Telenor Xpress 4 - 2000

Xpression

In the early 1990s, many believed that Telenor's greatest asset was its fixed line network and that the company was driven by technology. But as the business changed and grew, we began to recognise that telecommunications is a service industry, and that our key resources were not technologies or networks, but our customers and our skilled workers.

At Telenor we are determined to continue our efforts to become more customer focused by attracting and maintaining the most skilled workers in the industry. Apart from competitive salaries, we offer our employees flexi-bility, opportunities for personal development and a positive fast-paced work environment that encour-ages our workers to take the initiative. We believe that when we provide our workers with a decen-tralised organisational structure, they are quicker to respond to the demands of our customers.

Telenor's recent transition from a state-owned monopoly to a publicly listed company has also resulted in some fundamental changes in the company. As of 4 December 2000, we have access to capital markets, a way to measure ourselves against the com-petition, and an obligation to our shareholders to continue seeking growth opportunities at home and abroad. After all, many of our cus-tomers are also shareholders.

As one of Europe's most dynamic emerging telecommunications companies, Telenor oper-ates in the centre of the world's most competitive and tech-nologically advanced sectors. But for all the advanced communications solutions we provide to the market, we cannot afford to forget that our business is about people, not technologies.