Ooredoo Kuwait
Executive Summary
National Mobile Telecom (Ooredoo Kuwait Group) demonstrates solid, maturing ESG performance across its five operating companies, anchored by a comprehensive 2025 GHG inventory (Scope 1/2/3), a formal 2029 energy-efficiency target, strong measurable network efficiency programs, and multi-framework sustainability reporting (GRI in-accordance, IFRS S1/S2, SASB Telecom, UN SDGs). Social performance is a relative strength, with a well-quantified multi-market CSR portfolio, zero fatalities, comprehensive training disclosures, and formal DEI governance, though board gender diversity and ESG supplier screening remain underdeveloped. Governance shows robust compliance (zero fines), advanced ESG embedding with sustainability-linked executive KPIs, and strong ethics/whistleblowing architecture, but is limited by weak anti-corruption training execution, no current-year external assurance, and the absence of any sustainable finance program. Reviewer disagreements on E1, G5, and G4 reflect real ambiguity around multi-year data depth, training execution gaps, and board diversity. Overall the company maintains a strong investment-grade ESG profile with clear pathways to advance through external assurance, formal carbon targets, and enhanced governance diversity.
Year-over-Year Analysis
vs 2024Against the strong 2024 baseline (E=7.25, S=7.85, G=7.2), the consolidated 2025 assessment reflects broadly stable-to-modestly-softer positioning, with the Environmental pillar easing slightly as reviewers scrutinized the still-nascent Scope 3 reporting and the lack of formal carbon targets or current-year assurance. The Social pillar remains the company's strongest, sustained by expanded quantified CSR outcomes and comprehensive training, though DEI board diversity and supplier ESG screening gaps constrain further gains. The Governance pillar softened primarily on newly surfaced anti-corruption training gaps and disclosed anti-competitive/privacy inconsistencies that were more rigorously examined this cycle. The company genuinely improved training scale (2% YoY hours increase) and introduced first-ever Board ESG training across all five markets, but no dramatic upward score movement is evidenced. The trajectory is one of steady maturation with clear, addressable execution gaps.
Environmental performance eased modestly as reviewers weighed the commencement of Scope 3 reporting only in 2025, the absence of formal absolute carbon targets/baselines, and no current-year external assurance, despite continued strong energy-efficiency programs and stable water/waste management with meaningful reductions.
Social performance remained the strongest pillar and broadly stable, with expanded quantified CSR outcomes, a 2% increase in training hours to 101,852, and new Board ESG training, though board gender diversity gaps and partial ESG supplier screening prevented improvement.
Governance softened slightly relative to 2024 as this cycle surfaced material anti-corruption training gaps (zero training reported across most OpCos), disclosed anti-competitive legal actions and privacy-data inconsistencies, and continued absence of current-year assurance and sustainable finance, even as compliance (zero fines) and ethics architecture remained robust.
Key Improvements
Key Regressions
The company is well positioned to strengthen its ESG profile by securing current-year external assurance, adopting formal absolute carbon targets, and closing governance execution gaps in anti-corruption training and board diversity. Continued expansion of IFRS S1/S2 readiness and quantified CSR outcomes should support a stable-to-improving trajectory in the next cycle.
Strengths
Areas for Improvement
S: 7.35
G: 6.70
Recent Activities
View all →OoredooKuwait Launches Employee Learning Series on Sustainability, Finance and AI
Ooredoo Kuwait (OoredooKuwait) launched "Beyond the Role", an internal knowledge-sharing series offering employees weekly learning sessions led by external subject-matter experts. Three sessions have been held to date, covering sustainability in everyday decisions (led by Yousra Al Mutawa of SEEDS), investment and financial literacy (Reem Al Mutairi of ZAD), and artificial intelligence (Ahmed Bakri of Kuwait Digital Academy). The company states the series will continue every Thursday throughout 2026; no participant numbers or training hours were disclosed.
OoredooKuwait Publishes 2025 ESG Report
National Mobile Telecom (OoredooKuwait) published its 2025 ESG report in July 2026, disclosing its environmental, social and governance performance aligned with New Kuwait 2035. The report covers a unified sustainability strategy built on 12 material priorities, a five-year set of measurable targets, and an established KPI governance committee. OoredooKuwait was ranked among the top five in the Forbes Middle East Sustainable 100 list.
Ooredoo Kuwait Affirms Environmental Sustainability Commitments on World Environment Day
On World Environment Day (6 June 2026), National Mobile Telecom (OoredooKuwait) reaffirmed its environmental sustainability commitments, highlighting investments in AI-driven network optimisation, 5G and 5G Advanced infrastructure now carrying more than half of its data traffic, solar-powered hybrid energy systems at remote sites, retirement of 3G services in favour of energy-efficient alternatives, and IoT solutions enabling smart resource management across industries. The company stated a long-term ambition to achieve net-zero emissions through digital innovation and operational efficiency. Specific emissions baselines, renewable energy percentages, and carbon reduction targets were not disclosed in this announcement.
OoredooKuwait Holds Blood Donation Drive with Kuwait Central Blood Bank
National Mobile Telecom (OoredooKuwait) organised a blood donation campaign at its Kuwait headquarters on 11 May 2026, in partnership with Kuwait Central Blood Bank. Employees from across departments participated in the drive, which was conducted under full medical supervision and in line with health and safety standards. The initiative forms part of the company's ongoing 'Na'een w N'awon' community support programme and aims to contribute to maintaining adequate blood supplies within the national healthcare system.
OoredooKuwait Highlights Kuwaitization and Employee Development Initiatives
On the occasion of Labour Day, National Mobile Telecom (OoredooKuwait) outlined its employee development and Kuwaitization strategy, noting that women represent 32% of its total workforce and hold a growing share of management and leadership positions. The company described a range of active workplace programmes including flexible working arrangements, graduate development programmes, health and wellbeing benefits, and AI-powered assessment platforms. Additional initiatives including the Ooredoo Graduate Programme and university training partnerships are scheduled for launch in the second half of 2026.