DOCSLIB.ORG

Download Annual Report 2019

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

PAGE 1 BROWSE CHANGE VIEW SEARCH USER GUIDE This document is an interactive PDF file (iPDF). The document is designed for Adobe Reader/Acrobat Pro DC. Some functions may not work in web browsers that support PDF plug-ins. If you experience problems viewing in your web browser, please download and open the PDF in Adobe Reader/ Acrobat. The top navigation panel should function with all PDF readers for tablets supporting hyperlinks. ANNUAL REPORT 2019 Right-hand arrow: flip one page forward (or use arrow keys/scroll wheel) Left-hand arrow: flip one page backward (or use arrow keys/ scroll wheel) Previous view: back to previously viewed pages Next view: forward to previously viewed pages Fit height Full screen view on/off Fit width Advanced search 2201011 • BOLT.as PAGE 2 BROWSE CHANGE VIEW SEARCH CONTENT LETTER FROM THE CEO LETTER FROM THE CEO 2 GROUP EXECUTIVE MANAGEMENT 4 LETTER FROM THE CHAIR 5 BOARD OF DIRECTORS’ REPORT 7 THE BOARD 41 SUSTAINABILITY REPORT 2019 42 FINANCIAL STATEMENTS MODERNISING TELENOR GROUP TELENOR TO DRIVE CONSOLIDATED INCOME STATEMENT 57 SOCIETIES FORWARD CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME 58 The first Telenor CEO was Carsten Tank CONSOLIDATED STATEMENT OF FINANCIAL POSITION 59 Nielsen. He believed strongly in the CONSOLIDATED STATEMENT telegraph as a means to enable and OF CASH FLOWS 60 strengthen businesses and connect the CONSOLIDATED STATEMENT OF young Norwegian nation with the rest of CHANGES IN EQUITY 61 the world. It was his way of empowering NOTES TO THE the Norwegian society. FINANCIAL STATEMENTS 62 It is now 165 years later, and we are still in FINANCIAL STATEMENTS the business of empowering societies TELENOR ASA through connectivity. Today we are in the INCOME STATEMENT 126 midst of what is probably our largest STATEMENT OF modernisation effort to date. We are COMPREHENSIVE INCOME 127 mapping, planning and preparing STATEMENT OF FINANCIAL ourselves and the societies we serve for POSITION 128 yet another technology shift to continue STATEMENT OF CASH FLOWS 129 moving us forward. In Norway, for example, STATEMENT OF CHANGES we are decommissioning the legacy copper IN EQUITY 130 lines and upgrading our entire fixed NOTES TO THE FINANCIAL STATEMENTS 131 network with fibre and wireless solutions. RESPONSIBILITY STATEMENT 144 At the same time, we are constantly seeking to improve and enhance our Our strategic direction guides us towards environment risk, in how we treat our STATEMENT FROM THE CORPORATE ASSEMBLY operations and renew our way of work, in reaching our ambitions. It consists of three customers’ data, and in our role as a OF TELENOR ASA 145 order to better serve our customers main components: global citizen working towards our AUDITOR’S REPORT 146 throughout all of our markets. Seamless, climate ambitions. DEFINITIONS 151 personal and more engaging customer • Deliver growth through focused journeys is one part of that, while we are customer offerings that fuel the This direction will guide us through 2020- exploring how to deploy robots, persistent need for connectivity and 21. Crucial to our strategy is our decision to automation and Artificial Intelligence (AI) related services. uniting our Asian markets into a single, to deliver the best possible network • Continue to innovate on our core strong unit and thus build a stronger experience to our customers. business and be a leader in presence in the region. This will make us modernisation, from how we run our well equipped to fully realise the potential networks to the way we engage with across the region and seize opportunities customers across touchpoints. for growth. On the technology side, we • Reinforce our strong foundation of have already seen commercial launches of responsible business through the way 5G in our footprint, and in the coming year we operate and manage business we will continue to explore how 5G can PAGE 3 BROWSE CHANGE VIEW SEARCH CONTENT make an even bigger impact in society. In 2020 and beyond, we will continue to Empowering societies. That is what it is all There are so many new opportunities with focus on making a positive impact for for. We are a company built on the idea of 5G, AI, automation and more. Acting on customers and societies. In order to play always exploring, seeking new LETTER FROM THE CEO 2 them requires us to work in new ways, this important societal role, we are opportunities and developing smarter GROUP EXECUTIVE MANAGEMENT 4 move faster and engage more deeply with dependent on our ability to monetise our ways to bring people, businesses and partners and peers than ever before. This is services in a fair, predictable and societies together. And we believe that LETTER FROM THE CHAIR 5 why Telenor is investing time and resources sustainable way. We are reshaping the secure, reliable and efficient connectivity BOARD OF DIRECTORS’ REPORT 7 in upskilling our entire workforce. model that took us this far by seeking new is a fundamental need and the lifeblood of THE BOARD 41 