YEARBOOK2015

YEARBOOK2015

His Majesty SultanQaboos bin Said

His Majesty SultanQaboos bin Said

Lamis Al DhabouniCorporate KPI - Department Head

Khadija Al KindiProposition Manager - Mass Market

Stephanie SelierLegal Counsel

Vivendra De Silva Department Head - Business MarketingCommunications

Rashid Al NaamaniDepartment Head - Billing Operations

Tariq Al AdyBilling & Collection Project Manager & Business Analyst

Sami Al HarrasiDepartment Head - Special Projects

Ahmed Al KhuzairiManager - Investor Relations

Manal Al KiyumiDepartment Head - CSR

Amira Al GhallabiSpecialist Campaigns - High Value

Hussein Al Fadhil Manager of Events and projects

Strategy and Transformation

Consumer Marketing

Legal & Regulatory

Branding & Communication

Business Marketing

Billing & Collection

Finance

Dr. Ibrahim Ahmed al KindiAbdullah Salim al ShueiliSamuel KuttyFatma Al GheilaniPrem VargheseIrine Mariam RajuKaren Jane Stephen

Abdul Aziz al Shukaili

Ali Jawish

CEO

Editor in Chief

EditorBusiness Development Department

Photographer

Design

OEPPA

ExCo

Contributors:

Kumail Al Moosawi

Chief People and Corporate AffairsOfficer

Government Relations & Corporate Affairs

Human Resources

Raed DawoodDirector - Government Relations & Corporate Affairs

Ayesha Al ShoilyDepartment Head Special Projects

Emily ShotterDepartment Head - Public Relations and Internal Communications

Kaltham Al HarrasiSpecialist - Public Realtions and Internal Communications

Reem Al WahaibiTrainer

Saleh Al AsmiSpecialist - People Experience

Sabra Al AlawiDepartment Head - Customer Care Support

Mohammed Al HadhramiDepartment Head - Business Care Center

Turki Al FarsiTeam Leader

Stephane BertonDepartment Head - Customer Experience Office

Dalia Al HassaniSection Head - Radio Solutions Planning

Rawan Al BawabSenior - Radio Planner

Anfal Al ZadjaliSenior Analyst - IT IN

Sayyed Tabrez AliExpert IT Security & Compliance

Fatma Al BalushiEngineer - Network Solution

Nasser Al RiyamiDepartment Head - Data Centres Design & Implementation

Cledion PaulSection Head - 2G Optimisation

Unni KrishnanDepartment Head - Own Stores

Customer Care Support

Consumer Sales

Technology

Lamis Al DhabouniCorporate KPI - Department Head

Khadija Al KindiProposition Manager - Mass Market

Stephanie SelierLegal Counsel

Vivendra De Silva Department Head - Business MarketingCommunications

Rashid Al NaamaniDepartment Head - Billing Operations

Tariq Al AdyBilling & Collection Project Manager & Business Analyst

Sami Al HarrasiDepartment Head - Special Projects

Ahmed Al KhuzairiManager - Investor Relations

Manal Al KiyumiDepartment Head - CSR

Amira Al GhallabiSpecialist Campaigns - High Value

Hussein Al Fadhil Manager of Events and projects

Strategy and Transformation

Consumer Marketing

Legal & Regulatory

Branding & Communication

Business Marketing

Billing & Collection

Finance

Dr. Ibrahim Ahmed al KindiAbdullah Salim al ShueiliSamuel KuttyFatma Al GheilaniPrem VargheseIrine Mariam RajuKaren Jane Stephen

Abdul Aziz al Shukaili

Ali Jawish

CEO

Editor in Chief

EditorBusiness Development Department

Photographer

Design

OEPPA

ExCo

Contributors:

Kumail Al Moosawi

Chief People and Corporate AffairsOfficer

Government Relations & Corporate Affairs

Human Resources

Raed DawoodDirector - Government Relations & Corporate Affairs

Ayesha Al ShoilyDepartment Head Special Projects

Emily ShotterDepartment Head - Public Relations and Internal Communications

Kaltham Al HarrasiSpecialist - Public Realtions and Internal Communications

Reem Al WahaibiTrainer

Saleh Al AsmiSpecialist - People Experience

Sabra Al AlawiDepartment Head - Customer Care Support

Mohammed Al HadhramiDepartment Head - Business Care Center

Turki Al FarsiTeam Leader

Stephane BertonDepartment Head - Customer Experience Office

Dalia Al HassaniSection Head - Radio Solutions Planning

Rawan Al BawabSenior - Radio Planner

Anfal Al ZadjaliSenior Analyst - IT IN

Sayyed Tabrez AliExpert IT Security & Compliance

Fatma Al BalushiEngineer - Network Solution

Nasser Al RiyamiDepartment Head - Data Centres Design & Implementation

Cledion PaulSection Head - 2G Optimisation

Unni KrishnanDepartment Head - Own Stores

Customer Care Support

Consumer Sales

Technology

Messagefrom the Chairman10

The Transition The Nawras To Ooredoo Story18

Board of Directors & Executive Management 14

Awards68

Photo Gallery 74

Forwordby the CEO12

Divisionsof Ooredoo22

8

Contents

Messagefrom the Chairman10

The Transition The Nawras To Ooredoo Story18

Board of Directors & Executive Management 14

Awards68

Photo Gallery 74

Forwordby the CEO12

Divisionsof Ooredoo22

8

Contents

11

Sayyid Amjad Mohamed Al BusaidiOoredoo Chairman

I m delighted to introduce the YEARBOOK for Ooredoo in Oman. This book covers our journey so far, from our launch back in 2005 to our All Hands meeting in 2015. It has truly been an exciting and eventful 10 years.

Our people are what have made all of this possible. Each of you has played a part in our success and outstanding moments and for that I congratulate and thank you all.

I look forward to similar books in the future, and on behalf of the Board of Directors, encourage you to maintain the level of enthusiasm, commitment and creativity that you have shown so far in helping to get our business to where it is today and to drive it forward into the future.

Message from the

Chairman

1110

11

Sayyid Amjad Mohamed Al BusaidiOoredoo Chairman

I m delighted to introduce the YEARBOOK for Ooredoo in Oman. This book covers our journey so far, from our launch back in 2005 to our All Hands meeting in 2015. It has truly been an exciting and eventful 10 years.

Our people are what have made all of this possible. Each of you has played a part in our success and outstanding moments and for that I congratulate and thank you all.

I look forward to similar books in the future, and on behalf of the Board of Directors, encourage you to maintain the level of enthusiasm, commitment and creativity that you have shown so far in helping to get our business to where it is today and to drive it forward into the future.

Message from the

Chairman

1110

131312

Forward by the

CEO

elcome to the rst Ooredoo YEARBOOK and a celebration of our rst 10 years. What a journey it has been and what a story we have to tell. We have captured

many memories and milestones in the Companys history and I hope this book will take many of you down memory lane, regardless of when you joined the Ooredoo family.

Just think how far we have come in the last decade. Our customers no longer rely on voice and SMS as a medium of communications. When we launched back in 2005 the most popular device on our network was the Nokia 1110 and all you could do with this phone was call and text--no Internet capabilities back then. Fast forward to today and 70 per cent of our customers own a smartphone, many of which have more powerful processors than the ones NASA used in their computers to put people on the moon. We are constantly connected to each other and the world around us and our reach seems almost limitless.

To keep up with the ever changing and fast-paced industry, you have delivered an impressive and long list of achievements and inspiring products and services that keep our customers at the forefront of technology. You are the driving force behind our success and potential. Today, as Ooredoo, we want to take communications in Oman to the next level, to inspire people and help them to achieve their goals and dreams. This includes each and every family member.

I hope you enjoy our YEARBOOK.

W

131312

Forward by the

CEO

elcome to the rst Ooredoo YEARBOOK and a celebration of our rst 10 years. What a journey it has been and what a story we have to tell. We have captured

many memories and milestones in the Companys history and I hope this book will take many of you down memory lane, regardless of when you joined the Ooredoo family.

Just think how far we have come in the last decade. Our customers no longer rely on voice and SMS as a medium of communications. When we launched back in 2005 the most popular device on our network was the Nokia 1110 and all you could do with this phone was call and text--no Internet capabilities back then. Fast forward to today and 70 per cent of our customers own a smartphone, many of which have more powerful processors than the ones NASA used in their computers to put people on the moon. We are constantly connected to each other and the world around us and our reach seems almost limitless.

