Independent auditor’s report
To the Shareholders of Telefónica Czech Republic, a.s.:
I. We have audited the consolidated financial statements of Telefónica Czech Republic, a.s. and its subsidiaries (“the Group”) as at 31 December 2011 presented in the annual report of Telefónica Czech Republic, a.s. (“the Company”) on pages 105–169 where we have issued an auditors’ report dated 17 February 2012 presented in the annual report on pages 108–109. We have also audited the separate financial statements of the Company as at 31 December 2011, which are presented in the annual report of the Company on pages 171–233 on which we have issued an auditors’ report dated 17 February 2012, presented in the annual report of the Company on pages 174–175 (both referred further as “financial statements”).
II. We have also audited the consistency of the annual report with the financial statements described above. The management of Telefónica Czech Republic, a.s. is responsible for the accuracy of the annual report. Our responsibility is to express, based on our audit, an opinion on the consistency of the annual report with the financial statements.
We conducted our audit in accordance with International Standards on Auditing and the related implementation guidance issued by the Chamber of Auditors of the Czech Republic. Those standards require that we plan and perform the audit to obtain reasonable assurance as to whether the information presented in the annual report that describes the facts reflected in the financial statements is consistent, in all material respects, with the financial statements. We have checked that the accounting information presented in the annual report on pages 7–103 and 235–241 is consistent with that contained in the audited financial statements as at 31 December 2011. Our work as auditors was confined to checking the annual report with the aforementioned scope and did not include a review of any information other than that drawn from the audited accounting records of the Company. We believe that our audit provides a reasonable basis for our opinion.
Based on our audit, the accounting information presented in the annual report is consistent, in all material respects, with the financial statements described above.
III. In addition, we have reviewed the accuracy of the information contained in the report on related parties of Telefónica Czech Republic, a.s. for the year ended 31 December 2011 presented in the annual report of the Company on pages 243–254. The management of Telefónica Czech Republic, a.s. is responsible for the preparation and accuracy of the report on related parties. Our responsibility is to issue a report based on our review.
We conducted our review in accordance with the applicable International Standard on Review Engagements and the related Czech standard No. 56 issued by the Chamber of Auditors of the Czech Republic. Those standards require that we plan and perform the review to obtain moderate assurance as to whether the report on related parties is free from material misstatement. The review is limited primarily to enquiries of company personnel, to analytical procedures applied to financial data and to examining, on a test basis, the accuracy of information, and thus provides less assurance than an audit. We have not performed an audit and, accordingly, we do not express an audit opinion.
Based on our review, nothing has come to our attention that causes us to believe that the report on related parties of Telefónica Czech Republic, a.s. for the year ended 31 December 2011 is materially misstated.
Ernst & Young Audit, s.r.o.
License No. 401
Represented by
Brian Welsh
Partner
Petr Vácha
Auditor, License No. 1948
5 March 2012
Prague, Czech Republic
What was the year 2011 like for the company?
The year 2011 was full of challenges, but for us – also successes. We managed to reach several important milestones. One of the most important, in my view, is that during the year we captured over 50% market share in mobile contract customers’ net additions and close to 50% market share in fixed broadband customers’ net additions. We also significantly exceeded our own target in the coverage of the country with the 3rd generation mobile network signal. Whereas at the end of 2010, our 3G network reached 43% of the population, last year on the New Year’s Eve, it was already 73%. Of course, we are planning to continue in the fast network rollout also in 2012. I also consider the prestigious award from Via Bona Foundation as a great achievement – we earned it for 17 years of uninterrupted partnership with the Safety Line and the start of Think Big, a social programme for young people, in the Czech Republic.
Investments in mobile networks and fast data services are considered as key, especially as the penetration of smartphones and mobile data services in the Czech Republic is lagging behind the western countries. How successful was the year 2011 in this particular area?
Together with the expansion of our 3G network coverage, we focused on promoting the benefits of smartphones to the people. In June we joined forces with leading industry partners and together launched the campaign ‘Now I Know Why’, in which we demonstrated to our customers the various advantages of using smart devices and mobile internet. The campaign helped to increase the penetration of smartphones in our customer base to almost 20% and led to a significant upturn in the sales of internet access in the mobile.
The year 2011 was not as kind to the Czech economy as the business sector would have wished. How did you cope with the challenging environment?
The year that has passed was a difficult one for all sectors; the sector of telecommunications was, however, among those that were hit the hardest. The financial results of the Telefónica Czech Republic Group were marked by the increasingly fiercer competition in the corporate and SME segments in particular, and by the cuts in mobile termination rates. Despite this, we delivered on our goals and achieved a robust level of financial performance. We continue to be highly profitable.
Would you say you are satisfied then?
Things can always be better, but we are doing well in a highly competitive market place and we have a number of accomplishments to show for it. It is a very good result, in my view, especially if you consider the 140% SIM card penetration.
How many new customers did you have?
We added more than 100 thousand new mobile customers, whereas in 2010 it was only about five thousand. At the end of the year we had 4.9 million customers, which is about two percent more than the year before. The xDSL internet over a fixed line did also well – despite the fierce competition from cable television providers and local WiFi providers, we added 66 thousand new clients, which is a year-on-year growth of more than eight percent. The launch and subsequent improvements of the VDSL technology, which gives customers twice as fast home internet as before, played a major part in that. That more than a hundred thousand customers, the majority of whom were existing customers, took the opportunity to subscribe the service by the end of 2011 – this helped us relieve some of the ARPU pressure and reduced customer churn. This is something I regard as essential, especially at the current level of competition in the marketplace.
Speaking of fixed access, is it possible to slow down the ongoing rate of decline due to people cancelling fixed lines and keeping only mobile phones? How well did you do in 2011 in this respect?
The fixed access results were satisfactory. Compared to the previous year we succeeded with slowing down the rate of decline – whilst in 2010, more than one hundred thousand accesses were lost; in 2011 it was under ninety thousand. At the end of the year, just fewer than 1.6 million Czech customers kept a fixed line. The slowdown was aided the O2TV proposition becoming even more attractive, in addition to improvements to our xDSL service. Bundling of O2TV with a fixed O2 internet service proved to be very effective due to the economical pricing. People who took up on the offer saved hundreds of crowns off their monthly bill.
During the year we saw a massive campaign to promote telecommunications services to businesses. Is it then a new focus of your company?
Our business clients have always been on the forefront of interest for Telefónica Czech Republic as no other operator can offer such a range of services as we can. Still, the business segment saw several major changes in the last year. In the middle of the year we launched O2 Exclusive, a commercial brand under which we offer converged fixed and mobile voice and data service to business customers. As part of our ongoing effort to improve the quality of customer service in the segment, we phased out the automated voice IVR systems, so that business customers, who are often pressed for time, are put directly through to a live operator. Thirdly, we substantially expanded our portfolio of ICT services.
The success of Telefónica Czech Republic Group is partly down to the subsidiary Telefónica Slovakia. How would you rate its performance in 2011?
The company’s results in 2011 positively helped the overall group financial performance. In the fourth quarter of the year, the total number of customers in Slovakia grew 85.1 thousand, which was the largest quarterly gain in 2011; most of the growth was in the contract segment. At the end of 2011, the total number of customers reached 1.164 million, which is a growth of almost one third. In 2011 the share of contract customers continued to rally, reaching 43 % in December. Our share of the Slovak mobile market reached almost 20%.
The year 2012 is expected to be a ‘turning point’ in the telecommunications sector – which major developments are you expecting personally?
The auction of frequencies for the fourth generation mobile networks (LTE) will be, without doubt, the biggest milestone of the year. The technology allows for a much more efficient infrastructure rollout, with several times faster mobile internet than the present 3G networks, with a much better coverage in the rural areas. We see LTE as a huge opportunity to leapfrog the whole sector of mobile communication forward, and, help Czech business, for example, become much more competitive. We see LTE as a key technology for the future – one that has a lot of potential to affect the whole economy of a country. But whether we succeed depends largely on the conditions which the market regulator, the Czech Telecommunications Office, attaches to the auction. If done right, the frequency auction can help with spreading fast mobile internet to all corners of the Czech Republic – otherwise, if the conditions are not calibrated right, the whole telecommunications market could slow down as a result.
Are you prepared to start building the LTE network already in 2012?
If the auction is fair and conditions permit, then yes. We are interested in the licences and prepared to invest in the new and viable technology. In 2011 Telefónica Czech Republic Group invested a total of CZK 5.6 billion and in 2012 we are prepared to commit for even higher level of investment.
Which factors will influence the results of 2012?
We expect that revenues from fixed and mobile broadband internet, in conjunction with the growing revenues from Slovakia, will be the main drivers of revenue growth in 2012 compared to 2011. At the same time, our performance will be negatively impacted by the expected cuts in mobile interconnection rates and the highly competitive marketplace. We will continue to focus on efficient operating expenditure (simplifying and making more efficient our organisation structure and processes, consolidation and optimisation of our call centre operations), with the view to maintain the best levels of the operating margin. We will also continue to channel our investments to improvements to our broadband data network and increasing the network capacity, in the interest of future growth.
Financial and operational highlights
Financial data is based on audited consolidated financial statements prepared in accordance with International Financial Reporting Standards.
All figures, unless otherwise stated, are in CZK millions as at 31 December of each year.
January
Telefónica CR went live with its redesigned website www.o2.cz. Together with the redesign, Telefónica CR also introduced the electronic bill feature.
February
Telefónica CR published its audited consolidated financial results prepared under International Financial Reporting Standards for the fiscal year 2010. Consolidated revenues reached CZK 55.6 billion; net profit was up to CZK 12.3 billion.
Vladimír Dlouhý was cooped as member of the Supervisory Board, having succeeded Jaime Smith Basterra who had tendered his resignation.
Telefónica CR and T-Mobile Czech Republic signed a 3G network sharing agreement. The agreement concerned the areas not yet covered with signal. The sharing arrangement facilitated the network rollout and significantly improved the 3G coverage of both operators.
Telefónica CR took over more than 11,000 residential ADSL customers from VOLNÝ.
Telefónica CR came on board of Think Big, the ongoing pan-European social programme of Telefónica. The programme helps young people make a reality their ideas and projects to aid the communities in which they live.
March
Telefónica CR’s Network Demarcation project was recognised as the IT Project of the Year 2010 by the Czech Association of Information Technology Managers.
Employees of Telefónica CR raised CZK 394,265 in aid of the victims of the earthquake and tsunami disaster in Japan. The Company matched this amount 100% to the total of CZK 788,350, and the donation was made to the humanitarian assistance organisation ADRA.
On its online portal www.chcidoo2.cz, Telefónica CR launched a Momma and Poppa application aimed at helping employees who are also parents to return back to work after maternity and parental leave.
April
According to a survey by Ipsos Tambor, Telefónica CR had the best mobile data service and the best mobile internet coverage, which made it the leader in the field of Czech mobile internet.
Telefónica CR launched VDSL, a new technology giving up to three times faster home internet.
Telefónica CR went live with its new campaign ‘Martin and Lucie’ for business and SME customers, which presented the benefits of products designed for this segment and improvements in customer care.
Telefónica Slovakia launched a new tariff O2 Filip with unlimited free calls within the network of O2 Slovakia.
An Ordinary General Meeting of shareholders of Telefónica CR was held. The shareholders approved, among other things, a proposal of the Board of Directors for the payment of a dividend of CZK 40 per share, before tax. Vladimír Dlouhý was elected substitute member of the Audit Committee and his co-optation as member of the Supervisory Board was confirmed.
May
Telefónica’s operation in the Czech Republic changed its corporate identity to Telefónica Czech Republic, a. s. (from Telefónica O2 Czech Republic, a. s.). Analogously, Telefónica O2 Slovakia, s.r.o., changed its name to Telefónica Slovakia, s.r.o.
Dana Dvořáková joined as Director of Corporate Communications.
Telefónica CR formed a special team to assist O2 customers via social networks. The official facebook page and twitter feed, as well as the O2YouTube channel, in section O2 Guru, offer professional assistance, tips and replies to questions.
June
Telefónica CR reduced its carbon footprint by 5 thousand tons of CO2 and recycled 269 tons of waste electrical and electronic equipment.
The Company launched its ‘Now I Know Why’ campaign which explained to customers how to make the best use of having internet in their mobile devices.
July
Ctirad Lolek was appointed new Director, Human Resources Division.
Telefónica CR, Komerční banka, Citibank Europe, Globus ČR and VISA Europe, in collaboration with Globus hypermarket in Čakovice, Prague, debuted a pilot project of near-field mobile payments with real users.
The Czech public voted, for the second time running, that Telefónica CR had the best mobile data service and the best mobile data coverage in the country in an independent survey by Ipsos Tambor.
August
Employees of Telefónica CR raised CZK 280,000 to help the people in Somalia who, due to long-lasting drought, water and food shortages, had to take refuge from their homes. The Company matched this amount 100%, and the donation was made to the humanitarian assistance organisation People in Need.
Customers with the prepaid O2 cards could start topping up their credit at the post office. Telefónica CR now operates a network of 30,000 top-up points, the largest in the Czech Republic.
Telefónica CR expanded the features of its My O2 portal and opened an online self-service shop for its residential customers.
Home broadband internet customers can now use the function of fully automated home WiFi network configuration. The whole family can go online at the same time, without the inconvenience of cables.
Telefónica CR and Telefónica Germany signed a joint project for fixed and mobile network management, to go until 2015.
September
Telefónica CR celebrated its the 5th anniversary of the O2 brand in the Czech market.
The first 100 young teams from 276 entries were selected to receive a grant in the first round of Think Big; the call for projects was opened in May by the O2 Foundation in collaboration with the Civil Society Development Foundation. The projects received a total of CZK 5.3 million among them.
At a ceremony in the residence of the US Ambassador, Telefónica CR was presented with the prestigious Via Bona Award for its patronage, financial, material and professional help to the Safety Line. Telefónica CR has been Safety Line’s general partner already for 17 years.
October
The new website www.o2.cz came first in its category (Telecommunications) in WebTop100 and came second in the open category.
In collaboration with the Czech Union of the Deaf, Telefónica CR presented the outreach programme that drew attention to issues of communication of children and young people with full or partial loss of hearing.
Almost 600 employees of Telefónica CR became volunteers for the day on the occasion of the International Volunteer Day, helping in 18 organisations of public benefits across the country. The Telefónica Group celebrates the International Volunteer Day every year in all countries where it has a presence.
November
The advertising campaign ‘Smart Network from O2’ won the 2011 Effie Award for the most effective advertising campaign in the category Other Services.
Luis Aldo Martin succeeded Tony Hanway as Director, Consumer Division, Telefónica CR. Tony Hanway became CEO Telefónica Ireland.
