained
considerably increasing from 2010. Our efforts to work harder for the Syrian people
and achieve better as it is our duty, has rewarded us with an increase of subscribers
when compared to the year 2010. The Importance for us to be recognized as a
telecommunications provider encircling all aspects of a responsible employer and
a model corporate citizen, exceeding that of what is expected has been rewarded
by our Customer Surveys showing our ‘Speed of Solving Customer’s complaints’
increased considerably since 2010.
Syriatel increasingly recognizes the benefits of improved corporate transparency,
strong governance and business excellence. This, alongside our ambitions of
developing sustainable operations within the telecommunication sector, is crucial
for our growth. To continue to be successful and gain stakeholder confidence, we
recognize that we cannot focus just on the financial bottom line. Companies are
increasingly being evaluated on their non-financial performance, in other words how
they “give back” to their respective communities.
Working together as one, our strategic objective, built-from within and practiced
by all, is aimed at achieving short and long-term success while focusing on the three
pillars of sustainability. This report tells the story of how we continue to sustain
growth, addressing both challenges and opportunities while maintaining our efforts
to overcome risks and reduce our environmental impact in collaboration with social
and economic prosperity. We have made good progress in 2010 and our intention is
to continue on this journey we started.
I welcome both current and new stakeholders to join us in supporting our quest to
build a better future.
Thank you,
Magda Sakr
Chapter 1
About Syriatel
Our vision is to become the
leading Telecommunications
Company to integrate the principles
of sustainability into its day-to-day
activities. We firmly believe that
contributing to the economy, society
and environment through a well
charted strategy ensures that we can
truly add value to Syria and its people.
Lessons Learned and our Journey Ahead
Rising Amidst Global Economic Recession
Our Ambition
We continue to strive for our vision of a brighter
future despite the recent economic depression.
These unforeseen circumstances have reinforced our
pursuit of achieving corporate sustainability and our
commitment to work harder. This was an unexpected
hurdle but one that we are confident we can overcome.
What we hope to do is bring back Syria’s economic
wealth to achieve a more promising future.
Syriatel is duty bound to operate as the number one
telecommunications provider in the market, based
on providing the best quality networks and the most
cost effective operations while always producing the
finest customer experience. However it is the methods
and path chosen in achieving this goal which matters
the most, and one which we at Syriatel believes that
the involvement of the three pillars of sustainability is
of paramount importance.
8
Syriatel Corporate Sustainability Report 2011
Key Achievements in 2010
In our previous Corporate Sustainable Report 2010 our main focus was to establish better social cohesion within Syriatel
and Syria as a whole. Reflecting back on the success of our previous report, we identified that the ideal business scenario
is one where an organization takes a three-way approach to attaining sustainability.
What we set out to do:
Our Sustainable Agenda
What we achieved:
We have achieved our planned growth as our organization’s products
and services are in harmony with the three pillars of sustainability. We
focused our efforts to encompass a vision to become a more corporate
sustainable citizen of Syria. Our sustainable business ethic illustrates
our commitments to go above and beyond of what is expected of us.
Our focus to set short-term and long-term carbon emissions targets for
Syriatel were developed to ensure our conservation measures were met.
This is displayed in our investment to developing our carbon footprint
emission using internationally accepted Green House Gas (GHG)
Protocol Corporate Reporting Standards. It has, and will continue to, pave
the way in identifying new practices to promote business opportunities
within the telecommunication industry based on a low-carbon strategy.
Our ethical and social governance procedures in Syriatel are presently
Our Ethics and Governance
entwined within the roots and foundations of our business model.
Integrity driven from our core values is vital to who
We integrate all aspects of society keeping us engaged in a constant
we are. We are just as concerned with evolving our
process of social betterment, supporting our responsibilities to manage
corporate business from within. We are thus committed
our business responsibly, ethically and lawfully. The establishment of
to establishing this value as an everyday part of our
enhancing our supplier code of conduct to remain local has promoted
ethical business practices, management system and
our ethical standards on a national level. In addition, we have engaged
training programs which are integral to our dealings with
our stakeholders on societal matters beyond industry specific issues, on
customers, suppliers, owners, competitors and all other
topics such as human rights and equal employment opportunity.
stakeholders.
Despite competition from other providers; we have emerged with
Our Economic Scoreboard
We seek empowerment to enrich Syria’s economy towards improved results for the financial year and have delivered on our promise
to our shareholders to ensure positive growth and financial gain on
a brighter, more sustainable future where we can grow
their investment. As an organization we have become more transparent
together. Despite existing in an intensely competitive
with our stakeholders where we have seen improved net profit growth
market, Syriatel aims to emerge with improved levels of
of 16% from 2010.
economic growth and prosperity delivering promise to all
stakeholders.
We were able to make our communities better by addressing social
Our Social Scoreboard
issues such as education, poverty, social degradation, domestic violence
Recognizing the importance of attracting and developing a
prevention and family safety. Our continuous support for charities and
well trained diversified and committed workforce has been
non-profit organizations was profoundly evident when improving Syria’s
a key feature when attaining our corporate sustainability
targets. Our model of employee satisfaction is based on the social development and cohesion. The establishment of social events and
providing environmental assistance integrated Syria’s communities and
foundations of equal opportunity, local empowerment and
has proven to have a substantial positive effect.
professional. Our priority is the implementation of such
characteristics accompanied by the creation of a dynamic
working environment with other professionals who work
under the same ethics. Philanthropically, Syriatel pledged to
increase the number of annual events dedicated to giving
back to the community and continue to offer meaningful aid
to those Syrian citizens in need.
We have addressed and focused on managing environmental protection,
Our Environmental Scoreboard
resource conservation, energy conservation and the general impact of
Our commitment to a better environment means
Syriatel’s operations. Our products and services enable our customers
minimizing our daily energy carbon footprint by reducing
to reduce their environmental impact, while increasing efficiencyand
greenhouse gas (GHG) emissions. One method pursued
well-being.
by Syriatel was the idea to establish a feasible Clean
Development Mechanism (CDM) project where a cleaner
We are transparently declaring our GHG Emissions separately, through
environmental technology could be employed within
our ‘Carbon Footprint Report’ as an initiative to monitor, manage and
Syriatel’s operations to reduce GHG. Expressed more
reduce our overall emissions.
broadly, we are actively engaged in finding new ways to
reduce our energy consumption within telecommunication Last year we incorporated a series of energy efficient BTS Units (Base
Transceiver Station) to reduce the levels of energy consumption form
technologies to solve environmental challeng¬es setting
forth a precedent for a less carbon-intensive organization. Syria’s electrical grid. The incorporation of these internal mechanisms
has allowed us to better monitor and assess our environmental impacts
throughout the whole of Syriatel’s operations to promote and sustain
Syria’s unique environment.