To keep up with the ever changing and fast-paced industry, you have delivered an impressive and long list of achievements and inspiring products and services that keep our customers at the forefront of technology. You are the driving force behind our success and potential. Today, as Ooredoo, we want to take communications in Oman to the next level, to inspire people and help them to achieve their goals and dreams. This includes each and every family member.

I hope you enjoy our YEARBOOK.

W

15

Dr Shaikha Sultan Al JabirDirector

Mr Khalil Ibrahim Al EmadiDirector

Mr Said Faraj Al RabeeaDirector

Mr Ahmed Al NaamaDirector

Mr Mohamed Jassim Al-KuwariDirector

Sayyid Amjad Mohamed Al BusaidiChairman

Shaikh Saud Nasser Faleh Al ThaniVice-Chairman

Mr Ghassan Khamis Al HasharDirector

Mr Saif Al YazidiDirector

Dr Shaikha Sultan Al JabirDirector

14

Board of

Directors

15

Dr Shaikha Sultan Al JabirDirector

Mr Khalil Ibrahim Al EmadiDirector

Mr Said Faraj Al RabeeaDirector

Mr Ahmed Al NaamaDirector

Mr Mohamed Jassim Al-KuwariDirector

Sayyid Amjad Mohamed Al BusaidiChairman

Shaikh Saud Nasser Faleh Al ThaniVice-Chairman

Mr Ghassan Khamis Al HasharDirector

Mr Saif Al YazidiDirector

Dr Shaikha Sultan Al JabirDirector

14

Board of

Directors

Sutha SivaActing Chief Business Ofcer

17

Greg YoungChief Executive Ofcer

Kumail Al-Moosawi Chief People and Corporate Affairs Ofcer

James MaxwellChief Legal, Regulatory and Wholesale Ofcer

Wolfgang WemhoffChief Technology Ofcer

Jorgen LatteChief Financial Ofcer

Sh. Abdullah Issa Al RawahyChief Ofcer Alliances and Partnerships

Majid Al MarzooqiChief Corporate Governance Ofcer &

Company Secretary

Johan BuseChief Commercial Ofcer

Amaal Al LawatiChief Customer Experience Ofcer

16

Executive Management

Sutha SivaActing Chief Business Ofcer

17

Greg YoungChief Executive Ofcer

Kumail Al-Moosawi Chief People and Corporate Affairs Ofcer

James MaxwellChief Legal, Regulatory and Wholesale Ofcer

Wolfgang WemhoffChief Technology Ofcer

Jorgen LatteChief Financial Ofcer

Sh. Abdullah Issa Al RawahyChief Ofcer Alliances and Partnerships

Majid Al MarzooqiChief Corporate Governance Ofcer &

Company Secretary

Johan BuseChief Commercial Ofcer

Amaal Al LawatiChief Customer Experience Ofcer

16

Executive Management

The Transition from Nawras to Ooredoo

The Transition from Nawras to Ooredoo

20

The Trasition from Nawrasto Ooredoo

T he legacy Nawras brand in Oman transformed into Ooredoo at the end of October last year to align with a Group whose goal it was to become one of the worlds 20 largest communications providers by 2020.

The Nawras brand had been one of the most innovative and customer-focused of the Ooredoo Group and, in taking on the Ooredoo brand, the company is demonstrating the strength of its connection with its customers and its bold ambitions for the future.

While potentially shaking up the competition in the Sultanate, customers have already seen signicant benets and changes to their experience accompanying the brand transformation. Ooredoo has a robust network and a wide range of cutting edge products and services to enable digital lifestyles.

With the Ooredoo name present in Qatar, Algeria, Tunisia, Kuwait, the Maldives, Myanmar and now in the Sultanate, customers have already seen signicant benets and changes accompanying the brand transformation.

The Ooredoo Group operates in heavily youth-oriented markets characterised by a strong and rising demand for data services, and each operation has been able to share experiences and resources to fully meet the demands and needs of customers.

Since the Company began operating in 2005, ending the 50 per cent state-owned Omantels monopoly, it has managed to obtain 30 per cent of total telecoms revenues in the country, while attracting over 40 per cent market share of mobile customers.

Ooredoo Oman is presently working to take 3G to the remaining 2 per cent of the population and also plans to increase the availability and speed of xed broadband, which currently is underserved in Oman.

The industry is also looking further ahead with the advent of smart cities, where technology is integrated into an increasing number of areas such as communicating trafc ows and accidents to drivers and even monitoring air

quality.Rebranding to the internationally-recognised Ooredoo

brand is expected to create additional benets and potential for the Omani telecoms sector, both in terms of customers and in commercial negotiations. All companies that have so far rebranded have seen benets in terms of leveraging marketing and sponsorship deals as a Group, including the distinctive logo on the Paris Saint-Germain football shirts and in having football star Lionel Messi as the Groups global brand ambassador. Lionel Messi wears Ooredoo as a brand, but it does not just represent Ooredoo Oman or Ooredoo Kuwait or Ooredoo Tunisia, but Ooredoo as a Group. This brings benets to all of the Ooredoo companies and is just one benet of having a common brand name, brand image and identity. The others include being able to negotiate with large organisations for partnerships and collaborations and also, more importantly, leverage the knowledge and economies of scale to bring real benets to the customer.

The rebranding came with a big bang launch in Oman, where a VIP celebration was held in Muscat, attended by Shaikh Abdullah Bin Mohammed bin Saud al Thani, Chairman of Ooredoo Group; Dr Nasser Marah, Group CEO, Ooredoo; Greg Young, Ooredoo CEO in Oman; Ooredoo Oman Board members and a whole host of Omani dignitaries and senior business leaders.

On the occasion Shaikh Abdullah said: In taking on the Ooredoo brand, our Oman operation is embracing a new identity that will combine the best of our existing community-focused efforts in the Sultanate with our ongoing work to support human growth across our global footprint. Ooredoo today is fast becoming a global communications company that leverages its data leadership, international partnerships and world-class networks to offer an enhanced range of life-enriching services to its customers that enable them to pursue their ambitions and aspirations.

Bringing inspirationto the Omani telecoms sector

21

20

The Trasition from Nawrasto Ooredoo

T he legacy Nawras brand in Oman transformed into Ooredoo at the end of October last year to align with a Group whose goal it was to become one of the worlds 20 largest communications providers by 2020.

The Nawras brand had been one of the most innovative and customer-focused of the Ooredoo Group and, in taking on the Ooredoo brand, the company is demonstrating the strength of its connection with its customers and its bold ambitions for the future.

While potentially shaking up the competition in the Sultanate, customers have already seen signicant benets and changes to their experience accompanying the brand transformation. Ooredoo has a robust network and a wide range of cutting edge products and services to enable digital lifestyles.

With the Ooredoo name present in Qatar, Algeria, Tunisia, Kuwait, the Maldives, Myanmar and now in the Sultanate, customers have already seen signicant benets and changes accompanying the brand transformation.

The Ooredoo Group operates in heavily youth-oriented markets characterised by a strong and rising demand for data services, and each operation has been able to share experiences and resources to fully meet the demands and needs of customers.

Since the Company began operating in 2005, ending the 50 per cent state-owned Omantels monopoly, it has managed to obtain 30 per cent of total telecoms revenues in the country, while attracting over 40 per cent market share of mobile customers.

Ooredoo Oman is presently working to take 3G to the remaining 2 per cent of the population and also plans to increase the availability and speed of xed broadband, which currently is underserved in Oman.

The industry is also looking further ahead with the advent of smart cities, where technology is integrated into an increasing number of areas such as communicating trafc ows and accidents to drivers and even monitoring air

quality.Rebranding to the internationally-recognised Ooredoo

brand is expected to create additional benets and potential for the Omani telecoms sector, both in terms of customers and in commercial negotiations. All companies that have so far rebranded have seen benets in terms of leveraging marketing and sponsorship deals as a Group, including the distinctive logo on the Paris Saint-Germain football shirts and in having football star Lionel Messi as the Groups global brand ambassador. Lionel Messi wears Ooredoo as a brand, but it does not just represent Ooredoo Oman or Ooredoo Kuwait or Ooredoo Tunisia, but Ooredoo as a Group. This brings benets to all of the Ooredoo companies and is just one benet of having a common brand name, brand image and identity. The others include being able to negotiate with large organisations for partnerships and collaborations and also, more importantly, leverage the knowledge and economies of scale to bring real benets to the customer.

The rebranding came with a big bang launch in Oman, where a VIP celebration was held in Muscat, attended by Shaikh Abdullah Bin Mohammed bin Saud al Thani, Chairman of Ooredoo Group; Dr Nasser Marah, Group CEO, Ooredoo; Greg Young, Ooredoo CEO in Oman; Ooredoo Oman Board members and a whole host of Omani dignitaries and senior business leaders.