and smarter ways of delivering value to our modern societies. This requires continuous SUSTAINABILITY REPORT 2019 42 The 2020s will also usher in new risks for customers, while applying technology and improvement on our core services; it us to tackle. We will continue to face managing our resources as efficiently as requires simpler systems and processes; FINANCIAL STATEMENTS manipulation and contamination of data possible. In 2020, we will continue to and it requires us to be even more efficient TELENOR GROUP intended to disrupt and mislead, which modernise our infrastructure, enhance the in how we operate. This is not new to us in CONSOLIDATED places higher expectations on everyone. way we work, and institutionalise our Telenor. We have been creating together INCOME STATEMENT 57 For connectivity providers in general and utilisation of data to deliver new, relevant every day since 1855. And we will continue CONSOLIDATED STATEMENT Telenor in particular, it means that building OF COMPREHENSIVE INCOME 58 services and better customer journeys. We what Carsten Tank Nielsen started all and maintaining trust, from consumers, fully support the UNs 2030 Agenda for those years ago, working to empower CONSOLIDATED STATEMENT OF FINANCIAL POSITION 59 businesses and societies, is more Sustainable Development. Together with societies for the next 165 years and CONSOLIDATED STATEMENT important than ever. As we have seen our partners, customers and stakeholders beyond. OF CASH FLOWS 60 lately, cross-border diseases such as we are raising standards in our operations CONSOLIDATED STATEMENT OF COVID-19 disrupts daily lives, business and and supply chain. We are providing access CHANGES IN EQUITY 61 society as a whole. Keeping our people to services and opportunities that help NOTES TO THE safe remains a top priority. So does striving deliver on the UNs Sustainable FINANCIAL STATEMENTS 62 for business continuity, as Telenor plays a Development Goals across our markets. key role in securing critical infrastructure Sigve Brekke, President & CEO FINANCIAL STATEMENTS when a crisis like this occurs. In the light of While the strategy is the map for our Telenor Group TELENOR ASA the COVID-19 situation, keeping people business, I like to think of our purpose as INCOME STATEMENT 126 connected to what matters most is more our ultimate destination. Connecting STATEMENT OF relevant than ever. customers to what matters most. COMPREHENSIVE INCOME 127 STATEMENT OF FINANCIAL POSITION 128 STATEMENT OF CASH FLOWS 129 STATEMENT OF CHANGES IN EQUITY 130 NOTES TO THE FINANCIAL STATEMENTS 131 RESPONSIBILITY STATEMENT 144 STATEMENT FROM THE CORPORATE ASSEMBLY OF TELENOR ASA 145 AUDITOR’S REPORT 146 DEFINITIONS 151 PAGE 4 BROWSE CHANGE VIEW SEARCH CONTENT GROUP EXECUTIVE MANAGEMENT1) LETTER FROM THE CEO 2 GROUP EXECUTIVE MANAGEMENT 4 LETTER FROM THE CHAIR 5 BOARD OF DIRECTORS’ REPORT 7 THE BOARD 41 SUSTAINABILITY REPORT 2019 42 FINANCIAL STATEMENTS TELENOR GROUP CONSOLIDATED INCOME STATEMENT 57 CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME 58 CONSOLIDATED STATEMENT OF FINANCIAL POSITION 59 CONSOLIDATED STATEMENT Sigve Brekke Jørgen C. Arentz Rostrup Cecilie Blydt Heuch Anne Kvam OF CASH FLOWS 60 President and Chief Executive EVP and Chief Financial EVP and Chief People EVP and Chief Corporate Affairs Officer (CEO) Officer (CFO) Officer Officer CONSOLIDATED STATEMENT OF CHANGES IN EQUITY 61 NOTES TO THE FINANCIAL STATEMENTS 62 FINANCIAL STATEMENTS TELENOR ASA INCOME STATEMENT 126 STATEMENT OF COMPREHENSIVE INCOME 127 STATEMENT OF FINANCIAL POSITION 128 STATEMENT OF CASH FLOWS 129 STATEMENT OF CHANGES IN EQUITY 130 Ruza Sabanovic Lars Thomsen Petter-Børre Furberg Albern Murty EVP and Head of Technologies Acting EVP and EVP and EVP Developed Asia Cluster NOTES TO THE FINANCIAL and Services Chief Marketing Officer CEO of Telenor Norway and CEO of Digi STATEMENTS 131 RESPONSIBILITY STATEMENT 144 STATEMENT FROM THE CORPORATE ASSEMBLY OF TELENOR ASA 145 AUDITOR’S REPORT 146 DEFINITIONS 151 Jukka Leinonen Irfan Wahab Khan EVP Nordic Cluster and CEO of EVP Emerging Asia Cluster DNA, Finland and CEO of Telenor Pakistan 1) As announced on 19 March 2020, a number of key management changes will take place with effect from 1 May 2020; The Asian clusters will be united into one region with Jørgen C. Arentz Rostrup as EVP and Head of Asia. Rostrup will be succeeded by Tone Hegland Bachke as EVP and Chief Financial Officer. Digi CEO Albern Murty and Telenor Pakistan CEO Irfan Wahab Khan will step out of their current roles as heads of the clusters Developed Asia and Emerging Asia and the Group Executive Management, and will continue as CEOs of their respective companies. PAGE 5 BROWSE CHANGE VIEW SEARCH CONTENT LETTER FROM THE CHAIR LETTER FROM THE CEO 2 GROUP EXECUTIVE MANAGEMENT 4 LETTER FROM THE CHAIR 5 BOARD OF DIRECTORS’ REPORT 7 THE BOARD 41 SUSTAINABILITY REPORT 2019 42 Telenor has a proud history, for more than FINANCIAL STATEMENTS 165 years, of connecting people and TELENOR GROUP societies.
Recommended publications
  • Årsrapport Innholdsoversikt / NRK 2007

