Advancing Bangladesh - Robi Sustainability Report 2015

JOURNEY TOWARDS
GREATNESS
2015
INTERNET.ORG
Launched internet.org in
Bangladesh in partnership
with Facebook
2013
3.5G
the ﬁrst operator in the
country to introduce GPRS
and 3.5G services in
Bangladesh
2010
ROBI
new brand name
launched
2006
CSR AWARD
standard Chartered--
Financial Express
CSR Award for contribution in
education primary
health, poverty
alleviation and
ecological impact
2004
INTERNATIONAL
ROAMING
in Bangladesh
2002
First to launch
BTTB
INCOMING
in Bangladesh
Launch of
SMS
SERVICE
in Bangladesh
1999 COMMENCED
OPERATIONS
in Bangladesh under
the brand name
“Aktel”
1997
2009
AXIATA
goes through
rebranding
MILLION
CUSTOMERS
25
MILLION
CUSTOMERS
1
MILLION
CUSTOMERS
10
MILLION
CUSTOMERS
5
First to launch
MILLION
CUSTOMERS
20

*Source: Bangladesh Telecommunication Regulatory Commission (BTRC) published data (in website)
as of December 2015
2015 OUR BUSINESS REVIEW
BDT 52.4 billion
with 6% YoY growth
BDT 4 billion
Proﬁt after Tax (PAT margin: 7.64%)
BDT 19.1 billion
EBITDA margin: 36.48%
21.2%
REVENUE
EBITDA
PAT
CUSTOMER MARKET SHARE
INVESTMENT
ADVANCING
BANGLADESH
investment to expand 3.5G and 2G networks
BDT 20 billion
28.32* million
12% increase over 2014
SUBSCRIBERS

3
About our Report 3
About Robi Axiata Limited 4
Message from our Chairman of the Board* 8
Message from our Managing Director and CEO* 10
The Board 12
The Management Council 16
Sustainability in Robi 18
Commitment to Beyond Short-term Proﬁts 19
Commitment to Nurturing People 25
Commitment to Process Excellence 29
Commitment to Planet and Society 35
National Contribution* 42
Appendices 46
CONTENTS
*GB Aby‡”Q`¸‡jvi evsjv Abyev` wi‡cv‡U©i †k‡l cvIqv hv‡e
This report is prepared and published by:
The Corporate Responsibility team under the People and Corporate Division
of Robi Axiata Limited

ROBI
Advancing Bangladesh is our second sustainability report
covering the 2015 calendar year from 1 January 2015 to 31
December 2015.
As a subsidiary of Axiata Group Berhad, our vision is to ignite the indomitable spirit in pursuit of individual and
collective glory by advancing Bangladesh. We have followed the Axiata Group framework to disclose our
sustainability performance around four pillars: commitment to ‘Beyond Short-Term Proﬁts’, commitment to
‘Nurturing People’, commitment to ‘Process Excellence’ and commitment to ‘Planet and Society’.
We report in conformance with the Global Reporting Initiative (GRI-G4) framework. Data and information in
this report reﬂect our performance according to our commitments towards a sustainable business. The GRI
content index and the relevant references are provided on page 48.
We are fully committed to listening to our stakeholders and we welcome feedback on this report and any
other aspect of our sustainability performance. Please address all feedback to the Vice President of
Communications and Corporate Responsibility at ekram.kabir@robi.com.bd.
ROBI AXIATA LIMITED | 2015
ABOUT OUR REPORT
3
ROBIROBIROBIROBIROBIROBIROBIROBIROBIROBIROBIROBIROBIROBIROBIROBIROBIROBIROBI
2014 2015
Please scan the QR code to read the report online

4
Robi is a joint venture company between Axiata Group Berhad of
Malaysia and NTT DoCoMo Inc. of Japan.
It commenced operation in 1997 as Telekom Malaysia International (Bangladesh) with the brand name ‘Aktel’. In
2010 the company was rebranded ‘Robi’ and subsequently changed its name to Robi Axiata Limited. As a
subsidiary of the Asian telecom giant Axiata Group Berhad, Robi serves its subscribers with cutting edge digital
mobile telecommunications technology covering almost 100 per cent of the population.
In the evolving digital landscape of the country, Robi has established itself as the leader in providing
customer-centric data and digital services. Robi’s robust countrywide 3.5G and 2G networks allow it to deliver
super-fast internet and quality voice service. It serves the local business community with attractive corporate
solutions and the widest international roaming coverage in Bangladesh, connecting 600 operators in over 200
countries. Catering to all the consumer segments, the company constantly endeavours to have an edge over its
competitors.
91
.59%
docomo
NTT
OUR SHAREHOLDERS
Axiata is an emerging leader in Asian
telecommunications with significant presence
in Malaysia, Indonesia, Sri Lanka, Bangladesh
and Cambodia. In addition, the Malaysian
grown holding company has strategic mobile
and non-mobile telecommunications
operations and investments in India,
Singapore, Iran, Pakistan and Thailand. Axiata
Group Berhad, including its subsidiaries and
associates, has approximately 120 million
mobile subscribers in Asia, and is listed on
Malaysia’s stock exchange (Bursa Malaysia).
www.axiata.com
8
.41%
NTT DOCOMO, INC. is the world's leading mobile
communications company and the largest mobile
communications company in Japan. DOCOMO
serves over 56 million customers, including 44
million people subscribing to FOMA™, launched as
the world's first 3G mobile service based on
W-CDMA in 2001. DOCOMO also offers a wide
variety of leading-edge mobile multimedia
services, including i-mode™, the world's most
popular mobile e-mail/internet service, used by
48 million people. With the addition of credit-card
and other e-wallet functions, DOCOMO mobile
phones have become highly versatile tools for
daily life.
www.nttdocomo.co.jp
ABOUT ROBI AXIATA LIMITED

5
We recognise that becoming a sustainable organisation does not happen overnight. It emerges through a concerted
eﬀort by all our internal and external stakeholders to understand what sustainability means for our organisation and how
each of us can contribute to creating a sustainable business that we can be proud of.
OUR STAKEHOLDERS
GROWTH IN
SMARTPHONE
USERS FROM 2014
GROWTH IN THE
NUMBER OF
DATA USERS
FROM 2014
GROWTH IN USAGE
OF MOBILE MONEY
FROM 2014
GROWTH IN MONTHLY
MOBILE RECHARGE
FROM 2014
.5%
84.2%
11 %
7 .3%
1
OUR CUSTOMERS
EXTERNAL STAKEHOLDERSINTERNAL STAKEHOLDERS
SHAREHOLDERSEMPLOYEES
BOARD OF DIRECTORS
REGULATOR SUPPLIERS
COMMUNITY
CUSTOMERS
RETAILERS
GOVERNMENT
MEDIA

6
In 2015
Robi received the following recognitions from
AXIATA
Most
Improved
Market
Performance
Best
Performance
in 2015
Most
Improved
Performance
YoY
Axiata People
Management
Award
Robi Axiata Limited was given the award for
by Customs House, Benapole
Benapole Land Port being the highest revenue generating Land Port of
Bangladesh, the award bears special signiﬁcance. Through this
prestigious award, Robi’s contribution in the national development eﬀorts
was duly recognised.
Top Revenue Payer
2015 AWARDS & RECOGNITIONS
Most
Collaborative
OpCo
National
Contribution
Award

MATERIALITY
OUR APPROACH
Materiality Aspects
-
CUSTOMER
SERVICE
In 2015, we made a
DATA & PRIVACY
We have set our commitment to
privacy and security at the
highest level based on
ISO 27001:2013
DIGITAL INCLUSION
In 2015, we created free web access to
education, jobs, sports, government
information, social media, news, social
causes etc. to more than
26million people through internet.org as
the only operator to launch free
internet in Bangladesh
EMPLOYEE
DEVELOPMENT &
WELFARE
In 2015, our internal placement
increased by
RESPONSIBLE
BUSINESS
CONDUCT
In 2015 our purchase from local
suppliers has increased by
HEALTH AND
SAFETY
We have trained all our employees, 68
office assistants and 66 vendor
organisations on OHS.
In 2015, total hours of
OHS training was
300
DISASTER AND
RESPONSE
We are the first and only corporate in
Bangladesh to sign up the
GSMA
Humanitarian
Connectivity
Charter
PRODUCT QUALITY
AND RESPONSIBILITY
In 2015, we invested
20for the expansion of 3.5G & 2G networks
7
Defined as factors relevant to our business and stakeholders, and having a significant impact on the environment and
society, the material issues for Robi are those that impact our business continuity and stakeholder satisfaction.
The material issues were identified from the following sources, as per the reporting principle and guidance for
defining content provided by the GRI-G4 reporting framework:
%
9
%
48
%
65
%
7
besides developing their capacity
improvement in Robi Sheba
Centre service level
of our towers are
in rural areas
NETWORK QUALITY
AND COVERAGE
• Industry Perception
• Regulatory Perception
• Stakeholder Perception
EXTERNAL
• Company-wideKey
PerformanceIndicators(KPIs)
• RobiPolicies
• RiskMatrix for2015
• Management Approach
toSustainability
INTERNAL
BDT billion

In this era of digitisation, the telecom industry is fast bracing for a leading
role to drive sustainable development of the people and the communities
worldwide. In Bangladesh, Robi is all poised for realising Axiata Group’s
vision of ‘Advancing Asia’ – by empowering the people and transforming
the communities with the best network coverage and advanced
technologies at affordable prices.
To continue this stride, it is necessary to have an organisational framework
that encompasses strong corporate governance, economic performance,
environmental standards, and social equity – thus embedding
‘Sustainability’ at the core of the business.
Robi’s strong market position is attributable to its countrywide coverage,
latest technologies, innovative products and services towards a digital
lifestyle and superior customer experience. Performance across all these
fronts is supported by strong corporate governance and a risk
management framework, clearly defined strategies and business continuity
plans, top-notch human resources, and a culture of ‘Uncompromising
Integrity’.
Robi’s image as a national brand took on a whole new meaning with its
close association with the Bangladesh National Cricket Team. Its Corporate
Responsibility initiatives aimed at enhancing skills and improving living
standards across communities are also making Robi a brand close to
people’s hearts. Winning the ‘Axiata Best People Management Award’ four
years in a row, and the ‘Best National Contribution Award’ among all Axiata
operating companies, also speak volumes about our commitment to
empower our people to take the country forward. With its commitment to
transform the lives of people with the latest technology-based solutions,
Robi is playing a strong role in taking forward the government’s vision of a
Digital Bangladesh.
Robi’s second sustainability report has touched upon all these aspects of
Robi’s journey to strengthen its position as a leading market player. Such
disclosures clearly demonstrate management prioritisation of sustainable
business development and foster investor confidence. I would like to
congratulate the entire Robi team for driving the company to where it
stands today, and I am confident Robi will continue to grow in a sustainable
manner in harmony with the community it operates in.
9
TAN SRI GHAZZALI SHEIKH ABDUL KHALID
Chairman