We strive to be a good corporate citizen and model
employer, recognizing the importance of contributing to
the community in which we live and work. We realized
at an early stage that financial success does not make a
wholesome organization.
Syriatel Corporate Sustainability Report 20119
Who We Are
Syriatel is Syria’s primary telecommunications provider
connecting Syria and serving its customers with a
commitment to bring the best national communication
services. At the same time we wish to meet the triple
bottom line approach contributing towards Sustainable
Development, namely the Economy, Society and the
Environment. Our corporate image has been developed
from the foundations of our commitment to provide a
network that never ceases to improve and expand.
We believe that our first responsibility is to offer our
customer the best possible quality of service and products,
with the sole purpose to meet our current consumer needs
and creating a better connected future. We provide a
comprehensive portfolio of services and products meeting
21st century technological demands which are accustomed
to fit all lifestyles.
Since our establishment, we have surpassed all competitors
in terms of coverage and market share. Our services drive
growth and competiveness and we contribute to a more
open and digitally inclusive society forming a major partof
the Syrian people’s daily lives - be it for business, education
or entertainment.
In order to give back to the community, we are dedicated to
rewarding our customers with the same level of compassion
and loyalty which they have shown us by striving to provide
the best and most reliable service lines and products.
Ensuring sustainable and positive growth within Syriatel and
Syria is of crucial concern, and our Sustainability reporting
programs work towards achieving this goal.
Together with our regional partners Syriatel serves
just over 7.0 million subscribers which consists of our
Headquarter, two (2) warehouses, twenty-seven (27) site
offices, forty-four (44) point of services and three thousand
two hundred eighteen (3,218) telecom locations all around
Syria. Compared to 2010, we added two (2) more site
offices, Two hundred ninety (290) more telecom locations
whereas we are proud to employ 2,086 employees. Enabling
us to establish national and local networks to deliver
the most quality network services and solutions to our
customers.
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10
Syriatel Corporate Sustainability Report 2011
Our Corporate Governance
Connecting With Our Stakeholders
Corporate Governance is – and will continue
to be – further embedded within our core ethics
encompassing our business strategy and operational
plans. It is essential for us that the strong relationship
and moral dealings with the economy are in full compliance
with the laws and regulations set by the Government
of the Syrian Arab Republic. We have classified this need
for compliance as one of our most imperative necessities,
where Corporate Governance in particular contributes
to our long-term sustainable growth through responsible
business conduct.
It is of utmost importance to engage in an open
and transparent dialogue with our stakeholders.
Our approach ensures our visions and directions
of sustainable growth are aligned with the expectations
of our stakeholders.
Presently and in the past, Corporate Governance
has been evident within the transparency of Syriatel.
Our Board of Directors ensures that our Governance
is founded on our code of conduct, vision, shared values,
common business principles and practices.
Our structured focus and the inclusion of our key
Corporate Governance factors will initiate the formation
of our sustainability strategies, generating stakeholder
feedback, monitoring performance throughout
the organization, engaging our employees and ensuring
management techniques are maintained throughout
our Sustainability Reporting Strategy.
Channels of engagement include easy access to
information about Syriatel through regular platforms such
as forums and events designed to facilitate interrelations.
We have established communication networks to
transfer the information in order to engage in a better
understanding, where we take their opinions and feedback
seriously and gain an insight from external perspective
of the company.
This improved transparency and communication
engagements has lead to tangible results and a better
understanding of our stakeholder needs. We will continue
to forge a stronger bridge of trust and dependability,
focusing on specific sustainability issues for reach
of our stakeholders:
Syriatel Organizational Profile
Chief Executive Officer
Investor Relations Unit
Customer Services Department
Contracting and Legal Advisory Unit
Marketing Department
Regulatory and Government Affairs Unit
Sales Department
Corporate Planning Unit
MIS Department
System Assurance Unit
Technical Department
Internal Audit Activity
Finance Department
Information Security and Business Continuity Unit
Human Resource and Administration Department
Quality Department
Procurement Department
Syriatel Corporate Sustainability Report 201111
A Stakehold
er is someo
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affected by
a company’s
activities or
someone wh
o affects the
company’s
activities go
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our key stak
re
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actions we a
re doing to
meet or exc
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continue to
s
improve in th
ese areas.
Communities
Investors
Community
requirements
are constantly
being assessed and
incorporated
Resources and
support to
ensure success
Business
partner
Establishment
relationships
and partnerships
Stakeholder
consultation
Employees
Nongovernment
organizations
Driving innovative
decisions and
employee
empowerment
Open
Communication
culture
Government
and regulators
Customers
Focusing on
clean objectives and
material needs
Compliance with
laws and regulations
to ensure successful
operations
Stakeholders
Goals
Communication
Channels
Frequency
Outcome
Communities
We support community
development programs
and initiatives to ensure
the well-being of our local
communities in which we
operate.
• Syriatel Corporate
Social Programs
• Ongoing
• Philanthropic
Investments
• Ongoing
• Social Workshops
• Ongoing
A more directed pursuit
towards bettering our
local communities with
more specific, tailored
programs to ensure
community development.
In all our business dealings,
we strive to be honest and fair.
Operating within a code of
conduct, we seek to establish
and maintain productive
relationships with all our
business partners.
• Annual Reports
• Annual
• Business Partner
Meetings
• Monthly
• Business Partner
Awards &
Recognition
• Annually
We engage with
non-governmental organization
to ensure our daily operations
are in line with local
expectations and sustainable
business ethics.
• NGO Group
Meetings
• Regular
Business
Partners
NonGovernmental
Organisation
12
Syriatel Corporate Sustainability Report 2011
Develop existing
and establish new
business partnerships
creating better economic
prospects for both local
businesses and Syriatel.
Improved company
image and compliance
within our surrounding
environment from
NGO’s whose objective
is to review the effects
of our Sustainable
commitments.
Stakeholders
Goals
Government &
Regulators
Customers
We seek to understand
our customer needs in order
to guarantee, customers’
satisfaction and the best service
experience across all business
lines. Our operations conduct
regular customer satisfaction
surveys at the local level
to understand customers’
needs.
Employees
Investors
Communication
Channels
Frequency
Outcome
We engage with government
• Legislative dialogue
and regulators to modernize
• Regular compliance
our business operations
reports
in compliance with laws
and regulations to guarantee
our obligated standards business
conduct are met.
• Ongoing
All aspects of our daily
business operations
are in compliance
with local regulations,
promoting Syriatel’s
stakeholder perceptions
and benefiting
our operations.
• Syriatel Customer
satisfaction surveys
• Monthly
• Syriatel Customer
focus groups
• Monthly
• Syriatel Customer
call centre
• Ongoing
• Customer Surveys &
Questionnaires
• Monthly
• Website
• Ongoing
• Syriatel employee
satisfaction survey
• Monthly
• Employee Briefings
• Monthly
• Team Meetings
• Weekly
• Staff Training
• Annually
• Trade unions
• Ongoing
• Annual investor
meetings
• Annual
• Quarterly financial
updates
• Quarterly
• Individual
Stakeholder
Meetings
• Ongoing
We are committed to fostering
workplaces that are safe
and professional and that
promote teamwork, diversity,
communication, personal
development and crucially trust.