Ramiro Lafarga Brollo was appointed new CEO of Telefónica Slovakia.
December
Telefónica CR officially started offering DNSSEC, a secure domain name system, in its network, thus significantly improving the protection and security of its customers online.
Telefónica CR vastly improved its 3G network coverage, reaching 71% of the population with its signal.
As part of its Christmas campaign, Telefónica CR offered its prepaid customers calls for CZK 3.50 and SMS for CZK 1.50. Contract customers received double the amount of free units (calls, SMS) to all networks.
Telefónica CR, VISA Europe, Komerční banka, Citibank Europe and Globus ČR evaluated the six-month pilot operation of near-field mobile payments, with the unequivocal conclusion that the Czech market – customers and retailers alike – are ready for the technology.
The committee of A Greener Festival Awards gave again its global recognition to the Czech Open Air Festival.
About Telefónica Group
Telefónica Group
Telefónica is one of the world’s leading integrated operators in the telecommunications sector, a provider of communication, information and entertainment solutions with presence in Europe, Africa and Latin America. The group operates in 25 countries. As of December 2011, Telefónica’s total number of customers was 307 millions. Telefónica’s growth strategy is focused on the markets in which it has a strong foothold: Spain, Europe and Latin America.
The Group stands in sixth position in the Telco sector worldwide in terms of market capitalisation, in first among European integrated operators and in tenth position in the Eurostoxx 50 rankings, composed of Europe’s blue chip companies (February 2011).
Telefónica is a 100% private company with more than 1.5 million direct shareholders. Its stock trades on the continuous market on the Spanish Stock Exchanges and on those in London, Tokyo, New York, Lima, Buenos Aires and São Paulo.
Telefónica has one of the most international profiles in the sector with more than 72% of its business outside its home market and a reference point in the Spanish and Portuguese speaking market.
In Latin America, Telefónica served more than 200 million customers as of the end of 2011, thus becoming the leading operator in Brazil, Argentina, Chile and Peru. The group also has substantial operations in Colombia, Costa Rica, Ecuador, El Salvador, Guatemala, Mexico, Nicaragua, Panama, Puerto Rico, Uruguay and Venezuela. In Europe, the group owns operating companies in Spain, the United Kingdom, Ireland, Germany, Czech Republic and Slovakia, providing services to 105 million customers as of the end of 2011.
Telefónica in figures
— 307 million accesses (105 million in Europe; 200 million in Latin America) (December 2011)
— Presence in 25 countries of the world (6 in Europe1; 14 in Latin America2; the group is active in three other countries through its strategic alliances3)
— 291,000 employees (39% in Europe; 70% in Latin America; 1% in other countries) (December 2011)
— Revenues: EUR 62,837 mil. (2011)
— OIBDA: EUR 20,210 mil. (2011)
— Net profit: EUR 5,403 mil. (2011)
— The world’s largest integrated telecommunications operator measured by number of accesses
— The largest integrated operator in Europe measured by market capitalisation
— Dow Jones Sustainability Index
— Among the world’s 100 largest companies measured by market capitalisation
— Among the world’s 75 largest companies measured by revenues (Fortune Global 500)
Telefónica – leader in the telecommunications
market in Latin America
Telefónica – a strong player on the European market
Telefónica was founded in 1924 in Spain and has grown global. Telefónica has a regional and integrated management model. The key to the company’s structure lies in extending its client focus, leveraging its scale and in its strategic and industrial alliances.
The different operations of the Telefónica Group in 25 countries are organised into two geographical regions, Europe and Latin America, and the global business unit, Telefónica Digital.
Corporate Centre
Within this organisational structure, Telefónica’s Corporate Centre is responsible for its global and organisational strategies, its corporate policies, management of common activities, and coordinating the activity of business units.
Telefónica Europe
Includes operations in Germany, Slovakia, Spain, Ireland, the UK and the Czech Republic.
Telefónica Latinoamérica
Includes operations in Argentina, Brazil, Chile, Colombia, Costa Rica, Ecuador, El Salvador, Guatemala, Mexico, Nicaragua, Panama, Peru, Uruguay and Venezuela.
Telefónica Digital
Telefónica Digital is a global business division of Telefónica. Its mission is to seize the opportunities within the digital world and deliver new growth for Telefónica through research & development, venture capital, global partnerships and digital services such as cloud computing, mobile advertising, M2M and eHealth. Telefónica Digital has 100% ownership of Jajah, Terra, Tuenti and giffgaff. It is headquartered in London with regional centres in Silicon Valley, São Paolo, Madrid, Barcelona and Tel Aviv.
Alliances and other shareholdings
Telefónica operates in China and Italy through shareholdings China Unicom and Telecom Italia.
Other companies
Atento offers customer relation management services through its contact centres. It operates in Spain, Argentina, Brazil, Central America, Chile, Colombia, the USA, Morocco, Mexico, Peru, Puerto Rico, the Czech Republic, Uruguay and Venezuela.
Integrated decentralised model of governance
It is Telefónica’s goal to maximise the value of its activities at all levels – global, regional and local. The model of organisation puts the customer at the heart of the company’s focus, sets out the role of innovation in revenue generation and in the transformation into a better-performing enterprise.
Local
Spain, Argentina, Brazil, Chile, Colombia, Ecuador, El Salvador, Guatemala, Mexico, Nicaragua, Panama, Peru, Uruguay, Venezuela, Germany, Ireland, United Kingdom, Czech Republic, Slovakia
— Customer Experience Model
— Single Point of Sales Model
— Integrated Production Model
Regional
Telefónica Europe, Telefónica Latinoamérica, Telefónica España
— Support, governance, synergy
Global
Telefónica
— New Engaged Corporate Model
— Innovation
— Transformation
Group structure
Key Holdings of the Telefónica Group detailed by regional business units
01
About Telefónica Group
About Telefónica Group
* Data from December 2011
Note: Central America includes Guatemala, Panama, El Salvador, Nicaragua and Costa Rica. The number of accesses includes a narrowband service provided by Terra Brasil and Terra Colombia and a broadband service provided by Terra Brasil, Telefónica de Argentina, Terra Guatemala and Terra México.
Overview of the Group and the main changes in 2011
The group of Telefónica Czech Republic (Telefónica Group) comprises Telefónica Czech Republic, a.s. (Telefónica or Company) and several other subsidiaries. In 2011, the Group’s services were provided mostly on the territory of the Czech Republic and in Slovakia. Through a wholly-owned subsidiary Telefónica Slovakia, the Group has been operating in Slovakia since 2007.
In the first half of 2011, some companies in the Telefónica CR Group changed their company name. With effect from 10 May 2011, the company name of Telefónica O2 Slovakia, s.r.o., was changed to Telefónica Slovakia, s.r.o. Following that, with effect from 16 May 2011, the company name of Telefónica O2 Czech Republic, a.s., was changed to Telefónica Czech Republic, a.s. Other companies in the Group did not change. The changes were required to harmonise the company names in all European markets of the group Telefónica, S.A. In addition to the Czech Republic and Slovakia, Telefónica will be the single corporate brand in the United Kingdom, Germany and Ireland. O2 remains the commercial brand of Telefónica CR.
In June 2011, the Board of Directors of Telefónica CR approved a project to transform its subsidiary Telefónica O2 Business Solutions, spol. s r.o., through demerger by spin-off. The project sought to spin off a part of the assets of the demerged company into a newly incorporated subsidiary Internethome, s.r.o., whose business it is to provide electronic communications services. The change and the spin-off became legally effective as of 1 October 2011, when Internethome, s.r.o., was registered in the Commercial Register. The demerged company Telefónica O2 Business Solutions, spol. s r.o., whose core business continues to be the provision of information and communication technologies, was not dissolved in the process of the transformation.
On 1 January 2012, Telefónica CR incorporated a new subsidiary by the name of Informační linky, a.s.; the incorporation was registered in the Commercial Register as of the same date. The subsidiary was founded by contributing a part of the assets of the organisation unit Information and Assistance Services, which operates directory and assistance services on the numbers 1180, 1181 and 1188. The spin-off process transferred all units of the division (including employees) to the subsidiary.
Telefónica CR is the largest integrated telecommunications operator and offers a comprehensive range of both fixed and mobile voice, data and internet services in the Czech Republic. In September 2006 it also started offering a digital television service (O2 TV), and in 2007 it significantly expanded its IT and ICT operations (comprehensive business communications solutions). It also offers its network infrastructure for lease by other operators of public and private networks and services.
The retail business in the Czech Republic focused on two main customer segments: business and consumers. The business segment included medium business and corporate customers, and public and government institutions. Telefónica CR also provides services on wholesale basis to other public telecommunications network providers and to providers of public telecommunications services both in the Czech Republic and abroad.
As at 31 December 2011, Telefónica Group comprised the following subsidiary companies and affiliates:
Restructuring programme
As in the previous year, also in 2011 the Company strived to improve its operating efficiency. To this end, it embarked on the next phase of its restructuring programme. Restructuring projects focused, among other things, on the consolidation and optimisation of the call centre operations, resulting in a Group headcount reduction by 631 down to 6,890 in 2011. In connection with the Company posted restructuring costs of CZK 174 million in 2011.
Number of employees of the Telefónica Group by region:
Telefónica Slovakia
As at 31 December 2011, Telefónica Slovakia had a total of 1,164 thousand customers, of which approximately 498 thousand were contract customers. This represents a year-on-year growth of 32.2%. Since the free number portability was enabled in November 2007, customers of Telefónica Slovakia ported more than 387 thousand numbers to the network of Telefónica Slovakia.
Also in 2011 Telefónica Slovakia continued to market its successful tariffs O2 Fér and O2 Moja Firma designed for small and medium businesses. In early April the company launched O2 Filip, a new tariff for individual customers, which comes in three price point variants.
During the course of 2011, Telefónica Slovakia worked intensively on rolling out its own 3G network to new areas. The company put the commercial proposition of new data bundles on the market at the start of the second half of the year, when the network reached approximately 30% of the Slovak population. At the end of 2011, the coverage extended to one third of the population, and in December the company announced its plan to expand the network to cover 50% of the population in autumn 2012.
As part of its endeavour to improve customer care, in autumn 2011 Telefónica Slovakia introduced O2 Super, a new loyalty programme which included diverse benefits – culinary, travel, entertainment, home furnishings or body care. The company also brought to Slovakia a successful concept tried and tested in other Telefónica companies: O2 Guru. A specially trained O2 Guru team assists customers in particular with new technology. The project was started in Slovakia in mid-July 2011.
At the end of December 2011, Telefónica Slovakia reached already 94.9% of the Slovak population. The coverage already supported 90% of all calls carried within the company’s own network. The remaining 10% of traffic was carried using national roaming.
An independent survey carried out by Ipsos Tambor jointly with Telefónica Slovakia showed that the company was again ahead of the field of Slovak mobile operators in terms of customer experience, and that it also leads the customer experience index among the Telefónica Group companies.
Risk management
Risk management is one of the primary management tools for effective governance of companies in the Group. Its purpose is to render support in accomplishing the Company’s vision and strategy. All companies in the Telefónica Group apply the same risk management model which fully conforms to the best international practice in the field of corporate governance and the COSO II framework (Committee of Sponsoring Organizations of the Treadway Commission). Close cooperation with other members of the Telefónica Group contributes to further development of the risk management system, which is an integral part of the Group’s internal control system.
Risks are identified based on an assessment of the relevant management levels and suggestions made by the division Risk Management and Internal Audit and other units of the Group, and are evaluated in terms of their potential financial impact and likelihood of materialisation. Where the value of a risk exceeds a set limit, the risk is included in the risk catalogue of the Company.
Also in 2011, the Risk Management unit was responsible for the methodology and risk management system on the Group level. The governing bodies – the Board of Directors and the Supervisory Board, or, where appropriate, the Audit Committee – were informed on a monthly basis of all major risks to which the Group was exposed, and of the ways the risks were mitigated.
The Risk Management unit also handles the risks of Telefónica O2 Slovakia; the risks are managed according to the common methodology of the Telefónica Group.
The Company may encounter the following risks associated with the conduct of its business:
Commercial (market) risks
Possible losses caused by market uncertainty, developments in the market, austerity measures adopted by the government and the public sector, competitive pressures, changes due to regulatory actions (including those taken by the European Commission) and changes in the legislation.
Financial risks
Possible losses stemming from the fluctuations in the value of financial instruments, in particular the exchange rates of currencies or interest rates.
Credit risks
Risks of exposure to defaulting business partners or customers, e.g. receivables from customers or distributors.
Operating risks
Risks of possible losses caused by incidents relating to processes, human resources, network elements and information systems, or by external factors, namely litigation against the Company.
The above risks are regularly monitored and managed in a way that corresponds to the nature of the risk.
In the first half of 2011, the telecommunications market in the Czech Republic saw a decline. The reasons included the difficult economic environment in the marketplace including a fierce competition, and further cuts in the mobile termination rates. The situation improved slightly in the second half of the year, particularly as the consumption of mobile customers in the residential segment stabilised.
Despite the challenges of the environment, Telefónica CR managed to maintain a solid growth in the number of customers, especially in the area of mobile services and broadband internet.
In 2011, the number of mobile customers increased by 103 thousand to 4,942 thousand. As T-Mobile Czech Republic (T-Mobile) and Vodafone Czech Republic (Vodafone) use a different methodology of accounting for mobile customers, a true comparison is not possible; still, Telefónica CR significantly strengthened its market position as measured by the number of contract customers with an increase of 186 thousand, which represents a 49.5% share in the total additions of contract customers in the Czech mobile market in 2011. At the end of the year, the Company’s market share stood at 39.4%, up 0.5 percentage point year on year.
All mobile operators directed their investments at improving their broadband data networks and increasing the network capacity, to prepare for future growth.
The modernisation and expansion of the 3G network in all parts of the Czech Republic continued in the first half of the year. In February, Telefónica CR and T-Mobile signed an agreement to share their 3G networks in the rural areas. The shared infrastructure should, in the future, include 1,000 BTS, with each of the two operators building a half of them. Telefónica CR committed to covering the eastern part of the Czech Republic with the network, while T-Mobile will roll out the network in the western part.
As part of the 3G network sharing arrangement, T-Mobile and Telefónica CR harmonised their methodologies for the calculation of the population coverage. At the end of December, the Company covered 73% of the population with signal.
Telefónica CR also continued to roll out its optical networks and pursued further investments in the WiFi segment, with a view to strengthening its market position.
Two new virtual operators started up in the Czech market in 2011. OpenCall uses the CDMA network of U:fon operated by MobilKom and offers wireless fixed access and a mobile service with a prepaid card. The other one, Mujoperator, also uses the network of U:fon to carry its service.
