Unformatted text preview: , such as the network upgrade
to 4G in Nordic and network upgrade to 3G in Asia. Including these investments the total amount of research
and innovation in Telenor Group are
estimated to be NOK 2.0 billion.
hEALTh, SAFET y, SECurIT y AND
ThE ENVIrONMENT (hSSE)
In 2011, Telenor Group continued to
work proactively and systematically
with continuous improvement within
the area of HSSE and Supply Chain
Sustainability through its systematic
Business Assurance activities in all
business units. Having implemented
an HSSE Management System in
accordance with OHSAS 18001
(occupational health & safety) and
ISO 14001 (the environment) across
most of the Group in 2010, Telenor
business units have in 2011 made use
of these systems to assess and mitigate risk, driving continuous improvement within their own operations.
HSSE awareness has been a priority
area also in 2011 and a Group-wide
HSSE online training programme
“People First” was developed and
rolled out in a large part of the business units during 2011 and a continued
rollout of the programme is expected
in 2012. The programme is also
available for Telenor’s suppliers at
www.telenor.com. In 2011, a total of
9 680 Telenor employees completed
the programme in addition to 19 726
employees of suppliers to Telenor.
Integration of HSSE with regular
business operations has been
strengthened and the monthly internal
non-financial reporting has been
integrated with the financial reporting
system throughout 2011. Telenor had no work-related fatalities
among employees during 2011. However, three work-related fatalities were
reported by in-house contractors.
They were all security guards working
at our base stations and killed during
robbery. It is also to great regret that
as many as 10 employees of Telenor’s
first line suppliers died during work
for Telenor; three of these as a result
of road traffic accidents and unfortunately another seven killed by hostile
attack or robbery. The majority of
these incidents relate to the general
security situation in Pakistan.
With our contractors and suppliers,
Telenor has investigated these fatalities with the main objective to prevent
similar incidents in the future. Telenor
has also followed up and secured that
the families of all the deceased have
been taken care of by the respective
suppliers. For the whole group, the
Lost-Time Injury Frequency (LTIF) for
Telenor in 2011 was 0.45 injuries per
million worked hours.
The sickness absence frequency for
the Group in 2011 was 1.8%, comprised
of 3.3% in the Nordic region, 2.4% in
the CEE region, and 1.0% in Asia. /page 11/
telenor annual report 2011
report from the board of directors 2011 Telenor Group has worked system
atically on reducing risk in the supply
chain in 2011 as in previous years.
Telenor has by the end of 2011 con
tractually committed 12 354 suppliers
worldwide to adhere to its Supplier
Conduct Principles and has performed
a close monitoring to this effect.
During 2011, the Telenor companies
have carried out 2 397 announced or
unannounced supplier inspections
locally, complemented with three
Group audits of large global suppliers.
In addition, at the end of 2010, Telenor
carried out a global supplier self
assessment covering 1 750 suppliers
globally, which has been followed up
by systematic work in every business
unit during 2011, with a successful
reduction of a related risk indicator
For information on CO2 emission and
other environmental issues, please
see the last sections under corporate
responsibility further below.
At the end of 2011, Telenor Group had
32 030 employees, 25 270 of whom
are outside of Norway. This is a 4%
reduction compared to 2010.
Telenor Group works consistently to
attract the most talented people in the
industry, grow its business by effective
talent management and develop
leadership by utilising management
and experts across the business units.
This is based on a business culture with
strong leadership and execution skills,
as well as responsible business: the
Telenor Way. The Telenor Way includes
five elements: Vision, Company Values,
Codes of Conduct, Policies and Pro
cedures and Leadership Expectations.
The Codes of Conduct was revised in 2011, making it easily applicable in the
daily work of our employees.
Telenor Group shall enable its
managers to deliver on business goals
through empowerment and clear
leadership, and take measures so that
needed experts and capable leaders
are moving around across countries
with more ease and greater impact.
It is vital to enable business units to
get hold of relevant competence and
personnel across business and geo
graphic borders. Therefore the Group
has prepared for a common operating
model for people development across
the Telenor companies globally. This
model will enable common processes;
mobility of competences across coun
tries; strategic workforce planning
as well as standardised development
programs for leaders and experts.
Telenor consistently strives to develop
leadership capabilities and knowledge.
Telenor Group is committed to ensuring
diversity and nond...
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This document was uploaded on 03/21/2014.
- Spring '14