    Årsrapport Innholdsoversikt / NRK 2007

    07 Årsrapport INNHOLDSOVERSIKT / NRK 2007 FORORD 3 DRAMA 32 KANALER 62 Om fjernsynsdrama 33 NRK1 63 NYHETER 4 Berlinerpoplene 33 NRK2 64 Ny design og innholdsprofil 5 Utradisjonell seing 34 NRK3 64 Nye NRK2 5 Kodenavn hunter 35 NRK Super 64 Bred valgdekning 6 Størst av alt 36 NRK P1 65 Nyheter på nrk.no 6 Radioteateret 36 NRK P2 66 Nyheter på P1 8 NRK P3 66 Nyheter på P2 8 FAKTA & VITENSKAP 38 Andre kanaler 67 Osenbanden på P3 8 Faktajournalistikk i NRK 39 NRK Sport 67 Internasjonale nyheter 9 Spekter 39 NRK Jazz 67 SKUP-pris til Dagsrevyen 9 Puls — i tre kanaler 40 NRK Båtvær 67 Egenproduksjon 9 Jordmødre 40 NRK Gull 67 yr.no 41 NRK Super 67 BARN 10 Ekstremværuka 42 NRK 5.1 68 Super på tv 11 Radiodokumentaren 43 Alltid Klassisk 68 Superbarn 11 Alltid Nyheter 68 Superstore 12 MINORITETER 44 Alltid Folkemusikk 68 Super på radio 13 10 års jubilant på tv 45 NRK mP3 68 Super på nett 13 Dokumentarer om det flerkulturelle 45 P3 Urørt 68 Spiller.no 13 Norge NRK P1 Oslofjord 68 Melodi Grand Prix Jr 14 Bollywoodsommer 46 NRK Sámi Radio 69 Dokumentar og drama for 14 Kvener 46 NRK1 Tegnspråk 69 barn og unge Musikk 46 NRK Stortinget 69 Ettermiddagstilbud for unge 14 Språklig og kulturelt mangfold i NRK 47 NRK som podkast 69 Nrk.no 69 SPORT 15 LIVSSYN 48 Språkarbeid og nynorskbruk i NRK 70 Vinteridrett 16 Livssyn i faste programmer 49 Teksting av programmer 70 Sportsnyheter 16 Det skjedde i de dager 49 Sportsportalen 16 Salmer til alle tider 49 Ung sport 17 Morgenandakten på P1 49 Fotball på fjernsyn og radio 17 Mellom Himmel og jord 49 Bakrommet
  • Arbeidsnotat Nr. 9/05 Utbygging Av Digitalt Bakkenett I Norge