Trends on the fixed internet access market
Several changes occurred during 2011 in the ownership structure of market players.
In January, the Office for the Protection of Economic Competition gave permission to sell České Radiokomunikace to funds managed by the Macquarie Group of Australia. The seller was Falcon Group, which also owns close to 40% of T-Mobile.
In February, MobilKom, which operates the U:fon network, announced a change of ownership: Penta sold its 100% interest in the company to Divenno Holdings, the mother company of Dial Telecom.
Also in February, UPC Česká republika (UPC) took over Sloane Park Property Trust, which allowed UPC to integrate the optical backbone networks of the two companies. A new unit, UPC Business, was created, with a sole focus on the business segment. UPC opened its first data centre in Prague in December.
In early June, České Radiokomunikace (ČRa) merged with Morava Czech Communication Holdings, which had owned close to 100% of all ČRa’s stock.
In the fixed access segment, VOLNÝ made a strategic decision top offering ADSL internet connectivity using other operators’ infrastructure to residential customers. Telefónica CR took over close to 11 thousand non-business customers. The migration started in mid-March 2011; the price and service parameters remained the same.
Telefónica CR continued with improvements to its fixed internet access service by expanding the VDSL reach and increasing speeds to existing customers.
In early May, Telefónica CR premiered a new technology, VDSL (Very High Speed DSL), which allows up to two times faster home internet. Existing customers were given a speed increase without a price hike. The technology is available to approximately 45% of homes that are within a 1.3 km radius from the exchange. The new technology also ushered in changes to the fixed internet tariff structure – customers could benefit from a promotion offering new tariffs at reduced rates. The attractiveness of the technology is attested by the fact that more than 100 thousand customers, both existing and new, opted for VDSL by the end of 2011.
Trends in the mobile data market
A number of significant events happened in 2011, which affected the whole telecommunications market. The mobile market was dominated largely by the news of innovated or new data services. Below we list those events that we regard as most influential.
From March 2011, Telefónica CR cut the prices of its basic data roaming service for all zones; the biggest price cut was in the EU zone, with the price going down from CZK 240/MB to CZK 24/MB, i.e. by approximately 90%. Roaming data bundles also saw major price slashing.
Telefónica CR continued to strengthen its leadership in the 3G network coverage. The Company added 126 locations in June 2011. The advantages of fast mobile data were available to the residents of 1,699 towns and villages at the end of 2011, which represents 73% coverage of the Czech population.
The Company raised awareness of the advantages and extent of 3G network coverage through its ‘Smart Network’ campaign, which explained to the public the benefits of having internet in a mobile and of mobile internet.
A survey by Ipsos Tambor showed that Telefónica CR had the best mobile data and the most extensive coverage. The respondents confirmed that, compared to the competition, Telefónica CR offered the best mobile internet service.
Regulation
Several changes occurred in 2011 in the regulatory environment which governs the field of electronic communications in the Czech Republic. The most material changes included the following:
1) changes in the legislation;
2) changes in the areas of markets analysis and product regulation;
3) changes in the Universal Service provision and in the government’s policy and support of broadband internet access.
Below are the main changes to the legislation in the area of electronic communications:
— Promulgation of the Act No. 468/2011 Coll., amending the Act No.127/2005 Coll., on electronic communications, and on the amendment to some related laws (Electronic Communications Act), as amended, and some other laws;
— Promulgation of the Judgement of the Constitutional Court No. Pl.ÚS 24/11 dated 20 December 2011, cancelling the provision of Section 88a of the Act No. 141/1961 Coll., on criminal procedure (Code of Criminal Procedure), as amended, by expiration on 20 September 2012, which relates to the treatment of records of telecommunications traffic by law enforcement authorities;
— Promulgation of the Judgement of the Constitutional Court No. Pl. ÚS 24/10, cancelling the provision of Section 97(3) and Section 97(4) of the Act No. 127/2005 Coll., on electronic communications, and on the amendment to some related laws (Electronic Communications Act), as amended, and Decree No. 485/2005 Coll., on the extent of traffic and location data, the time of retention thereof, and the form and method of the transmission thereof to bodies authorised to use such data;
– Promulgation of the Government Regulation No. 156/2011 Coll., amending the Government Regulation No. 154/2005 Coll., on the determination of the amounts and the method of calculation of the charges for the use of radio frequencies and numbers, as amended;
— Promulgation of the Decree No. 53/2011 Coll., amending the Decree No. 117/2007 Coll., on the numbering plans of electronic communications networks and services, as amended;
— Promulgation of the Decree No. 22/2011 Coll., on the method of determination of coverage of terrestrial radio broadcasting over selected frequencies;
— Continuation of the implementation of the revised regulatory framework for electronic communications networks in the Czech law:
• Directive 2009/136/EC of the European Parliament and of the Council amending Directive 2002/22/EC on universal service and users’ rights relating to electronic communications networks and services; Directive 2002/58/EC concerning the processing of personal data and the protection of privacy in the electronic communications sector and Regulation (EC) No 2006/2004 on cooperation between national authorities responsible for the enforcement of consumer protection laws;
• Directive 2009/140/EC of the European Parliament and of the Council amending Directive 2002/21/EC on a common regulatory framework for electronic communications networks and services Directive 2002/19/EC on access to, and interconnection of, electronic communications networks and associated facilities, and Directive 2002/20/EC on the authorisation of electronic communications networks and services;
• Regulation (EC) No 1211/2009 of the European Parliament and of the Council establishing the Body of European Regulators for Electronic Communications (BEREC) and the Office.
Telefónica CR was involved in the preparation of the above legislation by providing consultation either directly or on the platform of industry associations of telecommunications operators or through its parent company Telefónica.
Relevant markets analysis and product regulation
Telefónica CR continued to meet its duties with which it was tasked based on the relevant markets analysis undertaken by the Czech Telecommunication Office (CTO) in previous periods.
In January 2011, the CTO published its selection of Ernst & Young, s.r.o., to produce the LRIC methodology, including a model for call termination in fixed public networks. The outputs of this model are expected to be used by the CTO to set the maximum call termination rates in fixed public networks in late 2012 and early 2013.
Also in January 2011, the CTO decided to appoint the Asset Valuation Institute of the University of Economics in Prague to deliver a calculation of a WACC value for the purposes of regulation in the sector of electronic communications. Telefónica expects that the updated WACC will be used for the determination of regulated prices from next year onwards.
In February 2011, the CTO commenced the third round of analysis of the relevant market No. 5 – wholesale broadband access in electronic communications networks. Telefónica expects that the analysis will be published in the form of a general measure by the end of the year.
In April 2011, the CTO issued a decision, reflecting on the results of its analysis of the relevant market No. 6 – wholesale terminating segments of leased lines irrespective of the technology used for the provision of leased or reserved capacity, which changed the regulatory measures applicable to Telefónica in this market. Based on the decisions, pricing regulation no longer applies to the wholesale service; however the imposed regulatory measures now apply also to Ethernet leased lines.
Effective from 1 July 2011, the regulated wholesale price for mobile termination was reduced to CZK 1.08 per minute.
Regulation of international roaming
In keeping with the presently applicable regulatory framework, the regulated international roaming rates went down effective from 1 July 2011 as had been planned.
The retail rates for incoming calls went down on 1 July 2011 to EUR 0.11 per minute; the price for an outgoing call was brought down to EUR 0.35 per minute. The price for an SMS stayed at the level of EUR 0.11. The prices, expressed in Czech crowns, were adjusted based on the applicable exchange rate.
On 6 July 2011, the European Commission published a proposal encapsulating its vision for Phase III of mobile roaming regulation. The proposal foresees the regulation to apply also after 31 July 2012 (when the so-called Phase II of roaming regulation expires). The proposal expects that regulatory action in the area of international roaming will be expanded; the regulatory measures applied to date (price regulation) are to be joined from 1 July 2014 by giving customers the option to choose a different roaming provider to the provider of their national mobile service. The proposal is subject to approval by the European Parliament and the Council of Ministers of the EU.
Imposition of duties related to the provision of the Universal Service
Telefónica provided the following services during 2011 as part of meeting its duties imposed by the CTO in relation to the Universal Service provision:
(a) the public payphone service;
(b) access to the public telephone service, of the same quality as for other end users, for people with disabilities, namely by means of special terminal equipment;
(c) special price plans for persons with disabilities, which are different from the regular price plans provided under the standard commercial terms and conditions.
As to the service under (a), a CTO decision from 2009 led to a significant reduction in the number of public payphones operated as part of the Universal Service in 2011; the duty to operate public payphones as part of the Universal Service concerns municipalities with 4,999 or more residents. The CTO reviewed the service under (a) and decided to uphold the Universal Service obligation until the end of 2013 for municipalities with 4,999 or more residents, and, for municipalities with a population under 1,999, until the end of 2014. The CTO also commenced the process to select a provider of the public payphone service under the Universal Service, which is expected to conclude in mid-2012.
As to the services under (c), the Czech Telecommunications Office imposed on Telefónica CR the duty to offer special pricing under the Universal Service obligation, for a period of three years commencing on 2 July 2011.
Funding of the Universal Service
Telefónica CR submitted its claim for compensation for the loss incurred as a result of Universal Service provision (including the loss incurred as a result of offering special price plans for people with disabilities) in 2010. The CTO then proceeded with verifying the amount of the loss and examining the supporting documents, and made the payment in December 2011.
The CTO published a final and conclusive decision determining the amount of the loss incurred as a result of Universal Service provision in 2009, and the loss incurred as a result of Universal Service provision (including the loss incurred as a result of offering special price plans for people with disabilities) in 2010.
State policy and support in the area of broadband internet
In January 2011, the Czech government approved a State Policy in the Area of Electronic Communications – Digital Czech Republic. The strategy deals with the development of ICT, with a special emphasis on bridging the digital divide between urban and rural areas. The document set the following objectives:
1. to ensure that broadband internet with the minimum (downlink) speed of 2 Mb/s, and 10 Mb/s in towns, is available in all populated locations in the Czech Republic by 2013;
2. to ensure that, by 2015, broadband internet is available in all rural settlements, with a speed which will equal at least 50% of the average broadband speed in towns. 30% of homes and businesses in towns should have internet with a speed of at least 30 Mb/s available to them.
As part of delivering on the above objectives, the Ministry of Industry and Trade released a draft paper setting out the development criteria for the planned auction of frequencies in the range of the so-called digital dividend in September 2011.
Also in September 2011, the CTO published guiding principles for the upcoming unction of 800 MHz, 1 800 MHz and 2.6 GHz frequencies.
Structural funding from the EU continued to support various projects in the area of ICT development in public institutions. The support went in the direction of mainly regional networks connecting public institutions, as well as the private sector.
In April 2011, the European Commission called a public consultation on the Community Guidelines concerning the state aid rules with regard to fast roll-out of broadband networks.
Telefónica CR is a member of prominent industry associations that work to develop the market in electronic communications in the Czech Republic: ICTU (Association for Information Technologies and Telecommunications), APMS (Association of Mobile Network Operators), ČAT (Czech Telecommunications Association) and ČAEK (Czech Association of Electronic Communications).
The Company is also a member of several other structures that are important for Telefónica’s activities: HK ČR (Chamber of Commerce of the Czech Republic), SDT (Association for Telematics in Transport) and others.
The Government of the Czech Republic started the process of programming the EU Structural Funds for the period 2014–2020. With regard to the overall objectives of the EU, as expressed in the policy paper Digital Agenda for Europe 2020, we can expect that support will focus also on the field of ICT.
Telefónica CR submitted its comments on the proposed development criteria and on the guiding principles of the planned frequency auction – on its own behalf and also jointly as a member of the above associations.
The Company is constantly monitoring options offered to customers by structural funds, and modifies its products and services so that they are eligible for subsidies. A special attention was paid to Call 8 under the Integrated Operational Programme for the development of eGovernment services in the regions. Telefónica successfully participated in tenders for projects co-funded from Structural Funds.
In 2011, Telefónica CR launched its first awareness-building campaign focusing on the uses of internet in a mobile. The campaign featured ways of using smartphones and how a regular user can benefit from having a smartphone. The campaign was executed jointly with Google, and helped to significantly boost the uptake of mobile internet.
As in the previous years, also in 2011 the customers benefited from the programme Reward for Top-up, a loyalty scheme for prepaid customers. The popularity of the programme shows also in the fact that other partners (Seat, GE Money Bank) have joined it.
Another important event was the CSI Leadership customer satisfaction survey in the prepaid segment, which was conducted in the fourth quarter of 2011, for the first time in the Company’s history.
In 2011, Telefónica CR had a lot of successes also in the online sphere. The revamped website www.O2.cz won the Web Top 100. An online self-service zone, My O2, opened, giving the customers control over the configuration of their services, billing reports, and payments, which they can now review or make online.
The online activities of the Company were now, however, limited to the website www.O2.cz. In 2011, Telefónica CR was very active on social networks such as Twitter, Facebook or YouTube. O2 Guru was one of such noteworthy projects, which gave customers support and assistance via social networks and video tutorials, all on the platform of the dedicated portal www.O2guru.cz.
A special portal for smartphones was launched in an online and mobile version. Applications can be downloaded for iOS, Android and Windows Phone operating systems.
Online activities also included the testing of new online sales channels. To this end, an affiliate programme was debuted in 2011, with rewards for selling O2 products and services via third party websites.
Thirty new brand stores opened in 2011. In more than fifty brand stores, Telefónica CR offered the services of a dedicated sales associate specialising in data services and smartphones. The dummy smartphone models were replaced with real devices for customers to try.
Mobile internet and prepaid voice cards were offered also in the indirect sales channels of O2, such as ALZA.cz, CZC.cz, eD’system Czech, 100MEGA distribution, Billa and many others. New providers of direct top-up for prepaid services were acquired: Česká pošta, Fortuna and Unipay. Last but not least, the capacity indirect sales, namely in the area of contract voice and data acquisition, was significantly enhanced.
As for the call centres, a notable event of the year was the consolidation of call centre activities in the consumer segment. A new organisation and the consolidation in 2011 produced substantial savings, lower staff turnover in the expanded locations, and gave career prospects and the option to switch departments to competent employees.
Internet
Telefónica CR made the billing for mobile data more advantageous. The first hour of connection cost CZK 15, and the full day of access was capped at CZK 30 (FUP 30 MB/day), which was appreciated mainly be those customers who go online only from time to time.
The key event in the area of fixed internet access was the launch of the VDSL technology, which brought faster data transmission. The launch and expansion of the VDSL technology allowed up to two times faster home internet for many customers – this is also why the key motif of the successful communication campaign was a runner. People could test the availability and the possible speed of their home internet at www.zrychlujeme.cz, where, after a brief questionnaire, they could enter a competition for prizes, which included also choice of discounts from the partners in the O2 Extra programme.