We communicate with our
investor community the latest
financial performance, market
development and business
strategy to allow them
to make conversant investment
decisions.
• Regular
Promoting our brand
loyalty and customer
satisfaction; Of which
benefits our market
growth and customer
base. Developing
our knowledge
and understanding of our
customers to better
tailor our products
for their individual needs.
Promoting our employee
satisfaction, improving
work ethic and employee
motivation, while
ensuring future prospects
within the work
environment.
Creating trust
within Syriatel’s abilities
to perform well, allowing
for our investors to make
more bold economic
contributions with
better returns.
Identifying what is Material to Syriatel
We have decided that we must first prioritize our
goals from the outset, while structuring a successful
strategic plan. After this we must be able to realistically
evaluate what can be accomplished taking cognizance of
the amount and type of resources that are available to us.
For this report, we have prioritized the key issues which
we assess as most relevant to prove our commitments
in achieving Corporate Sustainability Identity. Through
the use of a materiality analyses as recommend by GRI,
Syriatel is faced with a wide range of relevant topics
and indicators important for reflecting its economic,
environmental and social impacts including those
of stakeholders. Syriatel defined and applied the following
criteria for the report in the year under review:
ƒƒ Significance and relevance of sustainability issues for
stakeholder groups;
ƒƒ Effects on the company’s financial position, results of
operations and reputation; and
ƒƒ Roles and responsibilities promoting social responsibility.
Syriatel has followed a four-fold approach in identifying
the key material issues. During Materiality Analysis the
following stakeholders have been considered and consulted
• Internal Stakeholders
• External Stakeholders
• Sector Peers
• GRI Sector Supplement
Syriatel Corporate Sustainability Report 2011
13
Internal Stakeholders
Sector Supplement
Sector Peers
External Stakeholders
Stakeholder engagement is essential in this process
in order to collaborate and connect with others and share
information, exchange ideas, discuss various methodologies
and consider opportunities to align our efforts. An open
and transparent forum for continuous dialogue has always
helped Syriatel distinguish the ‘big picture ‘. Syriatel’s
primary focus is always in collaboration with agencies
which have similar ideas and objectives. Mutual tasks
and goals are identified between the Sustainability programs
partners to meet the resources requirement and deliver
services in a more effective way.
Syriatel has considered the most transparent and detailed
approach during the materiality analysis. The core indicators
from the GRI sector supplements have been considered
along with the best practices and reported performance
indicators from the similar sector industries within
the region and outside the region. Internal stakeholder
consultation includes stakeholder consultation process
with employees, material suppliers, technology suppliers,
business partners and shareholders. External stakeholder
consultation includes stakeholder consultation process
with officials from Government and Regulatory agencies,
people living around the vicinity of the facilities and NGOs
(Non-Governmental Organizations).
14
Most Material Issues
The Materiality matrix categorizes the most relevant
CSR issues for Syriatel and our Stakeholders within
their respective GRI Aspects. The Materiality indicators
located within the bracket of highest priority can be
portrayed within the top right of the graph while on
the other hand those located within the low relevance
bracket can be portrayed within the bottom left of the graph.
How We Have Prepared Our Matrix
We created our materiality matrix by firstly grouping
our Key Performance Indicators (KPI’s) in their respective
categories of Human, Social, Economic, Product, Labor
and Environmental, rating them as per their importance
and materiality of Syriatel.
After which we constructed a general overall materiality
matrix which included all of the individual GRI Aspects
allowing us to further examine the overall materiality
of each respective KPI within their categories, plotting
their position on the graph to establish a more conclusive
outcome of which KPI’s were more central to Syriatel’s
Materiality Analyses.
The main issues relevant for Syriatel and its stakeholders
are summarized in the following matrix:
Syriatel Corporate Sustainability Report 2011
Syriatel Corporate Sustainability Report 201115
Image ID:
32322628
Chapter 2
Social
Responsibility
Our Social vision is to unite Syria
as one nation creating social cohesion
amongst all sectors of society.
We firmly believe that giving back
to our communities, contributing to the
social wellbeing of Syria is essential not
only for the development of our people
but for all circles of life.
Syriatel Corporate Sustainability Report 201117
Our Current Social Agenda
Syriatel has achieved its goal to create positive social impacts by funding a series of programs such as employee
training, occupational health and safety programs, education & career development programs, charitable programs
and sponsorship events. The decision to sponsor or invest in the above mentioned programs are based on our needs
assessment policy. Developing further our previous 2010 Corporate Sustainability goals we have continued to carry out
our social activities reaching a higher number of Syrians.
It is essential that Syriatel, particularly during this troubled global economic climate, continues to mould and
manifest new ideas, social programs and innovations in support of Syria. Our continuous learning builds awareness
of the interrelationship of issues and helps to identify gaps that need to be addressed to accomplish a tangible impact
within Syria’s societal growth.
18
Syriatel Corporate Sustainability Report 2011
Caring For Our Workforce
Achievements Accomplishments & Further Developments
Our vision of being world class service provider is one where customer experience is at the core of our recruitment,
training and employee development. Syriatel is a leading employer committed to providing the best opportunities
for the people we serve and employ. As we operate in an increasingly evolving business environment, our success
relies upon our ability to develop our employee skills, knowledge and experiences. We believe that our employees
must share equal ethics, attitudes and commitments at Syriatel in order to help us sustain growth and remain the best
telecommunication service provider in Syria.
Career Development
Our employees are encouraged to ‘think out of the box’, taking their own initiative and expertise to progress through
a more self-involved learning curve. We are constantly encouraging our people to take charge of their careers and discuss
development plans with their career development counselors. Self career development planning is monitored and reviewed
regularly as it plays a key role within both the recruitment procedures and the overall everyday operations of Syriatel.
This feedback is a critical part of our human resource management as it ensures that our employees understand how
they are performing and to identify ways to improve.
Building a Winning Team
Employee
Development
Key Actions in 2011
Attract and
Nurture Talent
• Launch employee training programs for levels of Syriatel’s management.
• Revamp career development workshops.
• Ensure our employees obtain the same ethical standards as portrayed by Syriatel.
• Recognize employee strengths and weaknesses.
• Regular performance feedback where, employees receive regular feedback during the review period.
• Employee input by incorporating self-appraisals. Both the supervisor and employee can offer
viewpoints on the worker’s performance during the review period.
• Peer Evaluations, where managers and supervisors can inquire about a worker’s performance from
coworkers, clients and other managers who have contact with the employee.