On the occasion Shaikh Abdullah said: In taking on the Ooredoo brand, our Oman operation is embracing a new identity that will combine the best of our existing community-focused efforts in the Sultanate with our ongoing work to support human growth across our global footprint. Ooredoo today is fast becoming a global communications company that leverages its data leadership, international partnerships and world-class networks to offer an enhanced range of life-enriching services to its customers that enable them to pursue their ambitions and aspirations.

Bringing inspirationto the Omani telecoms sector

21

Divisions

This rst Yearbook is a celebration and testament to the dedication and vision of each and every one of you; our Ooredoo family. I would like to thank you for your enormous contribution to our success.

his has been a year of signicant change and despite this, our business has grown, our brand has ourished and results are going from strength to strength. This is all down to your hard work and commitment. I am looking forward to seeing our family and business continue to grow. Our people are what drives our success into the future.

Kumail Al MoosawiChief People and Corporate Affairs Officer

Technology Capability Management Implementation & Infrastructure Information Security Management IT & Information Systems Technology

24

28

30

32

34

36

44

52

58

62

People & Corporate Affairs Government Relations & Corporate Affairs HR Facilities

Business

Strategy & Transformation

Consumer Branding and Communications Consumer Marketing Customer Value Management

Customer Experience Billing & Collection Customer Service

Consumer Sales

Finance

Internal Audit

Legal and Regulatory Legal & Regulatory Wholesale

Divisions

This rst Yearbook is a celebration and testament to the dedication and vision of each and every one of you; our Ooredoo family. I would like to thank you for your enormous contribution to our success.

his has been a year of signicant change and despite this, our business has grown, our brand has ourished and results are going from strength to strength. This is all down to your hard work and commitment. I am looking forward to seeing our family and business continue to grow. Our people are what drives our success into the future.

Kumail Al MoosawiChief People and Corporate Affairs Officer

Technology Capability Management Implementation & Infrastructure Information Security Management IT & Information Systems Technology

24

28

30

32

34

36

44

52

58

62

People & Corporate Affairs Government Relations & Corporate Affairs HR Facilities

Business

Strategy & Transformation

Consumer Branding and Communications Consumer Marketing Customer Value Management

Customer Experience Billing & Collection Customer Service

Consumer Sales

Finance

Internal Audit

Legal and Regulatory Legal & Regulatory Wholesale

Ooredoo understands that people are our key strategic resource and that business strategy must be built on the human resource foundation. Having skilled and motivated people as central to the operations is the key to our people strategy. We believe in achieving business excellence by enabling family members to have a great experience of working in collaboration.

At Ooredoo Oman, the people department is designed to build and retain an informed, engaged and productive team delivering superior service to internal and external customers.

Our commitment to business is to develop and deploy an organisational structure that enables the business units to deliver effectively and efciently. We have world class systems for employee selection, employee life cycle management, communication, rewards, and career development, and invest extensively in assessing, developing and thereby maximising the knowledge, skill and ability of people in the organisation.

What makes Ooredoo Oman unique is the work culture of openness and trust we have developed and nurtured over the last 10 years.

Our HR team is largely focused on maintaining the stature of being recognised as one of the top employer brands in Oman.

HumanResources

Facilities ensures that family members are offered a comfortable environment with adequate facilities to comfortably undertake their work and responsibilities

OIG Staff have been with us since inception. They have been an integral part of the company and have helped improve our day to day lives.

People Resourcing is responsible for manpower planning, acquisition of a talented, experienced and motivated team and global mobility. Among their many achievements, the highlight is that around 50 per cent of the total vacancies have been lled through internal sourcing on a yearly basis.

People Rewards keeps the compensation and benets competitive in the market by benchmarking salaries within the region and developing innovative schemes to pay for performance.

People Services looks at improved means of delivering superior services to our internal customers including on-boarding, contract management, travel and medical insurance administration. One of the main achievements of this team is to introduce an online self-service function.

People Technology provides technology support through the management of HRMS and the leave and attendance system; from data updates to management reporting.

25

People Team The Chief People and Government Realtions Ofcer heads the People team at Ooredoo Oman, supported by the Director of Talent Management. The team is divided based on the overall responsibility, with the Head of HR operations leading People Resourcing, People Rewards, People Services and People Technology. The Head of People Development is responsible for training, management development, performance management and employee engagement. We have a separate facility and HSE team as part of the people team looking at ofce administration and health and safety.A brief summary of what each function delivers is shown below:

People Development looks at competency assessment, training and development of employees, and succession planning with a specic focus on leadership development. The Tatweer programme implemented with the 70:20:10 learning approach has been widely acknowledged within the organisation and outside. The internship programmes and development programmes conducted for different educational institutions and government bodies support Ooredoos commitment to the society as a whole.

Performance Management looks at setting SMART objectives, conducting performance dialogues and appraisal ratings. The team also manages the Performance Improvement Programme for employees needing support.

People Engagement team looks at different organisational and group level initiatives to improve engagement levels in the organisaiton. Worklife balance and fun at work are some of the drivers for the team.

HSE strives to provide a safe and healthy work environment by following or improving on the governing standards.

Ooredoo understands that people are our key strategic resource and that business strategy must be built on the human resource foundation. Having skilled and motivated people as central to the operations is the key to our people strategy. We believe in achieving business excellence by enabling family members to have a great experience of working in collaboration.

At Ooredoo Oman, the people department is designed to build and retain an informed, engaged and productive team delivering superior service to internal and external customers.

Our commitment to business is to develop and deploy an organisational structure that enables the business units to deliver effectively and efciently. We have world class systems for employee selection, employee life cycle management, communication, rewards, and career development, and invest extensively in assessing, developing and thereby maximising the knowledge, skill and ability of people in the organisation.

What makes Ooredoo Oman unique is the work culture of openness and trust we have developed and nurtured over the last 10 years.

Our HR team is largely focused on maintaining the stature of being recognised as one of the top employer brands in Oman.

HumanResources

Facilities ensures that family members are offered a comfortable environment with adequate facilities to comfortably undertake their work and responsibilities

OIG Staff have been with us since inception. They have been an integral part of the company and have helped improve our day to day lives.

People Resourcing is responsible for manpower planning, acquisition of a talented, experienced and motivated team and global mobility. Among their many achievements, the highlight is that around 50 per cent of the total vacancies have been lled through internal sourcing on a yearly basis.

People Rewards keeps the compensation and benets competitive in the market by benchmarking salaries within the region and developing innovative schemes to pay for performance.

People Services looks at improved means of delivering superior services to our internal customers including on-boarding, contract management, travel and medical insurance administration. One of the main achievements of this team is to introduce an online self-service function.

People Technology provides technology support through the management of HRMS and the leave and attendance system; from data updates to management reporting.

25

People Team The Chief People and Government Realtions Ofcer heads the People team at Ooredoo Oman, supported by the Director of Talent Management. The team is divided based on the overall responsibility, with the Head of HR operations leading People Resourcing, People Rewards, People Services and People Technology. The Head of People Development is responsible for training, management development, performance management and employee engagement. We have a separate facility and HSE team as part of the people team looking at ofce administration and health and safety.A brief summary of what each function delivers is shown below:

People Development looks at competency assessment, training and development of employees, and succession planning with a specic focus on leadership development. The Tatweer programme implemented with the 70:20:10 learning approach has been widely acknowledged within the organisation and outside. The internship programmes and development programmes conducted for different educational institutions and government bodies support Ooredoos commitment to the society as a whole.

Performance Management looks at setting SMART objectives, conducting performance dialogues and appraisal ratings. The team also manages the Performance Improvement Programme for employees needing support.

People Engagement team looks at different organisational and group level initiatives to improve engagement levels in the organisaiton. Worklife balance and fun at work are some of the drivers for the team.

HSE strives to provide a safe and healthy work environment by following or improving on the governing standards.

26

The Government Relations and Corporate Affairs function at Ooredoo consists of two teams; the Government Relations team and the Public Relations & Internal Communications team. Both teams work together to serve the organisation as a whole and direct the overall internal and external communications efforts. Effective, aligned, and sound communications is at the core of what the teams do on daily basis, whether it is while dealing with the media or with high ranking government ofcials.

Government Relationsand Corporate Affairs

27

Springbond Session VIP Govt Event

MoU agreement with Ithraa PR Event

26

The Government Relations and Corporate Affairs function at Ooredoo consists of two teams; the Government Relations team and the Public Relations & Internal Communications team. Both teams work together to serve the organisation as a whole and direct the overall internal and external communications efforts. Effective, aligned, and sound communications is at the core of what the teams do on daily basis, whether it is while dealing with the media or with high ranking government ofcials.