In 2011, Telefónica CR continued with an aggressive expansion of its 3G network coverage and strengthened its leadership in this area.
The campaign ‘Smart Network from O2’ explained the benefits of fast mobile data to customers; it was recognised as the ‘best advertising campaign of 2011’ in its category (Other Services) and claimed a Golden Effie at the prestigious 2011 Effie Awards.
Fixed access and IP TV
As in the previous quarters, also in the fourth quarter of 2011 the Company saw a solid growth in the number of broadband customers and a slowdown in the rate of decline in the number of fixed lines.
In February, Telefónica CR debuted its economy tariffs and bundles featuring fixed calls to all mobile networks in the Czech Republic and to fixed numbers abroad. The new tariffs and bundles, O2 Calling and O2 Calling International, can be combined based on the most frequent calling destinations of the customer.
From July until the end of the year, Telefónica CR ran an acquisition promotion of its internet tariffs. New customers of Internet Optimal or Internet Aktiv, who committed for 12 months, regardless whether they were natural or legal persons, enjoyed reduced subscription for the duration of their commitment. Starting from the 13th month, standard listed prices apply (CZK 750 for Internet Optimal and CZK 850 for Internet Aktiv).
Between 1 September and 31 October 2011 Telefónica CR ran a special acquisition promotion for new customers who subscribed to Internet Optimal and the digital television O2 TV Flexi and committed for 12 months. The promotional price of Internet Optimal was CZK 400 per month and CZK 250 for O2 TV Flexi per month, during the first 12 months of service. Starting from the 13th month, standard listed prices apply.
During 2011, the number of O2 TV customers went up 5% to 136 thousand; in the fourth quarter alone it was an increase by 5 thousand, which is credited to the successful Christmas campaign that promoted the service in an economy-priced bundle together with broadband internet.
Mobile services
From July 2011, Telefónica CR offered its prepaid customers free calls, SMS and MMS to one O2 number of choice.
O2 Nejbližší, a new service for friends and families with free or preferentially billed calls to a select group of numbers, was launched in September 2011. What made it unique was that the ‘friends and family’ group could include numbers in Slovakia.
From 1 November Telefónica CR offers benefits for the prepaid O2 card to both new and existing customers, on the condition that they top up a minimum of CZK 200 per month. This got them calls to all networks for CZK 3.50 per minute and SMS for CZK 1.50. Customers could buy a new card with the pre-set conditions or reconfigure their existing card until 31 December 2011. Contract customers received double the amount of free monthly units (minutes, SMS) from Telefónica CR, in exchange for extending their commitment or switching to a higher tariff. New customers had the benefits set up for them automatically.
In November 2011, Telefónica CR premiered an innovation to the topping up of the prepaid O2 cards.
Customers with prepaid cards could use a payment card for a single top-up online, set up an automatic top-up or top up via SMS. The holder of the payment card could also manage several O2 cards, which made it ideal for families. Customers also received extra 10% every time they topped up via the new channel before the end of 2011. The first top-up after the registration in the system attracted a bonus of 20% from the amount of the top-up.
The other noteworthy campaigns included the Christmas mobile voice promotion. Customers of prepaid voice services could get calls to all networks for CZK 3.50 per minute and SMS for CZK 1.50. Contract customers received double the amount of their free units (minutes, SMS) to all networks.
A new service model based on a differentiated approach to customer care was implemented in the segment of small and medium enterprises in 2011.
A new sales channel focused on customer care and retention was also implemented, and considerably helped with stopping the customers from leaving for the competition. A customer is now put directly through to a live operator, and trained specialists and dedicated desks for business customers were instituted in the brand stores.
According to surveys regularly commissioned by the Company, the changes were very well received and reflected positively on the overall customer experience.
Internet
VDSL (Very High Speed DSL) technology which offers faster data transmission was launched in 2011. The campaign featuring a ‘runner’ was communicated only at a local level (in the so-called GEO locations), which allowed for more focused targeting of potential customers with the proposition. GEO locations for the SME segment are different for the field force channels, whether the brands stores and franchises are the same as in the consumer segment.
Fixed access
The same activities as in the consumer segment were pursued in the fixed access area. The traditional fixed voice and ISDN lines did not get a priority for communication; only internet telephony (VoIP) was offered together with VDSL as part of the Unlimited Line bundle with xDSL and supported with a price promotion. In December 2011, a test pilot campaign for the self-installation kit for the no-VPN variant of the O2 Unlimited Line service.
Mobile access
A campaign to promote the family of tariffs O2 Business was ran during the course of 2011. It featured two main characters, Telefónica CR’s rep Lucie and entrepreneur Martin who is a customer. The campaign was a success and the number of subscribers of these tariffs doubled during the year to more than 20,000.
The majority of offers in the consumer segment was open also to SME customers – subsidised smartphones with internet access or the Christmas campaign doubling the number of free minutes. Both the above-mentioned bonuses were eligible for O2 Neon and O2 Business tariffs.
Telecommunications services
To be able to continue to drive its business and that of its customers forward, Telefónica CR radically reassessed its telecommunications services delivery model: a major customer now gets a comprehensive solution of his telecommunications needs, as well as the many benefits that can only be offered by a single provider capable of meeting all and any needs.
Telefónica CR does not take the customers’ trust for granted; the Company decided to cultivate it through its new programme O2 Exclusive, which offers the best level of care, a regular audit of delivered services at dedicated meetings, as well as many other benefits that make the customers’ everyday lives easier. This approach helped us secure a number of prestigious corporate accounts in 2011:
In the past, Accenture was courted by Telefónica CR several times, with offers of fixed voice services, which the client always deemed uncompetitive. In 2011 we succeeded with overcoming the initial pessimism that the client brought to the negotiating table, and secured the presence of the decision-makers. The client responded well to the comprehensive proposition in all product lines under the umbrella of O2 Exclusive, and we walked away with a new contract for all types of telecommunications services.
After a commitment to our mobile service, Český Rozhlas became an exclusive client, receiving almost all types of telecommunications services from Telefónica CR. The contract for mobile services is for four years. It was to Telefónica CR’s great advantage that the client had a longstanding experience of the quality we deliver through the data and fixed voice services.
In June 2011, ČSA invited tenders for the delivery of a call centre operation from the rather populated sector of ICT providers. Together with its partner Atlantis Software, Telefónica CR beat all the competition and secured the contract. The iCC call centre will go online in April 2012.
Two years ago, Telefónica CR took over WAN connection for the brick-and-mortar branches of Fortuna, from GTS, the previous provider. We repeated the coup in 2011. For Telefónica CR, the contract brings up to 3,000 new lines to Fortuna’s POS network in the next two years, separate MPLS central lines, internet connectivity and two independent database and application server centres.
Telefónica CR became a primary provider of data connectivity to the newly built data centre of Synot IC; the contract is presently for five years. This relationship carries a substantial up-sell potential for other O2 services in the region. Moreover, we managed to expand the portfolio of services by 3,000 data and voice SIM cards. Synot Holding became another exclusive customer of Telefónica CR, relying 100% on our service.
In 2011, a contract for WAN service was signed with Moravia Steel. After taking over from GTS, Telefónica CR will provide data and internet services for a contractual period of 24 months.
In addition to its large corporate clients, in 2011 Telefónica CR also acquired several major customers from the government sector; Lesy ČR, is one such client, with a contract for telecommunications services including IP telephony and LAN redesign.
SZIF (State Agricultural Intervention Fund) is another, with a contract for operating and technical support. Telefónica CR bid the lowest price, secured the contract and helped the fund save up to CZK 100 million.
The Czech Army is now also a client of Telefónica CR, with a contract for mobile and fixed voice services which was signed for 48 months. The same extent of service, plus IT infrastructure monitoring, Telefónica CR will provide to the state-owned company DIAMO. The state-owned companies Povodí Ohře and Palivový kombinát Ústí are now the clients of O2 Car Control.
Our new business acquisition activities were also successful with public organisations at the regional level. Telefónica CR is proud to have been chosen to implement the communication infrastructure of the Karlovy Vary and Pilsen regions.
ICT
The Corporate Division was reorganised in the first half of 2011, to make its structure more focused on the marketing of ICT solutions over telecommunications services.
In June 2011, the Board of Directors approved an ICT strategy for the next three years, which focuses on ‘machine2machine’ verticals, cloud computing and security/networking developed globally at the level of the whole Telefónica Group.
O2 Cloud was the first product to be put on the market in September 2011. The technology behind O2 Cloud offers corporate customers the service of virtual data centres – server capacity, disk arrays, data back-up and restoration. The service has an interactive user and administrator interface, flexible scaling and monthly capacity allotments, all with full functionality guarantees. Customers appreciate the lower cost of this solution compared to operating a proprietary infrastructure.
Interconnection
The consolidation within the electronic communications marketplace continued also in 2011; companies merged, specific services or customer segments were sold off both in the mobile and fixed access segment.
In the area of interconnection of our fixed network with those of other operators, changes occurred in connection with the mergers and acquisitions in the electronic communications marketplace. At the end of 2011, our fixed network was interconnected with 15 other operators of fixed public electronic communications networks and 3 operators of mobile electronic communications networks.
As regards Local Loop Unbundling, the order volume is strong but some services, for which promotions of our clients have ended, are getting cancelled. As a result, the number of active unbundled loops is growing at only a moderate pace.
In 2011, the number of customers who used the services of other operators based on our Wholesale Line Rental (WRL) proposition, continued to grow. On the other hand, the number of customers for CS/CPS continued to decline, albeit at a slower rate. The total volume of CS/CPS traffic is falling only slightly as these services are still used by mostly corporate customers of operators who are interconnected with us.
We achieved our sales targets for 2011, despite the pronounced effect of the interconnection rates cuts (especially mobile termination rates) and the escalating financial crisis in Europe that pas produced an overall economic stagnation and recession
International wholesale services
International data and internet
The growing demand for international transmission capacity of our partners means also an increased demand for transmission capacity from us. The services of international IP connectivity and Ethernet-based services also saw a growth.
International voice
In the area of international wholesale voice, we implemented a new NGN international interconnection platform in our network. The reason for this investment was also the growing demand for capacity propelled by higher volumes of mutually provided services and the continued expansion of our commercial activities, especially in Eastern Europe, Russia and the Near and Middle East. The new technology will help us in following the modern trend in VoIP interconnection.
We achieved our sales targets for 2011. We increased the number of our direct interconnections to new mobile and fixed network operators.
Compared to 2010, the transit voice traffic grew 16% to a record of almost 2.025 billion minutes. The high quality of voice service was maintained. In the area of international services, we continue to build on our cooperation across the Telefónica Group with the international operator TIWS (Telefónica International Wholesale Services)
National wholesale services
The year 2011 was the year of stabilisation of the telecommunications market. As in the previous year, telecommunications operators contained their costs and implemented austerity measures. The measures affected mainly the network operations area, which resulted in a pressure to drive down the wholesale data prices. At the same time, the intensive construction of the mobile 3G networks continued. The Wholesale Division was actively involved in this exercise, which spurred the demand for backbone data services and the related revenues. The project of 3G network sharing with T-Mobile also continued.
All mobile operators in the Czech Republic also forged ahead with their strategies to transform their operation for a purely mobile business to an integrated telecommunications business offering a wider portfolio of services, including fixed access. Consequently, the strong demand for the wholesale ADSL service continued, with a 25% year-on-year increase in the number of accesses to 89,000 at the end of 2011. The upside was facilitated by adding the technology variant of VDSL to the portfolio, which allows for higher transmission speeds.
The demand for our Ethernet-based data services also increased. The Company responded by expanding the coverage and introducing changes to the product portfolio in favour of 1Gbit/s and faster speeds.
In this section we present and comment on the consolidated financial results of the Telefónica CR Group prepared in accordance with International Financial Reporting Standards (IFRS).
Consolidated financial results
Revenues, Operating Costs and OIBDA
The total consolidated revenues reached CZK 52.4 billion in 2011, down 5.7% year on year. In the second half of the year, revenues performance improved due to a stabilisation of spend in the mobile residential segment and the solid revenues from ICT and business solutions. At the same time, revenues in 2011 continued to be impacted by the prevailing competitive pressures largely in the corporate and SMB mobile segments and by the regulatory measures (mobile termination rates, MTR, cuts and lower roaming prices). Other income reached CZK 487 million in 2011 compared to CZK 242 million in 2010. The higher gains from the disposal of fixed assets were the key driver of this growth. The total consolidated operating costs declined 5.1% year on year, reaching CZK 31.1 billion in 2011, as a result of a strict financial discipline in this area.
Operating income before depreciation and amortization (OIBDA) amounted to CZK 21.8 million, down 20.4% year on year. The year-on-year OIBDA comparison in 2011 has been significantly impacted by impairment reversal (CZK 4,344 million) booked in the third quarter of 2010. Excluding this item, OIBDA declined 5.4% year on year in 2011. On a fully comparable basis1, OIBDA declined 5.1% year on year, reaching CZK 22.9 billion in 2011, while the comparable OIBDA margin2 improved 0.3 percentage point year on year to reach 43.7% in 2011 on the back of a focus on cost efficiency and the positive and growing OIBDA in Slovakia. OIBDA adjusted for guidance3 declined 5.0% year on year, within the guidance range of -1% to -5%, to reach CZK 22.9 billion.
Operating Income, Income before Tax and Net Income
The consolidated operating income and consolidated income before tax went down 34.7% year on year and reached CZK 10.1 billion and CZK 10.0 billion, respectively, in 2011, largely due to the above-mentioned impairment reversal. The consolidated net income amounted to CZK 8.7 billion in 2011, down 29.3% year on year, due to a combination of the above-mentioned impairment reversal booked in 2010 and the deferred tax in Slovakia booked in 2011 (CZK 709 million). Excluding the impact of impairment reversal on the OIBDA, depreciation and amortisation, and the corporate income tax both in 2010 and 2011, and the impact of the deferred tax income in Slovakia booked in 2011, the net income declined 5.7% year on year to CZK 8.5 billion, largely due to the decline in OIBDA, which was not fully compensated by lower depreciation and amortization, financial expenses and income tax expense.
Cash and Debt levels
On 31 December 2011, the Group’s consolidated financial debts (long-term and short-term) amounted to CZK 3.1 billion, broadly in line with the 2010 year-end situation. The amount of cash and cash equivalents reached CZK 7.0 billion as at the end of 2011, compared to CZK 4.8 billion the year before. The combination of cash and debt balances resulted in a net leverage4 of -5.6% and a gross leverage5 of 4.4% as at the end of 2011, compared to -2.4% and 4.1%, respectively, as at 31 December 2010.
