Annual Report of the TSG and TS for 2015.Indd

Total Page:16

File Type:pdf, Size:1020Kb

Annual Report of the TSG and TS for 2015.Indd ANNUAL REPORT FOR 2015 of the Telekom Slovenije Group and Telekom Slovenije, d. d. CONTINUOUSLY COMMITTED TO PROVIDING SUPERIOR SERVICES http: //annualreport2015.telekom.si ANNUAL REPORT FOR 2015 of the Telekom Slovenije Group and Telekom Slovenije, d. d. integrated with reporting on sustainable development indicators in accordance with the GRI Guidelines For some time now, technology is no longer the main factor in contemporary communication; of primary importance is what that technology enables. In this regard, 2015 was exceptional. Increasingly demanding users expect us to develop in line with the most state-of-the-art trends, to provide superior services and to develop a range of products and services that will meet all of their communication needs. The Telekom Slovenije Group strives to be a trustworthy partner to its users, shareholders, business partners, suppliers and employees. Trust represents the basis for growth, further development and success stories. Publisher: Telekom Slovenije, d. d., Cigaletova 15, 1000 Ljubljana Text and editing: Skupina Telekom Slovenije in Studio Kernel d.o.o. Translation: Amidas, d.o.o. and KPMG Slovenija, d.o.o. Creative idea and graphic layout: Pristop, Ljubljana, d. o. o. Photography: Telekom Slovenije, d. d. Official website of Telekom Slovenije: www.telekom.si Online TSG Annual Report: http: //annualreport2015.telekom.si Ljubljana, March 2016 2 Letno poročilo Skupine Telekom Slovenije in Telekoma Slovenije, d. d., za leto 2014 Letno poročilo Skupine Telekom Slovenije in Telekoma Slovenije, d. d., za leto 2015 3 Contents 2.6. Sales and marketing 91 2.6.1 Market and market shares in key service segments 91 1. THE TELEKOM SLOVENIJE GROUP IN 2015 7 2.6.2 Management of the portfolio of brands 96 2.6.3 Sales and marketing activities 101 1.1. About the Telekom Slovenije Group 7 2.6.4 Responsibility to users 106 1.1.1. The Telekom Slovenije Group is the leading operator in Slovenia and one of the most comprehensive 2.6.5 Customer satisfaction 110 communications service providers in the region 7 2.6.6 Market communication 112 1.2. Highlights of the Telekom Slovenije Group in 2015 8 2.7. Procurement and logistics functions 114 1.3. Letter from the President of the Management Board 12 2.8. Network, technology and IT 117 2.8.1 Research and development services 117 1.4. Statement of responsibility of the Management Board 14 2.8.2 Convergent core network 118 2.8.3 Fixed access network 120 1.5. Report of the Supervisory Board 15 2.8.4 Development of information technology 124 1.6. Markets and companies 17 2.9. Social responsibility 127 1.7. Commitments and membership in associations 18 2.10. Responsibility to employees 129 1.8. Development strategy and plans 20 2.11. Environmental responsibility 142 1.8.1 Vision, mission and values 20 1.8.2 Achievement of planned objectives by the Telekom Slovenije Group in 2015 21 2.12. Responsibility for the security of buildings, systems, 1.8.3 Strategic Business Plan of the Telekom Slovenije Group for the period 2016 to 2020 23 information and information technologies 155 1.8.4 Key strategic projects 26 2.13. Content according to GRI reporting guidelines 156 1.9. Inclusion and participation of stakeholders 27 2.14. Statement of the independent auditor regarding the sustainability report 163 1.10. About the annual report 30 3. ACCOUNTING REPORT OF TELEKOM SLOVENIJE GROUP AND TELEKOM SLOVENIJE, D. D. FOR 1.11. Significant events and achievements in 2015 32 THE FINANCIAL YEAR 2015 167 1.12. Corporate governance 36 3.1. Introductory notes 167 1.12.1 Corporate Governance Policy 36 3.2. Accounting Report of the Telekom Slovenije Group 168 1.13. Corporate governance statement 48 3.2.1 Consolidated financial statements of the Telekom Slovenije Group 168 3.2.2 Notes to consolidated financial statements 173 1.14. Ownership structure and share trading 54 3.2.3 Independent Auditor’s Report 239 3.3. Accounting Report of Telekom Slovenije, d. d. 240 3.3.1 Financial statements of Telekom Slovenije, d. d. 240 2. BUSINESS REPORT 61 3.3.2 Notes to separate financial statements of Telekom Slovenije, d.d. 245 3.3.3 Independent Auditor‘s Report 305 2.1. Financial results of the Telekom Slovenije Group 61 2.2. Financial management and performance 63 4. APPENDIX 306 2.3. Investments in fixed assets and financial investments 66 4.1. Telekom Slovenije Group companies 306 2.4. Risk management 67 