Government Relationsand Corporate Affairs

Government RelationsThe Government Relations team is responsible for building and maintaining strong and meaningful relationships across the government sectors. They are also the focal point for corresponding and coordinating with the government on behalf of Ooredoo. This is achieved by establishing grass-roots level relations with government departments and conducting numerous engagement activities, including exploring long-term strategic partnership avenues, for the benets of all stakeholders.As a result of this teams relentless efforts, 17 Memoranda of Understanding were signed in 2014 with a various departments in different ministries and government entities.

PR & Internal Communications The Public Relations and & Internal Communications team is responsible for messaging through all Ooredoo channels, to customers (both business and consumer), government, the media, potential sponsors

and partners, future employees and also their own employees. From a PR perspective, the team handles press releases, interviews, articles and features, press conferences, award entries, CEO conference messaging and participation and media engagement activities. The team is also responsible for proong and editing e-mails, website text, campaign text, marketing materials, SMS messages, customer service IVR messages and the quarterly and annual reports.Internal Communications aligns with the external messaging, to give family members the latest on what is happening and whats new, as well as general news and updates,through a variety of channels.

Special ProjectsThe newly introduced Special Projects is headed by Ayesha Al Shoily, who handles training for the government sector as part of the Memoranda of Understanding and also other projects as required; one of which is the Annual Yearbook.

27

Springbond Session VIP Govt Event

MoU agreement with Ithraa PR Event

Strategy &Transformation

29

Strategic Planning Manage the strategy to budget process. Internal and external environment assessment. Lead strategy review exercise with business units. Facilitate and manage strategy debates. Strategy development and oversees business plan

preparation. Oversees AOP development, KPIs and Scorecards. Perform periodic strategic analysis. Analyse BC for strategic projects. Business and competitive intelligence. Monitor peers strategy and performance. Lead oppurtunity assessment of new business.

Strategic PMO and Performance ManagementMain Responsibilities and Activities: Facilitate Strategy Execution Monitoring. Lead business review and identify gaps in corporate

performance measures. Management of strategic, transformation and cross-

functional programmes. Demand management for the business units. Administration of the HPPM. Support programme and project management

community. Manage ExCo reporting requirements. Manage monthly management meetings.

Quality Management (Policies & Procedures)Main Responsibilities and Activities: Oversee quality management function across the

organisation. Develop, review, update and manage processes

and procedures. Dene documentation management architecture across the Company and central repository.

Manage implementation of approved documentation standards.

Implement quality assurance system. Ensure denition and usage of process improvement techniques .

Design quality control measures and embed these in key company sector processes.

Ensure all sector processes have clearly dened KPIs that are measurable and accurately reect process performance.

Ensure implementation of corrective action plans by business owners.

Provide improvement recommendations to concerned business owners and lead development and continuous improvement of sector processes and drive their automation.

Business Intelligence and Data IntegrityMain Responsibilities and Activities: Develop BI strategy and analytics roadmap. Provide

strategic approach for data analytics and big data. Ensure data governance quality and privacy across the

Company. Keep up-to-date Data Governance model documentation.

Monitor data accuracy/quality across the Company (Reporting Structure and Technology).

Review and control use of current reporting and capabilities across the organisation.

Evaluate new business development opportunities around big data with external partners.

Align and coordinate BI strategy with OG. Look for alignment with BU and implementation of new

business opportunities . Support the idea generating process for medium-to-

long term areas/themes for potential partnerships or investments.

Programme ManagementMain Responsibilities and Activities: Management of cross-functional project teams to ensure

successful deployment as measured against project delivery schedule, product quality, project cost, and product cost.

Lead, manage, provide direction, make decisions, and foster an environment that promotes high performance, consistency, accountability, and cohesiveness.

Plan, conduct, and facilitate work in adherence to standard project planning and deployment processes.

Perform project planning, tracking, and reporting. Continual risk assessment, mitigation planning and risk

avoidance. Coordinate complex project scheduling activities

including identifying project task dependencies and resource requirements, and assessing project risks/mitigation strategies.

Strategy &Transformation

29

Strategic Planning Manage the strategy to budget process. Internal and external environment assessment. Lead strategy review exercise with business units. Facilitate and manage strategy debates. Strategy development and oversees business plan

preparation. Oversees AOP development, KPIs and Scorecards. Perform periodic strategic analysis. Analyse BC for strategic projects. Business and competitive intelligence. Monitor peers strategy and performance. Lead oppurtunity assessment of new business.

Strategic PMO and Performance ManagementMain Responsibilities and Activities: Facilitate Strategy Execution Monitoring. Lead business review and identify gaps in corporate

performance measures. Management of strategic, transformation and cross-

functional programmes. Demand management for the business units. Administration of the HPPM. Support programme and project management

community. Manage ExCo reporting requirements. Manage monthly management meetings.

Quality Management (Policies & Procedures)Main Responsibilities and Activities: Oversee quality management function across the

organisation. Develop, review, update and manage processes

and procedures. Dene documentation management architecture across the Company and central repository.

Manage implementation of approved documentation standards.

Implement quality assurance system. Ensure denition and usage of process improvement techniques .

Design quality control measures and embed these in key company sector processes.

Ensure all sector processes have clearly dened KPIs that are measurable and accurately reect process performance.

Ensure implementation of corrective action plans by business owners.

Provide improvement recommendations to concerned business owners and lead development and continuous improvement of sector processes and drive their automation.

Business Intelligence and Data IntegrityMain Responsibilities and Activities: Develop BI strategy and analytics roadmap. Provide

strategic approach for data analytics and big data. Ensure data governance quality and privacy across the

Company. Keep up-to-date Data Governance model documentation.

Monitor data accuracy/quality across the Company (Reporting Structure and Technology).

Review and control use of current reporting and capabilities across the organisation.

Evaluate new business development opportunities around big data with external partners.

Align and coordinate BI strategy with OG. Look for alignment with BU and implementation of new

business opportunities . Support the idea generating process for medium-to-

long term areas/themes for potential partnerships or investments.

Programme ManagementMain Responsibilities and Activities: Management of cross-functional project teams to ensure

successful deployment as measured against project delivery schedule, product quality, project cost, and product cost.

Lead, manage, provide direction, make decisions, and foster an environment that promotes high performance, consistency, accountability, and cohesiveness.

Plan, conduct, and facilitate work in adherence to standard project planning and deployment processes.

Perform project planning, tracking, and reporting. Continual risk assessment, mitigation planning and risk

avoidance. Coordinate complex project scheduling activities

including identifying project task dependencies and resource requirements, and assessing project risks/mitigation strategies.

Legal & Regulatory

Legal and Regulatory TeamOoredoo in Oman is regulated by the Telecommunications Regulatory Authority and the regulatory team represents the company in all regulatory related matters. This includes ensuring that the company complies with the license as well as following the relevant telecommunications laws and regulations.

The team is also responsible for seeking all relevant approvals from the Telecommunications Regulatory Authority. This includes tariffs, numbering and frequency licenses. The regulatory team also represents Ooredoos interests to the TRA and other government authorities.

Ooredoo Omans Legal Department is responsible for the preparation and review of all contractual negotiations required by the various departments within the company in their day-to-day operations. The department provides ongoing advice to management and employees on all issues they may require our legal expertise on and also manages all litigious matters on behalf of the company. In addition, the department is responsible for all company secretarial matters including Board and Annual General Meetings.

Wholesale teamWholesale is a small team responsible for all of Ooredoo Omans commercial contracts with other operators; be it national or international. In this respect, the wholesale departments main areas of focus on the national scene are our commercial contracts with Omantel and the mobile resellers in Oman as well as OBC (Oman broadband Company).

On the international scene, wholesale is responsible for agreements with international service providers like Level 3 and NTT, to secure the best possible internet experience. They are also responsible for securing our roaming agreements so that our customers are able to use their phones all over the world. The team were the rst in the Sultanate to launch LTE roaming. They also secured Ooredoo Omans investment in international submarine cables where one is operational and two more are coming within the next few years, to secure a strong and fully independent network.

Wholesale milestonesSecuring Ooredoo Omans xed and international license is one of the teams objectives, providing the opportunity for Ooredoo to move from being the second mobile operator to offering all telecommunication services, including xed and international services in the Sultanate, primarily extending the broadband overage to 82 per cent of all Omani households.The opening of Ooredoo Omans international gateway (voice and data) and securing Ooredoos full control over the quality of all voice and data, is also key.