MESSAGE FROM OUR
MANAGING DIRECTOR
AND CEO
Today, Bangladeshis are exploring more, actively rethinking their
lifestyles and aiming higher. As this trend gathers momentum, it is
fascinating to be able to empower our customers with the latest
communication technologies, enabling Advancing Bangladesh to
grow faster.
It is getting increasingly clearer that the mobile industry will have a
leading role in the transformation of our digital society. However,
success of this journey can not be taken for granted. It requires the
best talents to design products and services to enrich the lives of
consumers and empower our entrepreneurs to progress further.
We are equipped with a strong team of in-house talent through
continued focus on world class people development practices and
external partners committed to delivering cutting edge solutions to
our subscribers. As the consumers embrace technology in all its
manifestations, Robi lays out its technological footprint necessary
to enable every Bangladeshi to rise up to the opportunities on offer.
For example, Robi’s platforms, such as bdapps.com, Robi Yonder
Music or bdtickets.com aim to facilitate the digital lifestyle of our
subscribers and illustrates that mobile technology when leveraged
with digital services can effectively help improve productivity and
quality of life.
The mobile telecom sector is evolving fast. While we are very keen
to lead the industry with innovative products and services, we are
also taking a long-term view of the future and are taking steps that
would prepare us for the years to come. Therefore, going beyond
short-term profits, we have initiated projects aimed at not only
expanding the power of connectivity and expand internet to the
furthest corners in Bangladesh but also relevant services such as
Free Basics by Facebook so that the consumers could leverage the
power of mobile communications with trust and confidence
towards the advancement of their lives. Unfortunately, the
dividends of the digital lifestyle is becoming the preserve of a
privileged few. As a conscientious brand, Robi is proud to be
playing a decisive role to translate the challenge into an
opportunity by building digital bridges to connect communities that
otherwise get marginalised. To this end, we have partnered with
leading brands locally and globally to introduce a number of
reasonably priced smartphone bundle offersreasonably priced smartphone bundle offers
10

aimed at breaking the affordability barriers. Moreover, we have embarked on
building the largest Wi-Fi network in Bangladesh in partnership with leading
internet and technology service providers. Once completed over the next six
months, Robi Wi-Fi will offer complementary Wi-Fi access at over 1000 access
points which include restaurants, public transportion and educational institutions.
Robi takes immense pride in empowering Dhaka University, the country’s largest
university, to launch an e-library which is affiliated with over 35 overseas
universities and international publishers to offer free access to e-books, scientific
journals and research papers for students and teachers. Moreover, Robi’s
countrywide mobile financial services are providing the framework for inclusive
economic growth of the country.
On the other hand, Robi Facebook fanpage, RobiFanz, has touched the milestone
of having five million fans, again heightening Robi’s digital credentials. But the
biggest recognition came in the way of Robi being named the Number-One
Socially Devoted Brand in the world by the social analytics publishing company
Socialbakers in Q3, 2015.
Corporate Responsibility in Robi has evolved from philanthropy to a tool to
promote the sustainable development of society. This, in itself, has caused a
paradigm shift in the way we approach our responsibility towards society.
Initiatives such as Internet4U have highlighted the constructive use of internet in
the life of the youth. Besides, our humble effort in training the underprivileged
youth through the “Gori Nijer Bhobishshot” program is showing a pathway to a
prosperous future for them. Robi’s commitment to society was further
substantiated during the Nepal earthquake and accidents during Hajj in 2015,
when we made all outbound international calls free for our subscribers
attempting to get in touch with their loved ones.
Robi’s outstanding contribution was commemorated by its parent company,
Axiata Group Berhad, with the ‘National Contribution Award 2015’. It came as a
recognition of Robi’s leading role in partnering with the government for rapid
realisation of the Digital Bangladesh aspiration.
Our image as a national brand has taken on a whole new meaning with the
intimate association Robi has built up with the national cricket team. The
indomitable spirit of the national Tigers and the love and affection of the millions
of fans fuel our resolve to sustain as the leading provider of digital telecom
services, and continue our journey towards ‘Advancing Bangladesh’.
11
SUPUN WEERASINGHE
Managing Director and CEO

THE BOARD
TAN SRI GHAZZALI SHEIKH
ABDUL KHALID
Chairman
Tan Sri Ghazzali, aged 69, was appointed to the
Board on 24 December 2009. He obtained his
degree in Economics from La Trobe University,
Australia. Ghazzali has made his career as a
diplomat since 1971 and became the Ambassador
of Malaysia to USA in March 1999. Prior to his
appointment to Washington, D.C., he served as
Deputy Secretary-General at the Ministry of
Foreign Affairs, Malaysia. Over the years, his
overseas appointments have included postings
to Austria, Germany, Hong Kong, Thailand, the
United Kingdom, Zimbabwe and the Permanent
Mission of Malaysia to the United Nations in New
York, USA. His last position before his retirement
in September 2010 was as Ambassador-at-large
of the Ministry of Foreign Affairs, Malaysia to
which he was appointed in 2006.
Tan Sri Ghazzali is also a member of the
Company’s Board Remuneration Committee and
a Director on the Board of Axiata Group Berhad
and Chairman of Axiata Foundation.
SUPUN WEERASINGHE
12
Supun Weerasinghe has been the Managing Director and
Chief Executive Officer since January 2014.
Prior to joining Robi, Supun served as the Group Chief
Strategy Officer (GCSO) of the Axiata Group. As the GCSO,
he also functioned as the Head of Network Transformation
Strategic Business Unit under which he provided leadership
to Group Technology, Carrier Collaboration and Axiata
Intelligence Unit (previously Axiata Management Services).
Supun was the Group Chief Operating Officer (GCOO) of
Dialog Axiata Plc, (Dialog) Sri Lanka’s leading quad-play
connectivity provider before he was assigned to Axiata
Group in 2013. He started his career in Telecommunications
at Dialog in 1999 and held multiple roles such as Head of
Strategy, CEO of Mobile Business before being appointed
as the GCOO in 2010.
Supun is a fellow member of the Chartered Institute of
Management Accountants, UK and holds a Bachelor of
Science (First Class Honours) in Accountancy and Financial
Management from the University of Sri Jayewardenepura,
Sri Lanka. He also has an MBA (Distinction) from the Univer-
sity of Western Sydney, Australia and is an alumnus of the
Harvard Business School.

13
In his capacity as the Regional CEO for South Asia, Dr. Wijayasuriya heads the
South Asian Operations of the Axiata Group.
Dr. Wijayasuriya additionally functions as the Group Chief Executive of Dialog
Axiata PLC in Sri Lanka, a subsidiary of the Axiata Group and the country’s
leading multi-play connectivity provider. During the Period 2012-14, Dr. Wijayas-
uriya also functioned as the Founding CEO of Axiata Digital Services – the
Group-wide Digital Services Business of the Axiata Group. Dr. Wijayasuriya
serves on the boards of several regional operating companies of the Axiata
Group, and also on the boards of Axiata Digital Services and several of its Digital
Ventures.
Dr. Wijayasuriya is a past Chairman of GSM Asia Pacific – the regional interest
group of the GSM Association representing 22 Asia Pacific member countries,
and serves on the Board of the TM Forum.
Dr. Wijayasuriya graduated from the University of Cambridge UK in 1989. He
subsequently obtained his PhD in Digital Mobile Communications from the
University of Bristol UK in 1994. A Chartered Engineer and Fellow of the Institute
of Engineering Technology United Kingdom, Dr. Wijayasuriya also holds an MBA
from the University of Warwick United Kingdom.
Dr. Wijayasuriya has published widely on the subject of digital mobile communi-
cations, including research papers in publications of the Institute of Electrical
and Electronic Engineers (IEEE) USA, Royal Society and the Institute of Electri-
cal Engineers (IEE) UK.
MICHAEL KUEHNER
Director
DR. HANS WIJAYASURIYA
Director
Michael aged 63 was appointed as Director on 13 February 2014. Michael
holds a Masters Degree in Mathematics and Economic Science from the
University of Cologne, Germany. He was the Managing Director and Chief
Executive Officer of Robi Axiata Limited from 2009 until 2013.
Michael Kuehner is a globally accomplished commercial leader able to
deliver organisational stability and success in the telecommunications and
technology industries. He leads staff and stakeholders with high-calibre
communication, relationship building and interpersonal skills, engaging them
with his strategic vision, thought leadership and analytical prowess,
providing clarity of purpose and engendering teamwork to achieve
outcomes in often demanding multicultural environments. He is an Asia
Pacific specialist, attuned to technological advances, capable of turning
around dysfunctional organisations with contemporary thinking and general
management excellence.
His most notable positions include:
 Chief Executive Officer & Managing Director, Robi Axiata Ltd.,
Bangladesh, 2009–2013
 Head of Region, NSN India, Nokia Siemens Networks, India,
2007–2009
 Head of Subregion, NSN Japan/Korea, Nokia Siemens Networks, Japan
and Korea, 2007
 Managing Director, Siemens Public Communication Networks Ltd.,
India, 2005–2007
 Senior Vice President, Siemens Malaysia, Malaysia, 2000–2005
In addition to the above, Michael’s Board experience is extensive, and stints
with Robi Axiata, eco Group, NSN India, Japan and Korea and Dasan
Networks clearly demonstrate that he is well suited to senior vendor and
service provider telecommunications roles, and Board and Advisory
positions in IT, technology, and services organisations requiring high-calibre
contemporary leadership and leading edge technological understanding.
Michael is member of the Company’s Board Audit Committee.

Thaya was appointed to Robi Axiata Limited Board of Directors
on 1 July 2015. He had his accountancy training in London and
qualified as a Chartered Accountant in 1982 and is currently a
Fellow of the Institute of Chartered Accountants in England and
Wales. Thaya is also a member of the Malaysian Institute of
Certified Public Accountants and the Malaysian Institute of
Accountants.
Thaya has over 30 years of experience in providing audit and
business advisory services to clients in a wide range of
industries. His portfolio of clients includes major public listed
companies involved in power, telecommunications, automotive,
property development and manufacturing sectors. Thaya has
also led cross border assignments. Other than statutory audits,
Thays has led numerous assignments on financial due
diligences, mergers and acquisitions, initial public offerings,
finance function effectiveness and other advisory work.
Thaya joined Price Waterhouse now PricewaterhouseCoopers
(“PwC”) in Kuala Lumpur in 1983. He was a Partner in the
Assurance Services of PwC Malaysia from 1994 and retired as a
Senior Partner in 2015.
YUICHI KATO
Director
THAYA SANGARA PILLAI
Director
14
Yuichi Kato aged 49 was appointed to the Board on 26 May 2016.
He has been serving as President and CEO at NTT DOCOMO ASIA Pte.
Ltd. since July 2014.
His previous appointments at NTT DOCOMO include General Manager of
Mobility Design Business Group in its Corporate Sales Division and
Executive Director in charge of international roaming services in its Global
Business Division and he has spent several years in Paris France appointed
as President & CEO, DOCOMO Europe (France) SAS since 2005.
Prior joining NTT DOCOMO in 2002, he held a number of positions in NTT
around the fields of interconnection, network service development,
public telephone services and general affairs.
Kato holds Bachelor of Law from University of Tokyo and Master of
Business Administration from George Washington University in
Washington DC.

Waliur Rahman Bhuiyan OBE obtained a Masters in Economics and an
MBA from the University of Dhaka and joined Linde Bangladesh Limited
(former BOC) in 1975 and spent his entire professional life in the organisa-
tion. He joined the board in 1996 and was appointed as the Managing
Director in 1998. In May, 2011 he opted for early retirement due to health
reasons. He was immediately appointed as Advisor and served in that role
until December 2012 and rejoined the Board as an Independent Director
in March 2013.
In 2007 he was decorated with the Order of British Empire (OBE) by Her
Majesty the Queen of Great Britain.
Bhuiyan was President of Foreign Investors’ Chamber of Commerce &
Industry (FICCI), Executive Committee Member of Metropolitan Chamber
of Commerce & Industry (MCCI), Bangladesh Employers’ Federation (BEF)
and Member, Bangladesh Better Business Forum (BBBF).
He was with BRAC University as an Academic Council Member. He was
Director of Biman Bangladesh Airlines and Chittagong Stock Exchange.
Bhuiyan is the former Honorary Consul General of Finland to Bangladesh.
Currently he is an Executive Board Member of International Chamber of
Commerce (ICC) since 1998. He is in the Board of Directors of ACI Limited,
Infrastructure Development Company Limited (IDCOL) and Eastland
Insurance Company Limited. He is the Chief Advisor of Friendship
Bangladesh.
MAHBUB JAMIL
Advisor to the Board of Directors
WALIUR RAHMAN BHUIYAN OBE
Advisor to the Board of Directors
Mahbub Jamil has been an Advisor to the Board of Directors of Robi Axiata
Limited since 28 July 2011. Former Managing Director & CEO of Singer
Bangladesh, Jamil is currently the Chairman of the company. Earlier, he was
the Senior Regional Vice President of Singer Corporation.
Well known for his contribution in the domain of business, Jamil was made
Special Assistant to Chief Advisor of the Caretaker Government of
Bangladesh in 2008 with the rank and proﬁle of a Cabinet Minister. He led the
key chambers like Metropolitan Chamber of Commerce & Industry and
Foreign Investors Chamber of Commerce & Industry.
A cultural enthusiast, Jamil is also associated with several socio-cultural
organisations. Besides, he is a member of the Academic Council of BRAC
University and member of Film Censor Board.
15