4.2. Abbreviations of technical terms 309 2.5. Business environment and trends in the sector 75 2.5.1 Impact of the macroeconomic environment on operations 75 2.5.2 Trends in the ICT sector and development of ICT markets 77 2.5.3 Regulation of electronic communications 84 2.5.4 Competition protection and procedures before the courts 87 2.5.5 Compliance and anti-corruption 88 4 Annual report of the Telekom Slovenije Group and Telekom Slovenije, d. d. for 2015 Annual report of the Telekom Slovenije Group and Telekom Slovenije, d. d. for 2015 5 1. THE TELEKOM SLOVENIJE GROUP IN 2015 1.1. ABOUT THE TELEKOM SLOVENIJE GROUP 1.1.1. The Telekom Slovenije Group is the leading operator in Slovenia and one of the most comprehensive communications service providers in the region.1 Telekom Slovenije is the leading Slovenian Company: Telekom Slovenije, d. d. telecommunications operator. During the 1990s it Registered office: Ljubljana was the leading provider of fixed telephony services. Address: Cigaletova ulica 15, 1000 Ljubljana Today Telekom Slovenije is recognised as the leader Registration number: 5014018000 in the introduction and connection of the most VAT ID number: SI98511734 advanced and comprehensive telecommunications Entry in the companies register: 1/24624/00, services in the best (fixed and mobile) network in Ljubljana District Court Slovenia. The Telekom Slovenije Group is one of Number of shares: 6,535,478 the most comprehensive communication service Ticker symbol of no-par-value shares:TLSG providers in South-Eastern EUROPE, where it operates through its subsidiaries in Kosovo, Bosnia Telephone: + 386 1 234 10 00 and Herzegovina, Macedonia, Croatia, Montenegro Fax: + 386 1 231 47 36 and Serbia, and even Germany. Website: http://www.telekom.si Email: [email protected] It inspires its users with innovative technologies. It Twitter: @TelekomSlo opens up new professional and personal avenues for Facebook: them, and together cultivates an environment for https://sl-si.facebook.com/TelekomSlovenije the development of a community of opportunities. LinkedIn: https://www.linkedin.com/company/telekom- The activities of the Telekom Slovenije Group slovenije CONTINUOUSLY comprise: ∫ fixed and mobile communication services, The shares of Telekom Slovenije, d. d. are listed on ∫ digital content and services, the prime securities market of the Ljubljana Stock ∫ multimedia services and digital advertising, Exchange. See section 1.14 Share trading and COMMITTED ∫ system integration and cloud computing ownership structure for more information. services, TO DEVELOPMENT ∫ the development and implementation of Telekom Slovenije Group companies solutions for managing business content and See point 4.1 for more information. relations, and tools for managing and monitoring OPPORTUNITIES operations, Contact for investors ∫ the construction and maintenance of Information is available to investors, shareholders The communication needs of users change telecommunication networks, and and other interested parties at the following email with the development of technologies. We ∫ the preservation of natural and cultural heritage addresses: [email protected], [email protected] and thus constantly strive for the development in the Sečovlje Saltpans Regional Park. [email protected]. and superior quality of our services, and to Contact for information regarding the annual provide effective, useful, reliable, entertaining report and sustainable development report2 and constantly evolving tools for business Telekom Slovenije, d. d., Cigaletova ulica 15, 1000 Ljubljana and leisure. Public Relations Department [email protected] 1 GRI G4-3, G4-5 2 GRI G4-31 6 Annual report of the Telekom Slovenije Group and Telekom Slovenije, d. d. for 2015 Annual report of the Telekom Slovenije Group and Telekom Slovenije, d. d. for 2015 7 1.2. HIGHLIGHTS OF THE TELEKOM SLOVENIJE GROUP IN 20153 Other economic performance indicators in EUR thousand and % 2015 2014 Index 15/14 IN 2015 THE TELEKOM SLOVENIJE GROUP: Distributed economic value 615,597 665,084 93 ∫ increased the number of mobile were down EUR 31 million in of Telekom Slovenije, which Value added 221,210 160,014 137 connection by 3%, the number 2015, which affected all of achieved EBITDA of EUR 166.3 Added value per employee (in EUR) 53,731 35,935 150 of broadband connections the Telekom Slovenije Group’s million (compared with EUR Investment in property, plant and equipment (CAPEX) 112,962 111,941 101 by 4% and the number of TV revenue categories; 126.0 million in 2014). Here