A1 Telekom Austria Controlling (Learning-) Transformation · Group Overview América Móvil * is...

A1 Telekom AustriaControlling (Learning-) Transformation13th May 2019, Helmut Hotter

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A1 Group & AustriaWho we are

Austria │ Helmut Hotter │ A1 Controlling Learning Transformation

AGENDA

A1 Controlling AustriaThe right context

Why?Our core beliefs

How?Empowering Constant Learning

What?#CoLeCo, Workplace, Chatbot

Discussion & QuestionsYour turn!

A1 Controlling Learning Transformation

Group Overview

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Shareholder StructureGroup Overview

América Móvil

51%ÖBIB

28%

Free Float

21%

Shareholder Structure*

América Móvil

ÖBIB

Free Float

Listed on the Vienna Stock Exchange since November 2000.

América Móvil (direct and indirect) 51 %

ÖBAG (Republic of Austria) 28.42 %

Free Float 20.58 %

* as of 31 December 2017


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Since July 2014. Strong Major Shareholder

Group Overview

América Móvil* is the leading provider of integrated telecommunications services in Latin America

25 countries in America and Europe. 363 million access lines including:

280 million wireless subscribers, 33 million landlines, 28 million broadband accesses 22 million PayTV units

In Latin America,América Móvil operates under the brands: Telmex, Telcel and Claro.

* Figures as of 30 September 2017Austria │ Helmut Hotter │ A1 Controlling Learning Transformation

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A1 Telekom Austria Group*Who We Are

Group Overview

One of the leading convergent communication providers in Central and Eastern Europe. Our more than 18,000 employees deliver

Products and services of voice telephony, broadband Internet, multimedia services, data and IT solutions, wholesale as well as m-payment solutions

For more than 24 million customers across our markets of operations.

We are convergent in 6 out of 7 countries and offer cloud and ICT-services in Germany and Switzerland.

* Short: A1 Group

AUT

BLR

SRB

BUL

CRO

MKD

SLO

GER

CHE


A1 Group FY 2018 (reported)Revenue growth in 6 countries

*excl. restructuring charges

Total revenues> 445 (YoY +2.2%)EBITDA> 114 (YoY +5.7%)

Croatia


Republic of Serbia

Total revenues> 214 (YoY -0.9%)EBITDA> 38 (YoY -6.1%)

Slovenia



Total revenues> 389 (YoY -0.3% | +9.9% BYN)EBITDA> 164 (YoY -9.6% | -0.4% BYN)

Belarus

Bulgaria

Republic of Macedonia

Total revenues> 2,658 (YoY +1.4%) EBITDA*> 928 (YoY +3.5%)

Austria


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Austria – Market FY 2018Markets

A1 Austria

MarketMain competitors: T-Mobile, HutchisonMobile penetration: 160.5 %

BrandsA1, bob, Yesss!, Red Bull MobileMobile market share: 37.8 %Mobile customers: 5.4 (mn)

Fixed access lines: 2,048 (in ‘000)

AUT


Controlling Team

60+FTE

7nationalities

40%female

40yaverage

€2.5 bn

Free Cash Flow

A1 CONTROLLING Austria - AT a GLANCE

Service Revenues

€2.3 bnIngresos Propios

€1.3 bnCostos y Gastos

EBITDA

€0.9 bn

€0.5 bnCAPEX

€0.3 bn

8.000FTE

3:2

Area Controlling 3 : 2 Central ControllingBUC, TMC 1 : 1 Strategic

BUE 2 : 2 OperativeTEC, FIN, HR 3 : 2

Setup

2016BICC

SAPR3BW

OracleTeradata

ExcelRobotics

2-3yJob Rotation

Careernational

international

Economics4+2

SubsidiariesAustria │ Helmut Hotter │ A1 Controlling Learning Transformation

c. learningSABA

Workplaceacademy

b&b

Impactgrowth

ExecutionExcellence

c. improvementsre-think+design

standardizeautomate

59%

22%

19%

Reporting & Closing

Planning

Business Partnering

NPVdec. making

processcustomer proj.

