1. VimpelCom Ltd. Business Continuity Management
DACT
November 2013
Peter den Dekker, Insurance & Risk Manager

2. No 7 Mobile Operator in the world*
International Telecoms Operator with Attractive Emerging Markets Exposure
Mobile
Subscribers
215 million**
Population covered
753 million***
No 7 Mobile Operator in the world*
Countries 17
Number of Brands 10
Number 6 mobile operator in the world based on subscribers
Market cap is about 18 billion USD,
Gross debt of 27 billion USD,
So enterprise value af 45 billion USD
As a comparison: KPN has an enterprise value of 22 bn EUR (± 29 billion USD)
USD 23.0 billion**
Russia
USD 9.8 billion**
Total Operating Revenue
Africa & Asia
EBITDA
Ukraine
CIS & Other
71% from Emerging markets
Italy
73% from Emerging markets
* Based on mobile subscribers
** 2Q13 for number of mobile subscribers and 2Q13 LTM for Revenue and EBITDA
*** Population figures are provided by ©Informa Telecoms & Media – © Informa UK Ltd 2013 as per YE 2012

3. 10 17 58,000* 215** million Consumer Brands Local Markets
Allow customers to choose a trusted brand that represents a quality trusted customer experience
58,000*
215** million
Empowered Employees
worldwide
Mobile Subscribers
Global strength,
connecting local services
* As per YE2012
** 2Q13 for number of mobile subscribers and 2Q13 LTM for Revenue and EBITDA

4. A Truly International Telecoms Operator
Russia
Italy
Algeria
Kazakhstan
Kyrgyzstan
Armenia
Tajikistan
Population (millions)
142.6
60.9
36.7
16.5
5.5
3.1
7.1
GDP / capita PPP (USD)
17,700
30,100
7,500
13,900
2,400
5,600
2,200
REAL GDP growth (%)
3.4%
-2.3%
2.6%
5.0%
1.0%
3.8%
7.5%
Our operations
Key brands
Market position 3 3 1 2 2 2 4
Georgia
Ukraine
Pakistan
Bangladesh
Uzbekistan
Canada
Laos
Burundi
CAR
Zimbabwe
4.3
44.8
181.6
153.5
28.3
34.8
6.4
8.8
4.6
13.3
5,900
7,600
2,900
2,000
3,500
41,500
3,000
600
800
500
6.1%
0.2%
3.7%
6.1%
8.2%
1.9%
8.3%
4.2%
4.1%
5.0% 3 1 1 2 1 4 3 1 1 2

5. VimpelCom’s Global Financials
Total operating revenues (Actual)
(USD billion)
Net Cash from operating activities (Actual) (USD billion)
EBITDA (Actual)
(USD billion)
Mobile subscribers
(million)

7. VimpelCom Group Business Continuity Management, context and scope
VimpelCom initiated a Business Continuity Management (BCM) process to proactively improve the resilience of its business operations. The objectives of the BCM initiative are:
To safeguard the welfare and safety of employees, stakeholders and the people VimpelCom interacts with;
To be able to maintain continuity of services and protect future business, in support of investments;
To protect the assets, reputation and shareholder value of the business;
To be in line with VimpelCom's corporate governance principles and objectives.
What is BCM:
Business Continuity Management (BCM) is a holistic management process that identifies impacts that threaten an organization and provides a framework for building resilience and the capability for an effective response that safeguards the interests of its stakeholders, reputation, brand and value creating activities.
Scope of the VimpelCom BCM initiative:
The entire business of VimpelCom:
Group level is responsible for developing policies, guidelines, procedures, toolkits and audit and review functions.
Operations are responsible for aligning their BCM process to group level framework.