They are also responsible for securing Ooredoo Omans involvement in the TGN submarine cable, thereby providing full independence from any other operators in the Sultanate.

The team opened Ooredoo Omans rst international point of presence outside Oman (in Amsterdam) to secure the best quality internet content.

31

Ahmed Alazizi

Legal & Regulatory

Legal and Regulatory TeamOoredoo in Oman is regulated by the Telecommunications Regulatory Authority and the regulatory team represents the company in all regulatory related matters. This includes ensuring that the company complies with the license as well as following the relevant telecommunications laws and regulations.

The team is also responsible for seeking all relevant approvals from the Telecommunications Regulatory Authority. This includes tariffs, numbering and frequency licenses. The regulatory team also represents Ooredoos interests to the TRA and other government authorities.

Ooredoo Omans Legal Department is responsible for the preparation and review of all contractual negotiations required by the various departments within the company in their day-to-day operations. The department provides ongoing advice to management and employees on all issues they may require our legal expertise on and also manages all litigious matters on behalf of the company. In addition, the department is responsible for all company secretarial matters including Board and Annual General Meetings.

Wholesale teamWholesale is a small team responsible for all of Ooredoo Omans commercial contracts with other operators; be it national or international. In this respect, the wholesale departments main areas of focus on the national scene are our commercial contracts with Omantel and the mobile resellers in Oman as well as OBC (Oman broadband Company).

On the international scene, wholesale is responsible for agreements with international service providers like Level 3 and NTT, to secure the best possible internet experience. They are also responsible for securing our roaming agreements so that our customers are able to use their phones all over the world. The team were the rst in the Sultanate to launch LTE roaming. They also secured Ooredoo Omans investment in international submarine cables where one is operational and two more are coming within the next few years, to secure a strong and fully independent network.

Wholesale milestonesSecuring Ooredoo Omans xed and international license is one of the teams objectives, providing the opportunity for Ooredoo to move from being the second mobile operator to offering all telecommunication services, including xed and international services in the Sultanate, primarily extending the broadband overage to 82 per cent of all Omani households.The opening of Ooredoo Omans international gateway (voice and data) and securing Ooredoos full control over the quality of all voice and data, is also key.

They are also responsible for securing Ooredoo Omans involvement in the TGN submarine cable, thereby providing full independence from any other operators in the Sultanate.

The team opened Ooredoo Omans rst international point of presence outside Oman (in Amsterdam) to secure the best quality internet content.

31

Ahmed Alazizi

The Internal Audit department is a small team. Starting off in 2006, and expanding to six members, the team provides independent, objective, assurance and consulting services within Ooredoo. The team works with the management to add value and recommend any improvements to the companys operations. It assists the company in achieving of its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of the risk management, control and governance processes.

Internal Audit

33

2008Felicitation by ISACA for top rankers in CISA and CISM certication.

Shuja received the award for achieving the rst rank from Ross Cormack,

the then CEO of Nawras, at the College of Banking and Finance.

2012Lamis Al Riyami honoured with the Exceptional Women of Nawras

appreciation during Womens day.

2014Council of the Institute of Chartered Accountants of Sri Lanka admitted Mohamed

Mashood as a fellow member.

2006First Internal Audit Report released

The Internal Audit department is a small team. Starting off in 2006, and expanding to six members, the team provides independent, objective, assurance and consulting services within Ooredoo. The team works with the management to add value and recommend any improvements to the companys operations. It assists the company in achieving of its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of the risk management, control and governance processes.

Internal Audit

33

2008Felicitation by ISACA for top rankers in CISA and CISM certication.

Shuja received the award for achieving the rst rank from Ross Cormack,

the then CEO of Nawras, at the College of Banking and Finance.

2012Lamis Al Riyami honoured with the Exceptional Women of Nawras

appreciation during Womens day.

2014Council of the Institute of Chartered Accountants of Sri Lanka admitted Mohamed

Mashood as a fellow member.

2006First Internal Audit Report released

Finance Business ControlThis section has different activities including budgeting, reporting, controlling and treasury. The budgeting section is responsible for consolidation of the multi-year business plan, AOP and related analysis and presentations. The reporting section takes care of monthly and quarterly internal and group reporting.The controlling function ensures that public relations are approved with proper justication and in accordance with the budget and business cases relating to pricing, promotion and investment decisions. The treasury function performs cash forecasting to ensure that funds are available to meet commitments and facilities are obtained on time. They are also responsible for making sure nancial risks are hedged. The Insurance and Risk Management team reports directly to the CFO.

A Risk management1.Establish risk management governance by developing

risk policy procedures and GRC system within the Company

2.Identify, prioritise and manage the risks involved in the activities of Ooredoo Omans business

3.Take appropriate and timely measures to assess the likelihood and impact of risks based on developed risk criteria matrix.

4.Establish risk appetite for Ooredoo Oman5.Implement appropriate risk responses to the assessed risk6.Prepare quarterly and annual risk report for the Board of

Directors7.Monitor and evaluate the risks register outcomes.

Insurance1.Develop company insurance policies and procedures on

insurance acquisition and management2.Work with brokers to create an effective budget for

insurance premiums each year3.Consult with Broker to identify appropriate policy as per

Ooredoo Omans business needs.4.Manage claims, as and when they arise, and challenge

the insurers to maximise the benet to Ooredoo.

ProcurementThe Procurement Team is responsible for sourcing goods and services required by Ooredoo Oman. This may be done by preparing tender documents, representing Ooredoo in the market place, negotiating best value and recommending or approving supply related outcomes. Once duly authorised, the Procurement team facilitates contract nalisation and issuance of Purchase Order commitments on behalf of Ooredoo.

Financial AccountingThis section has different activities including accounts payable, accounts receivable and general ledger accounting. Accounts payable is responsible for processing invoices until payment is complete, processing expense claims, keeping petty cash and meeting supplier enquiries.Accounts receivable is also responsible for booking all the revenues from different sources, including prepaid revenue, postpaid revenue, wholesale, interconnectetc, into the general ledger, looking after all transactions from the Ooredoo stores and APM machines and reconciling the different bank accounts.General Ledger has the responsibility of preparing statutory accounts, booking of accruals, all tax related issues, xed asset accounting and handling the auditors.

Revenue AssuranceThis section ensures data quality and process improvement methods that improve prots, revenues and cash ows without inuencing demand. It holds the responsibility of recovery of as much revenue as possible. This section monitors the integrity of systems and processes, identies any weaknesses that can lead to revenue loss and ensures any holes are plugged to prevent revenue leakage. It also ensures all incidents are logged and all recoveries and losses are accurately recorded.Other responsibilities include introduction of appropriate measures to minimise the risk of fraud and adopt formal procedures to investigate fraud, its prevention, detection and investigation.

Investor relationsThe activities of this section include organising Annual General Meetings, maintaining disclosures/website, conducting roadshows, meetings, conference calls with analysts and providing regular recurring insider training for Ooredoo staff.

35

Finance Business ControlThis section has different activities including budgeting, reporting, controlling and treasury. The budgeting section is responsible for consolidation of the multi-year business plan, AOP and related analysis and presentations. The reporting section takes care of monthly and quarterly internal and group reporting.The controlling function ensures that public relations are approved with proper justication and in accordance with the budget and business cases relating to pricing, promotion and investment decisions. The treasury function performs cash forecasting to ensure that funds are available to meet commitments and facilities are obtained on time. They are also responsible for making sure nancial risks are hedged. The Insurance and Risk Management team reports directly to the CFO.

A Risk management1.Establish risk management governance by developing

risk policy procedures and GRC system within the Company

2.Identify, prioritise and manage the risks involved in the activities of Ooredoo Omans business

3.Take appropriate and timely measures to assess the likelihood and impact of risks based on developed risk criteria matrix.

4.Establish risk appetite for Ooredoo Oman5.Implement appropriate risk responses to the assessed risk6.Prepare quarterly and annual risk report for the Board of

Directors7.Monitor and evaluate the risks register outcomes.

Insurance1.Develop company insurance policies and procedures on

insurance acquisition and management2.Work with brokers to create an effective budget for

insurance premiums each year3.Consult with Broker to identify appropriate policy as per

Ooredoo Omans business needs.4.Manage claims, as and when they arise, and challenge

the insurers to maximise the benet to Ooredoo.

ProcurementThe Procurement Team is responsible for sourcing goods and services required by Ooredoo Oman. This may be done by preparing tender documents, representing Ooredoo in the market place, negotiating best value and recommending or approving supply related outcomes. Once duly authorised, the Procurement team facilitates contract nalisation and issuance of Purchase Order commitments on behalf of Ooredoo.