Enhance
Employee
Well-Being
• Ensure safe working environments.
• Promote Health and Safety within the workplace.
• Educate employees on current health risks and concerns.
• Provide occupational health services.
Equal
Opportunities and
Diversity
Time
Management
• Establish employees based on individual skills and experience rather than social backgrounds
and origins.
• Employ diversity within the workforce to ensure a variety of skill sets.
• Ensure efficient time management techniques amongst our employees.
• Setting goals and targets where during the employee evaluation, the supervisor and worker should set
goals for the employee to work toward during the period between reviews.
• Teamwork in order to spread workload.
Rewards and
Recognition
• Survey the performance of our staff at multiple points throughout the financial year.
• Feedback customer reviews.
• Tailor service awards to the needs of each individual employee.
• Provide recognition to managers for complying with Syriatel ethical standards.
• Reward all employees for proactive support in creating a motivated work climate.
• Create and reinforce a culture of recognition.
Syriatel Corporate Sustainability Report 201119
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Employee Performance Management
In order to retain our pioneering leadership practices
within the highly competitive telecommunication
market we at Syriatel we endeavor to sustain a highly
skilled performing employee culture. Our commitments
in providing our employees with the finest training
and career development prospects are key to the
improvement of day to day operations.
The ultimate goal of any training program is to produce
competent employees who can safely, effectively
and efficiently perform the tasks required to meet
their business requirements. This is why at Syriatel
in 2011 we increased our total number of training
hours by 32%. Meeting our beliefs that training and
education programs will continue to offer our employees
opportunities to steadily develop their skills, know-how
and professional attitude.
2010 & 2011
Hours of Training FTE by Employment Category
66779
60000
Hours
50000
43846
40000
FY 2010
FY 2011
30000
20000
10000
0
480 88
Senior
management
35222062
Middle
management
8270
4080
76 28.17
Lower
management
Trainees
Consultants
2976
1320
Contract
Labour
Employee Diversity and Equal Opportunities
Our employee enrolment process is strictly based
upon non-discrimination and fair employment policies.
We promote both equal employment opportunities
with the sole focus of creating a work environment free
of discrimination or harassment. We nurture and mold
our employees to grow and develop in line with Syriatel’s
sustainable growth agenda.
the work environment. We embrace diversity as it
provides key strategic milestones for a variety of skills,
experiences and perspectives vital to achieve our market
growth aspirations in the telecommunication market place.
The combination of both employee diversity and equal
opportunities is crucial to Syriatel’s formula in building
a winning team.
We believe that employee diversity is integral to
our business success as each employee brings his or
her unique skills to the operations of the business.
During the recruitment method we opt for equal
and fair recruitment procedures allowing diversity within
Wanting to be regarded as an employer of choice motivates
action on equality and diversity, particularly in the context
of establishing equal and fair employment practices. This is
why at Syriatel our commitments to employ females across
all sectors of employment is a fundamental importance.
20
Syriatel Corporate Sustainability Report 2011
Proportion of Males & Females in Syriatels Employment Structure by Hierachy Category
Male
Coordinators, Representatives & Driver
Female
1045
559
Head of Sections
107
Head of units
21
9
33
CEO & Directors
7
1
As of 2011 our permanent employment of females has increased by 15%, proving our continuous support in employing a
diverse workforce, where both male and female have equal opportunities and prospects for future growth within Syriatel.
Full-time workforce by Gendre 2011
33.5%
Female
66.5%
Male
Diversifying Employment
Bridging the generation gap while treating our employees equally is essential to being an effective and productive
organization. We at Syriatel ensure that establishing a unique blend of ages within the workplace is vital. People from
varying ages and generations have the potential to bring different thoughts and ideas to problem-solving and future
opportunities. A younger workforce is able to provide Syriatel with more energy and new ideas that enable the company
to surge forward in the security of working with older colleagues who have the years of valuable experience to ensure
best practices.
Age Distribution of Syriatel Governance bodies Employees by Category
1064
Coordinators, Representatives & Driver
Head of Sections
531
22
105
9
1
less than 30 years
30 - 50 years
more than 50 years
Head of Units
CEO & Directors
42
4
CEO & Directors
4
Syriatel Corporate Sustainability Report 201121
Health and Fitness
In our efforts to improve the quality of Syriatel’s
work environment, investments in the physical well-being
of our employees is equally as important as any other
education or training course. Our corporate fitness
programs and sponsorships of numerous sporting activities
have been one of our policies when delivering commitments
to develop Syria’s sporting agenda. Our motivational
attitude towards promoting sporting events is not limited
to the corporate level but encompasses both national
and international sporting events.
22
We have hosted honoring ceremonies for national
sporting teams and championships such as the ‘2011
National Basketball Championship’, where athletes
and employees gathered from various Syrian governorates.
Prizes were distributed at these events by Syriatel’s
Chairman of the Board of Chief Executives in addition
to all department managers. The participation of employees
and upper management staff from Syriatel not only
promotes the importance of recreational and social events
within Syria but goes further to develop the foundation
of employee motivation.
Syriatel Corporate Sustainability Report 2011
Giving Back to Society
Philanthropy
Syriatel has become adept at leveraging core competencies
to create strategic philanthropy programs that align with
needs of the stakeholders, showcasing good deeds to the
Syrian community. This achievement undoubtedly has been
an important motivation and a part of Syriatel’s litmus test
for substantiating philanthropic investments, particularly in
the long term. It is important to connect Syriatel’s social
agenda in collaboration with our overall strategy for future
business growth and it is this interdependent relationship
that will ensure that philanthropic efforts are sustainable
and relevant to Syriatel’s approach of doing business and
establishing its presence as a good corporate citizen. When
looking to sharpen our corporate philanthropy agenda, it
is crucial for us to develop a clear, concise and actionable
strategy, keeping in mind what is required for effective
execution and resonance in terms of Syria’s cultures, values
and needs.
By partnering with local community leaders, we have
identified opportunities in the markets and societies we
serve. Overall, our benevolent attitude falls into four areas
critical to the long-term success of Syria’s society: cultural
community development, neighborhood preservation,
education and social health.
‘House of Peace’ Camp for Gifted Individuals
Since 1992 we have annually organized the ‘House of
Peace’ camp for people with special needs in the village of
Kfarsita, taking place in the month of July. ‘House of Peace’
aims to invoke joy into the lives of more than 50 people,
enhancing their self-confidence and skills, but above all
offering them a quality of life that they deserve. In addition
to our aid support, our employees volunteer to take part
in this unique event, allowing the ‘House of Peace’ to grow,
reaching larger numbers of people year on year.
Syriatel Corporate Sustainability Report 2011
23
‘SOS Children’s Villages’ Charity
‘BASMA Association’
Our community health and development agenda was
achieved through the aid of ‘SOS Children’s Villages’
Charity. The non-profit charity was founded in 1975 for
the help and support for family care and orphans, while
helping to prevent child abandonment and displacement.