8. Initiating Business Continuity Management
ERM Policy and Framework already implemented
Based on COSO ERM Framework
Top-down approach driven by HQ
Holistic approach
Continuity risks were identified as top priority!
VimpelCom decided to start with implementing BCM top down as a Group approach
BCM is viewed as a driver to further operationalize ERM
Project organization:
Project sponsorship and ownership: Group CFO and Group COO (GEB)
Project governance: BCM Steering Committee (Group Treasury, Group Risk Management, Compliance and Audit, Group IT)
Project Working Group
External support AGRC consultants

9. Drivers and Benefits for a Group approach
Understanding the ‘Big Picture’
Consistent Corporate view across all International Businesses Units
Recognizing, understanding and quantifying the major risks to VimpelCom Group
Providing baseline data for investment decisions on Business Continuity Management, Technology & IT-Service Continuity Management and Disaster Recovery activities
Good Corporate Governance
Shareholder Protection
Policy and Control of BCM at a Group level
Implementation of BCM at a local Business Unit level
Driving VimpelCom Corporate Values
Develop and share the BCM skills and resources across the Group
Consistent high quality solutions driven from the Group policy
Coordinated and consistent response to crisis situations
Agreed priorities and required investment at Group level
Use Group synergy to leverage best practices, reduce costs and improve quality

10. VimpelCom's BCM Group approach
To guarantee an efficient and effective implementation of BCM, VimpelCom developed an implementation approach in three phases:

11. Process for alignment and strengthening of Business Resilience - 0
Phase 0 – Setting the context and priorities
Phase 0 is the initial phase to understand the work needed, to set policy and priorities and to scope the programme. Activities of phase 0 are divided in three strands of work:
Policy and framework - The BCM policy is the key document that sets out the scope and governance of the BCM programme and reflects why it is vital for the VimpelCom Group to have a sustainable BCM programme in place. The BCM policy should be aligned with VimpelCom's strategy, objectives and culture;
Current state assessment – VimpelCom intends to re-use the existing BCM material across the organization in order to avoid re-inventing the wheel, to sharing good practices and to provide a thorough understanding
Process of current state assessment:
Sharing of existing BCM related documentation;
Questionnaire to assess the current state based on the BCM Good Practice Guidelines 2013;
Interview by phone call or web meeting to discuss the questionnaire;
Reporting of current state per Opco as a basis for setting BCM priorities.
Priorities (corporate risk assessment) – consistent approach to risk assessments should provide key risk data to determine and prioritize investment decisions;

12. Process for alignment and strengthening of Business Resilience - 1
Phase 1 – Develop the programme
Objective of phase 1 is to develop and test the tools needed, to design the programme. Phase 1 will have four strands of work:
Proof of concept – VimpelCom aims to conduct a Pilot implementation within a selected Operating Company to confirm the defined approach and to test/develop a toolkit for further roll-out of the BCM programme;
Programme design – To develop a roadmap for global BCM implementation with overall timescales and milestones for the implementation of BCM. Define metrics and approach to assurance, reporting and support;
Approach and toolkit – Document the recommended approaches to the various BCM activities including awareness, BIA templates, plan building, exercising, and BCMS. Toolkit to provide a recommended approach, templates and tools, and awareness material.
Awareness and training – Train OpCo Business Continuity Managers/Coordinators in the use of the tools and techniques and deliver awareness to the business.

13. Process for alignment and strengthening of Business Resilience - 2
Phase 2 – Implementation
The objective of phase 2 is based on the outcome of Phase 0 and 1, in which we establish the current state, potential gaps and priorities that drive the effort (and hence planning) for Phase 2 on where we need to further align the BCM process to Group Framework and remediate high priority gaps.
This phase is planned from January 2014 until completion.

14. Evolving the Insurance & Risk Function
BCM is a part of ERM
BCM helps to further implement important parts of ERM
BCM is about protecting shareholder value, revenue generating activities, brands and reputation
BCM aligns perfectly with:
Insurance risk management (PD/BI);
Supply chain risk management
Fire prevention and risk control strategy;
Safety, health & environmental;
BCM helps evolving the Insurance & Risk Manager toward Operational Risk Manager by:
Cooperating with other disciplines within the organization (e.g. supply chain, operations, procurement) by facilitating assessments regarding business interruption risks and providing methods and techniques
Moving towards the core processes of the company and gaining a deeper and better understanding
Breaking through "functional silo's"
Providing senior management key risk information
Enhancing negotiations with insurers to further optimize insurance policies

15. Thank You! Questions?