    Arbeidsnotat Nr. 9/05 Utbygging Av Digitalt Bakkenett I Norge

    Arbeidsnotat nr. 9/05 Utbygging av digitalt bakkenett i Norge - NRK og TV 2s motiver av Kjersti Lyngtun Hansen Anja Elise Øijordsbakken Husebø SNF prosjekt 1303 ”Konvergens mellom IT, medier og telekommunikasjon: Konkurranse- og mediepolitiske utfordringer” Prosjektet er finansiert av Norges forskningsråd SIØS – Senter for internasjonal økonomi og skipsfart SAMFUNNS- OG NÆRINGSLIVSFORSKNING AS BERGEN, FEBRUAR 2005 ISSN 1503 - 2140 © Dette eksemplar er fremstilt etter avtale med KOPINOR, Stenergate 1, 0050 Oslo. Ytterligere eksemplarfremstilling uten avtale og i strid med åndsverkloven er straffbart og kan medføre erstatningsansvar. SIØS – SENTER FOR INTERNASJONAL ØKONOMI OG SKIPSFART SIØS - Senter for internasjonal økonomi og skipsfart - er et felles senter for Norges Handelshøyskole (NHH) og Samfunns- og næringslivsforskning AS (SNF), med ansvar for undervisning, fri forskning, oppdragsforskning og forskningsformidling innen områdene skipsfartsøkonomi og internasjonal økonomi. Internasjonal økonomi SIØS arbeider med alle typer spørsmål knyttet til internasjonal økonomi og skipsfart, og har særskilt kompetanse på områdene internasjonal realøkonomi (handel, faktorbevegelser, økonomisk integrasjon og næringspolitikk), internasjonal makroøkonomi og internasjonal skattepolitikk. Forskningen ved senteret har i den senere tid vært dominert av prosjekter som har til hensikt å bidra til økt innsikt i globale, strukturelle problemer og virkninger av regional økonomisk integrasjon. Videre deltar man også aktivt i prosjekter som omhandler offentlig
  • From Public Service Broadcasting to Public Service Media Gregory Ferrell Lowe & Jo Bardoel (Eds.)

    From Public Service Broadcasting to Public Service Media Gregory Ferrell Lowe & Jo Bardoel (Eds.)

