Organisational
development
Organisation and personnel
At year-end 2005, Telenor had 28,500 employees (27,600 man-years), of whom 11,300
were employed in Norway and 17,200 abroad. This is an increase of 6,750 employees
compared to year-end 2004. As in previous years, Telenor restructured its operations
in 2005, with the aim of maximising operational efficiency. This is increasingly
important in view of the intensifying competition in the Nordic markets and
with respect to products that were formerly highly profitable, such as fixedline
telephony.
Telenor has made a considerable effort to ensure that all organisational restructuring is implemented in the most considerate way possible in relation to the group’s employees. Whenever workforce reductions have been unavoidable, Telenor has introduced appropriate economic support schemes and offered advisory services.
Ambition for people and organisation Telenor’s highly skilled workforce is made up of people from a wide range of backgrounds and different nationalities. As the company grows, it is important to maintain a relentless focus on customer perception and customer satisfaction, and at the same time acknowledge and respect local cultures. Wherever we operate, we want to be part of the local community. For Telenor, responsibility and trust are inseparable.
Telenor’s ambition for its people and organisation focuses on the following four areas:
An organisation that provides a competitive advantage by being simple, aligned and efficient
A culture centred on customers and characterised by our values, collaboration and group mindset
Managers with a passion for business, who excel at empowering people and never compromise on Telenor’s values and ethical standards
People who perform at the peak of their ability because they feel a sense of mission, accomplishment and growth
Competence and training
Telenor recognises the importance of attracting and retaining talented and motivated
employees who, in accordance with Telenor’s Codes of Conduct, display a strong
passion for business and who are capable of motivating their colleagues to give
their best. Two global processes – Telenor Development Process (TDP) and Internal
Value Creation (IVC) – were developed further during 2005. TDP is a tool for
systematic evaluation, development and remuneration of employees, while IVC
monitors human and process capital as well as the quality of the organisation.
All managers at Telenor’s Nordic companies, with the exception of Sonofon, participated in the TDP process in 2005. Outside the Nordic region, the top two management levels of all mobile companies participated in the process.
Diversity and equal opportunities
In 2005, Telenor adopted a new policy underlining the significance of diversity
with respect to value creation. The policy has special emphasis on gender, age
and ethnicity/nationality.
In Norway, Telenor’s compiled figures for gender equality reveal that 37 per cent of Telenor’s total workforce, and 24 per cent of Telenor’s managers, were women. In 2005, the Board of Directors of Telenor ASA consisted of 40 per cent women and 60 per cent men.
During 2005, and in accordance with the Board’s adopted principles of gender equality, initiatives have been introduced to ensure better balance in relation to gender and competence within the boards of Telenor’s own operations. All representatives who are appointed to Telenor’s various boards are offered training in board work.