Mahtab Uddin Ahmed is the Chief Operating Officer, with primary responsibility in
Sales, Marketing, Customer Experience, Customer Services etc. Prior to his current
role, Mahtabwas the Chief Financial Officer (CFO) of Robi. As the CFO he played an
important role in transforming the company. He has been with Robi for about 5 years.
Recently, it has been announced that Mahtab would be Chief Operating Officer (CEO)
of the company effective 1st November 2016.
Prior to joining Robi, Mahtab worked with Unilever for 17 years in Bangladesh,
Pakistan and Middle-East. During his long career with Unilever, he worked in various
senior executive positions which includes Commercial Manager of Wall’s Ice
Cream-Pakistan, Finance Director of Unilever Arabia, Finance Director of Unilever
Bangladesh etc.
Born in 1966, Mahtab is a Harvard Alumni (AMP 190). He has obtained B. Com and M.
Com in Accounting from Dhaka University. He is also a Fellow of Cost and
Management Accountant of Instituted of Cost and Management Accountants of
Bangladesh (ICMAB) and FCMA & CGMA of Chartered Instituted of Management
Accounting, United Kingdom. He has also attended several professional programs in
Harvard, INSEAD and Stanford University business schools.
MAHTAB UDDIN AHMED
Chief Operating Officer
THE MANAGEMENT COUNCIL
16
MATIUL ISLAM NOWSHAD
Chief Corporate and People Officer
Matiul Islam Nowshad has been working with Robi as the Chief Corporate &
People Officer (CCPO) since July 1, 2014. Prior to becoming the CCPO, he had
served the company as the Chief Human Resources Officer since February 14,
2010. Under his apt leadership, the company has transformed into one of the
most successful mobile operators in the country. Following the rebranding of the
company as Robi, he led its cultural transformation initiatives which was
instrumental in turning the company around.
Nowshad has had a career span of over two-and- a-half decades, concentrating
in the field of human resources, corporate affairs, regulatory affairs, corporate
responsibility, corporate communications and legal where he served in a
leadership role over the last decade-and- a-half. His footprint encompasses Tea,
Textiles and Telecommunications sectors.
Highly esteemed as a leader in his portfolio, Nowshad has made a significant
contribution in the development of human resources and organisational culture,
bringing the global best practices in the corporate sector of Bangladesh. His
passion for people-oriented development and exceptional ideas have resulted in
overwhelming success in areas of organisational culture, talent and development,
performance and reward, organizational integration, employee relations.
He achieved the best HR Leader Award at World HRD Congress in Mumbai in
February 2011 and Axiata HR Leader of the year in 2013.
Nowshad has a Master’s Degree in Business. He is a Chartered Fellow, and
Chartered Manager of the Chartered Management Institute, UK and Chartered
Institute of Personnel and Development, UK. He has also attended several
management development and leadership programmes in renowned business
schools.

A.K.M. Morshed was appointed as the Chief Technology Officer (CTO) of
Robi Axiata Limited in January 2009.
Prior to joining Robi, Morshed had 18+ years of experience in several Telcos,
served as the Operation Director, Managed Service of Ericsson (Malaysia)
for South East Asia, GM Operation, Grameenphone Limited, Senior Techni-
cal staff, Etisalat, Dubai and Manager, Bangladesh Telecom Limited, Dhaka.
He earned his Master of Science degree in Telecommunication Engineering
from the Slovak Technical University, Bratislava, Slovak Republic.
A. K. M. MORSHED
Chief Technology Officer
17
Yap Wai Yip took on the position of Chief Financial Officer in April 2014. He is a fellow
member of Association of Chartered Certified Accountants, United Kingdom.
Wai Yip joined the Axiata Group in October 2008 as the Group Financial Controller,
a Corporate Centre position that oversees business planning, external statutory
reporting to Bursa Malaysia, internal performance management reporting, taxation,
financial system support, treasury/accounting operations, corporate policy and
enterprise risk/insurance management.
Wai Yip has also worked for Huawei Technologies briefly as VP, Accounting Manage-
ment, at its Shenzhen headquarter, where he was responsible for the management
of Huawei seven global accounting centres with total headcounts of about 1,200.
Prior to joining Huawei, he was the Accounting Controller of IBM Asia Pacific Regional
Accounting Centre located in Kuala Lumpur; a position that plays dual roles as Chief
Accountant for the countries located in Asia Pacific region and the head of IBM Asia
Pacific Accounting shared services centre of around 400 staffs.
Wai Yip has over 32 years of experience in various finance disciplines, of which 22
years in various management positions, including accounting, financial management,
financial planning, treasury, business financing and business development.
YAP WAI YIP
Chief Financial Officer
Supun Weerasinghe has been the Managing Directorand Chief Executive Officer since
January 2014.
Prior to joining Robi, Supun served as the Group Chief Strategy Officer (GCSO) of the Axiata
Group. As the GCSO, he also functioned as the Head of Network Transformation Strategic
Business Unit under which he provided leadership to Group Technology, Carrier Collaboration
and Axiata Intelligence Unit (previously Axiata Management Services).
Supun was the Group Chief Operating Officer (GCOO) of Dialog Axiata Plc, (Dialog) Sri Lanka’s
leading quad-play connectivity provider before he was assigned to Axiata Group in 2013. He
started his career in Telecommunications at Dialog in 1999 and held multiple roles such as
Head of Strategy, CEO of Mobile Business before being appointed as the GCOO in 2010.
Supun is a fellow member of the Chartered Institute of Management Accountants, UK and
holds a Bachelor of Science (First Class Honours) in Accountancy and Financial Management
from the University of Sri Jayewardenepura, Sri Lanka. He also has an MBA (Distinction) from
the University of Western Sydney, Australia and is an alumnus of the Harvard Business School.
SUPUN WEERASINGHE

With the mission of advancing Bangladesh, we are committed to
ignite the power within by empowering individuals to explore
their potentials and make a diﬀerence by enriching their lives.
In the process, we can contribute to creating a better society which in turn can help us sustain our business.
We also ignite to endorse a culture of “Uncompromising Integrity and Exceptional Performance (UI-EP)” that
drives us towards exceeding our own achievements, thus paving our way towards a continuous improvement
process.
OUR SUSTAINABILITY
COMMITMENTS
SUSTAINABILITY IN ROBI
TOP MATERIALITY ISSUES AND COMMITMENTS
BEYOND
COMMITMENT TO
NURTURING
COMMITMENT TO
PEOPLE
SHORT-TERM PROFITS
PROCESS
COMMITMENT TO
PLANET
COMMITMENT TO
AND SOCIETY
EXCELLENCE
18

SHORT-TERM
COMMITMENT TO BEYOND
PROFITS
2015
20 billion
invested to expand
3.5G and 2G networks
2014
BDT20.9 billion
invested to expand
3.5G and 2G networks
13,389 BTS 11,227 BTS
8,643 sites43% 3.5G sites
65%
of total BTS in rural areas
64%
of total BTS in rural areas
7,109 sites
34% 3.5G sites
BDT
19

BEYOND COMMERCIAL
MOTIVATION
GSMA Humanitarian Connectivity Charter
The Axiata Group has signed up to the Humanitarian
Connectivity Charter launched by GSMA (Groupe
Speciale Mobile Association), the apex association of
global mobile phone operators, at the Mobile World
Congress in Barcelona in March 2015. With Axiata Group
as a founding signatory to this charter, Robi is now the
first and only mobile network operator in Bangladesh to
have committed to the charter. However, any relevant
activity shall be carried out in line with the company and
country context.
Over the last decade, 1.8 billion people have been affected
by disasters around the world. The challenges posed by
these crises are too large for any single entity to address
individually, and the key solution is to ensure collaboration
and partnership both within the industry and with external
partners. In this context, the charter offers a common
operational framework for all mobile network operators
(MNOs) to:
a) Strengthen preparedness, collaboration and
resiliency
b) Support subscribers and equip responders to face the
growing challenges presented by natural disasters
and other humanitarian emergencies
c) Ensure a more predictable response to people’s
needs during times of disasters, which is critical from
both sustainability and business perspectives
In partnership with Facebook, Robi has introduced free
basic internet platform “Free Basics”, to create access for
more people across the country to basic internet
connectivity. The platform provides Robi users access to
22 popular websites for free.
LONG-TERM INVESTMENT
Robi’s core commitment is to ensure the best mobile
experience for our growing subscriber base through
excellent network, fast internet, and superior customer
service. To this end, we have invested in deploying GSM,
GPRS, EDGE, HSPA+ and 3G technologies, and are
steering our efforts to bring in more people under our
network coverage and enhanced service quality.
Since its inception, Axiata Group has invested BDT 32.4
billion in the form of equity in Bangladesh. Our CAPEX
investment till date is BDT 162.3 billion.
In 2015, Robi’s main focus was on promoting data
services. Propelled by significant investment in data
network expansion, especially in 3.5G connectivity, data
revenue witnessed an unprecedented growth of 79.4%
with yearly data usage growth of over 200%.
Free Basics
20
Robi
HUMANITARIAN
CONNECTIVITY
CHARTER
DEMONSTRATING THE MOBILE
INDUSTRY COMMITMENT TO
PREPARING FOR AND
RESPONDING TO HUMANITARIAN
CRISES
free basics
by

21
Advancing Cricket
Cricket has become the most popular sport in Bangladesh. Since the late-‘90s, this sport
has exceeded from being just a game to a passion and a source of inspiration for millions
across the country. It has been a prestigious achievement for Robi to be the sponsor of
the National Cricket Team for a period of two years since 2015.
This association has paved the way for future investments by Robi for the overall development of this game,
providing platforms for capable players from all corners of the country to unleash their potential, and help them
with necessary coaching and mentoring to transform them into the best talents in the ﬁeld. In 2015, we
launched a countrywide ‘Robi Fast Bowler Hunt’ campaign to ﬁnd the next generation of fast bowlers for the
national team.
The ‘Odommo Jersey Contest’ was another popular campaign in 2015 that allowed cricket fans to design the
jersey of the national team and submit them online. The winner was selected through online public voting and
had the opportunity to get the national team wear the jersey with pride. Later, the ‘Fan Jersey Recharge
Campaign’ allowed Robi subscribers to avail the National Cricket Team’s fan jersey on recharging certain
amounts.
Robi’s association with the Bangladesh Cricket Board includes a long-term development plan for the game
itself. Our aim is to ignite the nation with the indomitable spirit of cricket and bring the national team closer to
people’s heart.

DIGITAL INCLUSION
With the objective of boosting the country’s
technology through digital inclusion and
response to changing consumer preference from
voice to data, Robi in recent years has focused
on ‘Digital Inclusion’ i.e., offering innovative
services using digital platforms and enabling
people to make the best use of these services.
These services have connected people from all
walks of life and created access to financial
services, online payment options, e-learning
platforms, social networking sites etc., using
mobile phones – thus greatly enhancing their
quality of life.
bdapps.com
Launched in December 2014, bdapps.com is a unique mobile
application platform allowing people to create his/her own
mobile applications, and sell it to local users through this
platform.
Consumer Solutions
Internet Plus
Internet Plus was introduced to ensure subscrib-
ers’ convenience by not having to activate sepa-
rate bundles for internet, talk time and/or SMS.
Recharge Plus
Recharge Plus was launched as an alternative
digital platform consisting of online portals, OTT
applications, international recharge, and local
recharge through Mobile Financial Systems.
Recharge Plus is contributing as an additional
source of income for Robi through the expanding
recharge market. With its presence in 19 coun-
tries, it is also contributing to the economy of
Bangladesh in terms of inbound remittance
through the digital ecosystem.
Share
evsjv‡`‡k GB cÖ_g
iwe wb‡q G‡jv
ShareMyNet
This unique feature enables customers to share internet with their
dear ones while saving cost at the same time. Subscribers
activating the ShareMyNet data packs at the offered tariff have
flexibilities to manage the sharing feature. There is no expense
whatsoever to the data sharing group members excluding
principal users for enjoying the data quantity shared with them.
Moreover, any member can enjoy the option to accept/reject
the offer of data sharing.
1,000developers from
More than
989 apps in store
12universities
and more than
The long-term objective of this platform is to
develop entrepreneurs in the ICT sector by
offering them a sustainable source of income,
and thus contribute to the government’s vision
of a “Digital Bangladesh”.
and thus contribute to the government’s vision
22