Capital expenditure
The total consolidated capital expenditure (excluding additions from WiFi acquisition) amounted to CZK 5.6 billion in 2011, down 0.7% year on year, in line with the Group’s full year guidance (CAPEX around CZK 5.7 billion). The Group continued to direct investments into the capacity expansion and quality improvement of the 3G network. In addition, the CAPEX budget was spent on a further expansion of the 3G network coverage, including coverage of areas currently without service, on the basis of a network sharing contract with T-Mobile. At the end of December 2011, the Company covered already 1,699 towns and cities in the Czech Republic with its 3G network, representing around 73% coverage of the population. Additionally, the Group focused its investments into the upgrade of its fixed broadband service with the VDSL technology, aiming at strengthening its position on highly competitive fixed broadband market in the Czech Republic and improving customer experience. Also, the relevant part of the CAPEX budget was spent on improving the Company’s systems (CRM), to further enhance the customer relationship, simplify and streamline processes and to consequently increase the operating efficiency. In Slovakia, CAPEX went largely into additional network investments related to the launch and expansion of the 3G network. At 2011 year-end, the 3G coverage reached close to 35% of the Slovak population.
Cash Flow
The total consolidated free cash flows6 declined 8.6% year on year and reached CZK 15.0 billion in 2011; a combination of a 5.6% decline in cash from operating activities, which was broadly in line with the OIBDA decline, and an 3.8% increase in cash used in investing activities, which was driven by higher cash payments on investment in property, plant and equipment and intangible assets, and partially offset by higher proceeds from the disposal of non-core assets.
Over view of consolidated revenues
The total consolidated revenues in 2011 reached CZK 52.4 billion, down 5.7% year on year, mainly due to further cuts in the mobile termination rates, lower roaming prices and the continued strong competitive pressures largely in the corporate and small and medium business segments.
Revenues from voice services (voice – outgoing, interconnection and other wholesale services) reached CZK 18.2 billion in 2011, down 12.6% year on year. Voice revenues declined 12.0% to reach CZK 10.5 billion due to a lower volume of voice traffic generated in the fixed network, more minutes bundled in the monthly charges and the competitive pressure on per-minute charges. Revenues from interconnection and other wholesale services amounted to CZK 7.7 billion in 2011, down 13.3% year on year, on the back of the mobile termination rates cuts, lower incoming mobile voice traffic and the lower transit revenues.
The total volume of mobile traffic7 generated by customers in the Czech Republic reached 8,956 million minutes in 2011, up 1.9% year on year; it was supported by the higher number of contract customers and the Christmas campaign to promote contract services that offered to double the free airtime included in the monthly subscription charge. Voice traffic generated in the fixed network declined 13.4% year on year in 2011 to 1,507 million minutes due to the continued trend of voice access losses and the effect of fixed-to-mobile substitution.
Revenues from monthly charges declined 4.9% year on year to CZK 12.9 billion in 2011, largely due to the lower number of fixed voice lines. This has not been fully compensated by a growth in the contract customer base in the Czech Republic and Slovakia.
The total mobile customer base in the Czech Republic reached 4,942 thousand at the end of December 2011, a 2.1% increase year on year. In 2011, the company recorded 103.1 thousand net additions in its mobile customer base, compared to only 5.0 thousand in 2010 (excluding the disconnection of inactive contract customers in the second quarter of 2010). The number of contract customers went up 6.5% year on year, reaching 3,049 thousand at the end of 2011, with 185.7 thousand net additions in the year (+15.9% year on year, excluding the disconnection of 111 thousand inactive contract customers in 2Q 2010). This performance continued to be supported by customers migrating from the prepaid to the contract segment, the positive effect of the growth in the number of mobile broadband customers, a higher smartphone penetration and a lower churn. At the end of December 2011, contract customers represented already 61.7% of the base, a 2.5 percentage point growth year on year, which was the highest figure ever. The number of prepaid customers reached 1,892 thousand at the end of 2011, down 4.2% year on year, with 82.6 thousand net losses in 2011 – compared to 155.2 thousand in 2010. Moreover, their number increased by 5.5 thousand in the fourth quarter of 2011, which was the first positive quarterly performance since 3Q 2009; it was credited to the successful Christmas campaign and the lower rate of churn.
The mobile blended monthly average churn rate in the Czech Republic reached 1.85% in 2011, posting a year-on-year decrease of 0.5 percentage point. This is a result of the continuous improvements in the churn rate of contract customers, which was contained to 1.09% in 2011 and was only 0.99% in the fourth quarter alone. It is historically the lowest figure, which represents a year-on-year decrease of 0.3 percentage point. The churn rate in the prepaid segment also improved to 3.03% in 2011, down 0.4 percentage point year on year; it was largely helped by our increased focus on the acquisition of higher-worth customers and the success of the Company’s loyalty scheme innovation which offered rewards for regular top-ups.
In 2011, the mobile blended ARPU8 reached CZK 423.7, down 9.6% year on year, as a result of the continued effect of the MTR cuts and increased competition. Excluding the impact of MTR cuts, total ARPU in 2011 declined 5.7% year on year. The voice ARPU dilution driven by persistent competition was the key contributor to the decline. The contract ARPU reached CZK 577.9 in 2011, down 12.4% year on year (-8.9% year on year, not accounting for the effect of the MTR cuts). The prepaid ARPU decreased 9.6% year on year in 2011 down to CZK 186.2. The data ARPU declined 2.4% year on year in 2011 down to CZK 117.2. The Decrease in data roaming prices and continuous SMS/MMS bundling were the key drivers behind data ARPU dilution. Nevertheless, excluding these two items (SMS/MMS and roaming), data ARPU would improve 2.4% year on year in 2011 with mobile internet customer base uptake remaining the key driver of the improvement.
The total number of fixed accesses declined 5.2% year on year to 1,582 thousand at the end of 2011, while net losses were 87.3 thousand in 2011, well below 101.4 thousand in 2010 (-13.9% year on year). This is largely a result of the lower losses in the traditional fixed voice access (-22.4% year on year) and the continuous solid growth of naked access (+45% year on year).
In 2011, the total number of customers in Slovakia went up to 283.7 thousand as a result of the solid contract uptake. Consequently, the total subscriber base reached 1,164 thousand at the end of December 2011, posting a 32.2% year-on-year growth. The number of contract customers grew 48.9% year on year, reaching 498 thousand at the end of 2011, while the number of prepaid customers increased 22.0% year on year and closing at 666 thousand. Thus, the customer mix in Slovakia further improved and contract customers represented already a significant 42.8% of the total customer base, up 4.8 percentage point year on year.
Total data revenues were flat year on year and reached CZK 11.5 billion in 2011. Of that, revenues from leased lines and fixed data services recorded a 9.5% year-on-year decline to CZK 2.8 billion, mainly due to lower revenues from leased lines, which were not fully compensated by a growth in IP based data services. Internet revenues improved 2.8% year on year to CZK 5.5 billion, positively impacted by a growth in the number of xDSL customers and the migration of higher-value customers to VDSL. Revenues from mobile data grew 9.7% to CZK 2.6 billion. This is a result of our successful marketing campaign focused on the promotion of smartphone sales, which accelerated the smartphone penetration to a level close to 20% at the end of 2011. In addition, the growth in mobile broadband customer base and our higher revenues in Slovakia related to the launch of 3G services contributed positively to the increase of mobile data revenues.
The number of xDSL accesses reached 872 thousand at the end of December 2011, up 8.1% year on year. In 2011, the number increased 65.6 thousand. As for the VDSL service which was launched in May, already 103.2 thousand customers subscribed to this service at the end of 2011; the VDSL segment now represents 12% of the total xDSL base and some ¼ of the total addressable existing base. The total number of O2 TV customers reached 136 thousand at the end of 2011, up 5.0% year on year, with 5.0 thousand net additions in the fourth quarter alone – a result of our successful Christmas bundling proposition with broadband Internet.
Other consolidated revenues increased 1.1% in total year on year and reached CZK 9.8 billion in 2011. Of that, revenues from SMS, MMS, PRMS and contents grew 0.9% to CZK 4.8 billion, mainly due to the revenue growth in Slovakia, while in the Czech Republic, the revenues went down as a result of more integrated SMS/MMS bundling. Revenues from equipment and activation charges reached CZK 1.7 billion in 2011, which translates into a 13.2% year-on-year growth thanks to the higher revenues from handsets and broadband equipment sales. Revenues from ICT and business solutions reached CZK 2.4 billion – a respectable amount, considering the austerity measures in the public sector, which has been the principal client in this area.
Overview of consolidated operating expenses
Despite the higher expenses related to our intensified commercial activities, the total consolidated operating expenses of Telefónica CR Group declined 5.1% year on year to CZK 31.1 billion in 2011. Our continued campaign of strict financial discipline, which is aimed at offsetting the declining revenues to the maximum achievable degree, was the key driver for the savings of operating expenses.
Consolidated interconnection and roaming expenses went down 9.6% year on year to CZK 9.2 billion in 2011, in line with the lower interconnection revenues; this trend was largely due to the cuts in the mobile termination rates and the roaming prices. The cost of goods sold reached CZK 2.2 billion in 2011, representing a 13.0% year-on-year growth, which was expected with regard to the higher revenues from the sale of devices. Other direct costs of sales grew 7.9% year on year in total to CZK 3.4 billion. Of that, the cost of telecommunications services, content and other cost of sales went down 33.3% year on year to CZK 665 million, while sub-deliveries increased 20.5% to CZK 1 billion due to a higher volume of sub-deliveries in connection with ICT projects. Commissions went up 30.7% to CZK 1.7 billion due to more intensive commercial activity.
Staff costs including redundancy payments reached CZK 6.2 billion in 2011, down 12.6% compared to 2010. Excluding redundancy payments (CZK 174 million in 2011 and CZK 458 million in 2010) staff costs declined 9.2% year on year, as a result of a restructuring program executed in 2010 and 2011. The total Group headcount declined 8.4% in 2011 and as at 31 December 2011 it stood at 6,890 employees. In the fourth quarter of 2011 alone, the headcount reduction has been facilitated by the outsourcing of IT support services to Telefónica Global Technology, which is to provide IT support for Telefónica’s businesses in the Czech Republic, Slovakia and Germany.
Other operating expenses including capitalized own expenses on fixed assets reached CZK 10.1 billion in 2011, down 3.1% year on year. Lower expenses associated with marketing and call centre operation (-9.0% year on year, down to CZK 1.6 billion as a result of improved operating efficiency) were the key contributors to the decline. Significant savings have been recorded also in billing and collection and in the provisions for bad and doubtful debts, which decreased 13.3% year on year in total, down to CZK 831 million. In other categories, it is worth noting the decline in the cost of leases, buildings and vehicles (-4.4% down to CZK 2.1 billion) brought on by our campaign for more efficient utilization of buildings and the car pool optimization. Savings have been reported also in consultancy and professional fees and other external services, which declined 12.2% year on year to CZK 735 million. On the other hand, network & IT repairs and maintenance went up 6.0% year on year to CZK 2.7 billion due to the outsourcing of network-related activities. The growth, however, has been more than compensated by the savings in the related personnel costs. In addition, the Group recorded a higher cost of the utilities, which amounted to CZK 1.1 billion in 2011, up 5.0% year on year, which was mainly caused by the higher energy prices.
The outlook for 2012
In 2012, the Group will continue focusing on improving customer experience through a proposition of the new services that have value for the customer and on products that meet the customer’s needs. Additional investments in process optimization will aim to further improve the relationship with our customers and reduce the number of complaints – ultimately giving a greater customer experience. In line with the strategy to strengthen our market leadership, the Group will focus on customer value management in all segments. The Group believes that these activities will help it to better manage ARPU and churn, thus lowering the pressure in the highly competitive market environment.
Additionally, the Group will continue to enhance its fixed broadband proposition through additional expansion of the VDSL network coverage and to upgrade the speeds for the current accessible base. The Group will also pursue a gradual FTTx deployment with a view to strengthen its market share. In the mobile broadband area, the Group intends to further expand its 3G network coverage while enhancing the capacity and quality of the network, including a backhaul to exploit the opportunity of smartphone and data uptake. Moreover, it will closely monitor and analyze the conditions of the upcoming auction of new frequencies, in which the Group intends to tender for an LTE licence, which would allow it to build a 4G network and remain competitive in the mobile broadband market. In the segment of ICT, the Group will market a standard portfolio of services and solutions, so that the dependency on one-off projects is reduced. This should lead to an improvement in the revenue sustainability in this area.
Telefónica Slovakia will continue in its value- and simplicity-based commercial proposition, targeting higher value customers to maintain a solid subscriber growth while keeping a focus on further improvement of its financial performance through a lean approach to its operations.
The Group expects that, compared to 2011, the fixed and mobile broadband revenues, together with increasing revenues in Slovakia, will be the key drivers for the improvement of the top line performance in 2012. At the same time, the anticipated additional MTR cuts and pressure on ARPU from fierce competition will continue to affect mobile revenues in 2012. The Group will keep its focus on OPEX efficiency improvement, especially in operational areas (implementation of a leaner and more efficient organizational structure and processes, consolidation and optimization of call centre operations), through which it aims to maintain our best-in-class profitability. The investments will continue to go primarily in the direction of upgrades to the fixed and mobile broadband network and improvements of the mobile broadband capability, which are seen as vehicles of growth in the future.
With regard to the above, the Group gives the following guidance for 2012:
Telefónica CR understands corporate responsibility as a way of managing its business in relation to its interest groups. To the extent that the company is capable of making a positive impact on economic, technological and social progress through its activities, it will be capable of guaranteeing its own sustainability as a company.
In short, the way in which the economic-financial results are met and the objectives are achieved is just as important as the results themselves. Thus, Telefónica CR sustainability strategy it’s implemented across the business through the management of risks in our business, searching for opportunities linked to the impact of our services in society, and the proactive stakeholder engagement.
In 2011, Telefónica CR was placed in the top five most responsible telco companies all over the world according to the Dow Jones Sustainability Index (DJSI) – the most important socially responsible investment index in the telecommunications super-sector, including landline and mobile operations.
Telefónica CR sustainability performance is verified independently by Ernst &Young through the annual audit and monitored internally by the Governance Committee.
In addition to the global recognition, Telefónica CR can boast many socially responsible achievements in 2011. The launch of Thing Big – a social programme which supports young people in their efforts to improve their local communities; the success of the employee engagement strategy; improved energy efficiency; dealing with challenges faced by the society in connection with the new digital opportunities; improved ethical commitment of all employees; and the improved sustainability across the supply chain, are presented in detail in the following sections:
Corporate culture and reputation are among the priorities of the Telefónica Group. In July 2011, Telefónica CR published updated Business Principles that reflect the current priorities of the Telefónica Group. The Business Principles are a set of 42 principles that Telefónica CR sees as a vehicle for gaining and keeping the trust of customers, shareholders, employees, contractual partners and the public at large. Key principles include: ‘no’ to corruption regardless of its form; conformity with the law; and protecting information and privacy.