Focused in strengthening and developing local communities
from the source of these issues, we care for the children
and their families by providing aid to single mothers and
their families as well as food and healthcare facilities at the
SOS Social Centre in Darayya, Damascus. Training courses
are being offered to the women and the older children to
provide them educational support so they can meet their
full potential for a brighter future.
In cooperation with the Basma Association for the care of
children with cancer in Syria we were part of the launch
of the new BASMA campaign to raise funds aimed at
implementing the first specialized center for the treatment
of children with cancer. Our roles include providing support
through and financial aid and voluntary participation from
our employees.
Linked to this initiative, in 2011 we invited 100 children to
spend quality time playing and swimming under supervision
in the Damascus recreational facility. The day out included
lunch, games and sporting activities.
We look to harness the proven power of sport and
recreational activities to tackle social exclusion, inactivity
and poverty in areas where help is most needed. We
truly believe that providing humanitarian and social
responsibilities, in the form of help and care for these
children is crucial when trying to better integrate the youth
of Syria within the local communities.
24
Syriatel Corporate Sustainability Report 2011
Syriatel Corporate Sustainability Report 201125
Image ID:
42412234
Chapter 3
Market
Leadership
Our Market vision is to continue
our presence as the leading
Telecommunications Company within
Syria’s Mobile Telecommunication
Market. We firmly believe that ensuring
our market leadership ensures a
network of benefits for Syriatel but
more importantly the inflow of wealth
into Syria’s economy.
Syriatel Corporate Sustainability Report 201127
Syriatel recognizes to sustainably achieve positive
economic growth in the 21st Century; one must
be innovative, transparent and flexible while always
establishing a competitive edge. This is crucial when
faced with an increasingly competitive market and
globalized economy where dynamic change is constant
rather than a variable.
We further dedicate our commitments and business
practices in light of developing Syria’s economic
prosperity and creating economic sustainability within
Syria’s dynamic competitive telecommunication
market. In order to retain our market leadership
and competitive advantage, we have stayed focused
on directing our attention in the promotion and
preservation of Syriatel’s Innovative Sustainable
Business Growth Strategy.
We must also remain resolute within our ethical and
sustainable business operations providing customerfocused modernization, continually bettering our
services while generating market value within the
Syrian economy. Economic Value Generated & Distributed (EVG&D)
Units of reporting
1) Economic Value Generated
SYP
55,285,921,230
SYP
55,285,921,230
SYP
47,821,279,492
a) Operating Costs
SYP
14,421,542,434
b) Employee benefits and wages
SYP
1,125,032,314
c) Payment to providers of capital (Dividends)
SYP
5,360,000,000
d) Payment to governments (STE Revenue Sharing & Interconnect)
SYP
28,765,762,385
SYP
3,419,332,213
SYP
89,610,146
SYP
2,104,641,738
a) Revenues
2) Economic Value Distributed
Payment to governments (Infrastructure-Taxes-Customs)
e) Community Investments (Donations & Sponsership)
3) Economic Value Retained
FY 2011
* Since the publication of the 2010 Syriatel Sustainability Report, Syriatel distributed their payments to their Stock Dividends of 1,675,000,000 SYP. Therefore the Economic Value Retained of 2010 has been decreased from 3,444,314,163 SYP to 1,769,314,163 SYP.
28
Syriatel Corporate Sustainability Report 2011
2011 Financial Achievements
Business succeeds when processes and technologies are well aligned and integrated. At Syriatel we continue to generate
positive growth and market diversification by relentlessly working to identify and capitalize on business opportunities
utilizing our well established expertise and understanding in the successful delivery of services as Syria’s most advanced
telecommunication service provider.
Syriatel continues to expand its network, products and service offerings such that today we serve more than 7 Million
subscribers an increase of 17.9% from 2010.
Customer Subscribers
2010
6,000,000
17.9%
7,075,000
2011
Our improved customer loyalty and market share alongside our pursuit to improve our performances across the
telecommunications spectrum has resulted in an increase of Syriatel’s Revenue to 55,285,921,230 (SYP) in 2011, a 3%
increase from the previous year.
Economic Value Distributed
Payment to providers of capital (Dividends)
Operating Costs
Commuity Investments (Donations &
Sponsorship)
Payments to Governments
Profit
Economic Value Generated (Revenue)
Employee Benefits and Wages
Economic Value Retained (Profit)
Syriatel Corporate Sustainability Report 201129
This resulted in Syriatel’s improved Economic Value
Retained of 2,104,641,738 (SYP) an 18.95% increase in 2011.
Our economic profile should be balanced to prepare for
any challenges which may arise in order to sufficient tackle
climate change and sustainability while retaining the ability
to impede our growth potential and satisfy the needs of
wealth throughout the stakeholder spectrum.
Syriatel’s Innovative Sustainable Business
Growth Strategy
Today we find ourselves leading the way forward, shaping
the market we operate in by generating breakthroughs in
customer-satisfaction and stakeholder needs while ensuring
the fundamental importance of Syriatel’s sustainable
business growth.
In our quest to remain Syriatel’s leading telecommunications
provider, we invest significantly in our internal operations,
upgrading and developing connectivity infrastructure so that
our clients are more than satisfied with Syriatel’s network
services.
Market Leadership
One would assume that achieving sustainability incorporates
only the reduction of environmental degradation through
various practices of energy and water conservation and
other mechanisms such as recycling. However sustainability
includes a number of other factors. At Syriatel we recognize
the importance of satisfying the dynamic realm of delivering
to our target market, which has been shaped in line with
Syriatel’s sustainable marketing operations.
Our Innovative Sustainable Business Growth Strategy at
Syriatel inexorably develops inventive promotions and
services influencing the market by setting best content and
pricing plans for our customers to ensure they receive the
best possible treatment with minimal price. We have gained
experience in understanding that an innovation-friendly
organization where developing new business models,
products and services is a necessity;and yet recognizing
that we must be on the cutting edge of new technologies
and innovative business processes especially within the
telecommunication market.
Achieving economic development in line with sustainability
is essential for two reasons. Firstly, the pursue of
sustainability is often clouded under the need for tangible
financial benefits. Syriatel has not adopted principles
of sustainability with this objective, we believe that
sustainability should be connected to the business
philosophy at the same time should focus on giving back
to the society and protecting environment through
identified programs. This is where we are trying to set new
precedents by pursuing the ethical path of providing unique
eco-friendly telecommunication services.
Brand Loyalty:
Secondly, quality of life is an important element of financial
wealth and quality only exists if the environment in which
we live is preserved to its upmost potential. Contrary to
traditional belief however, achieving financial profit does not
necessarily have to conflict with social and environmental
wellbeing. Implementing design specific products within
Syriatel’s operations alongside of social and environmental
management can result in long term financial viability
without damage to our society or the environment and can
generate sustainable growth across all sectors of Syriatel.