    From Public Service Broadcasting to Public Service Media Gregory Ferrell Lowe & Jo Bardoel (eds.) RIPE @ 2007 NORDICOM From Public Service Broadcasting to Public Service Media From Public Service Broadcasting to Public Service Media Gregory Ferrell Lowe & Jo Bardoel (eds.) NORDICOM From Public Service Broadcasting to Public Service Media RIPE@2007 Gregory Ferrell Lowe & Jo Bardoel (eds.) © Editorial matters and selections, the editors; articles, individual con- tributors; Nordicom ISBN 978-91-89471-53-5 Published by: Nordicom Göteborg University Box 713 SE 405 30 GÖTEBORG Sweden Cover by: Roger Palmqvist Cover photo by: Arja Lento Printed by: Livréna AB, Kungälv, Sweden, 2007 Environmental certification according to ISO 14001 Contents Preface 7 Jo Bardoel and Gregory Ferrell Lowe From Public Service Broadcasting to Public Service Media. The Core Challenge 9 PSM platforms: POLICY & strategY Karol Jakubowicz Public Service Broadcasting in the 21st Century. What Chance for a New Beginning? 29 Hallvard Moe Commercial Services, Enclosure and Legitimacy. Comparing Contexts and Strategies for PSM Funding and Development 51 Andra Leurdijk Public Service Media Dilemmas and Regulation in a Converging Media Landscape 71 Steven Barnett Can the Public Service Broadcaster Survive? Renewal and Compromise in the New BBC Charter 87 Richard van der Wurff Focus on Audiences. Public Service Media in the Market Place 105 Teemu Palokangas The Public Service Entertainment Mission. From Historic Periphery to Contemporary Core 119 PSM PROGRAMMES: strategY & tacticS Yngvar Kjus Ideals and Complications in Audience Participation for PSM. Open Up or Hold Back? 135 Brian McNair Current Affairs in British Public Service Broadcasting. Challenges and Opportunities 151 Irene Costera Meijer ‘Checking, Snacking and Bodysnatching’.
  • Hystad, Halvdan Ramsdal.Pdf

    Hystad, Halvdan Ramsdal.Pdf

    Sammendrag Denne oppgaven setter søkelys på utbredelsen og bruk av internett over bredbåndstilkoblinger i norske hustander og bedrifter. I oppgaven beskrives ett paradigmeskifte for tradisjonelle formidlingsvirksomheter innen nyhets- og underholdningsmedieformidling. Internett som verktøy viser til å ha endret spillereglene i interaksjonen mellom formidlingsvirksomheter og deres kunder. Mange aktører leter etter nye, effektive og lønnsomme organisasjonsstrukturer for å møte den nye hverdagen. Utviklingstrekkene som synes klare i denne oppgaven er at man går mer og mer i retning av at produksjon og konsumpsjon av innhold i stadig større grad blir digitalisert. Samtidig er en modnet gruppe av internettbruker i ferd med å ta del i å skape sin egen nyhets og underholdningshverdag. Dette har delvis kommet som en årsak av tilgjengeligheten til internett, som er høy, og delvis ved at stadig flere produkter og tjenester orienterer seg mot internett som formidlings- og salgskanal. Oppgaven viser til en rekke eksempler på selskaper, tjenester og applikasjoner som over de siste 5 årene har vert med å prege utviklingsretningen. Videre presenteres noen konsepter og applikasjoner som kan være med å prege den fremtidige utviklingen. Avslutningsvis blir det gitt en skisse over de endringer i organisasjonsstruktur og tilordning til markedene moderne formidlingsvirksomheter i en media 2.0 hverdag kan ta inn over seg og planlegge i sine effektiviserings- og restruktureringsplaner som er aktuelle med hensyn på konjunktursvingninger som skyldes finanskrisen
  • Annual Report

    Annual Report

    Annual Report 2012 2012 in brief A solid year 148 million subscribers, NOK 102 billion in revenues, 5% organic revenue growth, EBITDA before other items of NOK 33 billion and operating cash flow of NOK 20 billion 1). Strong performance in Norway Data usage increases, strong customer uptake on bundled tariffs and revenue increases. Investments into fixed and mobile networks continue at rapid pace, to ensure superior coverage and user experiences now and in the future. Data drives growth Contents DTAC granted 3G licence in Thailand. Norway enters a 4G era. Dear Shareholder /01/ Smartphones are in demand globally, and Telenor brings mobile Report from the Board of Directors 2012 /02/ Internet to the masses in Asia. With modernised networks and service offerings, Telenor is well-positioned to capture data growth. Financial Statements Telenor Group Consolidated Income Statement /20/ Moving forward in India Consolidated Statement of Telenor secured new spectrum and is now operational in six Comprehensive Income /21/ telecom circles in India – on track for operating cash flow break- Consolidated Statement of Financial Position /22/ even towards the end of 2013. Consolidated Statement of Cash Flows /23/ Consolidated Statement of Investing in VimpelCom Changes in Equity /24/ During the year, Telenor restored its ownership stake in Notes to the Consolidated VimpelCom. VimpelCom showed improved operational perform- Financial Statements /25/ ance and dividend pay-out was resumed towards the end of the year. Telenor ASA Income Statement /94/ Sustainability leader Statement of Comprehensive Income /95/ For the 11th year running, Telenor Group continues to rank as Statement of Financial Position /96/ one of the top sustainability leaders in the telecommunications Statement of Cash Flows /97/ section on the Dow Jones Sustainability Index.
  • Annual Report 2018