With Mobile Money, we have enabled Robi subscribers to
be connected to key Mobile Financial Service (MFS)
providers since 2012.
Robi Bima Mobile Insurance
A life insurance policy with cumulative life insurance
coverage offered for free to registered Robi pre-paid
subscribers.
Robi is the pioneer to have introduced this service for all
Robi and non-Robi users alike, who are now able to pay
their bills from any of the 8,000 authorised “RobiCash
Points”.
In 2015, we also secured the right to collect bills on behalf
of the Chittagong Water Supply and Sewerage Authority.
Mobile Money
Currently about
0.44 million
BPDB customers are using Robi Cash Points
to pay their bills, amounting to around
BDT 350 millionper month.
Robi3.5G
Utility Bill Payment through Mobile
A platform for the clients of Bangladesh Power
Development Board (BPDB) across:
registered subscribers as of
December 2015.
Launched in July 2012
there are close to
6.9
37 districts
6 billing regions: Chittagong, Rajshahi,
Mymensingh, Comilla, Sylhet
and Rangpur
BDT 500 millionper day.
At present
around
6.7 million
Robi subscribers are registered to MFS
with a cumulative transaction volume
of over
million
23
Mobile Connect
This unique feature offers the subscribers a highly
convenient method to access any e-commerce,
e-government, banking, health, and digital entertainment
portal that supports this service, by simply using their
Robi number in a secure and convenient manner, instead
of having to remember multiple login names and
passwords. Robi was also one of the very few operators
globally and the only one from Bangladesh to have
successfully demonstrated Mobile Connect in the 2015
Mobile World Congress held in Barcelona, Spain.
The benefits of Mobile Connect are vast. For users, the
most important benefit is security – as it creates a unique
digital identity accessible only by the subscriber, and the
same identify can be used to access multiple portals. For
telecom operators, it established the SIM card and the
mobile medium as a frontline identity management
service provider.
bdtickets.com
bdtickets.com is a safe and reliable portal to purchase
e-tickets by mobile phones for travelling by bus and
launch, and for movies – anywhere, anytime. It not only
offers the convenience of purchasing and receiving
tickets online, but also offers exclusive features such as
checking seat availability, selecting preferred seats, and
instant purchasing.
More than
1,200customers
600+routes
more than 20 premium bus services across

Free Access to
Internet
Robi was the first mobile network operator in
Bangladesh to introduce Facebook’s free internet
platform ‘Internet.org’. The platform provides Robi
users access to 22 popular websites for free. Following
the launch of this platform, around five million mobile
phone subscribers started using free internet in three
months.
In a country with mobile internet penetration as low as
37%, the partnership between Robi and Facebook has
the potential to connect more people and help them
explore uses of mobile internet for education,
healthcare services, government services, information
gathering and knowledge sharing, etc. Robi believes
that this platform will allow people to get acquainted
with an enhanced digital lifestyle.
Internet.org is a partnership between social
networking services company Facebook and six
companies that plan to bring affordable access to
selected internet services to less developed countries
by increasing efficiency, and facilitating the
development of new business models around the
provision of internet access. Bangladesh was the 10th
country in the world to have launched this. In
September 2015, the app delivering this service was
renamed ‘Free Basics’.
Mobi Reach
A mobile advertising platform allowing businesses, mainly
small and medium enterprises (SMEs) to develop and
deploy target-specific mobile advertising campaigns.
Vehicle Tracking Solution (VTS)
A complete tracking solution for vehicles in Bangladesh,
currently available only for private cars. In a country
where on an average eight vehicles are stolen in a single
day, VTS is a revolutionary solution in terms of ensuring
vehicle security.
i-moved
An intelligent voice call routing and interactive call
transfer mechanism allowing Robi users to inform all
incoming callers regarding a change in number. This
service facilitated migration from off net numbers to Robi
numbers, thus ensuring corporate customer retention.
BoardPAC
BOARDPAC - developed by IronOne Technologies is a
solution that allows board members and secretaries to
manage company board meetings in a secure paperless
environment with the use of iPads. Board members can
access BOARDPAC directly and in a secure and organised
manner in their devices. The platform has been enabled to
make quick decisions through a collaborative approach.
BOARDPAC is powered by Robi Axiata’s data
communication solution. It delivers high security and high
speeds to the large enterprise sectors of Bangladesh
through Robi’s 3.5G connectivity services and expanding
nationwide network coverage.
To learn more, visit: www.boardpac.co
Enterprise Solutions
24

COMMITMENT TO
NURTURING
PEOPLE
2015
1,438employees
2014
1,429employees
58,740
hours of total training
44,161
hours of total training
BDT 56.9 millioninvested in people development
BDT 64 million
invested in people development
25

Robi4You
We invite students from different universities to our
corporate office to spend a day with us.
Students from American International University of
Bangladesh, North South University, Institute of Business
Administration – Dhaka University, Asian University for
Women, Ahsanullah University of Science and Technol-
ogy, Islamic University of Technology & Khulna University
of Engineering and Technology participated in these
seven sessions.
Talent Management
In line with our parent company’s vision of “Advancing
Asia” through a talent pipeline, we put utmost importance
on Talent Management. Our employees are encompassed
by different talent management initiatives from the day
they join Robi.
In 2015 we have organised a total of 58,740 hours of
training for 1,457 employees. We have also developed a
number of in-house trainers which helped us in reducing
the total investment for talent development from BDT 64
million to BDT 59.6 million in 2015 with an increment in the
total hours of training.
NURTURING FUTURE LEADERS
Robi provides extensive opportunities to its employees
for developing their capacity at professional and personal
levels. Employees are offered training programmes and
workshops, in-house knowledge sharing, coaching and
mentoring, on-the-job projects and assignments, and
talent management initiatives throughout the year.
Performance, reward and compensation packages are
managed meticulously to ensure high employee engage-
ment and level of satisfaction.
Career Carnival
Career Carnival is a unique campus-recruitment initiative by
our HR team to reach out to students across different
universities, and bring the right candidates on board.
Through these events, we introduce our business model and
expectations, and offer career counselling to prospective
and fresh graduates thus help them gain perspectives of
corporate culture and employer expectations.
4Career Carnivals in 2015 in
North South University, Rajshahi University,
Chittagong University and Khulna University
of Science & Technology
Robi Accelerated Development
Programme
for developing middle and first-line
managers
RADP
137
Young Talent Programme
for potential fresh graduates to
become future leaders
YTP
8
GADP
18
Group Accelerated
Development Programme
for developing senior leaders – a
platform driven by the Axiata Group
and operated at each OpCo level
100%
employees covered by
Performance Management System
in 2015
7Robi4You programmes
in 2015
26

DIVERSITY AND EQUAL
OPPORTUNITY
We have a culture of diversity, equality and inclusiveness
to ensure a dynamic workplace that endorses our
creativity and innovation. We do not exercise any form of
discrimination based on age, gender, race, religion, cultural
and/or ethnic backgrounds. We have employees from five
nationalities, and from different parts of the country. With
diverse educational, social and cultural backgrounds, each
employee brings in unique perspectives and skills to
respond to the ever-changing needs of the industry.
CONDUCIVE WORK
ENVIRONMENT
Occupational Health and Safety
In 2015, we put utmost priority on occupational health
and safety. Fire and electricity checks were conducted
across all Robi premises and earthquake and fire evacua-
tion drills were organised regularly for Robi employees
under the supervision of our Floor Marshals.
Internal and/or external Fire and Electrical Safety Audits
conducted in 2015:
Grievance and Whistle-blowing
We maintain an open-door policy for our employees to
freely raise issues regarding any acts of discrimination
against any individual(s), and/or violation of company
values. In 2015, we have appointed an Ombudsperson* to
handle any unethical act or act of discrimination in Robi.
We have in place a rigid whistle-blowing policy and all our
new joiners go through an orientation session on each of
our policies.
UI-EP CULTURE
UI-EP – ‘Uncompromising Integrity’ and ‘Exceptional
Performance’ are the two distinct values that define
Axiata Group culture – guiding all employees to do the
right thing and fulfill the expectations of stakeholders
through service excellence, creativity, teamwork and
customer-centricity.
‘Axiata Values Workshops’ are conducted on a regular
basis to integrate this UI-EP culture across the Group –
upholding the highest standards of ethical conduct,
honesty, integrity, fairness and accountability in manag-
ing our employees, customers, suppliers, and the wider
stakeholders.
In 2015, we recognised
7%
higher internal placements
than 2014
Axiata Champions
6
individual champions for
guiding principles
41
team champions for
guiding principles
9
350
talents and
30%
of them are fresh graduates
In 2015, we have recruited
27
3
Warehouses
11
Regional
Offices
33
Core Sites
25
Customer
Walk-in-Centres
* contact details of the ombudsperson can be found in page 30

To ensure a healthy lifestyle and the wellbeing of our
employees, we arranged regular awareness sessions on
healthy living and prevention of diseases, in collaboration
with renowned hospitals, doctors and healthcare
providers.
We also organised training on ‘Safe Driving’ and ‘Hygiene’
for our drivers, office assistants and transport vendors
(including vendors’ drivers).
Employee Engagement
Robi engages with its employees through an ‘Employee
Engagement Survey (EES)’ carried out by an independent
third-party agency. Views of the employees and percep-
tions are collected on a number of issues and the key
findings are shared with top management to guide future
strategies and actions.
r hive
R-HIVE
Axiata HR functions are aligning their strategies and
activities towards creating a digitally rooted culture,
reliance on analytics and key skills that will drive the
workforce of the future in the telco of the future. One
such initiative was the employee engagement app
developed by Robi Axiata called ‘r-hive’.
r-hive is a direct outcome of this process and a step
towards becoming the telco of the future. The objective
of the team was to bring services that can also be
procured through purchase of ‘off-the-shelf solutions’ of
major ERP/ HRIS providers such as SAP, Oracle or
workday which are solely focused on services. The team
also focused on building a holistic environment that not
only provides employees provisioned to avail services
but at the core, empowers them through transparency
in information sharing.
The team has built a platform that will ensure high levels
of information sharing while keeping in mind the need to
be able to sustain the intensity of data flow by
minimising human activities. They have explored
interesting new perspectives of looking at these people
objectives and by deploying innovative applications of
IT coupled with a simple and user friendly UI experience
intended to make Robi employees more digitally
connected and engaged.
The r-hive app will provide the team with office news,
online HR services, company content, official documents
and guidelines, KPI/project performance metrics,
product information, communication channels, survey
materials, social media, news feeds, etc. In the next
phase of deployment which is already ongoing, there
will be carpooling services, increased top management
engagement and awareness using augmented reality,
automation of training experience, performance
management mid-term review, gamification of different
wellness and reward programmes for shaping employee
behaviour, etc.
r-hive is a proprietary solution of Robi and Axiata that
will also provide as a standalone revenue-generating
solution for corporate houses locally in 2016.
89%
EEI score at company level,
which is 4% higher than
Global High Performing Companies
80
participants in First Aid training for
drivers, office assistants, floor marshals
and other staff
Our transport vendors (17)
have trained
315drivers (100%) on safe
driving
100%
employee participation
in EES in 2015
Our Recreation Centre provides free access for Robi
employees and their families to the gymnasium and
swimming pool. Besides, Robi has its own Day Care Centre
to ensure a safe environment for young children (ageing six
months to six years) of Robi employees during office hours.
28
Over

COMMITMENT TO
PROCESS
EXCELLENCE
2014
of new suppliers were screened
using criteria for
impacts on society
and environment
reduction in
non-local purchases
%
37
2015
of total purchases
from local suppliers
%
74
of total purchases
from local suppliers
%
65
of new suppliers were screened
using criteria for
impacts on society
and environment
%
85 %
80
29

SUPPLIER MANAGEMENT
Supplier Code of Conduct
Robi’s Supplier Code of Conduct forms the basis of our
relationship with the suppliers of goods and services. The
Code of Conduct guides the suppliers on best practices and
their responsibilities towards their stakeholders and the
environment. We also comply with the Group Supplier Code
of Conduct that requires zero presence of child labour in our
suppliers’ operations, as well as the operations of their
sub-contractors, if any.
Supplier Conduct Principle
All Robi suppliers are enlisted through a proper screening
process, and till date, Robi has signed over 550 contracts
that include the Supplier Conduct Principle.
Supplier Monitoring
Robi has a rigorous complaint handling process in place for
any violation of the codes. Non-compliances are monitored
and addressed by the Group Procurement team, and
material breaches may even lead to termination of contract
by Robi.
Moreover, our Supply Chain Management team regularly
conducts HSSE (Health, Safety, Security and Environmental)
visits of its suppliers to ensure these issues are properly
complied with.
Local Supplier Development
Robi puts a strong emphasis on local procurement and
accordingly invests in local supplier development initiatives.
Supplier Conduct Principle
• Respect for basic human rights of employees
• Prohibition of child labour
• Health and safety of employees
• Prohibition of corruption and bribery
• Environmental protection
• Confidential information and privacy
• Laws, rules and regulations and other legal
requirements
Under supplier awareness programmes, we organised
several trainings for our vendors and our employees on
ethical code of conduct, whistle-blowing policy,
sustainable development and procurement practices,
e-procurement practices, green supply chain
management, etc. We always ensure that our suppliers
sign the “Supplier Relationship Declaration Form” and our
employees sign the “Employee Relationship Declaration
Form” in applicable RFQs to make sure of fair, equal and
transparent business practices across the organisation.
We also ensure that potential bidders sign the NDA (Non
Disclosure Agreement) for major and significant cases.
We also had several workshops (notably Procurement
Procedure Awareness, RFQ Process Case Study,
Supplier Enlistment Process, RFQ and Documentation
Process) conducted to ensure compliance and integrity
in all procurement activities, procedures and
transactions. We have introduced a check list for HSSE
to ensure both regulatory compliance and high
standards of integrity among the suppliers. Basic
warehouse safety trainings were arranged for transport
and carrying suppliers to prevent safety challenges for
the people working in the warehouse. We also arranged
earthquake awareness and fire-drill sessions for
third-party suppliers of logistics and warehouse.
Supplier Development in 2015:
6Transport Vendors
17Fleet Operation Vendors
4Courier Service Vendors
30
We are introducing
strategic vendor relationship
management initiatives whereby
vendors will be categorised
based on their strategic values to
Robi’s long-term operations, and
accordingly relationship
management parameters will be
developed for different
types of vendors.