In 2011, Telefónica CR continued to promote the Business Principles among the employees by means of an online course. The course is now fully integrated in the standard training portal, with the benefit of improved user comfort. Employees train in the Business Principles every three years; as at 31 December 2011, 85% of all employees had a valid certificate of completion of the Business Principles course.
Employees have the duty to report unethical conduct which they may come across; the Company guarantees anonymity for the whistleblower. In 2011, Telefónica CR continued to raise awareness of the available whistle-blowing tools. Employees can report unethical conduct in several ways: they can choose between an online application, e-mail, letter addressed to the responsible officer (Compliance Officer) or visiting in person. Employees have also the option to approach trained consultants from Human Resources, Security and Legal Affairs. The reports are investigated by Security or Internal Audit in collaboration with the Compliance Officer. There are also instruments of higher instance available: escalation of the report to the Business Principles Office of the parent Telefónica, or the instruments available at the European division of the group, Telefónica Europe. Reporting suspected irregularities in accounting, internal control systems and accounting audit of the Company or the Group is made through a dedicated whistle-blowing channel leading directly to the parent Telefónica. Activities in the area of ethical conduct and business principles enjoy a full support from the governing bodies and the executive management; they are supervised by the Ethics and Corporate Social Responsibility Committee and, through this body, by the Supervisory Board. The effectiveness of the whistle-blowing instruments (and of the subsequent investigations) is regularly monitored by the Ethics and Corporate Social Responsibility Committee. The Internal Audit unit of Telefónica CR regularly audits the compliance with the Business Principles.
The Business Principles are a fundamental policy of the Company, which is a part of the Work Regulation and employees are required to comply. The brochure Business Principles is given to every new employee upon their commencement of employment as part of their orientation training, in which a special section is dedicated to the Business Principles and to the values of the O2 brand; the publication can also be downloaded from the Company’s intranet and website.
The Business Principles assert that Telefónica CR is a company that is equally open, trustworthy and transparent towards its people and the customers.
Customer experience
Also in 2011, customer experience continued to be a priority for Telefónica CR and a pillar of the Bravo! Strategy.
The Company also continued to emphasise the delivery on four promises to customers:
1. People make the difference – we want our customers to know that we try our best to address their needs.
2. The best online experience – we give our customers a comprehensive, affordable and serious offer of internet at home, on the road, at work and in the mobile phone.
3. Being an O2 customer always pays off – all our offers deliver real value.
4. We build on trust – we offer a reliable service and the experience that O2 delivers on its promises and gives the customer the care he truly deserves.
These commitments are the guiding criteria for our new and redesigned products and services. Telefónica CR monitors the delivery on the promises and the overall customer experience.
VDSL, a new technology for the customers of our fixed-line services, was launched, offering faster home internet. The communication campaign generated a lot of interest from existing ADSL customers. A large part of the Company’s activities focused on demonstrating the benefits of mobile internet, safety in using telecommunications technologies and direct and easy communication.
O2 Guru, Telefónica CR’s project to offer assistance and customer service on social networks, was launched in 2011. A series of videos was produced, in which O2 Guru advises, for instance, how to operate a service or configure a smartphone.
The SME division was subjected to customer re-segmentation, with a view of offering a better service to business customers. The IVR system in call centres was abandoned in favour of a direct call with a live operator, which subsequently reflected in improved rating of the customer experience.
POTR, one of the BRAVO projects in Telefónica CR, netted several notable accomplishments in 2011.
The Business Division completed the configuration of a process for keeping customers informed of the status of their requests, including mobile, and any delays which may occur. This helped to reduce the number of customer status-related enquiries. A new process, which implemented a one-day framework contract including tariff optimisation vis-à-vis the customer; this helped to reduce the rate of erroneous data input in the system in the process of entering individual terms and conditions for the customer. A function with automatically enters new numbers into a customer’s VPN group was also implemented. The customer is informed of the amount charged for the data service, unless, of course, the customer has a data price plan activated.
Some POTR activities were restarted in the SME division in 2011, which will be given a priority also in 2012. One of them is a system for correcting orders that had been erroneously input due to a failure of the human factor, which is designed to reduce the number of complaints.
In the Consumer Division, Telefónica CR focused on improving the quality of sales through the call centre. Mandatory standards for a sales call were implemented, together with the so-called sales summary before sending the order to the customer via email. The objective is to achieve a 35% reduction in the number of complaints in this category.
In 2011, changes were introduced to the system of service cancellation; the calculation of the notice period is now greatly simplified, and the customer is informed of the cancellation date upon the first contact.
A new system called ‘smart promo management’, which informs the customer of the end of a promotion by SMS and on an invoice, was applied to 80% of all promotions. The number of complaints in this category was down 75%.
The system for handling complaints in the same division was changed – the process of awarding or refusing a claim by call centre or store employees is now faster, with clear rules for the handling of complaints relating to reminders of late payment.
In our brand stores, individual customers could use the so-called ‘order summary’, which gives an easy overview of all products for the benefit of the customer and the sales assistant. This improvement helped to reduce the number of complaints and repeat calls to the call centre. An information flyer was produced for the brand stores, with the purpose to set the customer’s expectation. Telefónica CR also scrupulously adhered to the Code of Conduct for Retailers.
Products and services for people with specific needs
As in the previous years, also in 2011 the Company focused on helping and supporting people with special needs, especially senior citizens and people with disabilities, by making their communication easier.
Telefónica CR carried several models of telephones designed for senior citizens or people who find it difficult to operate regular control keys. Offering devices for people with disabilities, such as loss of hearing, was a matter of course. There was a choice of devices capable of converting text to speech for people with loss of sight.
In 2011, Telefónica CR offered Aligator A400 and a SIM pre-charged to the value of CZK 100. With each set, the customer was given a present: the brochure ‘The Internet School for Senior Citizens’. For contract customers, the tariff O2 Neon Senior offered a purchase of a mobile telephone for the symbolic price of CZK 1.
Deaf Call
Also in 2011, Telefónica CR continued to operate Deaf Call. During the course of the year, the operators handled 15,000 requests.
In the first half of 2011, a campaign was run through the media, with the aim to promote the service to the target group.
In October 2011, Telefónica CR partnered with the Deaf Union Brno and organised a ‘Double-decker Tour’. A double-decker bus, originally from London, toured 14 Czech towns and Dear Call operators campaigned at 20 schools and institutions for the fully or partially deaf.
The customer base of the Deaf Call line increased 40% in the last quarter of the year alone.
Discounts
Also in 2011, Telefónica CR offered a discount equalling the amount of the state contribution to people with a dependency of the 1st degree, and a discount on the O2 fixed-line service. The discount was claimed by a total of 48,836 customers.
Conference INSPO 2011 and the competition
‘Mobile Phone and My Handicap’
The Company was again in 2011 the General Partner INSPO: a conference on the ‘Internet and Information Systems for Persons with Special Needs’, the only event of its kind in the Czech Republic. The Company’s representatives presented Deaf Call and Emergency Care services for people with disabilities and senior citizens, which they followed up with a demonstration. In addition to financial support to the conference, the Company also donated gifts for the speakers and the winners of the writing competition ‘Mobile Phone and My Handicap, whose results were announced at the INSPO conference. The winners walked away with smartphones and two year’s worth of free internet.
Online safety
We help to guide children safely through the world of communication technology
As a provider of communications services, Telefónica CR is committed to using all available means to help eliminate potential risks that come with modern technology. Protecting children and creating a safe environment for them in the world of information and communication technology has always been a key priority with regard to the Company’s customers. Several specific actions were taken in the area of child protection.
Also in 2011, Telefónica CR continued to observe its policy on the marketing to children, which summarises the principles respected in all the Company’s marketing activities and which had been adopted previously. The Company also continued with blocking websites with child pornographic content. All websites that were made illegal in all EU countries were blocked in the O2 network.
Supporting projects in the area of protection of children
As is already a tradition, in February 2011, the Company joined the celebrations of the International Safer Internet Day, together with the National Centre for Safer Internet, gave its support to the pan-European campaign, which focused on our virtual lives. As part of the campaign, which was led by the motto ‘It’s not a game, it’s your life’, Telefónica CR organised a series of workshops dedicated to the topic of safer internet.
Also in 2011, Telefónica CR gave its support to a conference of experts, which was held in the Senate of the Czech Parliament and was organised by the National Centre for Safer Internet; the conference was dedicated to the issues of cybercrime prevention, especially among children. The conference was titled ‘Cybercrime prevention and children, technology, education and legislation’.
After the conference, the Company organised a working lunch, which brought to one table the representatives from business, policy and media, to discuss together their commitments in the area of digital technology. Luis Antonio Malvido, Chief Executive Officer Telefónica CR, was the host. The conclusions of the expert roundtable were incorporated in the Company’s strategy for the area of ‘Digital Confidence’ for the upcoming years.
The end of 2011 saw already the 9th Cyberspace International Conference, which explored the effects of the internet on the society and which was organised by the Faculty of Law, Masaryk University, in collaboration with the Faculty of Social Studies of the same institution. Telefónica CR was the general partner of the event.
The Company received the prestigious Via Bona Award for its 17 years of partnership with the Safety Line.
It is the Company’s long-term strategy in the area of human resources to be ‘a place which is a pleasure to work at’. A new ‘charter’ between the Company and its employees was agreed last year, which describes in detail what the Company plans to achieve in various areas and what should be the contribution of employees towards the goal. Some areas are already well underway, whereas others are scheduled for the next few years, as per the work plans.
Employee engagement
Reflect
The interest in and the motivation of employees to participate in the internal satisfaction survey remained at the very high level of 83%. The overall Reflect Index was up 3 percentage points – the first upwards trend since 2008. The outcome was regarded by the management as a success, especially as the year ushered in many changes. Also individual areas of the survey saw improvements in the rating. The ‘top management’ index jumped up 6 percentage points year on year. Indices for areas ‘my manager’, ‘my job and my development’ and ‘atmosphere’ were rated as the Company’s greatest strengths. Effectiveness of the executive team, credibility and availability are areas where there is still a room for improvement.
Getting closer to our customers
Also in 2011, the Company continued with its programme called ‘One Day with the Customer’, to give managers a direct experience of the customer, which should lead to a higher awareness of the needs of our customers. A total of 318 managers took part in the programme; each manager spent one day in a brand store, at a call centre or went on call together with a sales representative or engineer.
Improving internal cooperation
It is important to Telefónica CR for individual internal teams to engage in effective cooperation. Telefónica Team is a new tool for bolstering cooperation – a short structured questionnaire gives an opportunity to team leaders to improve their service to internal customers. After a successful pilot project completed in several divisions last year, the programme was rolled out within the Company in 2011.
Global Bravo Awards
As part of its global Bravo strategy, Telefónica introduced Bravo Awards, in which all employees can nominate themselves or their colleagues for activities that are helping Telefónica CR stay abreast of the telecommunications field.
Work-life balance programmes
Telefónica CR realises that giving the employees an option to work from home is a win-win situation for all involved – the employees, the Company and its customers. Any employee, whose job character allowed for this option, could talk to their manager about working from home. Employees working from home have a company mobile and internet connection to facilitate this style of working. The Company also allowed employees, conditional on the relevant manager’s consent, to work part-time. Parents of children of pre-school age could also use employee bonuses from the so-called cafeteria, which were redeemable against pre-school care.
A new online portal called Momma and Poppa went live early in 2011. It is intended for employees who are also parents, especially those who would be returning to the workplace in 6–8 months. The project also organised two two-day workshops designed to bring the participants up-to-date with the recent developments in the Company and to their work; work-life balance was also covered. The new portal and workshops were received with much enthusiasm by parent-employees.
In the second half of the year, Telefónica CR made a grant application to EU funds, for a new day care facility. The grant was approved, so in 2012 we will focus also on the planning and opening of the day care centre.
Education and personal development
Orientation training for new employees
As in the previous years, also in 2011 all new employees attended Welcome Day, a one-day seminar at which they learned a lot of useful information for getting to know and finding their way within the Company.
Basic management skills
The course Management of People helped newly appointed managers to orientate in their role of supervisor or line manager. It gave an insight into the work of a manager and an opportunity to improve existing management skills. The five-day course, spread over two months, was attended by 72 participants in 2011.
Leadership
Also in 2011, the long-term programme Leading to Excellence continued to build leadership skills of middle and higher managers. In 2011, a total of 84 managers attended the course, and 34 of them opted to continue with an additional module, Feedback – the Pathway to Success. Top executives had a choice of courses at Universitas Telefónica.
Motivation and remuneration
Employee shares plan
Also in 2011, employees could invest in the shares of Telefónica S.A. This option was chosen by more than 2,000 employees who could invest up to EUR 1,200 over a period of 12 consecutive months.
If the shares are held for a minimum of 12 more months starting from the end of the twelve-month acquisition period, the Company will match every share purchased with one share, subject to the rules of the scheme.
Employee benefits and incentive programmes
Telefónica CR offers a wide range of employee benefits. Employees can choose from financial products, products and services of the Company or various other benefits in the area of health, education and work-life balance. Employees with reduced work capacity also received a voucher for restorative physiotherapy holiday in the value of CZK 10,000 per year. In addition, various competitions were held throughout the year, for the employees to enter – e.g. to mark the launch of campaigns, with the aim to engage employees in the happenings within the Company.
Health Promoting Enterprise
The year 2011 saw already the 7th edition of Health Promoting Enterprise, a competition organised by the State Health Institute in Prague, under the auspices of the Ministry of Health of the Czech Republic. The ‘badge’ is given for a period of three years – Telefónica CR has been awarded three times already, now reaching Class III, which means 1st place among other entrants. All shortlisted companies have a documented track record of caring for their employees’ health, focussing on prevention and activities associated with healthy living.
Environmental protection policy
The commitment of Telefónica CR to keep the footprint of its operations on the environment minimal in 2011 was anchored in the Company’s long-term strategy and Environmental Policy. The Environmental Policy focuses on the elimination, or at least the mitigation, of damage to or degradation of the environment – in its whole or in part and with regard to the Company’s sphere of activity; in doing so, the company uses the latest research. Telefónica CR’s fundamental principles of environmental protection were coordinated across the Telefónica Group and helped to deliver on both the group and local objectives and to meet the statutory and other conditions.