Considering the importance of Brand Loyalty, we at Syriatel
equally understand the significance of Customer experience.
We would not have been able to sustain our role as Syria’s
leading telecommunications provider without understanding
and valuing its customer experience and satisfaction levels.
In order to sustain ourselves as Syria’s leading
telecommunication services provider a number of
fundamental factors must be met in line with our
sustainable agendas.
We believe that at the core of every successful brand is
a nucleus of loyal customers. These faithful customers
who understand our ambitions in being solely dedicated
to implementing the triple bottom line approach towards
every business operation are always regarded and
prioritized. Syriatel understands customer centric approach
provides the basis for further development of new products
and enhanced services thus increasing its market share.
Customer Experience:
Syriatel’s approach to customer experiences is based
on one principal objective; to ensure Syriatel provides
products and services to the right people at the right price.
This means providing products that are as clear and easy
to understand as possible and at a prudent price. Syriatel
thrives to offer a genuine world-class customer experience
by continually broadening customer services and support.
We understand that improving customer experience is not
only a matter of complying with business requirements but
also the key for future growth of the company, maintaining a
sustainable, consumer-led business.
Our ‘Monthly Customer Satisfaction Surveys’ provide us
with the details we need know in order to maintain the
best quality of product and services our customers deserve.
Our surveys are divided into six key focus points which are
as follows:
30
Syriatel Corporate Sustainability Report 2011
Category
2011
POS Service Level for
Waiting Time
86.65/100
POS Weighted Mistakes
0.28/100
Speed of Solving
92.43/100
Progress
from 2010
These programs emphasized compliance with Syriatel code
of conduct in order to improve aptitude and competency
while, ensuring Syriatel’s business ethics and professionalism
are incorporated amongst the local suppliers.
We believe that, promoting the use of local suppliers
will result in a number of benefits for both ourselves
as a national company and aso Syria as a whole.
Some of these include:
Customer’s complaints
Postpaid answer calls
67.27/100
ƒƒ Improved Public Relations for Syriatel;
Prepaid answer calls
38.55/100
Quality of calls
4.13/5
ƒƒ Local suppliers would place considerable value on serving
their local community in order to achieve benefits
amongst all of Syria;
When evaluating our performance throughout
2011,Syriatel’s Innovative Sustainable Business Growth
Strategyhas proven to be continuous leading to
developments and efforts to maintain market leadership,
brand loyalty and customer satisfaction. Operating as Syria’s
Mobile Telecommunications market leader; we now operate
55.15% of the market share.
ICT MARKET %
Syriatel Informationa & Technology Communication
Market Share
55%
2010
2011
55.15%
54.90%
54.95%
55.00%
55.05%
55.10%
55.15%
55.20%
ƒƒ Close proximity of local suppliers makes it far easier
logistically including supplier development and
management purposes;
ƒƒ The local knowledge of suppliers means that they are
able to appreciate and satisfy local preferences; and
ƒƒ Supply chains are generally shorter, leading to greater
certainty and predictability of delivery times
ƒƒ Improved employment opportunities for local people
i.e., Syrians.
As a result, in 2010, the total value of Capital Expenditure
(Capex) projects supplied by local suppliers was valued
at SYP 859,464,177, which accounted for approximately 25%
of all Capex project investment that year. In line with our
commitments in 2011 our Capex rose to SYO 1,452,227,245
accounting for a 69% increase from previous years.
Because of the long term benefits of using local suppliers
Syriatel believes that the selection of suppliers must be
based on the objectives and criteria where return benefits
can be felt both by Syriatel as an organization and within
the Syrian economy as a whole.
Syriatel CAPEX
Local Suppliers
1,600,000,000
Our search for potential local suppliers, who can meet
our strict quality assurance requirements and thereby
helping to grow and support Syria’s local economy
and partnerships, is a significant step towards achieving
our sustainable agenda.
Apart from assembling a list of qualified suppliers within
Syria, our objective has been to identify local suppliers
who are able to meet our requirements alongside support
to identify their gaps and weaknesses and prepare them
for business partnership. Towards achieving this objective,
Syriatel established a number of collaborative training
programs between the business development department
and the local suppliers.
1,400,000,000
1,200,000,000
1,000,000,000
800,000,000
1,452,227,245
600,000,000
400,000,000
2010
2011
859,464,177
200,000,000
0
Syriatel Corporate Sustainability Report 2011
Capital Expenditure (Capex)
31
Chapter 4
Environmental
well-being
Our Environmental vision is to
incorporate sustainable management
mechanisms within every aspect of our
day-to-day activities. We firmly believe
that contributing to the environment
through well-charted sustainable business
strategies will not only benefit the
surrounding environment we operate in,
but also translate to financial profit.
Syriatel Corporate Sustainability Report 2011
33
Climate change presents a fundamental challenge to our
way of life and is becoming an increasingly pressing
problem threatening the future of Syria’s social, economic
and environmental stability as a whole. It is anticipated
that many countries globally will have to spend substantial
amounts of their income on climate change adaptation
projects. To mitigate the impeding effects of climate change,
Syriatel is working towards innovative and regionally-sound
solutions.
We feel that the impact of climate change will be felt
disproportionately by emerging economies, inexorably
affecting the future growth of our Business. These can
impact Syriatel’s telecommunication networks in a number
of forms ranging from extreme weather events and rising
operational costs form fuel prices. Nevertheless, we have
incessantly applied innovation to minimize the climate
impacts of our business at every stage of our value chain.
Green Growth Strategy
We at Syriatel have worked in collaboration with Syria’s government and international climate change bodies to better
understand, expand and develop 2010 green growth strategy. Our knowledge and assets developed from Syriatel’s
previous efforts in tackling climate change has created a more stable platform on which we base our environmental
practices, supporting and reinforcing 2011 climate change mitigation efforts.
In order to maintain our leading approach to promote environmentally friendly technologies within the telecommunication
sector, we fully intend to develop Syriatel’s 2010 stated ambition of being at the forefront of implementing an effective
sustainable strategy. Syriatel has structured its Green Growth Strategy; on a basis that achieves low-carbon and high
growth business operations within the telecommunication sector.
From previous experiences such as measuring its carbon footprint and identifying and investing in CDM projects
registered, Syriatel has identified a list of key issues that can be targeted to move towards a lower carbon economy.
ƒƒ Being Energy Efficient
ƒƒ Conserving Energy
ƒƒ Investments towards Cleaner & Alternative Technologies
The first step towards reducing our GHG emissions lies within conserving energy throughout all of Syriatel’s operations.
Our primary source of GHG emissions, originate from the indirect energy consumption.
