Telenor’s corporate responsibility report
The “Fresh Start” initiative enables employees
to have a morning coffee with a representative
of the top management as they can talk and
share opinions informally. The initiative seeks
to improve communication between top man-
agement and all employee levels.
“Learn at Lunch” is a training program con-
ducted in an informal setting. It gives a chance
to representatives from various teams to learn
more about the work of their colleagues from
other departments and other functional areas.
Our annual training program Summer Acade-
my held between July and September last year
focused on the company culture and the new
working model. Conducted by internal trainers
it encompassed five trainings that covered the
Telenor Way, the Telenor project management
model, presentation skills, as well as how to
manage our own personal and professional
development. The Academy was attended by
more than 300 employees.
Dina Jebali
Products development
specialist
What I liked the most in the Project Management training was the practical experience that we
got. For me the training was so useful because it was so much related to my job here, I got a very
clear view about how things should go, and I learned that it is normal not to be able to control or
even know everything related to your project, which is considered as huge relief for me.
In 2014 we introduced a new tool for profes-
sional development – an expert employee
career path. Our existing paths typically go
through upward mobility or lateral develop-
ment in a new functional area. Our new career
path for experts is offered to Telenor employ-
ees with a solid work experience and ability to
influence company results to grow into posi-
tions of greater responsibility. The new pro-
fessional development tool we offer is a struc-
tured way to show appreciation for employees,
whose job descriptions cover vast areas of re-
sponsibility.
In 2014 we launched the Telenor Development
and Performance process - a management
tool that connects the business strategy of the
Group with individual employee performance
goals. The instrument focuses on providing
employees with an in-depth feedback on their
work as well as an individual development
plan. A knowledge-based company, Telenor’s
goal is to ensure that employees are com-
petent and motivated. We work hard to make
sure that our employees have all it takes to be
skilled, confident, success-driven, and appre-
ciated in their work.
We believe that professional development
and performance are based on productive in-
teraction and responsibility sharing between
employees and managers. Our employee
opinions matter which is why self-evaluation is
the first step to employee performance evalu-
ation – we are interested in the employee per-
spective first. We believe that at the heart of
success is awareness of and respect for one’s
own goals and achievements. We also believe
that our employees should be able to freely
ask questions and share opinion with manag-
ers, which is the only way to develop a team
consensus and joint vision.
In an effort to promote a culture of trans-
parency and open dialogue in 2014 we also
started two initiatives for sharing information
among departments and management levels.
Employees
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