EBITDA – CAPEX 87,797 58,110 151 connections by 6%,4 ∫ erected 348 new base stations the minor impact of companies Ratio of (EBITDA – CAPEX) to EBITDA (cash margin) 43.7% 34.2% 128 ∫ generated a net profit of EUR in Slovenia with the aim of in Macedonia that were only 68.1 million, compared with EUR upgrading the broadband mobile included in the Group’s results Labour costs 130,215 138,887 94 1.5 million in 2014; network with LTE technology, until 31 July 2015 should also Corporate income tax 4,095 1,126 - ∫ generated net sales revenue of which covered more than 95% be taken into account, as well as Payments to owners – dividends 65,055 65,055 100 EUR 729.5 million, a decrease of of the population at the end of the fact that the Group’s stake in 4% or EUR 26.9 million relative to the year.
Recommended publications
  • Download Cee Report
    The rise of Digital Challengers How digitization can become the next growth engine for Central and Eastern Europe The rise of Digital Challengers 1 The rise of Digital Challengers How digitization can become the next growth engine for Central and Eastern Europe Jurica Novak Marcin Purta Tomasz Marciniak Karol Ignatowicz Kacper Rozenbaum Kasper Yearwood About McKinsey & Company We are a global management consulting firm that serves a broad mix of private, public, and social sector institutions. We help our clients About McKinsey make significant and lasting improvements to their performance and realize their most important goals. We have built on nearly in Central Europe a century of experience and added a wide range of new skills and capabilities to create a firm that is uniquely equipped McKinsey & Company opened its first to this task. For example, our colleagues in McKinsey offices in Central and Eastern Europe in Digital & Analytics work together with clients to drive the early 1990s, soon after the momentous technology-enabled transformations. By combining democratic changes in the region. McKinsey the latest innovations with deep industry, functional, played an active role in the region’s economic and technological expertise, we help clients cap- rebirth, working with leading business organiza- ture value from data and succeed in the digital tions, governments, and nonprofits. With offices in age. We are home to thousands of the world’s Belgrade, Bucharest, Budapest, Kyiv, Prague, Warsaw, most talented professionals across the fields and Zagreb, we serve clients across a wide range of of digital, analytics, and design. Our cross- industries, including banking and insurance, retail, heavy functional teams enable clients to rein- industry, and high tech, media, and telecom.
    [Show full text]
  • The Climbing Cost of Carbon 14 Citigroup Winding up Sign up to FREE Electronic Version Brokerage in Turkey of Bne Monthly Magazine OR Buy a Print Subscription At
    WWW.BNE.EU Russian e-commerce recorded one of the world’s highest growth rates in 2020 Hungary’s most powerful oligarch says he is just a lightning rod for attacks on Orban July 2021 Turkey, China in firing line as Biden holds summit with Nato allies Russia hits herd hostility to vaccines as COVID rages THE CLIMBING OF COST CARBON Coal bandits M.Video-Eldorado Armenia's Pashinyan wins p.20 Russia's retail lion re-election in landslide p.46 p.58 ISSN 2059-2736 ISSN 2 I Contents bne July 2021 Senior editorial board Ben Aris editor-in-chief & publisher I Berlin 20 6 +49 17664016602 I [email protected] Clare Nuttall news editor I Glasgow +44 7766 513641 I [email protected] William Conroy editor Eurasia & SE Europe I Prague +420 774 849 172 I [email protected] ——— Subscriptions Stephen Vanson 12 London I +44 753 529 6546 [email protected] ——— COMPANIES & MARKETS Advertising 4 International banking groups 15 Russia to reduce its dollar holdings Elena Arbuzova look to expand in Central and in its NWF rainy day fund to zero business development director I Moscow +7 9160015510 I [email protected] Southeast Europe de-spite ——— pandemic 17 Russian e-commerce recorded one of the world’s highest growth rates Design 6 Poland's PKN Orlen bulks up in 2020 Olga Gusarova to play in the big league art director I London 18 Tinkoff offers virtual phone +44 7738783240 I [email protected] 8 Merger between Moneta secretary to all Russian mobile Money Bank and Air Bank phone users Please direct comments, letters, press releases in trouble after proxy firms and other editorial enquires to [email protected] come out against 19 Turkey’s Getir online rapid groceries business raises $555mn All rights reserved.