Syriatel’s growth in number of Employees – 2,086 (32.4% Increase)
Syriatel’s growth in number of Subscribers – 7,075,000 (17.9% increase)
2010 Electricity Consumed 39,010,645 kWh/Month
2011 Electricity Consumed 72,054,836 kWh/Month
An Energy Consumption Increase of 85%
Energy Efficient Base Transceiver Stations (BTS)
The installation of new ‘eco-friendly’ energy efficient BTS units reduce Syriatel’s energy consumption without
compromising the quality of service of the network. These eco-friendly BTS units provide the advantage of being
highly efficient with far less energy consumption rates than their predecessor models.
Syriatel established two projects in order to successfully facilitate the implementation of the energy efficient BTS units.
‘The SWAP Project’ and ‘The Expansion Project’.
34
Syriatel Corporate Sustainability Report 2011
The SWAP Project:
The SWAP Project is a new initiative that will help reduce Syriatel’s
energy consumption reducing, our overall carbon footprint.
The main goal of the SWAP project is that of designing, implementing
and ultimately installing a new breed of energy efficient BTS units.
The Expansion Project:
The Expansion Project solely focuses on the expansion of current
BTS numbers in Syria with the ‘eco-friendly’ energy efficient BTS units
meeting rising customer demands while incorporating environmental
mitigation measures.
Consumption Before
Kwh/Month
Consumption After
Kwh/Month
Energy Reduction %
SWAP Project
2,983,112
924,576
69
Expansion Project
1,350,780
319,302
76
Syriatel installed 4,086 BTS units in 2010 which has since the established BTS Projects has increased to 5,146 BTS units
in 2011. As a result of these energy efficient BTS units, energy consumption was reduced by 69% in the ‘SWAP Project’
and 76% from the ‘Expansion Project’.
* since the publication of the 2010 Syiratel Sustainability Report, a more conclusive, up to date figure has been provided and therefore the number of
BTS sites has increased.
Syriatel Corporate Sustainability Report 2011
35
Green Technologies Promotion Programs
Syriatel in Partnership with the Government
The most important challenge of today’s world is to
establish a system which meets both the basic needs
of the people and ensures sustainable management
of our natural resources. Syriatel as part of their
environmental stewardship program established various
campaign partnerships with the Syrian Municipalities.
Government Ministry
Project / Campaign in Collaboration with Syriatel
Ministry of Electricity
Media Campaign to ‘Promote Energy Conservation’
Ministry of State for the Environment
‘National Land Afforestation Campaign’
The Ministry of Electricity in partnership with Syriatel
launched a media campaign to promote energy
conservation, with the aim to spread community awareness
of the importance of energy efficiency and the growing
concern of environmental and social impacts associated
with climate change.
The campaign aimed to promote energy conservation
within various domestic, industrial, agricultural sectors
including tourism. The combination of media broadcasts
and a range of different promotion techniques supported
and enforced by Syriatel’s broadcast and connectivity
capabilities aimed to inform and involve all Syrian citizens.
The message conveyed across the whole of Syria helps
to encourage energy conservation techniques and programs
building more awareness in the society. Our continued
partnerships with local governments, more specifically
‘The Ministry of Electricity’ will help build on the success
of educating the Syrian people with current environmental
concerns and challenges.
The ‘Ministry of State for the Environment’ under
the auspices of Syriatel, launched a ‘National Land
Afforestation Campaign’ across all of Syria. The aim
of the National Land Afforestation Campaign’ is to promote
the public movement to green Syria’s unique eco-system
and ultimately to facilitate the cultural development of Syria
through the enrichment of the people’s life.
36
Developments & Local Awareness on
Environment
Green Economy Workshop
In March 2011 Syriatel participated in the ‘Green
Economy Workshop’ where the concept was to promote
a more sustainable economy. It brought together Syrian
Government officials, civil society organizations, private
sector representatives and key resource persons with
a variety of interests to pursue and promote environmental
management and sustainable development in Syria.
Syriatel representatives and other participants discussed
the relationship between the economy and environmental
management sectors as well as water and energy
conservation opportunities.
Employee Corporate Sustainability Presentation
In an effort to implement what we had learnt during
the Green Economy Workshop and in partnership with
the ‘Higher Institute of Business Administration’ (HIBA)
located in Damascus, Syriatel constructed a series of
corporate sustainability presentations offering training
and awareness to the employees of Syriatel. The main focus
of the training was on strategic planning and corporate
sustainable initiatives and programs. Topics covered
a detailed explanation on the mechanisms for connecting
strategic planning of socio-economic development
and environmental responsibilities at Syriatel.
Syriatel Corporate Sustainability Report 2011
‘School of Environment Club’
Through the ‘School Environmental Club’, Syriatel
provides support for the development of effective
youth education programs that build environmental
literacy through both formal and informal education
efforts. The foundation engages in education programs
that support teachers and youth leaders – and inspire
youth both inside and outside the school setting – to
engage themselves and their communities in energy
conservation, renewable energy development, and clean
air and climate change initiatives. Collaborating with the
‘Directorate of Environmental Affairs’ in Damascus last
year, we were able to offer educational classes for the
Syrian youth incorporating environmental affairs and
resource conservation concepts. Syriatel believes that
such environmental education programs can provide a solid
foundation for youth to become leaders in contributing
to a world in which our immediate and future needs are
met in a manner that protects the earth’s living systems.
Recycling Initiative at Schools
In order to be responsible consumers of the water,
we are ever striving to increase water conservation
and reduce our levels of consumption. Since 2009 we have
effectively reduced our water consumption by almost 40%.
Annual Water Consumption (m3)
Year
2010
Consumption (m )
3
% Increase/Decrease
28226
18451
29% Decrease
35% Decrease
2011 Monthly Water Consumption
3500
3000
2500
2000
1500
1000
Following-on from the ‘School of Environment Club’
– Syriatel launched a sister-program in collaboration with
local schools to increase their awareness of the importance
of recycling. A number of waste recycling collection bins
were installed arranged and Funded entirely by Syriatel,
this project saw a number of recycling bins installed across
various schools in the country.
2011
Water
Consumption
2011
500
0
Conserving our Water Consumption
Water is a critical resource that influences all aspects
of our fragile environment, this is why at Syriatel we have
taken the right steps to conserve and protect water within
all of our facilities and operations.
Syriatel Annual Water Consumption
50000
40000
30000
20000
28226
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18451
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Annual Water Consumption (m3)
2010
2011
Syriatel Corporate Sustainability Report 2011
37
Syriatel’s Carbon Footprint
This section provides the details on the quantification of GHG emission sources for the year 2011 as per Scope-1, 2,
and 3 according to international GHG Protocol Standard. We also establish a comparative analysis to assess our
performance against the year 2010.
Scope 1 emissions – Direct emissions
The rolled-up Syriatel GHG emissions for the year 2010 and 2011 are shown below.
