Digitalisation is accompanied by a profound change of thefoundations and methods of working. This includes the questionof how employees interact within the company as well as withcustomers, suppliers and other stakeholders. Telekom AustriaGroup actively promotes the competences required.
OUR PURPOSE: EMPOWERING DIGITAL LIFE
As a driver of digitalisation within its markets, Telekom Austria Group has given this megatrend the priority it deserves. Digitalisation is a promising business opportunity. At the sametime, it is a matter of responsibility to stand by the customers by providing them with equalaccess and secure connectivity as well as with solutions and services that enrich their privateand professional life. Moreover, the company’s infrastructure and service portfolio form thebasis for business and public customers and enable them to offer their customers as well ascitizens high-quality products and services. Together with Telekom Austria Group’s share-holders, employees, customers and partners and through initiatives that aim at fosteringstart-ups (see Network & Customers) the Group is dedicated its common purpose:Empowering Digital Life.
CORPORATE CULTURE AND GUIDING PRINCIPLES
In the digital era business success is strongly driven by new ways of working. In 2016, threeGuiding Principles that perfectly serve people’s needs in the digital years to come havetherefore been developed and agreed on across the Group: Team, Trust and Agility. TelekomAustria Group is convinced that these principles will lead it to excel in fulfilling customerexpectations and paying back to society.
In addition to being willing to learn new things (‘Constant Learning’) and focussing on mu-tual strengths within the Group (‘One Company’), Telekom Austria Group’s Guiding Princi-ples are important ‘enablers’ for a corporate culture that is actively imbued with life andserves the Group’s common purpose of ‘Empowering Digital Life’. The Guiding Principles’three core elements (see box Our Guiding Principles) form the framework of TelekomAustria Group’s new self-conception and the associated working methods that areconducive to a positive development of the company in the long term.
DIVERSITY: THE POTENTIAL OF VARIETY
Characterised by dynamic change, the complexity of tasks in the digital age has seen asteep rise. That is why it is easier for diverse teams than for individuals to master this myr-iad of associated challenges. Teams work most effectively if they manage to link as muchexpertise and as many different skills as possible. The team members’ varied know-how,also referred to as diversity, is an essential success factor. For only different views of aproblem yield comprehensive and efficient solutions. Echoing these sentiments, TelekomAustria Group has signed a Charta of Diversity. It thus publicly commits to utilising andmaintaining the wide range of cultural traditions and skills at its seven subsidiaries.
Telekom Austria Group also makes a clear statement when it comes to equal rights forwomen: Gender equality is a fixture in all its activities. Many programmes promotingwomen to take up technical professions, for instance, contribute to this. Telekom AustriaGroup aims at increasing the share of women in management positions to 38 % by 2018. In2016, the company focussed on recruiting women for top expert and management posi-tions and on offering flexible ways of working and child care initiatives to reach this target.In Austria, a successful women’s network is providing women with a platform to exchangeideas, share know-how and support one another. All of this resulted in an increase of theproportion of woman in management positions from 35 % in 2015 to 36 % in 2016. 102-12
CONSTANTLY LEARNING FROM EACH OTHER
Digitalisation profoundly affects communication, collaboration and skill developmentwithin Telekom Austria Group. Learning mainly takes place ‘on the job’, while new knowl-edge is deepened through exchange with other team members, during their work, in per-sonal talks and via digital solutions such as cloud-based e-learning tools.
Employees are expected to be open to new ideas and to think in new dimensions — includingactively breaking away from old routines, showing entrepreneurship and self-motivation bytaking personal responsibility for their professional growth and career opportunities.
In 2016 Telekom Austria Group took part in the first wave of companies that rolled out Face-book’s enterprise solution Workplace, which has since then been available to all of theGroup’s employees. As a social media tool for collaboration and knowledge sharing, it isconnecting employees throughout the Group so that everyone in the company can accessthe information needed, reach out to each other and gain new knowledge faster and moreaccurately (see Thinking globally, leading regionally).
In an ever-changing industrial and societal environment, the competencies required areconstantly changing as well. Developing and maintaining the appropriate skills is thereforea critical success factor for the company. One of Telekom Austria Group’s three strategic en-ablers — besides the Group’s Guiding Principles and focussing on mutual strengths (‘OneCompany’) — is ‘Constant Learning’. This applies to the individual employee as well as tothe organisation as a whole. Aligned with Workplace and through a cloud-based digitallearning solution, the company is providing employees with access to state-of-the-artlearning opportunities (also accessible via a mobile application) and a broad content pool.In 2016, development programmes for Sales and IT have been created that also strongly relyon e-learning in combination with other learning methods as well as mutual exchangewithin the communities. So called ‘Competence Channels’ with a special focus on sales, fu-ture networks, digital life and leadership on the Workplace platform are enabling employ-ees to steer their learning journey themselves and to receive regular updates on the latestdevelopments in the digital sector. 404-2
‘Young Potentials’ from the entire Group can apply to take part in a Group-wide further edu-cation programme at the Telekom Austria Group Business School. In the course of theirtraining, they are also working on evolving Telekom Austria Group’s corporate culture andare encouraged to find new ways of working and learning. In order to cover its future de-mand for young specialists, Telekom Austria Group trains its own apprentices. Austriansubsidiary A1 trained 182 apprentices in 2016, Bulgarian subsidiary Mobiltel 61.