    Annual Report 2018

    ANNUAL REPORT 2018 ANNUAL REPORT Grameenphone Ltd. GPHouse Bashundhara, Baridhara, Dhaka-1229, Bangladesh Tel: +880-2-9882990, +88 01799882990 Fax: +880-2-9882970 Website: www.grameenphone.com EXPLORE Grameenphone wants to contribute to meet climate challenges and aims to reduce the consumption of resources and overall impact on the environment. In an effort to minimize paper consumption, we limit the MORE scope of the printed annual report within regulatory requirement. Grameenphone’s website provides extensive information about the Company and its current activities: www.grameenphone.com ANNUAL REPORT 2018 We live in a world where pocket-sized devices have become the gateway for limitless exploration and unbound resources, something previously unimaginable. Now knowledge, wisdom and opportunities are just a few clicks away, heralding a new horizon of technological empowerment. At Grameenphone, we help overcome boundaries through digitalisation. Our products’ platforms serve as a catalyst to realising dreams. We believe in continuous innovation and ensuring the best customer experience in everything we do. Welcome to our Annual Report 2018 This report aims to inform stakeholders about our financial and non-financial performances in 2018. This includes a look at how we create value over time and how our strategy addresses the challenges, risks and opportunities Grameenphone faces in a fast-changing world. WHAT’S INSIDE 01 Overview 02 Business Performance An introduction to our report with a snapshot of our An insight into our operation
  • Converged Markets

    Converged Markets

    Converged Markets - Converged Power? Regulation and Case Law A publication series of the Market power becomes an issue for European and media services and enabling services, platforms and European Audiovisual Observatory national law makers whenever market players acquire a converged services, and fi nally distribution services. degree of power which severely disturbs the market balance. In this sense, the audiovisual sector is no The eleven countries were selected for this study because exception. But this sector is different in that too much they either represented major markets for audiovisual market power may not only endanger the competitive media services in Europe, or because they developed out- parameters of the sector but may also become a threat side the constraints of the internal market, or because they had some interesting unique feature, for example to the freedom of information. It is this latter aspect the ability to attract major market players despite lacking which turns market power into a particularly sensitive an adequately sized market. issue for the audiovisual sector. National legislators and regulators backed by national courts seek solutions The third part brings in the economic background in the adapted to this problem. form of different overviews concerning audience market shares for television and video online. This data puts the This IRIS Special issue is deals with the regulation of legal information into an everyday context. market power in the audiovisual sector in Europe. The fourth and fi nal part seeks to tie together the common The fi rst part of this IRIS Special explores the European threads in state regulation of media power, to work Union’s approach to limiting media power, an approach out the main differences and to hint to some unusual still dominated by the application of competition law.
  • AW AR Dtac Eng P1-44.Indd