Financial AccountingThis section has different activities including accounts payable, accounts receivable and general ledger accounting. Accounts payable is responsible for processing invoices until payment is complete, processing expense claims, keeping petty cash and meeting supplier enquiries.Accounts receivable is also responsible for booking all the revenues from different sources, including prepaid revenue, postpaid revenue, wholesale, interconnectetc, into the general ledger, looking after all transactions from the Ooredoo stores and APM machines and reconciling the different bank accounts.General Ledger has the responsibility of preparing statutory accounts, booking of accruals, all tax related issues, xed asset accounting and handling the auditors.

Revenue AssuranceThis section ensures data quality and process improvement methods that improve prots, revenues and cash ows without inuencing demand. It holds the responsibility of recovery of as much revenue as possible. This section monitors the integrity of systems and processes, identies any weaknesses that can lead to revenue loss and ensures any holes are plugged to prevent revenue leakage. It also ensures all incidents are logged and all recoveries and losses are accurately recorded.Other responsibilities include introduction of appropriate measures to minimise the risk of fraud and adopt formal procedures to investigate fraud, its prevention, detection and investigation.

Investor relationsThe activities of this section include organising Annual General Meetings, maintaining disclosures/website, conducting roadshows, meetings, conference calls with analysts and providing regular recurring insider training for Ooredoo staff.

35

36

Technology

The Ooredoo Technology Team plays a big role in serving the Sultanate, even in situations when there is no channel for communication as a result of incidents. Ooredoo, with its strong and robust network, is capable of facing any disaster.

This was very much evident when disasters like Gonu and Phet hit the country, causing devastation. The strong base stations installed all over Oman by Ooredoo stood strongly against storms, rain and environmental disasters.The Ooredoo network had the best transmission redundant links with no competition in the Omani telecommunications market at that time. Ooredoo was the only telecoms rm with coverage all over Oman at the time of these natural disasters.

37

IT & Information Systems ManagementThe IT & ISM Department is a key function within any organisation; it is the link between the customer touch points and the service. The challenge is a change and transition from historical processes and practices to advanced automated and self-service based applications. Managing customers expectations (internal and external) is always a challenging target, as customer dependencies on IT are increasing along with the expectations of quality of service and delivery time, as well as market demand and changes. Therefore, systems and organisation agility is a key for success and achieving our goals.

36

Technology

The Ooredoo Technology Team plays a big role in serving the Sultanate, even in situations when there is no channel for communication as a result of incidents. Ooredoo, with its strong and robust network, is capable of facing any disaster.

This was very much evident when disasters like Gonu and Phet hit the country, causing devastation. The strong base stations installed all over Oman by Ooredoo stood strongly against storms, rain and environmental disasters.The Ooredoo network had the best transmission redundant links with no competition in the Omani telecommunications market at that time. Ooredoo was the only telecoms rm with coverage all over Oman at the time of these natural disasters.

37

IT & Information Systems ManagementThe IT & ISM Department is a key function within any organisation; it is the link between the customer touch points and the service. The challenge is a change and transition from historical processes and practices to advanced automated and self-service based applications. Managing customers expectations (internal and external) is always a challenging target, as customer dependencies on IT are increasing along with the expectations of quality of service and delivery time, as well as market demand and changes. Therefore, systems and organisation agility is a key for success and achieving our goals.

Capability Management (CM)With the onset of 2012, a new technology directorate came into being -- Ooredoo Oman Capability Management. CM in short, is entrusted with the role of leading all technologys operational plans, strategies, budget & nancial control.

Further, CM reviews and analyses commercial and business units requirements,leads cross functional programmes and projects, as well as, managing businesscontinuity & process management.

Network & Services Planning

The Network & Services Planning Directorate of Ooredoo Oman aspires to be centre of excellence when it comes to providing road maps for Ooredoo Omans Fixed & Mobile Networks, through planning and implementing the latest efcient and converged solutions that enrich customers lives from basic telephony to complex business solutions.

38

Technology

Implementation & InfrastructureImplementation & Infrastructure (I&I) department is the driving force behind the Ooredoo network rollout. It is responsible for the implementation of Ooredoos site infrastructure. The I&I department sets strategic direction in the methodology of implementation to create cost saving and ensures speed of implementation.The department plays a key role in Ooredoo in terms of meeting its strategic goals and customer requirements.

Service Assurance and Optimisation (SAO)

Ooredoo has a holistic approach to maintain and improve the end-to-end customer quality of experience (QoE) . The service Assurance platform delivers a differentiated customer experience by embracing the Single Vendor Managed Service set-up to monitor and control network elements across all domains. Service Optimisation ensures that customers enjoy the best-in-class Quality of Service (QoS). Service Assurance and Optimisation believes that the quality of our people is our competitive advantage.

39

Capability Management (CM)With the onset of 2012, a new technology directorate came into being -- Ooredoo Oman Capability Management. CM in short, is entrusted with the role of leading all technologys operational plans, strategies, budget & nancial control.

Further, CM reviews and analyses commercial and business units requirements,leads cross functional programmes and projects, as well as, managing businesscontinuity & process management.

Network & Services Planning

The Network & Services Planning Directorate of Ooredoo Oman aspires to be centre of excellence when it comes to providing road maps for Ooredoo Omans Fixed & Mobile Networks, through planning and implementing the latest efcient and converged solutions that enrich customers lives from basic telephony to complex business solutions.

38

Technology

Implementation & InfrastructureImplementation & Infrastructure (I&I) department is the driving force behind the Ooredoo network rollout. It is responsible for the implementation of Ooredoos site infrastructure. The I&I department sets strategic direction in the methodology of implementation to create cost saving and ensures speed of implementation.The department plays a key role in Ooredoo in terms of meeting its strategic goals and customer requirements.

Service Assurance and Optimisation (SAO)

Ooredoo has a holistic approach to maintain and improve the end-to-end customer quality of experience (QoE) . The service Assurance platform delivers a differentiated customer experience by embracing the Single Vendor Managed Service set-up to monitor and control network elements across all domains. Service Optimisation ensures that customers enjoy the best-in-class Quality of Service (QoS). Service Assurance and Optimisation believes that the quality of our people is our competitive advantage.

39

40

2006Building green-eld sites from scratchOoredoo did achieve its goal to build from scratch 500 sites (physical locations) in order to extend our footprint and gain customers satisfaction and trust.

We did what it took to serve our nation.

20072007 JUNE - The Gonu Ooredoo Technology Team made a signicant contribution to helping and serving the nation in this crisis situation. There were no communication channels functioning other than the Ooredoo network. The strong base stations installed all over Oman stood strongly against storms, rain and environmental disasters.The Ooredoo network had the best transmission redundant links with no competition in the Omani telecommunications market at that time.

Ooredoos rst 3G Services launched in Oman 2007 in November. Ooredoo became the rst provider of 3G services in Oman.The company provided a whole new experience through improved data speeds (from160kbps in through the 2G network to 1Mbps through 3G network).

SSM (Self Service Machines) Ooredoo offers a 24 hour recharge system for bill payments using SSM machines.

2005Ooredoo GSM Services launched in Oman Ooredoo started the amazing journey of serving Oman for rst time from scratch by deploying 151 sites, in order to ofcially launch Mobile services in Oman. The Ooredoo technology team undertook this yearly challenging work in order to set up more than 1700 sites all over the Sultanate.

We were one of the few operators in the world who launched their telecommunications services with a prepaid option from day one. E -Top up is the rst service of its kind in Oman and among the earliest in the GCC, all thanks to the IT team.

Technology

2008Ooredoo establishes rst satellite communication to connect remote locations with GSM services. This increased the Ooredoo footprint to meet customer needs.

Payment gateway: Centralised gateway, which provides all types of payments i.e. bill payments (postpaid) and top-up (prepaid) for all customers (residential, corporate, mobile and xed).

2010FTTx &WiMAX Launch FTTx Launch June - Fibre/DSL based xed wire-line broadband services were launched providing an ultra-high-speed experience to homes and business customers.

MNO/MVNO: Mobile Number Portability from other telecoms companies into Ooredoo and vice versa.

Ooredoo IGW Voice is launched. At the same time, the Ooredoo International Data Gateway was launched. Ooredoo establishes a direct bre link to neighbouring operators, where most Omani international calls are directed.

WiMAX Launch June 2010, this was the rst xed wireless broadbrand service launched in the region that providing consumers with the rst ever plug and surf telecoms service experience.

May 2010 Ooredoo IGW Voice is launched.