    [Show full text]
  • Measurement of Light-By-Light Scattering and Search for Axion-Like
    Published for SISSA by Springer Received: August 13, 2020 Revised: December 14, 2020 Accepted: February 18, 2021 Published: March 25, 2021 Measurement of light-by-light scattering and search JHEP03(2021)243 for axion-like particles with 2.2 nb−1 of Pb+Pb data with the ATLAS detector The ATLAS collaboration E-mail: [email protected] Abstract: This paper describes a measurement of light-by-light scattering based on Pb+Pb collision data recorded by the ATLAS experiment during Run 2 of the LHC. The −1 √ study uses 2.2 nb of integrated luminosity collected in 2015 and 2018 at sNN = 5.02 TeV. Light-by-light scattering candidates are selected in events with two photons produced ex- γ clusively, each with transverse energy ET > 2.5 GeV, pseudorapidity |ηγ| < 2.37, diphoton invariant mass mγγ > 5 GeV, and with small diphoton transverse momentum and dipho- ton acoplanarity. The integrated and differential fiducial cross sections are measured and compared with theoretical predictions. The diphoton invariant mass distribution is used to set limits on the production of axion-like particles. This result provides the most stringent limits to date on axion-like particle production for masses in the range 6–100 GeV. Cross sections above 2 to 70 nb are excluded at the 95% CL in that mass interval. Keywords: Hadron-Hadron scattering (experiments) ArXiv ePrint: 2008.05355 Open Access, Copyright CERN, https://doi.org/10.1007/JHEP03(2021)243 for the benefit of the ATLAS Collaboration. Article funded by SCOAP3. Contents 1 Introduction1 2 ATLAS detector3
    [Show full text]
  • Brand-Finance-Banking-500-2021
    Banking 500 2021The annual report on the most valuable and strongest banking brands February 2021 Contents. About Brand Finance 4 Get in Touch 4 Brandirectory.com 6 Brand Finance Group 6 Foreword 8 Executive Summary 10 Brand Value Analysis 12 Brand Strength Analysis 16 Sector Reputation Analysis 18 Brand Finance Banking 500 (USD m) 20 COVID-19: Threat or Opportunity for Banking Brands? 30 Brand Spotlights 38 QNB 40 Ally 42 Julius Baer – Your Wealth Manager 44 Absa Group – Interview with Jennifer Moore 46 Riyad Bank 48 Methodology 50 Definitions 52 Brand Valuation Methodology 53 Brand Strength 54 Brand Equity Research Database 55 Our Services 56 Consulting Services 58 Brand Evaluation Services 59 Communications Services 60 © 2021 All rights reserved. Brand Finance Plc. Brand Finance Network 63 Brand Finance Banking 500 February 2021 3 About Brand Finance. Request your own Brand Finance is the world's leading brand valuation consultancy. We bridge the gap between marketing and finance Brand Value Report Brand Finance was set up in 1996 with the aim of 'bridging the gap between marketing and finance'. For 25 years, we have helped companies and organisations of all types to A Brand Value Report provides a connect their brands to the bottom line. complete breakdown of the assumptions, We quantify the financial value of brands data sources, and calculations used We put 5,000 of the world’s biggest brands to the test to arrive at your brand’s value. every year. Ranking brands across all sectors and countries, we publish nearly 100 reports annually. Each report includes expert We offer a unique combination of expertise recommendations for growing brand Our teams have experience across a wide range of value to drive business performance disciplines from marketing and market research, to and offers a cost-effective way to brand strategy and visual identity, to tax and accounting.