Robi leverages on the international expertise of Axiata and
NTT DoCoMo for its voice and data services, ensuring best
quality network and high-speed connectivity while
complying with applicable laws and regulations for network
development and deployment.
NETWORK IMPROVEMENTS
Robi’s network deployment activities are carried out by
edotco Bangladesh Co. Limited, a subsidiary of the edotco
Group – an integrated telecommunications infrastructure
services company providing end-to-end solutions in the
tower services sector including co-locations, built-to-suit,
energy, transmission and operations and maintenance
(O&M).
We prioritise
our responsibility
towards the
environment when
identifying and
selecting network
sites and deploying
BTSs
Chart Title
Year
3.9
3.8
3.7
3.6
3.5
3.4
3.3
SatisfactionLevel
201520142013
Our total number of BTS as of 2015
13,389
out of which
65%
are in rural areas
Ombudsperson Contact Details
Ethics Office at Robi Axiata Limited
Ethics Officer : Muhammad Dawud Saifullah Fadullah
Telephone : Ethics Officer (+88 01833181513)
Email : ethics@robi.com.bd
Ombudsperson
Name : Waliur Rahman Bhuiyan OBE
Email : walibhuiyan.obe@gmail.com
Whistleblowing Hotline
Telephone : Ethics Hotline (+88 01847 200400)
Email : wisel@robiethics.com
Web portal : www.in.kpmg.com/ethicshelpline/robi
Post : GPO Box No. 6042
31
Supplier Satisfaction Survey
The Supplier Satisfaction Survey, conducted on a scale of 5,
shows year-on-year improvement of suppliers’ level of
satisfaction with Robi. Our suppliers have also ranked Robi
as Number One when compared to other telecom operators
in the country in terms of overall working experience.
GOOD GOVERNANCE
We are committed to the highest standards of corporate
governance to maximise stakeholders’ values. The Axiata
Group has active representation of Axiata Board members
and/or Axiata Senior Management on the Robi Board.
Our Board of Directors plays an active role to ensure the
company’s governance practices and frameworks are
relevant and able to meet company objectives. They
acknowledge that whilst it is important for Robi to continue
delivering sustainable performance benefitting
stakeholders, it is also imperative to ensure the best
corporate governance practices at all times.
We abide by the following major statutory obligations:
• The Companies (Bangladesh) Act, 1994
• The Bangladesh Telecommunication Act 2001
• Information and Communication Technology
Act, 2006
• The Finance Act, 2011
As a company that upholds strong ethics and code of
conduct, we comply with all the relevant laws of the country
and maintain transparency in all our operations. Half-yearly
activity reports are submitted to Bangladesh Telecommuni-
cation Regulatory Commission (BTRC) and Quarterly
Business Updates (QBUs) are conducted in the presence of
the press.
We maintain an open-door policy for our employees to
freely raise issues regarding any acts of discrimination
against any individual(s), and/or violation of company
values. In 2015, we have appointed an Ombudsperson to
handle any unethical act or act of discrimination in Robi.
We have in place a rigid whistle-blowing policy and all our
new joiners go through an orientation session on each of
our policies.

We follow the best global practices for asset and network
modernisation, outsourcing, managed services and
shared services, undersea cable consortiums, hosted
solutions, service quality management, and centralised
network operations, to ensure operational efficiency and
excellence throughout.
Customer Care Service
Our major focus is to provide end-to-end solutions to our
customers. Last year, we took our services at their door-
steps using motorcycles and caravans. We introduced
mini Walk-in-Centres which are exclusive touch-points for
Robi customers to avail our services.
Improved Customer Experience
We invested in roll out of state-of-the-art techniques to
manage customer relations better. We introduced an
Advanced Queue Management System and enhanced the
features of the IVR system. We also launched digital
service channels and apps like web-chat, web-care and
Robi e-care. The capacity enhancement of our inbound
call centre helped us stand out in various customer
experience parameters and significantly improve service
NPS over major competitors.
We have a unique approach to engage our employees,
especially those involved in support functions and do not
have direct communication with the customers, under
‘Listen2Customers’ programme to gain first-hand insight
into their perception about Robi products and services,
and accordingly provide improvement suggestions. The
objective is to improve customer service and experience
through employee engagement.
71Robi Sheba Centres
47New centres deployed in 2015
5Experience Centres with special zones
for women, senior citizens and
corporate/high value clients
CUSTOMER AT THE CENTRE
“Customer at the Centre” is one of the three guiding
principles that we believe in while working for Robi. We
are a customer centric company and we have made
extensive investments in improving customer service
standards, resources and personnel in the recent years.
We provide simple, flexible and affordable connectivity to
all our customers. Our various voice and data packages,
messaging services and diverse value-added services
(VASs) match the unique requirements of both urban and
rural subscribers.
Network Coverage
(by population):
OUTDOOR
2G
3G
Robi
31%
INDOOR
16%
OUTDOOR
99%
INDOOR
82%
In 2015
we have invested
BDT 20 billion
for expansion of 3.5G and
2G network
50%
of all employees participate in
‘Listen2Customers’ every month
32
RobiRobi

improvements in 2015
12%
IMPROVEMENT IN
IVR CONVERSION
48%
IMPROVEMENT IN ROBI
SHEBA CENTRE
SERVICE LEVEL
65%
REDUCTION IN
AVERAGE WAIT TIME
AT CALL CENTRES
75%
REDUCTION IN AVERAGE
WAIT TIME AT ROBI SHEBA
CENTRES
50%
REDUCTION IN
COMPLAINTS
PER 100,000
CUSTOMERS
26%
IMPROVEMENT IN
INBOUND CALL CENTRE
SERVICE LEVEL
Customer Experience
Parameters
33

Joyeeta
A special package designed for workers in the Readymade Garments sector. The package proved to be a
major success for the Enterprise Business team as it received tremendous response from workers due to its
lucrative pricing propositions.
Our garments sector is second only to China’s in size and employs about four million people, mainly women.
The sector accounts for nearly four-fifths of the country’s exports and contributes more than 10 per cent GDP
of our country.
Dhonnobad Programme
Dhonnobad programme was the best example of customer-centric initiatives in
2015. We believe that each and every customer deserves something more,
regardless of the amount spent by them and/or their engagement with Robi. All
our subscribers depending on their category under the programme can avail
attractive deals.
Robi becomes world’s
#1 “Most Socially Devoted Brand”
Robi has been declared as the #1 “Most Socially Devoted Brand” in the world in Q3,
2015 across all categories – thus becoming the first-ever Bangladeshi brand to hold
this prestigious position among all global brands. Previously, Robi held this position in
2014 in the telecom category only.
Socialbakers, a globally renowned online analytics publishing company, made the
declaration based on a number of indicators related to fan-base engagement such as
responding to online queries, response time and response rate. Robi’s response time has been a staggering
99.2 percent, despite having a fan-base that is five times larger than that of many other top-ranked socially
devoted brands. On an average, we spent just 11 minutes to respond to each query from customers and fans
in the most effective manner.
Socially Devoted brands understand the shifting paradigm of customer care, and they are aware that the
most responsive and dynamic audiences are on social media. Hence this achievement is testament to Robi’s
commitment in upholding its guiding principle of always keeping “Customer at the Centre”.
34

COMMITMENT TO
2015
102,646
tonnes of GHG Emission
(Scope 1 + Scope 2)
2014
108,747
tonnes of GHG Emission
(Scope 1 + Scope 2)
1,046,893
giga joules of energy saved
4,812
giga joules of energy saved
BDT 445.1 million
total contribution towards
the society including contribution
towards the Social Obligation Fund (SOF)
BDT 432.7 million
total contribution towards
the society including contribution
towards the Social Obligation Fund (SOF)
35

Our core business is to provide mobile data and voice
services. To contribute to less C02 emission, we are
gradually rolling out green power solutions for our BTSs
and this has been a priority in our annual CAPEX planning.
The implementation of a battery refurbishment project
also ensures the optimum use of natural resources. We
have introduced a smaller SIM card pouch that remark-
ably reduced use of plastics.
We have also launched a number of green supported VAS
and apps including m-money, balance transfer, recharge
through ATM booths, e-care solution, and utility bill payment
services through mobile phone, etc. contributing to reduce
the need of physical movement of customers and paper
usage.
Robi has specific plans to use less power at office premises.
Office air conditioning is shut down after evening to show
our further emphasis on green practices. Automated fleet
management and virtual meeting facilities are examples of
better utilisation of digital systems to limit movement and
ensure less energy consumption.
GOING GREEN
Our green vision is – “dialing for a sustainable future”. As a
responsible mobile phone operator, we are committed to
environmentally sustainable business practices through
responsible use of resources. Our effort exerts to minimise
our environmental footprint by reducing energy
consumption, waste generation, and carbon emissions
from our business operations.
We formed an internal Green Committee to lead our
green initiatives. We have automated key HR processes
through r-hive and launched an e-approval system to
reduce the use of paper. The Green Committee launched
an internal e-waste campaign for employees to get rid of
their old and unusable mobile phones, mouse and
batteries appropriately. We have also replaced plastic
water bottles with reusable water bottles for all
employees. Our open office culture and use of energy
efficient lights, including LED, also reflects on our
commitment to a green office culture.
In 2015, we have reused
We have reduced our
GHG emission by
13.72%
than that of 2014
In 2015, we have screened
85%
of our new suppliers using
environmental criteria
5,045
battery cells; each of the cells
weighed around 28 kg
27tonnes of printed
circuit board
710tonnes of e-waste
36

edotco Bangladesh
edotco Group is the first regional tower services provider in Asia, providing
end-to-end solutions in the tower services sector ranging from co-locations,
built-to-suits, energy and transmission to operations and maintenance (O&M)
of both passive and active infrastructure, in a responsible and sustainable
manner for the customers, employees, communities and nations that it
serves.
edotco Group is steadfast in expanding possibilities via cost-efficient telecommunications infrastructure by
enabling competitive access for the industry and connectivity for communities. With a regional portfolio of
over 16,000 towers managed and operated across Malaysia, Sri Lanka, Bangladesh, Cambodia and Myanmar,
edotco strives to deliver outstanding performance in telecommunications infrastructure services and
solutions.
Established in June 2013 edotco Bangladesh Co. Ltd is a subsidiary of the edotco Group. The objective of
edotco is to provide communications infrastructure services to customers and to be the one stop centre for
telecommunication sites and bandwidth services in the country.
GREEN
INITIATIVES
77,,7,77,7 500500sites nationwidePRODUCT OFFERINGS
Ground
based sites
Rooftop
towers
In-building
solutions (IBS)
Cellular-on-
wheel (COW)
Custom
built sites
Solar
energy
enabling connectivity
Automatic
Solar Tracker
79% higher power
generation
over traditional
Wind Turbine
Energy OPEX
saving – 20% DG
Carbon Tower
Faster site
readiness
OPERATIONAL UPGRADE
Solar system deployment
Energy OPEX saving - 40% DG
Li-io deployment
Energy OPEX saving
20% DG
IVS deployment
energy efficiency: 71% cooling
energy cost reduction
37