2011Qalhat Landing Station Ooredoo establishes the rst landing station for international connectivity in Qalhat, which enables Ooredoo to have its own international trafc. This has reduced international call costs over the entire world.

41

40

2006Building green-eld sites from scratchOoredoo did achieve its goal to build from scratch 500 sites (physical locations) in order to extend our footprint and gain customers satisfaction and trust.

We did what it took to serve our nation.

20072007 JUNE - The Gonu Ooredoo Technology Team made a signicant contribution to helping and serving the nation in this crisis situation. There were no communication channels functioning other than the Ooredoo network. The strong base stations installed all over Oman stood strongly against storms, rain and environmental disasters.The Ooredoo network had the best transmission redundant links with no competition in the Omani telecommunications market at that time.

Ooredoos rst 3G Services launched in Oman 2007 in November. Ooredoo became the rst provider of 3G services in Oman.The company provided a whole new experience through improved data speeds (from160kbps in through the 2G network to 1Mbps through 3G network).

SSM (Self Service Machines) Ooredoo offers a 24 hour recharge system for bill payments using SSM machines.

2005Ooredoo GSM Services launched in Oman Ooredoo started the amazing journey of serving Oman for rst time from scratch by deploying 151 sites, in order to ofcially launch Mobile services in Oman. The Ooredoo technology team undertook this yearly challenging work in order to set up more than 1700 sites all over the Sultanate.

We were one of the few operators in the world who launched their telecommunications services with a prepaid option from day one. E -Top up is the rst service of its kind in Oman and among the earliest in the GCC, all thanks to the IT team.

Technology

2008Ooredoo establishes rst satellite communication to connect remote locations with GSM services. This increased the Ooredoo footprint to meet customer needs.

Payment gateway: Centralised gateway, which provides all types of payments i.e. bill payments (postpaid) and top-up (prepaid) for all customers (residential, corporate, mobile and xed).

2010FTTx &WiMAX Launch FTTx Launch June - Fibre/DSL based xed wire-line broadband services were launched providing an ultra-high-speed experience to homes and business customers.

MNO/MVNO: Mobile Number Portability from other telecoms companies into Ooredoo and vice versa.

Ooredoo IGW Voice is launched. At the same time, the Ooredoo International Data Gateway was launched. Ooredoo establishes a direct bre link to neighbouring operators, where most Omani international calls are directed.

WiMAX Launch June 2010, this was the rst xed wireless broadbrand service launched in the region that providing consumers with the rst ever plug and surf telecoms service experience.

May 2010 Ooredoo IGW Voice is launched.

2011Qalhat Landing Station Ooredoo establishes the rst landing station for international connectivity in Qalhat, which enables Ooredoo to have its own international trafc. This has reduced international call costs over the entire world.

41

42

From the start of the programme to date, one of the most important aspects of the programmes success was the regular communication both inside and outside of the programme. Multiple quizzes were organised to draw attention to the programme internally and radio publicising plans were arranged to deliver the exciting news to customers. Furthermore, regular press releases strengthened customer awareness of the programmes key achievements.

By the end of 2014, the Turbocharging programme successfully completed all major milestones and tripled 3G+ network capacity across the country in the main cities and central parts of the Willayats. The picture shows the celebration of achieving over 1000 turbocharged sites.

2012Network Turbocharging programme TahdeethCustomer data demand skyrocketed in 2011. Only in one year, mobile daily broadbrand trafc witnessed an 18 fold increase.At the same time Ooredoo Oman recorded 25 per cent growth in home broadbrand trafc consumption for the rst year. These increases were being recorded while only 25 per cent of customers were using mobile broadband on a regular basis. In addition to this, smartphone penetration was doubled in the year 2011.

These factors, together with the rapidly increasing multimedia content on internet, led the Technology team to tailor a strategic plan to deliver satisfactory data services to its customers. After careful planning, a detailed network modernisation and transformation plan was drafted to Turbocharge the Ooredoo Oman network.

Technology

Turbocharging ceremony for achieving the 1000 sites target

Turbocharging Programme Monthly Awareness Roadshow

Turbocharging Programme Monthly Awareness Roadshow

2013IT department achieved ISO 27001 in 2013ISO 27001 is an information security management system (ISMS) standard, published by the International Organisation for Standardisation (ISO) and the International Electro technical Commission (IEC). Ooredoo was the rst Omani operator to offer a Facebook recharge and payment portal.

The best Operator Award 2013: This award was the result of intensive teamwork, long days and nights and the combined efforts of all departments in Technology; Modernisation, U900 and more. Their aim was to achieve customer satisfaction and loyalty, which was recognised through this award.Ooredoo launched LTE data Services: LTE services enrich the Omani market with advanced technology by introducing higher speeds for broadband services. Fibre Subrings were established for the LTE sites to support the high capacity requirements and provide bigger data packages to customers.

20142014 Satellite communication system (VSAT), implemented in Bausher and Salalah. This critical system provides mobile services to homes and business users in remote areas.

2014 Home broadband (HBB) provides a better experience for customers by giving higher speeds and better efciency.

43

From sand dunes to state of the art data centre

42

From the start of the programme to date, one of the most important aspects of the programmes success was the regular communication both inside and outside of the programme. Multiple quizzes were organised to draw attention to the programme internally and radio publicising plans were arranged to deliver the exciting news to customers. Furthermore, regular press releases strengthened customer awareness of the programmes key achievements.

By the end of 2014, the Turbocharging programme successfully completed all major milestones and tripled 3G+ network capacity across the country in the main cities and central parts of the Willayats. The picture shows the celebration of achieving over 1000 turbocharged sites.

2012Network Turbocharging programme TahdeethCustomer data demand skyrocketed in 2011. Only in one year, mobile daily broadbrand trafc witnessed an 18 fold increase.At the same time Ooredoo Oman recorded 25 per cent growth in home broadbrand trafc consumption for the rst year. These increases were being recorded while only 25 per cent of customers were using mobile broadband on a regular basis. In addition to this, smartphone penetration was doubled in the year 2011.

These factors, together with the rapidly increasing multimedia content on internet, led the Technology team to tailor a strategic plan to deliver satisfactory data services to its customers. After careful planning, a detailed network modernisation and transformation plan was drafted to Turbocharge the Ooredoo Oman network.

Technology

Turbocharging ceremony for achieving the 1000 sites target

Turbocharging Programme Monthly Awareness Roadshow

Turbocharging Programme Monthly Awareness Roadshow

2013IT department achieved ISO 27001 in 2013ISO 27001 is an information security management system (ISMS) standard, published by the International Organisation for Standardisation (ISO) and the International Electro technical Commission (IEC). Ooredoo was the rst Omani operator to offer a Facebook recharge and payment portal.

The best Operator Award 2013: This award was the result of intensive teamwork, long days and nights and the combined efforts of all departments in Technology; Modernisation, U900 and more. Their aim was to achieve customer satisfaction and loyalty, which was recognised through this award.Ooredoo launched LTE data Services: LTE services enrich the Omani market with advanced technology by introducing higher speeds for broadband services. Fibre Subrings were established for the LTE sites to support the high capacity requirements and provide bigger data packages to customers.

20142014 Satellite communication system (VSAT), implemented in Bausher and Salalah. This critical system provides mobile services to homes and business users in remote areas.

2014 Home broadband (HBB) provides a better experience for customers by giving higher speeds and better efciency.

43

From sand dunes to state of the art data centre

2005

The need to identify ourselves as a business brand was made evident with the introduction of our rst B2B logo and a B2B dedicated product brochure.

The business team started out as a 10 member direct sales team.The Image below is a still shot from one of the inaugural B2B events and as with all initial teams, almost all of the team members have moved on, but we are lucky to have Talal Al Balushi (standing row 3rd person) as a remaining member of the original team.

4544

Business From humble beginnings to an entire department

2005

The need to identify ourselves as a business brand was made evident with the introduction of our rst B2B logo and a B2B dedicated product brochure.

The business team started out as a 10 member direct sales team.The Image below is a still shot from one of the inaugural B2B events and as with all initial teams, almost all of the team members have moved on, but we are lucky to have Talal Al Balushi (standing row 3rd person) as a remaining member of the original team.

4544

Business From humble beginnings to an entire department

47

2010

Fixed services Fixed business group SIP Trunk Non geographical numbers

Mobile services SMART roamer Broadbrand share Ethernet service Wireless data link

We became a full services provider offering Voice, Data and Internet to our customers using both xed and mobile services.

We also came out with many Nawras rst products that were unique to Oman and, in particular, to the B2B segment

2010 also saw the development of our rst e-newsletter as well as a printed newsletter for better communication with our customers, of which the e-newsletter won an APEX award of excellence that same year.