Green Company
Telefónica CR continually worked with its suppliers, gradually raising the bar they have to meet, in order to promote the ideas of environmental protection in its external environment. The Company continued to lead by example in 2011 – its Green Company programme involved employees in protecting the environment; this time employees helped to collect 269 tons of waste electrical and electronic equipment and came first among all teams participating in the project.
Reducing environmental footprint
The Company continued in its successful campaign to reduce its negative footprint on the environment. Compared to 2010, a saving of 18.1% of fuel was achieved by more economical business travel; the consumption of natural gas and electricity also went down 23.84% and 2%, respectively, in year-on-year comparison. The volume of communal-type waste produced by Telefónica in 2011 was 3.5% lower than in 2010. We also succeeded with increasing the volume of waste that was recycled, especially industrial packaging in warehouses. In 2011, we also saw a major progress in the removal of the regulated coolant R22 from the air-conditioning units; 56 units over 10 kW and 228 units under 10 kW were treated.
The way the Company cares for the environment showed also in other areas – for instance, recycled materials and environmentally friendly materials continued being used for packaging.
Certification
The Company’s activities in the environmental area were regularly audited, both internally and with respect to suppliers. The standard of environmental protection is certified according to ISO 14001 international standards. Telefónica CR was the first telecommunications operator in the Czech Republic to have this certificate.
Supporting sustainability
Green Open Air Festival
Already for the second year running, Telefónica CR, General Partner to Open Air Festival in Panenský Týnec, was in charge of its sustainable format. The Eko Think Big festival zone provided for the recycling and coordination of clean-up teams, but there was also educational programme. Festival goers were invited to visit recycling boxes and learn more about recycling and about protecting the environment in general. One Think Big tent offered the opportunity to try how hard it is to make enough electricity to charge up a mobile phone by pedalling on a bicycle.
As in 2010, caterers used biologically degradable plastic cups. ‘Green patrols’ were monitoring the compound for any waste, helping to keep the grounds neat and clean for the duration of the festival.
The care and diligence helped in Telefónica CR and the organiser reclaiming the ‘Commended’ mark in the Greener Festival Awards also in 2011.
Community-oriented and philanthropic projects were deeply rooted in the Company’s CSR. Telefónica CR strived to put its technology to use in helping to improve the quality of life. Already for the tenth year running, O2 Foundation was the key instrument in transparent and systemic corporate donorship.
In 2011, the Company took part in the 8th edition of TOP Corporate Philanthropist, awards given by the Donors’ Forum to businesses excelling in the field of CSR. Telefónica CR ranked in the TOP 10 companies in the Czech Republic; in the quantitative category TOP 10 Corporate Philanthropist measured by the volume of philanthropic investment it stood in the fourth position. ‘Responsible Leader 2011’, an award sponsored by Telefónica Czech Republic, was presented on the same occasion.
The total value of donations, gifts and telecommunications services provided by Telefónica CR to or for the benefit of charitable projects in 2011 exceeded the mark of CZK 52 million.
Think Big
In 2011, the O2 Foundation started Think Big, a new social programme which succeeded the scheme of Regional Grants.
The goal of the long-term programme is to support informal groups of young people in making their ideas and projects, through which they want to change, improve or create something of value in their own community, into reality.
The first call for Think Big projects garnered 276 project proposals, of which 100 were chosen for some of the total pie of more than CZK 5.3 million. Teams of young people qualified for grants ranging from CZK 10,000 to CZK 90,000, weekend courses, telecommunications packages from the Company and mentoring from employees of Telefónica CR.
Grant applications were reviewed by nine regional committees, each comprising two employees of the Company, one expert in non-profit and youth leisure activities, one media representative and one young person already with some experience with implementation of such projects.
Projects that received financial support were announced at the programme website www.o2thinkbig.cz
Safety Line 116 111
Already for seventeen years running, the O2 Foundation was the General Partner to the only free and anonymous helpline for children who are faced with a difficult life situation. In 2011, the O2 Foundation co-hosted the Safety Line benefit concert for the third time. Television viewers sent donor SMS, raising more than CZK 450,656. The benefit yielded over CZK 7.5 million with Telefónica CR becoming the largest donor with CZK 3.5 million donated through the O2 Foundation.
Senior Line
The O2 Foundation continued in its support to Senior Line operated by Elpida Plus. Senior citizens could dial the number 800 200 007 and share their concerns and joys, consult on various issues – health, legislation, psychology and welfare. In 2011, the helpline answered more than 28,000 calls, of which more than 4,300 were of serious nature. The funding from the O2 Foundation helped to keep the service free of charge.
Stop bullying!
Also in 2011, the O2 Foundation partnered with the programme to stop bullying in schools. A national competition ‘Children Say NO to Bullying’ was held in collaboration with Aisis, the programme’s main organiser. Fourteen schools entered the competition with their ideas, which were evaluated as to their inventiveness and communication potential. The winners in 2011 were the children from the 28th Elementary Pilsen.
Volunteer programmes for employees
Creating opportunities for employees to actively engage in activities for public good, including helping out with O2 Foundation’s projects, is an integral part of the Company’s own CSR, through which it aims to develop corporate volunteering.
In 2011, a record 2 374 employees volunteered in various community-oriented activities. As for employee volunteering, Telefónica CR achieved the highest level of engagement among Telefónica Europe companies.
In 2010, employees also participated in successful fundraising campaign; a total of CZK 1,367,288 was raised from 1,530 employees. The most successful fundraiser was the one to benefit of the victims natural disasters: a total of CZK 394,265 was raised for the victims of tsunami in Japan, and CZK 352,898 went to help the victims of Somalian famine. Telefónica CR matched both of these amounts by 100% and donated the funds to the humanitarian relief organisations Adra and People in Need.
In 2011, employee donations also helped to turn around the lives of sixteen people who were able to buy necessary health aids with the fundraiser proceeds of CZK 494,000. Employees also gave support to the Safety Line, Senior Line and helped children in Latin America.
Employees regularly participated in volunteer events and helped with their time, knowledge and skills.
Corporate teambuilding events turned into volunteer events – managers and their teams worked in non-profit organisations. In 2010, 933 employees (16 teams) donated almost 7,500 hours of work to non-profit organisations; 132 employees donated their free time. The largest part of the total 4,755 hours was spent by employees mentoring young people in the Think Big programme.
The O2 Foundation also recognised those employees of the Company who were active volunteers in their personal free time. Their service to the community earned CZK 400,000 to 18 employees in 2011, which was in turn donated to the non-profit organisations they worked with on a long-term basis.
On Easter and Christmas markets, which were organised by the O2 Foundation in twelve of the Company’s buildings in the Czech Republic, products hand-made by people with disabilities in sheltered workshops were sold to employees. In 2011, employees spent close to CZK 450,000 on products from sixty sheltered workshops.
Proniño International Volunteer Programme
Volunteer activities of employees in 2010 again transcended the limits of the Czech Republic as six employees of the Company participated in the international volunteer programme Proniño implemented by Telefónica CR in Latin America.
Altogether thirty volunteers hailing from all countries where Telefónica operates were sent to Ecuador, Brazil, Guatemala, Argentina and Colombia. After arriving to their destination their role was to add meaningful content to the free time of children who, once their school finishes, either roam the streets or have to work. Employees volunteered their personal vacation time, each donating more than 252 hours of their free time.
Give blood with O2 Foundation
Also the project Give Blood with O2 Foundation continued in 2011, seeking to promote voluntary blood donorship in the Czech Republic. During the year, 156 employees participated and collectively donated more than 70 litres of blood. Blood collection took place in Company premises.
In terms of organisation, Telefónica CR is a part of Telefónica’s European division (Telefónica Europe), which holds all companies that use the O2 commercial brand regardless of ownership relations. No significant changes occurred in the ownership structure of the Company; Telefónica S.A., holding a 69.41% stake, remains the majority shareholder.
Telefónica CR’s ownership rights in its subsidiary companies are exercised by the Board of Directors. Personnel changes in the statutory and supervisory bodies of subsidiary companies and in companies in which Telefónica CR holds an ownership interest (in positions occupied by the Company’s representatives) are approved by the Board of Directors of the Company and, in accordance with the Articles of Association, they are also subject to a prior approval by the Supervisory Board of the Company, whose decisions are made in consideration of the opinion given by the Nomination and Remuneration Committee.
The structure and number of companies in the Telefónica Czech Republic Group changed in 2011 from the situation described in the 2010 Annual Report and the 2011 Half-year Report. Below are the changes that occurred in the reported period:
— The subsidiary company Telefónica O2 Slovakia, s.r.o., changed its name in connection with the change of the name of the parent company, and with effect from 10 May 2011 became registered under the company name of Telefónica Slovakia, s.r.o.;
– In June 2011, the Board of Directors approved the plan to transform the subsidiary company Telefónica O2 Business Solutions, spol. s r.o., by demerger which resulted in a spin-off of some assets of the demerged company into a newly incorporated subsidiary Internethome, s.r.o.;
— The newly incorporated subsidiary company Internethome, s.r.o., was registered in the Commercial Register on 1 October 2011, with the registered business of provision of electronic communication services;
— On 16 December 2011, the Board of Directors decided to incorporate a new subsidiary company Informační linky, a.s., which was founded by way of a contribution of a part of the assets of the organisation unit Information and Assistance Services, which operates directory and assistance services on the numbers 1180, 1181 and 1188; the company was incorporated as of 1 January 2012 by registration in the Commercial Register by the Commercial Court.
No principal changes occurred in the organisation structure of the Company in 2011 from the situation described in the 2010 Annual Report and the 2011 Half-year Report.
Executive macrostructure of Telefónica Czech Republic (as at 31 January 2012)
General Meeting
The General Meeting is the supreme governing body of the Company in matters related to its business, organisation and operations. The General Meeting is called by the Board of Directors at least once a year, to take place within six months from the last day of the accounting period. It is convened by way of a written invitation sent to all shareholders no later than 30 days prior to the date of the General Meeting. The General Meeting constitutes a quorum if shareholders holding shares or equivalent securities with the nominal value exceeding a half of the share capital of the Company are present. Voting is by ballot signed by the voter. The General Meeting decides by a simple majority of votes present; any changes to the Articles of Association are decided by a two-thirds majority of all votes present.
The General Meeting has the exclusive authority to:
— approve the Rules of Procedure of the General Meeting;
— decide on amendments to these Articles of Association, unless any change which occurred under any other legal circumstances is involved;
— decide on an increase of the share capital or on the authorisation of the Board of Directors pursuant to Art. 210 of the Commercial Code (i.e. on the authorisation of the Board of Directors to decide on an increase of the share capital) or on the option to offset monetary receivable due from the Company against receivable of payment of the subscription price of shares;
— decide on the reduction of the share capital;
— decide on issue of bonds, where the decision by the General Meeting is required by the Commercial Code;
— decide to wind up the Company with liquidation, appoint and dismiss the liquidator, including determination of the amount of his/her remuneration, approve proposed distribution of the liquidation balance;
— decide on transformation of the Company, unless the law stipulates that the Board of Directors is authorized to make such decision;
— decide on a change in class of shares and any change in the rights attached to individual classes of shares;
— decide on changes in type and form of shares;
— elect and dismiss the members of the Supervisory Board, except for the members of the Supervisory Board elected by employees pursuant to the provisions of Art. 200 of the Commercial Code;
— approve regular and extraordinary financial statements and consolidated financial statements and, in cases set forth by law, also interim financial statements, decide upon the distribution of profits or other own resources or cover of losses, determine the amount and payment date of royalties, and the amount and payment date of dividends, and approve rules for usage of undistributed profits;
— decide to increase the Reserve Fund;
— discuss a Board of Directors‘ annual report on the Company‘s business activity, and on the situation of the Company‘s assets as part of the annual report according to Act No. 563/1991 Coll. on Accounting as amended (hereinafter referred to as the „Act No. 563/1991 Coll.“);
— approve agreements set forth in Art. 67a of the Commercial Code;
— decide on the establishment and the use of other funds created from profits;
— decide on approval of the rules of remuneration to members of the Board of Directors, the Supervisory Board and the Audit Committee and stipulation of remuneration to members of the Board of Directors, the Supervisory Board and the Audit Committee and maturity thereof;
— decide on approval of control agreements, profit transfer agreements and silent partnership agreements and changes thereto, if the Company concludes such agreements;
— decide on approval of agreements on the performance of the office of members of the Supervisory Board and the rules for provision of non-claim perquisites to members of the Supervisory Board of the Company;
— decide on determination of an auditor to carry out mandatory audits or to audit other documents where the determination is required by law;
— elect and dismiss of the members of Audit Committee;
— decide on approval of agreements on the performance of the office of members of the Audit Committee and the rules for provision of non-claim perquisites to members of the Audit Committee; and
— decide on approval of financial assistance if such approval is required by law.
Audit Committee
The Audit Committee has five members and it is an autonomous body of the Company. Members of the Audit Committee are elected and recalled by the Company’s General Meeting. They may be elected from the members of the Supervisory Board or from persons external to the Company. The Audit Committee members are elected for a period of five years and may be re-elected. The General Meeting may also elect up to 5 substitute members of the Audit Committee, designating the order of their succession. The Audit Committee meets as necessary, once in a quarter as a rule, but at least four times in the course of a calendar year. The Audit Committee has a quorum if a simple majority of its members is present at the meeting.
The Audit Committee has the particular authority to:
— monitor the process of compilation of the financial statements and the consolidated financial statements;
— evaluate the effectiveness of the Company’s internal controls, internal audit and risk management system;
— monitor the process of the statutory audit of the financial statements and the consolidated financial statements;
— review the independence of the statutory auditor and the audit firm, and the provision of non-audit services to the Company by the audit firm;
— recommend an auditor;
— receive from and discuss with the auditor all and any information, declarations and communications as per the applicable laws.
Supervisory Board
The Supervisory Board is a supervisory body of the Company. It has fifteen members. It supervises the discharge of the powers by the Board of Directors in managing the business of the Company. The Supervisory Board meets as necessary, once in a quarter as a rule, but at least four times in the course of a calendar year. Two thirds of the Supervisory Board members are elected and recalled by the General Meeting; one third of the Supervisory Board members are elected and recalled by employees of the Company. Members of the Supervisory Board are elected for tenure of five years. The Supervisory Board has a quorum if a simple majority of its members is present at the meeting.
