Environment |
Society |
Governance |
|
Topic |
Our Goals |
Target |
Target Year |
What We Did in 2022 |
Our Performance/Status |
|
Energy and Climate Change |
Develop and implement a comprehensive strategy for climate change mitigation and resilience that covers Tigo operations and our wider value chain.
|
Reduce absolute Scope 1 and 2 GHG emissions by 50% by 2030 from a 2020 base year. |
2030 |
Our targets were validated by the Science-Based Targets initiative (SBTi) and publicly announced in July 2022. We continued working with a cross-functional team throughout the year to scale energy-efficiency initiatives, including maximizing savings due to infrastructure modernization. We acquired 28,208 MWh from renewable sources through power purchase agreements in Panama and renewable energy certificates in Colombia |
In progress |
|
Reduce absolute Scope 3 GHG emissions 20% by 2035 from a 2020 base year. |
2035 |
We have engaged with key suppliers in Purchased Goods & Services, Capital Goods and Use of Sold Products categories to initiate joint action to reduce our Scope 3 emissions. |
In progress |
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| E-waste and circular economy | Manage and measure waste streams, including the reuse and recycling of consumer devices. | Reach an end-to-end recovery rate of 76% of Consumer Premise Equipment* ("CPE") by 2024. *Excludes obsolete equipment that cannot be reinserted. | 2024 | We surpassed our target with an end-to-end recovery rate of 83% (target for year-end December 2022 was 73%). | Completed |
|
Topic |
Our Goals |
Target |
Target Year |
What We Did in 2022 |
Our Performance/Status |
|
|
Digital Education
|
Implement regional strategy to advance digital literacy with educational programs on basic and advanced digital knowledge and entrepreneurial skills. |
Reach 400,000 women trained through our digital inclusion program by 2023. |
2023 |
We trained 171,059 women. In April 2022, we launched a web-based app offering free courses and digital tools in basic finances and social media to women and adolescent girls. |
Completed |
|
|
Continue our efforts to prevent access to online Child Sexual Abuse Material (CSAM) through our networks by continuously implementing blocking mechanisms region-wide and advancing industry initiatives. |
All operations implement CSAM blocking mechanism by 2020. |
2020 |
Our resources and priorities shifted during the pandemic, resulting in us missing our 2020 target. We’re nearing completion, however, as eight out of our nine Latam operations currently have a new system in place that blocks CSAM sites (Bolivia, Colombia, Costa Rica, El Salvador, Guatemala, Honduras, Nicaragua and Paraguay). The implementation process is ongoing in Panama |
In progress |
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|
Continue our programs to reduce the gender gap in the use of mobile technology. |
Close the digital gap in our operations by 2020 in line with commitments through the Global System for Mobile Communications Association's (GSMA) Connected Women initiative. |
2020 |
This initiative is now part of our Connected Women program. GSMA extended the Connected Women initiative until 2023. |
Refocused |
||
|
Expand Child Online Protection (COP) training through our employee volunteering program by creating an online training platform for all Tigo operations. |
Reach 120,000 volunteer hours for COP-related programs by 2023. |
2023 |
Employees contributed 25,909 virtual and face-to[1]face volunteer hours, of which 7,341 were for COP[1]related programs through our hybrid approach. |
In progress |
||
|
Continue our COP education program to reach more children, adolescents, parents, teachers and caregivers. |
Reach 700,000 children and adolescents; 200,000 parents and caregivers; and 70,000 teachers. |
2023 |
Including the results of our alliance with the Real Madrid Foundation, we reached 102,554 children and adolescents. We also reached 36,478 parents and caregivers and 5,451 teachers through our Conéctate Segur@ training program. |
In progress |
||
|
Conduct assessments in our operations on socioeconomic conditions and technological capabilities of women and girls who are the beneficiaries of our programs to measure benefits achieved through trainings. |
Conduct assessments for all operations focused on socioeconomic conditions and technological capabilities of women and girls by 2023. |
2023 |
Due to the pandemic crisis and the restrictions to in[1]person activities, the resources for these studies were refocused to the Conectadas and Maestr@s Conectad@s digital education programs and their platforms. |
Refocused |
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|
Measure impacts of connectivity in communities targeted by our programs to assess improvements in socioeconomic conditions of beneficiaries, and optimize program content and resource allocation. |
Design and roll out a regional impact measurement methodology to operations by 2020. |
2020 |
Due to mobility restrictions, the resources for these studies were refocused to the Conectadas and Maestr@s Conectad@s digital education programs and their platforms. |
Refocused |
||
|
Implement an impact measurement methodology for all operations related to connectivity and digital inclusion by 2022. |
2022 |
Refocused |
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|
Digital Inclusion |
Continue bringing internet connections to schools and public institutions in vulnerable communities throughout Latin America through collaborative partnerships with local governments and NGOs. |
Provide internet to 1,300 schools and public institutions by 2023, reaching our set commitment with the OAS ICT Alliance. |
2023 |
As of September 30, 2022, 2,347 schools and public institutions were connected to the internet. |
Completed |
|
|
Diversity, Equity and Inclusion |
Build an inclusive work environment that is representative of our workforce, the markets where we operate and the customers who we serve |
2023 |
We defined and communicated our DE&I targets to both external and internal stakeholders: • 50% of women at all levels of the organization • 50% gender balance in upper management positions globally • Train 100% of our employees on DE&I annually DE&I objectives are now tied to GM bonuses and are included in our Leader Success program. We continued focusing on awareness and education through such activities as unconscious bias training, annual communications campaigns, and panel discussions and workshops. See further details in our Society section starting on page 38. |
In progress 97% of employees received unconscious bias training. 40% of women in managerial positions and 42% of women across our employee base. |
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Promote a culture of inclusion through policies, procedures and regular training, as well as activities that foster employee collaboration. |