LEADERSHIP IN THE DIGITAL AGE
The digital era also alters corporate management standards. Talents are no longer aspiringlife-long careers with big companies. They rather decide on where they want to work basedon what currently fits their personal and lifestyles. Companies therefore have to be aware ofboth customers’ and employees’ needs and show the ability to serve them accordingly. Thisrequires an altered management style. First and foremost, leadership in the digital agemeans to break up old, hierarchical leadership patterns and to trust and empower employ-ees to act in an agile way within their teams. For multinational companies such as TelekomAustria Group, it is essential to promote this spirit on an international level. In 2016,Telekom Austria Group has pursued this objective via the Group-wide launch of its GuidingPrinciples and Workplace.
Digitalisation creates momentum and requires a change of leadership. However, it is still upto managers to execute this new style of leadership. In the current time frame, not the oneswho make the best predictions but the ones who best adapt to current developments are theones who will be successful. Telekom Austria Group expects its managers to show a high levelof willingness to change permanently in order to ensure that leaders, their teams and thecompany are fit for the future. The Group encourages its managers to utilise commonstrengths and to remain open to learning and adapting to new demands. Quarterly leadershipwebcasts are held throughout the Group to enrich the ongoing discussion about new ways ofleading in a dedicated competence channel on the company’s Workplace platform. Thus, notonly managers but everyone in the company can take part in this discussion.
At Telekom Austria Group, Group-wide performance management standards make sure thatthe quantifiable performance of employees is given just as much attention as the ‘how’aspect of their daily work based on Telekom Austria Group’s Guiding Principles. Personaldevelopment is a major aspect within the performance management process and has beenincluded in the latter in 2016.
Contemporary styles of leadership strongly includes the use of feedback, in particular peer-to-peer feedback. Telekom Austria Group encourages employees to appreciate each otherusing Feedback Cards (see Thinking globally, leading regionally) which are also based onbehavioural best practice examples in line with the Guiding Principles. Telekom AustriaGroup takes feedback seriously, which is why the company carried out its employee surveyTAGisfaction in 2016 and is taking respective steps wherever room for improvement is iden-tified. 404-3
All of this aims at creating a working environment that creates value for the company, itsemployees, customers and the society. This is how Telekom Austria Group wants its employ-ees to experience their ‘Employee Journey’ — as a journey that is Empowering Digital Life.
DIGITALISATION & EMPLOYEES
Digitalisation and innovative communica-tion solutions based on it create entirelynew possibilities when it comes to thedesign of work environments. The possibil-ity to cooperate independent of place ortime as well as exchange informationacross social networks or knowledge plat-forms offer great potentials in terms ofproductivity and enhancing a work envi-ronment’s appeal. Thus, Telekom AustriaGroup increasingly invests in the use of itscentral e-learning platforms which allowfor training courses to be held independentof time and place and in its Group-widesocial media platform Workplace. The lat-ter promotes intern-departmental cooper-ation in international project groups and-virtual teams as well as know-how trans-fer within the Group.
PROMOTION OF WOMEN 2016
OUR GUIDING PRINCIPLES
We work together by using shared assetsand strengths to fulfil our customers’ ex-pectations. It is important to us to be openand transparent as a team in everythingwe say and do. Everyone’s opinion counts,everyone is empowered to act.
Trust creates an environment in which cu-riosity, openness and collaboration are key.We truly stand behind what we say and wekeep our promises. We trust in the knowl-edge and empowerment of all employees.We employ integrity in our interactionswith each other as well as with customers,suppliers and partners. This helps us tobecome better every day.
The digital world is not waiting for us toadapt. We take decisions and execute themquickly. We learn in our daily work, whentalking to colleagues and in our socialnetworks. We learn from our failures andalways try again.
Group-wide key figures for Workplace, the internal social media platform.
1) Baseline for targets is 2015. 2) Due to a new strategic direction, the Group-wide target of implementing a health pass was replacedby the goal to promote continuous learning. Health promotion initiatives are implemented locally by the respective subsidiary.
THINKING GLOBALLY, LEADING REGIONALLY
In the autumn of 2016, TelekomAustria Group rolled out its socialmedia platform. As a standalonecollaboration and communicationsolution, this tool not only allowsone to communicate with col-leagues transparently, efficiently,swiftly and regardless of one’slocation but greatly improvesone’s ability to share and utiliseknowledge and creativity.
For the fifth time, Austrian subsidiary A1 staged its A1 Team Triathlon in September 2016.For the first time, it had invited teams from Telekom Austria Group’s other subsidiaries.Teams of three took to the track with more than 1,000 employees forming a total of 335teams to participate in this event in 2016. From members of the board to apprentices, alltiers could be seen swimming, cycling and running. Of course, the event focused on havingfun and team building, apart from the sporting aspect.
Belarusian subsidiary velcom givesall its employees the chance tohand one another personalFeedback Cards. These are used togive direct feedback and expressmutual appreciation. The cardscanbe sent to one’s colleagues indigital form or via mail.