46

2009Markus Golder

The B2B section was elevated to a standalone department with the appointment of Markus Golder as the rst Director for Business marketing

BusinessFrom humble beginnings to an entire department

Our rst and most noteworthy B2B sponsorship was the ve year partnership with the CEO Golf tournament. This event helped us to get closer to the larger B2B audience and increase brand awareness.

The rst of our B2B customer roadshows started in 2009 covering SME/corporate and Government segments and visiting 5 cities namely; Muscat, Sohar, Sur, Nizwa and Salalah. These roadshows became an annual event from thereon.

47

2010

Fixed services Fixed business group SIP Trunk Non geographical numbers

Mobile services SMART roamer Broadbrand share Ethernet service Wireless data link

We became a full services provider offering Voice, Data and Internet to our customers using both xed and mobile services.

We also came out with many Nawras rst products that were unique to Oman and, in particular, to the B2B segment

2010 also saw the development of our rst e-newsletter as well as a printed newsletter for better communication with our customers, of which the e-newsletter won an APEX award of excellence that same year.

46

2009Markus Golder

The B2B section was elevated to a standalone department with the appointment of Markus Golder as the rst Director for Business marketing

BusinessFrom humble beginnings to an entire department

Our rst and most noteworthy B2B sponsorship was the ve year partnership with the CEO Golf tournament. This event helped us to get closer to the larger B2B audience and increase brand awareness.

The rst of our B2B customer roadshows started in 2009 covering SME/corporate and Government segments and visiting 5 cities namely; Muscat, Sohar, Sur, Nizwa and Salalah. These roadshows became an annual event from thereon.

A revamp of the commercial organisation led to a change of management with Hussain Al Lawati being appointed as the Chief Sales Ofcer overlooking both business and consumer segments.

Omans rst ever business in a box concept was introduced to the B2B market with our Maktabi Mobile product.

Continuing with the management change, we welcomed Said Al Shanfari as the new B2B director.

2014Another commercial organisation revamp separated the business and consumer departments as we welcomed Sutha Siva as our Chief Business Ofcer. This led to revamping of the entire B2B department and strengthening it to a staggering total of 80+ team members and growing.

49

Hussain Al Lawati

Said Al Shanfari

Sutha Siva

2013

4848

BusinessFrom humble beginnings to an entire department

2011We introduced a new B2B logo to synchronise with our corporate logo. This logo was instantly recognised by all of our customers as unique and one of a kind at that time.

Having completed over ve years of B2B services, we launched our rst ever customer testimonial videos as well as a print campaign based on the same testimonials.

A revamp of the commercial organisation led to a change of management with Hussain Al Lawati being appointed as the Chief Sales Ofcer overlooking both business and consumer segments.

Omans rst ever business in a box concept was introduced to the B2B market with our Maktabi Mobile product.

Continuing with the management change, we welcomed Said Al Shanfari as the new B2B director.

2014Another commercial organisation revamp separated the business and consumer departments as we welcomed Sutha Siva as our Chief Business Ofcer. This led to revamping of the entire B2B department and strengthening it to a staggering total of 80+ team members and growing.

49

Hussain Al Lawati

Said Al Shanfari

Sutha Siva

2013

4848

BusinessFrom humble beginnings to an entire department

2011We introduced a new B2B logo to synchronise with our corporate logo. This logo was instantly recognised by all of our customers as unique and one of a kind at that time.

Having completed over ve years of B2B services, we launched our rst ever customer testimonial videos as well as a print campaign based on the same testimonials.

51

Corporate

Government

BusinessFrom humble beginnings to an entire department

With the rebranding to Ooredoo in October 2014, the B2B team introduced its own identity as Ooredoo business.

A new B2B brand campaign was also launched to address the various customer segments that we serve.

SoHo

SME

50

51

Corporate

Government

BusinessFrom humble beginnings to an entire department

With the rebranding to Ooredoo in October 2014, the B2B team introduced its own identity as Ooredoo business.

A new B2B brand campaign was also launched to address the various customer segments that we serve.

SoHo

SME

50

53

Branding and Marketing Communications

The Branding and Marketing Communications team is the voice of Ooredoo, providing the lens through which our customers, our partners and opinion leaders experience the brand. We tell the stories around our products and services, our people, and our promotions. We live and breathe our motto, Be Inspired.

As marketeers, we know the customer and the product and use some magic to connect the two. At its core, marketing at Ooredoo starts with innovation and ends with our customers being satised. Our job is to demonstrate how Ooredoos products solve peoples problems no matter how big or small. And, we approach marketing in a way that only Ooredoo can doing things differently, redening the medium and making the customer the hero so they experience Ooredoo in a refreshingly new and enthusiastic way.

As communicators, its our job to inform and educate customers, partners and opinion leaders about the benets of Ooredoos products, our distinctive company culture/values, and our approach to the big public policies and agendas. We have to think on our feet to respond to the issues of the day, but also proactively get our stories planned, aligned and out there. We use our creativity to tell Ooredoo stories in fun and interesting ways online, staging events and by associating with other companies and associations. Things happen quickly at Ooredoo, so to get stuff done we rely on great teamwork and enthusiasm.

52

Consumer

53

Branding and Marketing Communications

The Branding and Marketing Communications team is the voice of Ooredoo, providing the lens through which our customers, our partners and opinion leaders experience the brand. We tell the stories around our products and services, our people, and our promotions. We live and breathe our motto, Be Inspired.

As marketeers, we know the customer and the product and use some magic to connect the two. At its core, marketing at Ooredoo starts with innovation and ends with our customers being satised. Our job is to demonstrate how Ooredoos products solve peoples problems no matter how big or small. And, we approach marketing in a way that only Ooredoo can doing things differently, redening the medium and making the customer the hero so they experience Ooredoo in a refreshingly new and enthusiastic way.

As communicators, its our job to inform and educate customers, partners and opinion leaders about the benets of Ooredoos products, our distinctive company culture/values, and our approach to the big public policies and agendas. We have to think on our feet to respond to the issues of the day, but also proactively get our stories planned, aligned and out there. We use our creativity to tell Ooredoo stories in fun and interesting ways online, staging events and by associating with other companies and associations. Things happen quickly at Ooredoo, so to get stuff done we rely on great teamwork and enthusiasm.

52

Consumer

5554

Consumer

Consumer Marketing

The consumer marketing team is responsible for over 80 per cent of the companys revenues. It is structured into a number of customer-oriented teams, which ensure that these revenues are overachieved, as we did in 2014.

The SegmentsThe Core Segment looks after 94 per cent of the consumer customer base and 70 per cent of the consumer revenues. The team has the responsibility for visualising, designing and implementing amazing propositions which have, in the past year, seen our active base and tenure increase.The Core Segment is divided into 3 sub-segments who work together to address the needs and wants of a mainly prepaid base. These are the Mass segment, the International segment and the Youth segment.

The High Value Segment looks after 6 per cent of the customer base but over 30 per cent of the revenues making this segment the most important in terms of revenue per customer. High Value customers have high expectations on how they want to be looked after by an operator in terms of experience and this team ensures that these expectations are met and exceeded. The High Value team had a phenomenal year in 2014 increasing the base by over 30 per cent and seeing their hero proposition Shahry Plans exceed every target set.

The Support Teams CustomersThe Product Management Team is responsible for delivering the products and services that the segments require to turn propositions into value propositions. The team develop and maintain data bundles, VAS products and look after our relationships with 3rd parties that provide services that our customers love.

The Project Management Team ensures that every great idea we have turns into something our cutomer can enjoy by coordinating all the key stakeholders across the organisation through an effective Go To Market Process.

The Customer Value Management Team ensures that once we have a customer we keep them engaged and active. The entire focus of the team is to increase the lifetime value of a customer through Nojoom our loyalty scheme and through a number of behind the scenes campaign activities.

Were a friendly, diverse, skilled and very effective bunch.We love what we do and were glad that what we do has such a profound effect on the performance of the company.

54

5554

Consumer

Consumer Marketing

The consumer marketing team is responsible for over 80 per cent of the companys revenues. It is structured into a number of customer-oriented teams, which ensure that these revenues are overachieved, as we did in 2014.

The SegmentsThe Core Segment looks after 94 per cent of the consumer customer base and 70 per cent of the consumer revenues. The team has the responsibility for visualising, designing and implementing amazing propositions which have, in the past year, seen our active base and tenure increase.The Core Segment is divided into 3 sub-segments who work together to address the needs and wants of a mainly prepaid base. These are the Mass segment, the International segment and the Youth segment.

The High Value Segment look