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Enhance employee wellness and growth through policies, programs and practices designed to support their professional aspirations and personal development. |
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|
Supply Chain |
Enhance due diligence processes by including sustainable procurement criteria for global strategic suppliers. |
Ensure that 100% of global strategic suppliers obtain sustainability assessment scores of 45 or greater by 2023. |
2023 |
45% of current global strategic suppliers scored 45 or higher on Ecovadis. Based on those assessments, we have assigned corrective action plans on their key areas of opportunity in an effort to boost their scores towards our target. |
In progress |
|
|
Extend related training to procurement team. |
Train 100% of procurement staff in responsible supply chain management issues related to our core risks |
2023 |
We have continued to deliver training through our corporate learning management system. |
In progress 91% of our procurement teams have been trained on responsible supply chain management. |
||
|
Train all suppliers with Group spend >$1.0m by 2023, and measure their progress on corrective action plans through sustainable procurement platform and audits. |
Train all suppliers with Group spend >$1.0m by 2023, and measure their progress on corrective action plans through sustainable procurement platform and audits. |
2023 |
We have updated our training program to include science-based target topics and have continued to extend the training through our supplier online learning platform |
In progress 79% of eligible suppliers received training |
||
|
Enhance due diligence processes by including sustainable procurement criteria for global strategic suppliers. |
Vet all global strategic suppliers through our sustainable procurement platform. |
2023 |
We continued integrating our systems at regional levels, achieving higher efficiency and streamlining the Ecovadis vetting process. |
In progress 57% of the global strategic suppliers in our updated list have been vetted on our sustainable procurement platform. |
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|
Fundamental Rights |
Consolidate and enhance human rights policies and practices covering privacy, freedom of expression, supply chain and vulnerable groups to meet standards of United Nations Guiding Principles on Business and Human Rights. Develop and deploy Human Rights Impact Assessment (HRIA) toolkit in our markets. |
Develop remediation plan to cover findings of HRIAs by Q2 2021. |
2021 |
No material issues were raised in the HRIAs that required a remediation plan. Our various human rights–related processes, particularly those related to privacy, freedom of expression, supply chain and vulnerable groups have been implemented and expanded in accordance with gaps identified during Human Rights Impact Assessments, related to the implementation of established Human Rights Impact Assessments. |
Completed |
|
|
Training on HRIA toolkit conducted in all operations by Q4 2019 |
2019 |
Extensive training completed in countries where HRIAs have been conducted. Remaining operations received awareness building training on topic and received additional training to ensure alignment with a wide range of ESG regulations. |
Completed
|
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|
Conduct HRIAs in all operations by Q4 2020. |
2020 |
Completed HRIA in CO, PY, BO and NI. Methodology for remaining countries continued internally, given the increased knowledge and skills our local teams have gained from training in recent years on these topics. |
Completed |
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Read our Law Enforcement Disclosure (LED) Report for more on our approach to managing law enforcement requests and major events.
|
Topic |
Our Goals |
Target |
Target Year |
What We Did in 2022 |
Our Performance/Status |
|
Compliance |
Build a strong corporate culture that seeks compliance excellence; build an ethical business culture in which employees at all levels are committed to doing what is right and upholding the company’s values and standards |
100% of GMs and executive teams with compliance KPI built into remuneration package by 2020. |
2020 |
This is the fifth year we have tied GM compliance objectives with their bonuses, and this year we included GM-1 under the same scope. Tigo Guatemala has adopted our GM remuneration package, aligning with our 100% target for 2022. Heatmap and KPIs scorecards have been presented to the Board of Directors as a way to assess progress towards compliance objectives |
Completed 100% of GMs and GM-1 have compliance KPIs built into their remuneration package.
|
|
100% of the above group plus their direct reports with compliance KPI built into remuneration package by 2021. |
2021 |
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|
95% of Compliance & Ethics training for active employees yearly. |
Annual |
This initiative is now part of our Connected Women program. GSMA extended the Connected Women initiative until 2023. |
Completed 99% of employees completed the Code of Conduct training. |
||
|
Respond within three business days to all Ethics Line allegations submitted through hotline.. |
Annual |
Employees contributed 25,909 virtual and face-to[1]face volunteer hours, of which 7,341 were for COP[1]related programs through our hybrid approach. |
Completed |
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|
Provide corrective action recommendations for each Ethics Line case substantiated through the investigation process. |
Annual |
We provided corrective action recommendations for each substantiated Ethics Line case. Each corrective action was tracked through completion. |
Completed Where a concern or allegation is substantiated, investigation findings and recommendations for corrective action are provided to the appropriate review committee |
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|
Maintain a Compliance & Ethics Program that is central to business strategy; effectively embedded in the business processes and procedures; and focused on the actual impact the company’s program has in the countries where it operates, as well as on our employees, customers, stakeholders and communities. |
100% of operations with online platform deployed and functional for a high-quality program that integrates preventive measures, key controls, reporting mechanisms and due diligence processes capable of detecting and correcting misconduct and wrongdoing. |
2023 |
We updated several compliance policies and updated the hospitality form to meet policy changes. The existing Third Party Due Diligence platform serves as a repository and a process management tool to vet vendors before being onboarded. This tool also runs background checks on existing vendors, based on automated watch lists, adverse media and law enforcement searches. |
Completed Both the forms and the Third Party Due Diligence tool are standardized and accessible for our operations. |
