Stakeholder engagement

Telefónica’s Stakeholder Engagement strategy is based on increasing transparency and effective dialogue in order to build relationships of trust.

This relationship allows us to identify what aspects are considered most relevant and what are the new trends in the field of sustainability. According to this, we set our goals, we define the strategic plan and also we assess our ability to meet society's expectations.



As part of our digital transformation, we are increasingly using social media and we try to make the most of its advantages: the conversation can be immediate, continuous, without limits; the audience can be very large; and the possibilities to listen, learn and share, infinite.

At Telefónica, we have over 200 online channels with the Telefónica, Movistar, O2 and Vivo brands to communicate with our different audiences. Of these, 27% are on Twitter; 23% on Facebook; 20% on YouTube, and the rest on other platforms, including Tuenti in Spain.

When it comes to stakeholder engagement, employees play a crucial role in customer loyalty building, as levers of the cultural change and company ambassadors. So, we promote among them responsible use of social media channels, through recommendations, an online course and Telefónica’s Social Networks Policy.

And to encourage conversation among our professionals, all the global internal online communication channels are two-way, so they can express their opinions and assessments. In addition, we promote the use of an internal social network, which already has over 89,000 registered users.

  • Customers

    Methodology: Through the channels of dialogue set up at the moment of sale and as a result of customer services, satisfaction monitoring services and the Customer Defence Service (CDS), as well as marketing and market studies, discussion forums and meeting areas, we can understand the consumer experience, needs and expectations for our products and services.

    Some examples of commitment and interaction with customers:

    - For residential customers we have customer service channels in each of our geographical areas (which received 377,000 inquiries in 2015) and the “Guru” services, as well as our profiles on Twitter (Telefónica on Twitter, Movistar on Twitter, among others).

    - In the field of large corporate and multinational clients, in addition to our Business Solutions division, particularly worthy of mention are the TBS Quality Week, the Telefónica Leadership Conference, as well as other events such as International Telecoms Week.

    This year is also particularly relevant due to the active participation of our customers in the definition of our new “Choose It All” Company Programme. For nearly two years we interviewed more than 3,000 consumers in 12 countries and performed about 72 focus groups to address those aspects which are most important for our customers. This work has helped us to define the new Company strategy.

  • Employees

    Methodology: We promote the use of the internal Yammer Network, which has 89,000 members (14,000 users more than last year) and an average of 550 active communities per month on the Company network, as both a communication and an inquiry tool.

    This Network has been a key tool for facilitating dialogue and debate prior to the launch of the new Company programme. The event was followed via Yammer by more than 4,000 people.

    Best practices: During the executives' summit in 2015, Twitter played a special role among our employees, with about 2,000 people “liking” the messages posted; in addition, the #Modoencuentro hashtag became a trending topic on Twitter in Spain, despite competition from other trends such as the Spanish electoral debate and football’s Ballon d'Or award.

  • Shareholders

    Methodology: We organise and attend regular meetings, both individual and collective, with institutional investors and sectoral analysts. Moreover, thanks to the online channels we can understand which issues are most relevant to the investment community, including SRI (Socially Responsible Investment) Institutions and/or specific projects for responsible investment and signatories of the Responsible Investment Principles.

    Some examples of commitment and interaction:  Telefónica Shareholders and Investors, Forums and events for Shareholders and InvestorsEurosifSocieté GeneraleRobecoSam, Integrated Reporting.

  • Suppliers

    Methodology: The purchasing area maintains an ongoing dialogue with our main suppliers, promoting the search for joint solutions in partnership with each of the internal areas which demand the product and/or service. Supplier involvement is key, especially in processes where contact with our customers is performed directly by our suppliers. One example of this is the case of technical and commercial support services, about 80% of which is provided by suppliers in many countries.

    Some examples of commitment and interaction:

    - The Allies (Aliados) programme, implemented in our main operations in Latin America.

    - Meetings with some of our main suppliers at a global level to share our strategies on sustainability issues and to exchange best practices.

    - Workshops on Energy and Climate Change, organised annually by Telefónica and attended by some of our main suppliers.

  • Sectoral organisations

    Methodology: We actively participate in forums and associations which discuss the different issues affecting our sector, in order to improve measurements, standardise indicators and share best experiences.

    Some examples of commitment and interactionGSMAUnión Internacional de Telecomunicaciones (ITU)ASIETGlobal e-Sustainablity InitiativeEuropean Internet Forum, Telecommunications Industry DialogueICT CoalitionInternet Governance ForumGlobal Reporting Initiative, CSR Europe and RSE Action.

  • International organisations

    Methodology: The dialogue is mainly structured by geographical areas, grouping together the different participants according to their sphere of action (local, regional, national and global). Within each field of activity we maintain a fluid dialogue with those responsible for telecommunications, innovation and consumer, educational, social, regulatory and economic services, etc.

    Some examples of commitment and interaction: World Economic ForumInternational Labour OrganizationWorld Health OrganizationUnited nations Programme for DevelopmentGlobal CompactCarbon Disclosure Project and  Centre for Information Policy Leadership.

  • Non-governmental organisations

    Methodology: We articulate the dialogue principally at a local level in order to respond to the needs of the communities in which we operate. In the case of Spain, we collaborate with more than 25 NGOs by means of the Premium messaging service, giving the NGO 100% of the money donated by the customers give through solidarity SMSs. Dialogue with these organisations is ongoing.

    Some examples of commitment and interaction: NCE - ILUNION Foundation, Red Cross, UNICEF, Oxfam Intermón, International Plan, ACNUR, Spanish Committee of Representatives of People with Disabilities (CERMI), National Centre of Accessibility Technologies (CENTAC).