CORPORATE RESPONSIBILITY
Our Corporate Responsibility strategy is very linked with our business – using technology to transform people’s lives.
We strongly focus on ICT Education to improve digital competence and inclusion of people, particularly youth groups,
and we are keen to provide technology-based solutions to provide better healthcare and environmental management.
Robi’s CR efforts are focused in three areas:
1
2
3
E-learning
Facilitating curriculum-based education
Digital literacy programme
Improving ICT literacy
Empowering youth
Alternative capacity building for income generation
Awareness campaign
Awareness building on environmental issues
Go green
Minimising carbon footprint
Build a nation of healthy citizens
Safe Water, Disaster Response,
M-health delivery channels
ICT EDUCATION
ENVIRONMENT
HEALTH
1
2
3
38
Gori Nijer Bhobishhot
A flagship project of Robi through which we are
developing technical capacity and creating employment
opportunities for 500 underprivileged youth in Chittagong
The 15-month training is provided on Mobile Servicing,
Electronics, and Industrial Sewing Machine Operation (ISO)
for the RMG sector. The training is being carried out by
UCEP (Underprivileged Children’s Educational Programme)
Bangladesh, and they are also responsible for technical
assessment, certification and job placement of the
trainees across relevant industries. Priority is given to
female trainees, especially in Electronics and ISO trainings.
96% Pass rate in
Batch 1

While
84%
of the 160 million population
are mobile subscribers, only
Bangladesh is yet to get on this bandwagon. The
relatively lower level of internet penetration is
attributable to a number of challenges, namely very low
awareness and interest about various uses of internet,
data charges and expensive data enabled devices and
lack of adequate contents in Bangla. However, this also
presents significant opportunities for the telecom
operators to benefit from this changing consumer
dynamics – shift from voice to data.
Recognising the fact that growth in internet penetration
is the key to realising our quest for a Digital Bangladesh,
Robi is poised to take maximum benefit with its
innovative products and service solutions, long-term
investments and technology-driven CR initiatives.
32%
are mobile internet users.*
*Source: Bangladesh Telecommunication Regulatory Commission (BTRC)
published data in their website, as of December 2015
Robi
With technology-driven changes in the telecom sector,
mobile handsets, especially smartphones, are fast
becoming an integral part of our everyday life. To support
this shift and enable users to have better experiences
with our products and services, Robi is developing
much-needed trained people in the mobile servicing
sector to establish a strong value chain and support the
surge of smartphone usage.
Championing the Data Era
According to a report of the
International Telecommunication Union
3.2
billion
people will be using internet by the end of
2016 – nearly half of the global population.
Out of this, about
2 billion
users will be from the developing world.
To ensure customer engagement and satisfaction under
this changing scenario, telecom operators globally are
heavily investing in data-driven operations.
39

Free Platform
Robi was the first mobile phone operator in Bangladesh to
introduce the free internet platform “Internet.org”, in
association with Facebook. The platform provides Robi
users access to 22 popular websites for free, without
incurring any data charge for contents. Following the
launch of this platform, around 5 million mobile phone
subscribers started using free internet within a period of
three months.
Internet4U
In today’s digital era, internet is fast becoming an integral
part of our everyday life. It has the power to open up
opportunities and transform lives. With this philosophy in
mind, Robi launched its “Internet4Youth” campaign, an
interactive session with the youth focused on diverse and
proper uses of internet as a tool for learning and
self-development, a platform for creating employment
opportunities and for improving quality of life. Very
recently, the campaign was rebranded as “Internet4U”,
expanding its scope to people from all walks of life.
A capacity development session was arranged for telco
journalists in Q4 2015, presenting to them the evolution of
technologies and resulting opportunities that will shape
the future of communication, particularly the telecommu-
nications sector.
To create more access points we have set up Internet
Corners across the seven divisional public libraries of
Dhaka, Chittagong, Sylhet, Rajshahi, Rangpur, Khulna and
Barisal and some major press clubs benefitting journalists.
Robi is also providing free Wi-Fi connectivity across all
residential halls of residence and student buses of Dhaka
University. We have also set up an e-library in the business
faculty of Dhaka University, connecting the students with 35
internationally renowned universities and publication
houses.
Products like Recharge Plus, ShareMyNet, etc. have
provided very flexible and convenient options for data
purchase and data package sharing by Robi users.
At present,
43%
of
8,643sites are 3.5G sites, while
65%
of our BTS sites are in rural areas.
We provide
more than
5,000
hours of free internet to
16,000+
users every year
Enhanced Connectivity and Customer
Convenience
Robi has invested significantly to bring more and more
people under its 3.5G network.
Internet4U
40

englishinschools
“englisinschools” is an English language learning initiative
jointly conducted by Robi and The Daily Star since 2009,
targeting English language teachers and students across
100 secondary schools in Chittagong, Rajshahi, Khulna
and Sylhet.
A dedicated content page was published every Monday
and distributed across these schools. In addition,
teachers’ training sessions were conducted to facilitate
classroom teaching processes.
Safe Water, Healthy Life
We have provided safe drinking water facilities across
seven major railway stations in Dhaka (Kamlapur and
Airport), Chittagong, Sylhet, Rajshahi, Khulna and
Mymensingh for free to railway passengers and visitors.
The plants were set up in association with Bangladesh
Railway, and with technical support from WaterAid, a
leading UK-based non-profit organisation working to
improve access to safe water, sanitation and hygiene.
Disaster Response
Robi was the first corporate house to respond to the flash
flood situations in Bandarban, Cox’s Bazaar and Ramu in
2015.
Beach Clean-up at Cox’s Bazaar
Robi has taken up the responsibility of beach clean-up in
Cox’s Bazaar, an initiative benefitting millions of tourists
while playing a significant role in raising awareness among
people regarding their responsibilities for a cleaner and
greener environment.
In partnership with Bangladesh
Army, Robi distributed
5,000
packs of relief items to
20,000+
affected people
4,000+
people in the off-grid areas of
Kurigram and Naikhonchhari, by
installing solar home systems across
950households
Under Robir Alo, we have provided
electricity access to
Robir Alo
5,000
30,000+
railway passengers and visitors everyday
litres of safe drinking water to
200English Language Teachers and
300,000+
students benefitted
41
Robi is proud to support the United
Nations declared Sustainability
Development Goals (SDGs) and will do
its part to create awareness of these
Global Goals.

Over the last few years, Bangladesh has shown strong signs of growth with GDP expanding by 6.5 per cent in 2015. Its
growth momentum umcoupled with a national commitment to reach middle income status by 2021 has accelerated
pro-growth policies, which have resulted in a substantial decline in poverty leading to increased life expectancy, literacy
and disposable income.
Robi is the ﬁrst operator in Bangladesh to introduce GPRS, drawing from the international expertise of Axiata and NTT
DoCoMo to support its voice and internet oﬀerings such as EDGE, 2G, GPRS, 3.5G and others.
Since its inception in Bangladesh, Axiata Group has invested BDT 32.4 billion in the form of equity. Our CAPEX investment
till date is BDT 162.3 billion.
In 2015 Robi was recognised by Axiata Group Berhad for its
contribution towards development of the ICT sector in
Bangladesh. The company was conferred the National
Contribution award 2015 at the Axiata Senior Leadership
Forum held recently.
INVESTMENTS IN 2015
CAPEX + OPEX
US$ 678
million
Every
US$ 1
spent on
CAPEX and OPEX
US$ 1.3
In GDP Contribution
Translated
to
Contribution to GDP
0.5%
(USD 1.1 billion)
$
$
Economic Contribution
Robi has a subscriber base of approximately 28.3 million
and network coverage in 84 per cent of Bangladesh’s
populated areas. Total operating expenditure for 2015
totaled USD 422 million, while Robi’s CAPEX spending
came up to USD 256 million making Axiata one of the
leading foreign investors in the country. Approximately
74 per cent of Robi’s procurements in 2015 were done
through local suppliers.
In 2015, Robi’s operations contributed USD 1,071 million
to the country’s economy, representing 0.5 per cent of
GDP.
15%
27%
25%
33%
Operational direct
value added
Operational indirect and
induced value added
Productivity
Value added by
capital investment
NATIONAL CONTRIBUTION
42

Social Contribution
In 2015, Robi’s operations in Bangladesh supported the
employment of more than 120,000 people through
direct and indirect means. Out of this, 1,824 employees
were directly employed by Robi.
Robi is also committed to a robust corporate social
responsibility framework which puts social advancement
through community empowerment and environmental
upkeep at the forefront. Its main focus areas regarding
corporate responsibility include ICT Education,
Environment and Health.
34%
2%
63%
1%
Operational direct
employment
Operational indirect and
induced employment
Outsourced
Total employment impact
by capital investment
20
In 2015, we
invested
for expansion of
3.5G & 2G network
17.2
contributed to
National Exchequer
in 2015
BDT billion
to BTRC’s Social
Obligation Fund (SOF)
between 2011-15
Contributed
85of our
new suppliers
are screened in terms
of basic human
rights
%
In 2015
120,898
jobs were supported
by Robi
Procurement from
local vendors
74%
BDT billion
million1,341.9BDT
43

AXIATA GROUP BERHAD
Axiata Group Berhad is one of the largest Asian telecommunications groups in Asia with over 260
million customers.
The Group’s mobile subsidiaries and associates operate under the brand name “Robi” in
Bangladesh, “Celcom” in Malaysia, “XL” in Indonesia, “Dialog” in Sri Lanka, “Smart” in Cambodia, and
‘‘Ncell’’ in Nepal with strategic interests in “Idea” in India and “M1” in Singapore. Added to this, the
Group has established a communications infrastructure solutions and services company called
“edotco”.
The Group provides employment to over 25,000 people across Asia.
Axiata’s vision is to be a regional champion by 2015 by piecing together the best throughout the
region in terms of connectivity, technology and talent, uniting them towards a single goal:
Advancing Asia.
www.axiata.com
44

The Axiata Group is making a concerted effort to create a strong and cohesive group-wide
corporate responsibility identity for all Axiata companies. By adopting this approach, the
Group is aligning the efforts of its Operating Companies (OpCos) in the South Asian and South
East Asian regions by incorporating a shared sustainability identity structured in three
corporate responsibility areas:
• Disaster Management and Response: Adopt proactive measures to improve network
resilience and responsiveness in order to facilitate connectivity before, during and after
the disaster.
• Young Talent Development: Identify and support the growth of talented youth in the
OpCo countries and ensure identified young talents achieve their potential as future
corporate leaders.
• Green Initiatives: Establish acceptable standards in terms of systems and processes to
ensure the most effective environmentally-friendly operational practices are used in the
Group’s network, infrastructure and office locations.
2015 Highlights
Sustainability Core Projects
While these areas will be discussed collectively as Axiata Group’s Corporate
Responsibility initiatives, each OpCo including Robi will carry out its
sustainability projects independently based on individual company’s
materiality and sustainability context.
RM 2.6 billion
USD0.7 billion
RM 56.5 billion
USD13.2 billion
~275 million
~25,000
REVENUE
MARKET
CAP
PAT
SUBSCRIBERS
EMPLOYEES
COUNTRIES 9
RM 19.9 billion
USD5.1 billion
45