    AW AR Dtac Eng P1-44.Indd

    contents financial management discussion 002 041 milestones 091 highlights and analysis report of the board of corporate information 012 045 risk and mitigation 097 directors’ responsibility and references for the financial reports message from the 014 054 management 098 audit committee’s report Chairman and CEO report of independent 016 board of directors 067 corporate governance 100 auditor executive interested & connected 022 077 102 financial statements management person transactions notes to consolidated 028 group structure 086 shareholder structure 111 financial statements business performance 032 088 dividend policy 160 glossary and outlook corporate social 038 responsibility 002 annual report 2012 financial highlights Total Access Communication PLC. financial highlights Number Total Revenues EBITDA of Subscribers (THB billion) (THB billion) (in million) 89.5 25.3 11.3 2.8 79.2 27.3 23.2 6.0 22.5 26.8 2.4 89.5 72.3 78.2 26.8 25.3 21.6 3.6 20.8 73.2 25.7 2.3 67.7 65.7 19.7 19.3 68.7 1.1 1.0 23.2 2.3 18.7 66.6 64.7 20.2 17.4 2.5 16.2 2008 2009 2010 2011 2012 20082009201020112012 2008 2009 2010 2011 2012 Postpaid Subscribers Sales from Handsets and Others Prepaid Subscribers Service Revenues Net Profi t Operating Cash Flow Note: (THB billion) (THB billion) - In 2008, there was one time gain from DPC 21.5 21.5 settlement case of THB 1.8 billion. - In 2010, there was retroactive net IC gain 11.311.8 17.5 17.5 from CAT/Hutch and gain from disposal of Chai 11.3 Building.
  • International Operations AT'rachment ,', Page 1 of 5

    International Operations AT'rachment ,', Page 1 of 5

    International activities Page 1 of 4 ... 2/3 .... Sweden $. Year end 1996 1997 ,lnhabltan ts (nHlltons} B.9 9.D 71 71 • Perlelnllion, landlln" ('!OJ • Penel.r.tion. 33 cellular (%) ---._._------ In cooperation with Telenor (Norway) and BT (United Kingdom), Tele Danmark has founded the telecommunications operator Telenordia AB. Each of the three partners holds one third of the shares. Telenordia provides national and international telecommunications services primarily for medium-sized business customers. A wide range of voice and data services, including international telecommunications services, are provided through the Concert cooperation and NordiCom services. Telenordia experienced substantial growth in Internet activities in 1997. The number ofsubscribers was 115,400 at the end of 1997, compared with 33,500 a year ago. At year-end 1997, the company had 382 employees, and 1997 net revenues amounted to SEK 681 Am, which is an increase of 240% compared to the 1996 revenues. Additional funds were invested in Telenordia in 1997 and, at year end, Tele Danmark's share ofthe total capital investment amounted to DKK 419.4m. In 1997, Telenordia AB acquired the company Tele 8 Kontakt AB from Tele 8 AB, whereby Telenordia took over the license to build and operate a GSM 1800 cellular communications system in Sweden. The company InterNordia Communications AB, which is owned on an equal basis by Tele Danmark and Telenor, provides equipment for voice and data communications. 1997 revenues amoented to SEK 98.6m. and the company had 61 employees at year end. Tele Danmark holds a 25% stake in the Swedish satellite company Nordiska Satellitaktiebolaget (NSAB).
  • Telenor Acquires 50 Per Cent of Telenordia

    Telenor Acquires 50 Per Cent of Telenordia

    Telenor acquires 50 per cent of Telenordia Telenor and BT have entered into an agreement to acquire TeleDanmarks shares in Telenordia. Telenordia is Swedens fourth largest telecom operator with more than 300,000 customers. Telenors part of the acquisition amounts to approximately NOK 1.24 billion. Following completion of this transaction, Telenor will own 50 per cent of Telenordia. Telenor and BT will acquire 50 per cent each of TeleDanmarks 33.33 per cent stake. This means that Telenor and BT will each own 50 per cent of Telenordia. Telenordia, which commenced business operations in 1995, is today the fourth largest telecom operator in Sweden with more than 400,000 customers in the field of fixed line, data and Internet for the business market and public sector. The company had a turnover of more than SEK 1.5 billion in 1999. Growth prospective "During the past five years, Telenordia has expanded to become the fourth-largest telecommunications operator and the third-largest fixed line operator in Sweden. This is an exceptional achievement. Telenordia has become a well recognized brand in Sweden and has shown a strong growth potential within its existing business areas," said Telenors CEO Tormod Hermansen. "We are excited to have increased our share in Telenordia to 50 per cent. Combined with our strong position in Norway and Denmark, this investment strengthens our position as one of the leading telecom companies in Scandinavia," Hermansen added. The ongoing progress "Telenordia is very pleased to start the new development of the company with a strengthened and clarified ownership," said Managing Director for the company, Erik Heilborn.
  • Annual Report 2007