    [Show full text]
  • EU Platform of Diversity Charters Download
    What are Diversity Charters National Diversity Charters are organisations devoted to promoting diversity and inclusion in the workplace and assisting companies who become their signatories in developing and implementing diversity policies. The offer different types of services. For example: EU Platform of • providing their signatories with guidance, useful tools and documentation on Diversity Management in order to give them support in structuring their diversity management strategy Diversity • organising seminars, workshops and conferences • facilitating exchange of best practices at the national and EU level This document provides an overview of all existing Diversity Charters in Charters the EU. What is the EU Platform of Diversity Charters In 2010 the European Commission launched the EU Platform of Diversity Charters to support companies, public institutions and non-profit organisations in putting diversity, inclusion and solidarity at the core of their activities. By signing Diversity Charters and participating in their activities, members commit to create and maintain an inclusive work environment for their employees, regardless of their age, disability, gender, race or ethnic origin, religion or sexual orientation. • 26 national Diversity Charters across the EU • 12 000 signatories (companies, public institutions, NGOs, universities, unions) representing over 16 million employees! For more information on the EU Platform visit our website or send us an email at [email protected] #UnitedinDiversity #EUDiversityMonth #DiversityCharters Diversity Charter Austria Diversity Charter Brussels-Capital Region The Austrian “Charta der Vielfalt” was launched in November 2010 as an The Brussels-Capital Region Diversity Charter was launched in December initiative of the Austrian Federal Economic Chamber and the Vienna 2005 by Benoît Cérexhe, the Minister for Employment and Economy, in Economic Chamber.
    [Show full text]
  • WOC Bulletin 4
    TABLE OF CONTENTs 1 Invitations 2 9/ CLASSES AND PARTICIPATION RESTRICTION 20 12/ EVENT INFORMATION 31 Sponsors 3 9.1/ Competition Rules 20 12.1/ Model Events 31 COVID-19 MEASURES 4 9.2/ Classes And Entry Regulations 20 12.2/ Sprint Qualification, Saturday 3rd July 2021 32 9.3/ Anti-doping Code 20 12.3/ Sprint Final, Saturday 3rd July 2021 35 1/ INFORMATION ABOUT THE ORGANISER 4 9.4/ Insurance 20 12.5/ Middle distance Qualification, Tuesday 6th 41 1.1/ Organising Committee 4 9.5/ Climate & Hazards 21 July 2021 1.2/ Event Advisers 5 9.6/ Visa 21 12.6/ Middle distance Final, Tuesday 6th July 2021 43 1.3/ Contact information 5 9.7/ Athlete Licence 21 12.7/ Relay, Thursday 8th July 2021 46 2/ PROGRAmMe 6 9.8/ Emergency and health services 21 12.8/ Long distance Final, Friday 9th July 2021 49 3/ VENUE, ACCESS AND transport 9 9.9/ Photo and video disclaimer 21 13/ SPECTATORS 52 3.1/ Overview 9 9.10/ WOC Fairness rules 22 Attachments Arenas 53 3.2/ Competition Arenas 10 10/ MEDIA 22 Attachments Maps 57 3.3/ Transport / Travel Opportunities 10 10.1/ Media services 22 4/ Event centre 10 10.2/ Media instructions 23 4.1/ Event Office 11 10.3/ Live services 23 4.2/ Photo Shoot 12 10.4/ VIP/Media Race 24 4.3/ Accreditation 12 11/ RACE INFORMATION 25 5/ REGISTRATION 13 11.1/ Punching 25 5.1/ Team Registration 13 11.2/ GPS Tracking 25 5.2/ Entry Fee Descriptions (athletes, teams, 15 11.3/ Clothing And Footwear 25 team officials) 11.4/ Team Official Meeting 26 5.3/ Registration For IOF Family 15 11.5/ New competition maps 26 5.4/ Entry Fee Descriptions (IOF
    [Show full text]