46
APPENDICES
LIST OF ABBREVIATIONS
ATM Automated Teller Machine
BCM Business Continuity Management
BDT Bangladeshi Taka
BPDB Bangladesh Power Development Board
BOC Bangladesh Oxygen Company
BRAC Bangladesh Rural Advancement Committee
BTRC Bangladesh Telecommunication Regulatory Commission
BTS Base Transceiver Station
CAPEX Capital Expenditure
CEO Chief Executive Officer
CFO Chief Financial Officer
CO2 Carbon Dioxide
CR Corporate Responsibility
CRM Customer Relationship Management
CTO Chief Technology Officer
DS Digital Services
DC Direct Current
EIS englishinschools
EEI Employee Engagement Index
EES Employee Engagement Survey
EMF Electromagnetic Field
ERC Emergency Response Committee
ERP Enterprise Resource Planning
ERM Enterprise Risk Management
GADP Group Accelerated Development Programme
GDP Gross Domestic Production
GHG Greenhouse Gas
GJ Gigajoule
GRI Global Reporting Initiative
GPRS General Packet Radio Service
GSM Global System for Mobile communications
GTM Go-to-Market
GSMA GSM Association: An association of mobile operators and related companies devoted to
supporting the standardisation, deployment and promotion of the GSM mobile system.
H&S Health and Safety
HR Human Resources
HRD Human Resource Development
HRIS Human Resources Information System
HSDPA High-Speed Downlink Packet Access
HSPA High Speed Packet Access
HSSE Health Safety Security and Environment
ICT Information and Communications Technology
ISO International Organisation for Standardisation
IT Information Technology
IVR Interactive Voice Response
KPIs Key Performance Indicators
Kbps Kilobit per second
LED Light-Emitting Diode
Mbps Megabit per second
MFS Mobile Financial Services

47
NBR National Board of Revenue
NDA Non Disclosure Agreement
NPS Net Promoter Score
NSN Nokia-Siemens Networks
OBE Order of the British Empire
OpCos Operating Companies
OPEX Operating Expense
OTT Over-The-Top Content
PAT Proﬁt after Tax
PWC PricewaterhouseCoopers
QBUs Quarterly Business Updates
RADP Robi Accelerated Development Programme
RCO Robi Corporate Oﬀice
RFQ Request for Quotation
RMG Readymade Garments
RM Malaysian Ringgit
SAP SAP SE (Systems, Application and Products in data processing) is a German based multinational
software corporation with over 293, 500 customers in 190 countries
SDG Sustainable Development Goals
SMEs Small and Medium Enterprises
SMS Short Message System
SOF Social Obligation Fund
SBU Strategic Business Unit
TM Telekom Malaysia
UI.EP Uncompromising Integrity. Exceptional Performance
UK United Kingdom
USD United States Dollar
VAS Value Added Services
VTS Vehicle Tracking Solutions
VP Vice President

48
DATA IN NUMBERS
Aspect Indicator Detail Data
Market Presence
Market Presence
Procurement
Practices
Energy
Emission
Employment
EC05
EC06
EC09
EN3
EN5
EN6
EN15
EN16
EN18
EN19
LA01
LA03
Ratios of standard entry level wage vs
local minimum wage
Proportion of senior management
from local country
Percentage Local
Percentage Foreign
Direct Energy Consumption
Indirect Energy Consumption
Energy Intensity
Energy Saved
Scope 1 GHG - GHG from Fuel
Scope 2 GHG - GHG from Grid
GHG eﬀiciency
Reduction of GHG
Employees by Gender
Joining Robi - By Gender
Joining Robi - By Age Group
Leaving Robi - By Gender
Leaving Robi - By Age Group
Employees who took maternity/paternity leave
during the year
Employees returning to work after
maternity/paternity
Retention rate of employees who took
maternity/paternity leave the year before
Male
Female
%
%
%
GJ
GJ
GJ
Tonnes
Tonnes
Tonnes
Male
Female
Total
Employees
Male
Female
<20
20-29
30-39
40-49
50-59
> 60
Male
Female
<20
20-29
30-39
40-49
50-59
> 60
Male
Female
Male
Female
41:135
28%
74
26
231,541.63
498,553.71
1,046,893
13770.65658
155922801.1
332
1287
151
1438
264
36
0
153
126
18
3
0
258
15
0
45
134
82
10
2
105
4
105
4
N/A

49
Health & Safety
LA05 Health & safety representation
Health & safety information
Injuries (Workforce)
Lost time accident (LTA)
Fatalities
Average Training hours per employee
Employees receiving Performance Review
98
LA06
Number 0
Rate 0
Number 1
Number 0
Training LA09
Male 14.33
Female 12.7
Male 100%
Female 100%

wWwRUvjvB‡Rk‡bi GB hy‡M wek¦Ry‡o mgvR I gvby‡li †UKmB
Dbœqb wbwðZ Ki‡Z AMÖYx f~wgKv cvjb Ki‡Q †Uwj‡hvMv‡hvM
wkí| evsjv‡`‡k iwe Zvi g~j †Kv¤úvwb AvwRqvUv MÖæ‡ci wfkb
ÔA¨vWfvwÝs GwkqvÕ†K ev¯Í‡e cwiYZ Kivi j‡ÿ¨ KvR K‡i
hv‡”Q| GRb¨ Rbmvavi‡Yi ÿgZvq‡bi j‡ÿ¨ †miv †bUIqvK©
Kfv‡iR Ges mvkÖqx g~‡j¨ gvbm¤§Z †mev cÖ`vb Ki‡Q iwe|
GB mvdj¨gwÛZ c_Pjv Ae¨vnZ ivL‡Z cÖ‡qvRb GKwU
mvsMVwbK KvVv‡gv hv `„p K‡cv©‡iU mykvmb, A_©‰bwZK mÿgZv,
cwi‡ekMZ gvb Ges mvgvwRK mgZv wbwðZ Kivi gva¨‡g
eëmvq Ôw¯’wZkxjZvÕ wbwðZ Ki‡e|
†`ke¨vcx iweÕi †bUIqvK© Kfv‡iR, AZ¨vaywbK cÖhyw³Õi
eënvi, D™¢vebx cY¨ I †mev wRwRUvj Rxebavivi we¯Ívi Ges
MÖvnK mš‘wó AR©‡b iweÕi `„p Ae¯’vb‡K Zz‡j a‡i| Avi G
mvd‡jï †cQ‡b i‡q‡Q kw³kvjx K‡cv©‡iU mykvmb I SzuwK
eë¯’vcbv †KŠkj, ¯^”Q Kg©‡KŠkj I eëmvwqK cwiKíbv, `ÿ
gvbe m¤ú` I Av‡cvlnxb mZZvi PP©v|
evsjv‡`k RvZxq wµ‡KU `‡ji c„ô‡cvlK nIqvi ci GKwU
RvZxq eª¨vÛ wn‡m‡e iweÕi gh©v`v Av‡iv mgybœZ n‡q‡Q| K‡cv©‡iU
`vqe×Zv Kg©m~wPi AvIZvq Rbmvavi‡Yi `ÿZv e„w× I
Rxebgv‡bi Dbœq‡bi j‡ÿ¨ KvR K‡i hvIqvq B‡Zvg‡a¨ eª¨vÛ
wn‡m‡e MYgvby‡li g‡b VuvB K‡i wb‡q‡Q iwe| Uvbv Pvi eQi a‡i
ÔAvwRqvUv †e÷ wccj g¨v‡bR‡g›U A¨vIqvW©Õ Ges AvwRqvUvi
me †Kv¤úvwbi g‡a¨ Ô†e÷ b¨vkbvj Kw›UªweDkb A¨vIqvW©Õ
AR©b g~jZ †`k‡K GwM‡q wb‡q †h‡Z RbM‡Yi ÿgZvq‡b
iweÕi A½xKv‡iiB cÖwZdjb| AZ¨vaywbK cÖhyw³wfwËK
mjy¨k‡bi gva¨‡g RbM‡Yi Rxeb e`‡j †`qvi A½xKvi wb‡q
iwe miKv‡ii wWwRUvj evsjv‡`k wewbgv©‡Yi ¯^cœ‡K GwM‡q wb‡Z
Zvrch©c~Y© f~wgKv cvjb Ki‡Q|
†`‡ki †Uwj‡hvMv‡hvM evRv‡i Ab¨Zg †gvevBj †dvb Acv‡iUi
wn‡m‡e iweÕi cÖwZôvq G welq¸‡jv wKfv‡e KvR K‡i‡Q Zv
wØZxq mvm‡UB‡bwewjwU wi‡cv‡U© cÖKvwkZ n‡q‡Q| G †_‡K ¯úó
†evSv hvq †h, iweÕi eë¯’vcbv †UKmB eëmvwqK Dbœqb Ges
wewb‡qvMKvix‡ì Av¯’v AR©b‡K cÖvavb¨ †`q| iwe‡K AvR‡Ki
Ae¯’v‡b wb‡q Avmvi Rb¨ Avwg Gi cy‡iv wUg‡K RvbvB AvšÍwiK
Awfb›`b Ges Avwg wek¦vm Kwi, MÖvnK‡ì Pvwn`v I cÖ‡qvR‡bi
mv‡_ mvgÄm¨ †i‡L G AMÖhvÎv Ae¨vnZ _vK‡e|
Zvb kÖx Mv¾vjx †kL Avãyj Lvwj`
†Pqvig¨vb
†Pqvig¨v‡bi evZ©v