Breakdown of GHG emissions from different sources:
Chart: Comparison of GHG emissions between 2010 and 2011
Emissions per Source and Year
Sources
Scope 1
Scope 2
Scope 3
tCO2e 2011
tCO2e 2010
% Increment
Fuel Consumption in self owned vehicles
403
744
-45.78%
Fuel Consumption in DG sets for back-up power
112
216
-48.30%
Fuel Consumption in Heaters
185
88
109.30%
Use of refrigerant for air conditioning
NA
NA
electricity system
45985
26560
73.14%
Business Travel
45
24
84.61%
Daily employee commutation
609
437
39.49%
Municipal waste disposal
NA
NA
NA
47,339
28,069
68.65%
Electricity purchased from the grid
Total
Emissions per Scope
Scope 1. Direct emissions
Scope 2. Indirect emissions
700
1046
-33.22%
45985
26560
73.14%
654
461
41.85%
Scope 3. All other Indirect emissions
45000
40000
45985
tCO2e 2011
tCO2e 2010
35000
30000
26560
25000
20000
15000
10000
5000
0
403 744
112 216
185 88
Fuel
Consumption in
self owned
vehicles
Fuel
Consumption in
DG sets for
back-up power
Fuel
Consumption in
Heaters
Scope 1
38
45
Electricity
purchased from
the grid
electricity
system
Scope 2
609 437
24
Business Travel
Daily employee
commutation
Scope 3
Syriatel Corporate Sustainability Report 2011
Summary of results
We know that as much as 92 % of our total emissions come from the greenhouse gases emitted from the electricity
consumed at Telecom locations.
ƒƒ Syriatel was responsible for 47,339 tonnes of emissions in 2011. Direct emissions were 700 tCO2e.
ƒƒ The largest share of GHG emissions was from consumption of purchased electricity (under scope-2) which contributes
to 94.62% in 2010 and 97.14% in 2011 of the total GHG emissions. This increase in emissions was driven largely by
an increase in power requirements resultant from 290 additional Telecom locations in the year 2011. In particular, Base
Transceiver Stations (BTS) sites installed at telecom locations need continuous cooling to ensure stable performance,
which leads to a significant increase in electricity consumption, and therefore in GHG emissions.
ƒƒ In Scope 2- Electricity purchased from the electricity grid, GHG emissions have increased by 73.14% in 2011 compared
to the 2010 year.
ƒƒ 33.22% reduction in Scope 1 emissions in the year 2011 as compared to 2010, especially due to a decrease in fuel
consumption in owned vehicles by 45.78% and a reduction in fuel consumption in DG sets (48.30%).
ƒƒ Daily employee commutation (under scope-3) is the next major source that equates to about 1.29% in the year 2011,
and the third main source of GHG emissions in the year 2010 with a 1.56% of the total tCO2e.
Syriatel Corporate Sustainability Report 2011
39
Vision
In order to continue our success when reporting on Syriatel’s sustainable agenda.
We have tailored a number of Economic, Social and Environmental targets designed
to fit within the Sustainable mould of Syriatel. We are confident that our integrated
approach in bettering our sustainable practices tomorrow will prove to be a
success. One which will be a step forwards from our previous 2010-2011 Corporate
Sustainability Report.
Goals
Sustainability Tomorrow
Our Integrated Approach
Economic
Performance
Social
Performance
Environmental
Performance
We believe at Syriatel
that the establishment
of successful shortterm financial targets
set forth in a manner
which they are realistic
and achievable paves the
way for the success of
long-term targets whose
impacts sustain far greater
benefits.
We are committed to
bridging the gap between
all social communities
and strengthening the
social health of our
communities, whether
it be in our offices or
beyond.
We wish to maintain our
leadership position in
promoting eco-friendly
products and services
and strive to increase our
contribution to global
sustainability by minimizing
our environmental impact.
• Reduction of Syriatel’s
operating costs
alongside forecasted
annual growth. This
will result in increased
profit margins and
better economic
returns
• Starting
and maintaining
a connection between
our philanthropic
program and our
corporate goals
to establish a mutually
beneficial relationship
that perpetuates
a permanent bond
between stakeholders
and Syriatel
• Reduce our carbon
footprint and
contribute to fighting
climate change. The
telecommunication
market provides
a wide range of
opportunities
to reduce CO2
emissions and we
have collaborated
with our customers,
employees and other
stakeholders to define
the role that Syriatel
can play
• The establishment
of better supply
chains and market
share will allow for
improved logistics and
efficiencies
• Establish
comprehensive
employee engagement
to understand their
concerns and promote
talent retention
We consciously make a daily effort to make sure our actions within and even outside
our business operations are conducted within a positive and sustainable manner.
Covering the three pillars of our sustainability agenda is a challenge and ambition
we face not only as a corporation but as a whole nation itself. We have continued
to develop our sustainability agenda to help keep us on track with achieving our
set goals and targets for the years to come.
The experience gained from the production our 2010 & 2011 Syriatel Corporate
Sustainable Report, has allowed us to gain an unprecedented level of reporting
experience set forth by the International Standards of the GRI Guidelines.
We look forward in continuing to improve Syriatel in line with the three pillars
of sustainability, ever more becoming recognized as not only a national corporate
citizen but on a global level as well.
GRI Index
Indicator
GRI
Page
EC1
28
EC6
31
LA10
LA11
20
19
LA13
21
EN4
EN5
EN8
EN16
EN17
EN18
EN19
35
34
37
38
38
38
38
PR5
31
PR6
13
SO1
22
SO10
22, 23
Economic
Direct economic value generated and distributed, including revenues, operating costs, employee
compensation, donations and other community investments, retained earnings, and payments to
capital providers and governments
Policy, practices, and proportion of spending on locally-based suppliers at significant locations of
operation
Labour practices & decent work
Average hours of training per year per employee by employee category.
Programs for skills management and lifelong learning that support the continued employability of
employees and assist them in managing career endings.
Composition of governance bodies and breakdown of employees per category according to
gender, age group and other indicators of diversity.
Environmental
Indirect energy consumption by primary source.
Energy saved due to conservation and efficiency improvements.
Total water withdrawal by source.
Total direct and indirect greenhouse gas emissions by weight.
Other relevant indirect green-house gas emission by weight
Initiatives to reduce greenhouse gas emissions and reductions achieved.
Emissions of ozone-depleting substances by weight.
Product responsibility
Practices related to customer satisfaction, including results of surveys measuring customer
satisfaction.
Programs for adherence to laws, standards, and voluntary codes related to marketing
communications, including advertising, promotion, and sponsorship.
Social
Nature, scope, and effectiveness of any programs and practices that assess and manage the
impacts of operations on communities, including entering, operating, and exiting.
Prevention and mitigation measures implemented in operations with significant potential or
actual negative impacts on local communities.
42
Syriatel Corporate Sustainability Report 2011