    Annual Report 2007

    Annual report 2007 2007 has been a year characterised by strong subscription growth, particularly in our Asian operations. With 30 million net additions during the year, Telenor reached 143 million mobile subscribers worldwide, and is ranked as the world’s seventh largest mobile operator. Contents President and CEO Jon Fredrik Baksaas 1 Report of the Board of Directors 2 FINANCIAL STATEMENTS Telenor Group Consolidated Income Statement 8 Consolidated Balance Sheet 9 Consolidated Cash Flow Statement 10 Consolidated Statements of Changes in Equity 11 The Telenor Group 12 Notes to the Financial Statements 21 Telenor ASA Income Statement 82 Balance Sheet 83 Cash Flow Statement 84 Statements of Changes in Equity 85 Notes to the Financial Statements 86 Auditor’s Report 95 Statement from The Corporate Assembly of Telenor 96 Financial Calendar 2008 96 Telenor wants to contribute to meet climate challenges, and aims to reduce the consumption of resources and overall impact on the environment. In an effort to minimize paper consumption, we limit the scope of the printed annual report. Telenor’s website provides extensive information about the company and current activities: www.telenor.com ANNUAL REPORT 2007 PRESIDENT & CEO Dear shareholder, 2007 has been a year characterised by strong subscription growth, particularly at our Asian operations. With 30 million net additions during the year, Telenor now counts 143 million mobile subscribers worldwide, and the company is currently the world’s seventh largest mobile provider. Throughout the year we have delivered high underlying revenue growth and seen our operations uphold their strong market positions. Jon Fredrik Baksaas President & CEO The strong organic growth is indisputable evidence that the potential of communication solutions as key enabler for world is going mobile.
  • Høring - Opplegg for Utlysning Av Konsesjon Til Utbygging Og Drift Av Digitalt Bakke- Nett for Fjernsyn

    Høring - Opplegg for Utlysning Av Konsesjon Til Utbygging Og Drift Av Digitalt Bakke- Nett for Fjernsyn

    Dato: 8. april 2002 Høring - opplegg for utlysning av konsesjon til utbygging og drift av digitalt bakke- nett for fjernsyn Konkurransetilsynet viser til Kultur- og kirkedepartementets (KKD) høring om ovennevn- te. KKDs høringsfrist er 12. april 2002. Konkurransetilsynet har fått oversendt høringen fra Arbeids- og administrasjonsdepartementet (AAD). AADs frist for merknader er 8. april 2002. De tekniske, økonomiske, juridiske og politiske problemstillingene i denne saken er omfat- tende og kompliserte. I forhold til dette vil Konkurransetilsynet påpeke at høringsnotatet kunne vært mer utfyllende og presist. Høringen består av én side der opplegget for konse- sjonsutlysningen presenteres punktvis. På flere av punktene er det rom for ulike tolkninger. Konkurransetilsynets høringssvar må ses i lys av dette. Tilsynets kommentarer til enkelte av punktene i høringen følger nedenfor. All kapasitet i de tre multipleksene som foreløpig er klargjort skal disponeres av én aktør. Konkurransetilsynet forstår vilkåret dithen at det bare skal være én aktør som får konsesjon for utbygging og drift av et digitalt bakkenett. I den daglige driften av nettet kan denne ak- tøren disponere kapasiteten blant annet ved å tildele økt kapasitet til enkelte kanaler og mindre kapasitet til andre kanaler innenfor samme multipleks, avhengig av hvilke pro- grammer som sendes og hvilken kapasitet som er nødvendig for å gi tilfredsstillende lyd- og bildekvalitet. Et mulig alternativ vil være å la flere aktører bygge og drive digitale bakkenett, eksempel- vis ved å tildele hver aktør én multipleks hver. En slik løsning ville gitt sterkere konkur- ranse om å tilby kapasitet for digitale bakkesendinger. Uten et samarbeid mellom tilbyder- ne av slik kapasitet risikerer man imidlertid at det samlede tilbudet i det digitale bakkenet- tet blir svekket i forhold til andre kringkastingsnett, at kostnadene ved utbygging blir større enn ellers og at frekvensressursene utnyttes uoptimalt.