evsjv‡`‡k AvR RxebhvÎvi gv‡bvbœqb NU‡Q, Rxebhvc‡bi bZzb bZzb w`K Dc‡fvM Ki‡Q gvbyl, RxebhvÎvi aiY wb‡q fve‡Q
Ges mv‡_ mv‡_ Av‡iv GwM‡q hvIqvi ¯^cœ †`L‡Qb Zviv| DbœwZi GB avivq Avgv‡ì MÖvnK‡ì AZ¨vaywbK †hvMv‡hvM cÖhyw³ †mev
cÖ`v‡bi cvkvcvwk †`kxq Dbœq‡b mn‡hvMx nIqv Ges evsjv‡`k‡K Av‡iv GwM‡q wb‡q †h‡Z cvivUv mwZ¨B Avb‡›ì|
†gvevBj wkí †h Avgv‡ì mgvR cwieZ©‡b g~L¨ f~wgKv cvjb Ki‡e Zv w`b w`b Av‡iv my¯úó n‡q DV‡Q| wKš‘ GB hvÎvq mdjZvB
†Kej Avgv‡ì jÿ¨ bq| Gi mv‡_ Avgv‡ì MÖvnK‡ì Rxeb‡K Av‡iv mg„× Ki‡Z Ges Avgv‡ì D‡`¨v³v‡ì Av‡iv GwM‡q wb‡Z
bZzb bZzb cY¨ I †mevi Rb¨ cÖ‡qvRb my`ÿ gvbe m¤ú`| iwe‡Z Avš—R©vwZK gv‡bi Dbœqb c`‡¶c MÖnY K‡i Avgiv Avgv‡ì
wbR¯^ GKwU `¶ gvbem¤ú` ˆZwi K‡iwQ Avi Gi d‡j Avgv‡ì mn‡hvMxivI MÖvn‡Ki nv‡Z me©vaywbK †mev I cY¨wU †cuŠ‡Q w`‡Z
cÖ¯—yZ| †h‡nZz MÖvnKiv cÖhyw³‡K Zv‡ì Rxe‡b ¯^vMZ Rvwb‡q‡Q, ZvB Zv‡ì cÖ‡qvRb Abyhvqx bZzb bZzb Advi Avb‡Q iwe| D`vniY
wn‡m‡e ejv hvq, iweÕi wewWG¨vcm WUKg ev iwe B‡qvÛvi wgDwRK ev wewWwU‡KUm WUKg †mev Avgv‡ì MÖvnK‡ì ‡miv wWwRUvj
G·‡cwi‡qÝ w`‡Z cÖ¯—yZ hv cÖgvY K‡i †h †gvevBj †mevi mv‡_ wWwRUvj mvwf©m hy³ n‡j A_©‰bwZK MwZkxjZvi cvkvcvwk Rxebh-
vÎvi gvb mnR n‡q I‡V|
†gvevBj †Uwj‡hvMv‡hvM wkí `ªæZ weKwkZ n‡”Q| G wkí‡K Avgiv D™¢vebx cY¨ I †mevi gva¨‡g Av‡iv GwM‡q wb‡q †h‡Z AvMÖnx| GRb¨
Avgiv `xN©‡gqvw` cwiKíbv MÖnY K‡i mvg‡bi w`b¸‡jvi Rb¨ cÖ¯‘wZ wbw”Q| ZvB ¯^í‡gqvw` myweavi w`‡K bv ZvwK‡q Avgiv ïay †`‡ki
Avbv‡P-Kvbv‡P B›Uvi‡bU †mev †cuŠ‡Q †`qvB bq, †dmey‡Ki wd« †ewmK‡mi gva¨‡g Rxebgvb Dbœq‡b †gvevBj †dv‡bi m‡e©vËg
eënvi wbwðZ K‡iwQ| `yf©vMëkZ wWwRUvj Rxebavivi myweav ïaygvÎ AMÖmi wKQz gvby‡li nv‡ZB i‡q‡Q| GKwU m‡PZb eª¨vÛ
wn‡m‡e iwe wWwRUvj weªR ¯’vc‡bi gva¨‡g cÖvwšÍK Rb‡Mvôx‡K Gi mv‡_ ms‡hvM Kiv‡K P¨v‡j‡Äi cwie‡Z© GKwU my‡hvM wn‡m‡e wb‡q
Mwe©Z| †m †cÖÿvc‡U n¨vÛ‡m‡Ui `v‡gi mxgve×Zv KvwU‡q DV‡Z Avgiv †`kxq I AvšÍR©vwZK wewfbœ eª¨v‡Ûi mv‡_ Askx`vwi‡Z¡i
wfwË‡Z mvkÖqx g~‡j¨ ¯§vU©‡dvb ev‡Ûj Advi cÖ`vb KiwQ| †`‡ki kxl©¯’vbxq B›Uvi‡bU I cÖhyw³ mieivnKvix cÖwZôvb¸‡jvi mv‡_
Pzw³i wfwË‡Z Avgv‡ì †`kRy‡o M‡o Zz‡jwQ me©e„nr IqvB-dvB †bUIqvK©| AvMvgx Qq gv‡mi g‡a¨ †i‡¯Íviuv, MYcwienY I wkÿv
cÖwZôvbmn †`ke¨vcx 1 nvRviwU ¯’v‡b webvg~‡j¨ iwe IqvB-dvB †mev MÖnY Kiv hv‡e| GQvovI iwe XvKv wek¦we`¨vj‡q ¯’vwcZ
B-jvB‡eªwii Mwe©Z c„ô‡cvlK, hv we‡k¦i 35wU weL¨vZ wek¦we`¨vjq I AvšÍ©RvwZK cÖKvkbvi mv‡_ mshy³| GLvb †_‡K wkÿv_©x I
wkÿKiv webvg~‡j¨ B-eyK, weÁvb mvgwqKx I M‡elYvcÎ cv‡Vi my‡hvM cv‡”Qb| G QvovI †`‡ki A_©‰bwZK AMÖMwZi Rb¨ †`ke¨vcx
iweÕi †gvevBj wdb¨vwÝqvj †mevwU mnvqK f~wgKv cvjb Ki‡Q|
Ab¨w`‡K iwe †dmeyK d¨vb †cBR 50 jvL d¨v‡bi gvBj‡÷vb ¯úk© K‡i‡Q, hv wWwRUvj Kvh©µ‡g iweÕi m¤ú„³Zvi ¯úó
cÖwZdjb| †mvk¨vj GbvwjwUKm cvewjwks †Kv¤úvwb †mvk¨vj‡eKvim 2015 mv‡ji Z…Zxq cÖvwšÍ‡K iweÕ†K †miv †mvk¨vwj †W‡fv‡UW
eª¨vÛ wn‡m‡e †NvlYv w`‡q‡Q hv g~jZ G AR©‡bi AvbyôvwbK ¯^xK…wZ|
iweÕi K‡c©v‡iU †imcwÝwewjwU Kg©m~wP¸‡jv ‡KejgvÎ mvgvwRK `vqe×Zvi Rb¨ bq, cwiPvwjZ nq mgv‡Ri †UKmB Dbœq‡bi
j‡ÿ¨| Gi d‡j mvgvwRK `vqe×Zv‡K Avgiv wfbœfv‡e cwiPvwjZ Ki‡Z cviwQ| iweÕi B›Uvi‡bU di BDÕi g‡Zv D‡`¨vM ZiæY‡ì
g‡a¨ B›Uvi‡b‡Ui MVbg~jK eënv‡ii Dci m‡PZbZv e„w× Ki‡Q| GQvov myweavewÂZ ZiæY‡ì m¤¢vebvgq fwel¨‡Zi Rb¨ ÔMwo
wb‡Ri fwel¨rÕ Kg©m~wPi AvIZvq cÖwkÿY cÖ`vb KiwQ Avgiv| Avevi mgv‡Ri cÖwZ `vwqZ¡‡eva †_‡K †bcv‡ji fqven f‚wgK¤ú
Ges 2015 mv‡j n¾¡ `yN©Ubvi mgq Avgv‡ì MÖvnK‡ì AvšÍR©vwZK AvDU‡Mvwqs Kj wd« K‡i w`‡qwQj iwe ‡hb Zviv Gme †`‡k
Ae¯’vbiZ Zv‡ì ¯^Rb‡ì ‡LvuR wb‡Z cv‡ib|
iweÕi AmvaviY Ae`vb‡K ¯^xK…wZ w`‡q‡Q Gi g~j †Kv¤úvwb AvwRqvUv MÖæc evinv`, 2015 mv‡ji Ôb¨vkbvj Kw›UªweDkb G¨vIqvW©Õ
cÖ`vb K‡i| iwe †h miKv‡ii wWwRUvj evsjv‡`k wewbgv©‡Yi A½xKv‡ii c~i‡Yi Rb¨ GK‡hv‡M KvR Ki‡Q G cyi¯‹vi ZviB ¯^xK…wZ|
evsjv‡`k RvZxq wµ‡KU `‡ji mv‡_ GK‡hv‡M KvR K‡i hvIqvq RvZxq eª¨vÛ wn‡m‡e Avgv‡ì fveg~wZ© Av‡iv D¾¡j n‡q‡Q|
UvBMvi‡ì A`g¨ kw³ Ges jvL jvL wµ‡KU‡cÖgx‡ì fvjevmv I AbyivM Avgv‡ì wWwRUvj †Uwj‡hvMv‡hvM †mev cÖ`v‡bi kx‡l©
_vKvi Aby‡cÖiYv Ges evsjv‡`‡k‡K GwM‡q †bqvi cÖZ¨q hywM‡q‡Q|
mycyb exivwms‡n
g¨v‡bwRs wW‡i±i I wmBI
g¨v‡bwRs wW‡i±i I
wmBIÕi evZv©

MZ K‡qK eQi a‡i evsjv‡`‡k Dbœq‡bi D‡jøL‡hvM¨ jÿY¸‡jv †`Lv n‡”Q| 2015 mv‡j evsjv‡`‡ki wRwWwc e„w× †c‡q‡Q 6 `kwgK 5 kZvsk|
2021 mv‡j evsjv‡`k‡K ga¨ Av‡qi †`‡k wb‡q hvIqvi RvZxq A½xKvi cÖe„w×i bxwZgvjv‡K Av‡iv Zivwš^Z K‡i‡Q, hvi d‡j `vwi`ª¨ D‡jøL‡hvM¨
nv‡i K‡g wM‡q gvby‡li Avqy, ¯^vÿiZv Ges evowZ Avq e„w× †c‡q‡Q|
evsjv‡`‡k iweB cÖ_g Acv‡iUi hviv f‡qm Kj I Ab¨vb¨ B›Uvi‡bU Adv‡i mn‡hvwMZv Ki‡Z wRwcAviGm wb‡q G‡m‡Q, hv AvwRqvUv I GbwUwU
WK‡gvÕi AvšÍR©vwZK gv‡bi AwfÁZv †_‡K †bqv|
evsjv‡`‡k hvÎvi ïiæ‡Z AvwRqvUv MÖæc 32.4 wewjqb UvKv wewb‡qvM K‡i‡Q| GLb ch©šÍ Avgv‡ì g~jabx wewb‡qvM 162.3 wewjqb UvKv|
2015 mv‡j evsjv‡`‡ki Z_¨ I †hvMv‡hvM cÖhyw³ Lv‡Zi Dbœq‡b Ae`vb
ivLvi Rb¨ AvwRqvUv MÖæc evinv` iweÕ‡K m¤§vbbv w`‡q‡Q| m¤úªwZ AbywôZ
AvwRqvUv wmwbqi wjWviwkc †dviv‡g b¨vkbvj Kw›UªweDkb A¨vIqvW© 2015
cyi¯‹v‡i f~wlZ nq iwe|
A_©‰bwZK Ae`vb
evsjv‡`‡k iweÕi cÖvq 28.3 wgwjqb MÖvnK Ges 84 kZvsk
Rbeûj GjvKvq †bUIqvK© Kfv‡iR i‡q‡Q| 2015 mv‡j †gvU
cwiPvjbv LiP 422 wgwjqb gvwK©b Wjvi, †hLv‡b iweÕi g~jabx
e¨q 256 wgwjqb gvwK©b Wjvi hv AvwRqvUv‡K †`‡ki Ab¨Zg
ê‡`wkK wewb‡qvMKvix‡Z cwiYZ K‡i‡Q| 2015 mv‡ji iweÕi
cÖwKDi‡g‡›Ui 74 kZvsk n‡q‡Q ¯’vbxq mvcøvqvi‡ì gva¨‡g|
2015 mv‡j iwe †`‡ki A_©bxwZ‡Z 1 nvRvi 71 wgwjqb gvwK©b
Wjvi †hvM K‡i‡Q hv wRwWwci 0.5 kZvsk|
15
Acv‡ikbvj wW‡i±
f¨vjy A¨v‡WW
Acv‡ikbvj BbwW‡i±
f¨vjy A¨v‡WW
†cÖvWvw±wfwU
K¨vwcUvj Bb‡f÷‡g›U
`¦viv ms‡hvwRZ g~j¨
RvZxq ch©v‡q Ae`vb
%
%
%
33%
25
27
iæcvšÍwiZ nq
$
$ 0.5%
(BDGmwW 1.1 wewjqb)
wRwWwc‡Z Kw›UªweDkbBDGmwW
1.3
BDGmwW 1 wRwWwc Kw›UªweDk‡b
cÖwZ
K¨v‡c· + I‡c·-G
LiP Kiv
2015-Gi Bb‡f÷‡g›U
K¨v‡c· + I‡c·
BDGmwW 678
wgwjqb

mvgwRK Ae`vb
2015 mv‡j evsjv‡`‡k iweÕi Kvh©µ‡g cÖZ¨ÿ Ges c‡ivÿfv‡e
1 jÿ 20 nvRvi gvby‡li Kg©ms¯’vb n‡q‡Q| Gi g‡a¨ 1 nvRvi
824 Rb‡K iwe mivmwi wb‡qvM w`‡q‡Q|
GQvovI iwe GKwU mg„× K‡cv©‡iU mvgvwRK `vqe×Zv †g‡b Pjvq
A½xKvie× hv Rbmvavi‡Yi ÿgZvqb Ges cwi‡ekMZ
fvimvg¨‡K m‡ev©”P ¸iæZ¡ †`qvi gva¨‡g mvgvwRK myweav cÖ`vb
K‡i| Gi AvIZvq cÖavb mvgvwRK Kv‡Ri †ÿÎ¸‡jv n‡jv Z_¨
I †hvMv‡hvM cÖhyw³ wkÿv, cwi‡ek I ¯^v¯’¨|
Acv‡ikbvj wW‡i±
Ggcøq‡g›U
Acv‡ikbvj BbwW‡i±
Ggcøq‡g›U
AvDU‡mvm©W
†gvU Ggcøq‡g‡›Ui Dci
K¨vwcUvj Bb‡f÷‡g‡›Ui cÖfve
20wewjqb UvKv
wewb‡qvM K‡iwQ
2015 mv‡j ivóªxq
†KvlvMv‡i Ae`vb
85
$
$
w¯Œb Kiv nq †gŠwjK
gvbevwaKv‡ii
cwi‡cÖwÿ‡Z
%
17.2%
1,341.9
2015 mv‡j 3.5wR Ges
2wR †bUIqvK©
we¯Ív‡i Avgiv
Avgv‡ì bZzb mvcøvqvi‡ì
2%
1%
34%
63%
120,898
74% Kg©ms¯’v‡bi eë¯’v K‡i
†Z iwe2015¯’vbxq mvcøvqv‡ii
KvQ †_‡K cÖwKDi‡g›U
2011 †_‡K 2015 mvj ch©šÍ
mg‡q wewUAviwmÕi
mvgvwRK `vqe×Zv Znwe‡j
UvKv cÖ`vb K‡i‡Q iwe

Advancing Bangladesh - Robi Sustainability Report 2015

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Advancing Bangladesh - Robi Sustainability Report 2015

Similar to Advancing Bangladesh - Robi Sustainability Report 2015 (20)

Recently uploaded

Recently uploaded (20)

Advancing Bangladesh - Robi Sustainability Report 2015