productstechnology

9+3

targetbudget

estimatefc 5+7fc 9+3

Dashboardself serviceQlikView

digitalize

chatbotrobotics

analytics a+p

#CoLeCoclosingcomp. 4wd group 5wd

IFRS AMX view

(F)CF

marginc. value

SCMenh. con-tributioncost rates

marketcompetitors

market modelpeers

benchmarkingshares

abc

SEMS4SS4GTWCDIO

skills + organ.transformation

resourcesfocus

A1 CONTROLLING Austria - AT a GLANCE


UnsereGlaubenssätze

(our doctrines)

The reason “Why”:

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#Digitalization− Skills/competences of

the digital world− Customer centric

working



What we see as challenge for the future – A1 & Controlling

#Agile− Empowering people

− Selfdriving teams

− Trust/diversity

#T-Shape− Ability to work outside

of the core area− Functional area,

discipline

14Austria │ Helmut Hotter │ A1 Controlling Learning Transformation


What we – exemplary - see as future topics for Controlling

#Perfect -> good enough− Change of paradigm− Culture

#Business Partnering− Management skills− Business models− Pro-active

#Advanced Analytics− Business Scientist− Predictive Analytics

HOW?

How will it get done?

How arethings connected?

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Excel in the Core

Expand the Portfolio

Targeted M&A

Continuous Improvements

One2All

Transformation

One Company - One Strategy


EmpoweringConstant LearningWe want to create an environment that encourages curiosity and where all of us learn & teach, share & connect knowledge.

from our strategy

Manager Leader SponsorLead, delegate Coach, drive Orchestrate, facilitateand follow-up and support and remove hurdles

Empowering Digital Life – Strategy Enablers

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2012 2017 2022Business School Blended Learning Fluid Network LearningFocus: Management & Talents Focus: Digital competence Individualized &

& new ways of working team/peer driven

Lear

ning

Performance Management Development focus Selfdriving teamsFocus: 9-box model Employees in charge of Peer-to-peer „feed forward“Austria > International own development Transparent. Project based

Fixed Structure Flexible Structure Segmented StructureManagement boards. Leadership teams. Project & task based. Platform model. Top down Team & competence Realtime 1-2-many

focus

Cult

ure

Org

aniz

atio

nLe

ader

ship

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Why ROAD - AusgangspunktTransformation


from HR

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Transformation

ROAD – Es geht um Eigenverantwortung


from HR

STARTUPSwww.a1startup.net

Start-Ups

Empowering IdeasThe A1 intrapreneurship program

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Unfortunately only stolen - but still trueWhat we try to establish – the “big 5”

Acknowledge That Every Employee Knows Best In Which Direction To Take Their LearningTreat employees as customers instead of pushing through standard classes

Reject Top-Down Education In Favor Of Bottom-UpRelinquish total control over the educational content, schedule, and the choice of learning platforms

Use Technology To Direct Your Employees’ Self-LearningMobile, social, and cloud platforms

Adopt The Continuous Education ModelFoster a corporate culture

Choose The Learning Paradigm That Supports An Extended Development VisionConsider the meaning of the word “development” and create a vision 4 your employees



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New (Controlling) Learning Paradigm

Help employees “learn how to learn”.

Organize events and programs in order to stimulate knowledge sharing among staff.

Develop user-friendly, easy to use learning portals and video sharing services.

Promote collaboration between employees, enabling continuous learning and knowledge sharing.



WHAT?

What to you do?

The result of why.



#CoLeCo: Constant Learning Controlling Swimming – Snorkelling - Diving

#Diving#Snorkeling#Swimming

extract

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#on stock



Learning „just in time“ vs. „on stock“

#just in time #encourage #20% - 80%

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Technology & Learning EnvironmentA1 Controlling Learning Transformation


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Live demoA1 Controlling Learning Transformation

COnni

Dein Controlling-Bot


Controlling StrategieFragen?

Ende!

Discussion?

Your turn!

Thank You!Austria │ Helmut Hotter │ A1 Controlling Learning Transformation

A1 Telekom Austria Controlling (Learning-) Transformation · Group Overview América Móvil * is...

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