The Supervisory Board has the particular authority to:
— review the regular, extraordinary and consolidated or, as the case may be, interim financial statements and proposals for distribution of profits or the other Company’s resources or for coverage of losses, and to submit its standpoint to the General Meeting;
— elect and recall members of the Board of Directors;
— approve agreements on the performance of the office of members of the Board of Directors in compliance with the provisions of Art. 194 (1) of the Commercial Code;
— decide on approval of the rules for provision of non-claim perquisites to members of the Board of Directors of the Company in compliance with the provisions of Art. 194 (1) of the Commercial Code;
— convene the extraordinary General Meeting, if the interests of the Company so require, and propose any necessary measures to the General Meeting;
— submit to the General Meeting and to the Board of Directors its standpoints, recommendations, proposals and results of its inspection activities;
— review the exercise of the powers of the Board of Directors, based on the request of the shareholders who have shares which nominal value amounts to at least 3% of the registered capital, in respect of the matters determined in the application;
— based on the request of the shareholders who have shares which nominal value amounts to at least 3% of the registered capital, claim the right for compensation of damage incurred by the Company vis-à-vis a member of the Board of Directors;
— decide on issues concerning remuneration and other benefits for Board of Directors members insofar as stipulated by law, Articles of Association, individual agreements on the performance of the office of the Board of Directors members or rules approved by the General Meeting;
— decide on issues concerning remuneration and other benefits for Supervisory Board or Audit Committee members insofar as stipulated by law, Articles of Association, individual agreements on the performance of office or rules approved by the General Meeting;
— review Board of Directors report under Art. 66a (9) of the Commercial Code; to inform the General Meeting of the review of this report and to submit its standpoint to the General Meeting.
The Supervisory Board gives to the Board of Directors its prior consent in matters related to the issuing of shares or other debt instruments; intra-group cooperation agreements; investments in or disposal of ownership interests in other companies that involve more than one quarter of the equity capital; more than ten percent of the Company’s employees; transformation of the Company; personnel changes in the bodies of subsidiary companies; conclusion of agreements on the transfer of assets; disposal of property exceeding one quarter of equity; and the appointment of the Company Secretary.
Under its powers, the Supervisory Board sets up committees as its advisory and initiative bodies. Committees of the Supervisory Board are an inherent part of corporate governance. The Supervisory Board always institutes a Nomination and Remuneration Committee.
Members of Supervisory Board committees are elected and recalled by the Supervisory Board. The tenure of a member of a Supervisory Board committee is 2.5 years. Committees established by the Supervisory Board can comprise only the members of the Supervisory Board.
Board of Directors
The seven-member Board of Directors is a statutory body that manages the business of the Company and acts on its behalf. The Board of Directors decides on all corporate affairs which, by law or the Articles of Association, are not reserved for the General Meeting or the Supervisory Board. As a rule, the Board of Directors meets once every calendar month, but at least 12 times in the course of a calendar year. Members of the Board of Directors are elected and recalled by the Supervisory Board. The tenure of a member of the Board of Directors is 5 years. The Board of Directors has a quorum if a simple majority of its members is present at the meeting.
The Board of Directors has the particular authority to:
— secure the business activities and ensure the operational management of the Company;
— approve the Rules of Procedure of the Board of Directors;
— execute the rights of employer;
— convene the General Meeting;
— ensure the preparation and submit to the General Meeting for discussion the matters coming under the authority of the General Meeting;
— implement the General Meeting resolutions in accordance with law and the Articles of Association;
— ensure due and proper keeping of accounts and Company documents, in line with legal regulations applicable;
— submit to the Supervisory Board for review the Company‘s regular, extraordinary or, as the case may be, interim financial statement, always in its consolidated as well as unconsolidated form, and the proposal for distribution of profit or the other Company’s resources or for coverage of losses and the report by the Board of Directors pursuant to the provisions of Art. 66a (9) of the Commercial Code;
— decide on the conclusion of agreements establishing business companies and cooperatives, agreements establishing associations or interest groups, and on capital investment in business companies or cooperatives; on acquisition, cessation, and alienation of participations in other business companies or cooperatives, without limitation to having their registered office in the Czech Republic;
— use the undistributed profits in accordance with the principles set forth by the General Meeting;
— decide on use of the Funds of the Company in accordance with the principles set forth by the General Meeting;
— prepare the report of the Board of Directors on the business activity of the Company and on its property in accordance with the provisions of Art. 192 (2) of the Commercial Code, annual report according to the provisions of Art. 21 of the Act No. 563/1991 Coll., the provisions of Art. 118 of the Act No. 256/2004 Coll., including the report by the Board of Directors pursuant to the provisions of Art. 66a (9) of the Commercial Code, semi-annual report pursuant to the provisions of Art. 119 of the Act No. 256/2004 Coll., interim report or equivalent quarterly information in accordance with the provisions of Art. 119a of Act No. 256/2004 Coll. and a summary explanatory report pursuant to the provisions of Art. 118 (8) of Act No. 256/2004 Coll.;
— determine the course of business policy;
— stipulate principles for the collective agreement;
— decide on use of the Reserve Fund;
— grant and withdraw the power of proxy;
— organize, in compliance with the Commercial Code, election or dismissal of members of the Supervisory Board by the employees and to approve the election rules for such election or dismissal;
— stipulate the rules for the creation and use of the Social Fund on the basis of collective bargaining;
— enter into an agreement on mandatory audit or, if applicable, on other services to be rendered with the auditor;
— discuss the audit report with the auditor.
Luis Antonio Malvido (*1964)
Chairman
Graduated in Industrial Engineering at the Instituto Technológico de Buenos Aires. Joined Telefónica in the late 1980s during the privatisation process as a member of a team for the valuation of the target company. Afterwards he worked in various positions in customer service, sales, business development and strategic planning in Telefónica. In June 1998 he was appointed Vice President and Chief Executive Director at Telefónica Móviles Argentina, Unifón, where he was responsible for the start-up of the company, its merger with another regional operator and for the establishment of a nation-wide mobile operator. From January 2005 he was President and Chief Executive Director of Telefónica Venezuela, Movistar and later he became a President of the Quality Committee in Latin America. From January 2008 he was Chief Executive Director at TeleSP, the Telefónica fixed subsidiary in Brazil. In February 2010 he was appointed Chief Executive Officer and Chairman of the Board of Directors of Telefónica Czech Republic.
Jesús Pérez de Uriguen (*1970)
1st Vice-chairman
Graduated in Business Administration at University of Maryland at College Park in 1992, with specialisation in Finance and Accounting, where he got his degree of Bachelor of Science in Business and Management. In 1993, he earned his MBA degree at Instituto de Empresa in Madrid. Before joining Telefónica Czech Republic he worked in Bank of America, Arthur Andersen, Jazz Telecom, S.A., and Telefónica Móviles, S.A. At these companies he gained extensive experience in the telecommunications and finance area – he was responsible for planning, management control, etc. Lastly, he worked in the position of CFO in Telefónica Centroamérica for nearly four years. He was member of the Board of Directors of Telefónica Moviles in Panamá, El Salvador, Nicaragua and Guatemala. Now he holds the position of Director, Finance Division and 1st Vice-chairman of the Board of Directors in Telefónica Czech Republic.
Petr Slováček (*1959)
2nd Vice-chairman
Graduated from the Technical University, Prague, with a degree in telecommunications from the Faculty of Electro-technical Engineering. Also holds a postgraduate Master of Business Telecommunications (MBT) degree from the Technical University of Delft in the Netherlands. After graduation he joined the Telecommunications Research Institute, Prague, he joined SPT TELECOM (the legal predecessor of Telefónica Czech Republic) in 1989, working in switching, technical development, network management projects and OSS. In 2005–2007 he was Statutory Representative of the subsidiary Telefónica O2 Business Solutions. In June 2008 he was re-elected 2nd Vice-chairman of the Board of Directors of Telefónica Czech Republic. He currently holds the position of Director, Operations Division.
Martin Bek (*1969)
Member
Studied foreign trade at the University of Economics, Prague, and completed his studies at the European Business School, Paris, where he majored in Finance. He worked various French companies: ABC International, DRT International and later Guérard Viala Prague as senior consultant and tax advisor. From 1996, he worked at ČESKÝ TELECOM (the legal predecessor of Telefónica Czech Republic) as Director for Tax and Accounting, later as Executive Director for Planning and Controlling. In April 2004 he was appointed Statutory Representative of Eurotel Praha, spol. s r.o. (the legal predecessor of Telefónica Czech Republic) and since September 2004 he has been Eurotel’s Chief Operating Officer. Now he holds the position Director, Division Support Services in Telefónica Czech Republic. He acts as Statutory Representative in Telefónica O2 Business Solutions, NOVELLO and is a member of the Board of Trustees of the O2 Foundation.
Jakub Chytil (*1961)
Member
Graduated from the Faculty of Law, Charles University, Prague, where he got his JUDr. degree. In 1991–1995, he was a junior associate and, later on, an attorney specialising in commercial and civil law, working with international law firms. In 1995–2000, he was a Legal Counsel for the Czech and Slovak Republic at Philip Morris ČR and Kraft Foods. In 2000–2003, he was the Senior Counsel of Philip Morris International, Lausanne, Switzerland, where he was responsible for the legal affairs of Philip Morris International’s subsidiaries in various countries. Since his arrival to ČESKÝ TELECOM (the legal predecessor of Telefónica Czech Republic) in December 2003 he has been in the position of Director, Legal Affairs, and from 2010 he is Director, Legal and Regulatory and Public Affairs. From May 2006 he has been the Company Secretary and he is also a member of the Board of Trustees
of the O2 Foundation..
John Gerald McGuigan (*1960)
Member
Before joining O2, John was the Chief Executive and executive board member of NHS24, a telephone triage service for Scotland and held this position for 2 years. He joined Telefónica O2 UK in 2007 and was General Manager for the consumer segment in three sites: Glasgow, Preston Brook and Bury. From 2009 to 2011 he was Chief Executive Officer of Telefónica Slovakia. In November 2011 he moved to Telefónica Germany as Managing Director for Sales and Customer Service. From 2010 he is a statutory representative of Tesco Mobile Slovakia.
František Schneider (*1967)
Member
He graduated in Artificial Intelligence at the University of West Bohemia, Pilsen, and went on to start his professional career in Vikomt CZ. From 1997 he worked in Dell Computer, where started as Director for Sales to Small and Medium Enterprises, Czech and Slovak markets. In 2001 he became Business Development Manager for Eastern Europe, Middle East and Africa, where he managed development projects aimed at effective capture of the corporate market. This job took him also to Israel, Turkey, Saudi Arabia, United Arab Emirates and Russia. In 2003 he went to Greece to manage the start-up of a new branch for which he also designed a medium-term business development plan. From May 2004 he was managing director for the Czech and Slovak markets and Statutory Representative of Dell Computer. He joined Telefónica Czech Republic in April 2008 as Executive Director, Corporate Sales, and presently holds the position of Director, Business Division. In 2007–2011 he was a member of the board of trustees of the endowment fund Srdce na dlani.
Overview of membership in the Board of Directors of Telefónica CR as at 31 January 2012
Listed below are the executive managers of the Company:
Luis Antonio Malvido (*1964)
Chief Executive Officer
(résumé in section Board of Directors)
Jesús Pérez de Uriguen (*1970)
Director, Finance Division
(résumé in section Board of Directors)
Petr Slováček (*1959)
Director, Operations Division
(résumé in section Board of Directors)
Martin Bek (*1969)
Director, Support Units
(résumé in section Board of Directors)
Jakub Chytil (*1961)
Director, Legal, Regulatory and Public Affairs,
Company Secretary
(résumé in section Board of Directors)
František Schneider (*1967)
Director, Business Division
(résumé in section Board of Directors)
Jiří Dvorjančanský (*1969)
Director, Marketing Division
Jiří Dvorjančanský graduated from the Czech Technical University in Prague and also holds a D.E.A. degree from National Polytechnique Institut in Grenoble, France. He subsequently earned his MBA in the executive MBA programme at Thunderbird School of Global Management in Prague. He joined Telefónica Czech Republic from Deutsche Telekom Group where he worked for 11 years in various executive positions in the field of sales and marketing. He was also Executive Director, Marketing Division at T-Mobile Czech Republic; he was later promoted to the same top executive position in T-Mobile Germany. His international experience also includes membership in the Supervisory Board of T-Mobile UK and a standing membership in the International Marketing Board of T-Mobile Group. Jiří Dvorjančanský joined Deutsche Telecom from the position of Sales Director at COTY.
Dana Dvořáková (*1965)
Director, Corporate Communication
Graduate from the University of Economics, Prague; completed her postgraduate education in Corporate Communication at the Erasmus University, Rotterdam and earned her MBA from the University of Pittsburgh in the United States. She started her professional career as a journalist writing about the economy for Hospodářské noviny and MF Dnes, later she managed public relations and marketing in large corporations (Český Telecom, Všeobecná úvěrová banka, ČSA and Unipetrol). In 2009 she was recognised as PR Manager of the Year by the Association of Czech PR Agencies. In May 2011 Dana Dvořáková was appointed Director, Corporate Communication in Telefónica Czech Republic. She is responsible for corporate communication, CSR and the O2 Foundation.
Ctirad Lolek (*1973)
Director, Human Resources
Ctirad Lolek is a graduate of the Palacký University in Olomouc where he studied sociology and andragogy with a specialisation in HR management. After graduation he worked in several positions in human resources for multinational companies such as Kapa Karton Morava and EPCOS. In 2001 he was appointed HR director for The Timken Company, where he oversaw the start-up of a new plant in the Czech Republic; later he managed HR activities in Central and Eastern Europe. In 2008 he joined ArcelorMittal Ostrava as HR Director – he was responsible for HR strategy and management, served on the Board of Directors and, after two and half years started as HR Director of the Luxembourg-based division ArcelorMittal Long Carbon Europe. He joined Telefónica Czech Republic in 2011 as Director, Human Resources Division. In this position he is responsible for the management of human resources in the Czech Republic and in Slovakia. He is a member of the board of the health insurance fund Metal-Aliance.
Luis Aldo Martin (*1962)
Director, Consumer Division
Luis Aldo Martin graduated in Construction Engineering from Universidad Católica Argentina in 1987. Later he continued with his postgraduante studies at Universidad de Ciencias Empresariales y Sociales which he completed in 1997 with a Masters degree in Marketing and Strategic Management. Before joining Telefónica, he worked for 12 years for ESSO S.A. Petrolera Argentina. In this multinational oil and gas company he progressed through various positions and areas, including retail, project management, sales coordinator supervisor, retail director, retail business development director, etc. Later he worked for two years in Tambos San Isidro Labrador S.A., which produced ice cream and operated zoological gardens, where he, as retail project director, succeeded in expanding substantially the retail network, improving the quality of products and enhancing customer experience. He also successfully managed a project of development of the Temaiken zoo. Luis Aldo Martin joined Telefónica in 2000 in the department of channel partners in Telefónica Móviles Argentina S.A. and its Movistar brand. In this position he built and managed a network of 1,400 points of sale across Argentina. In 2006–2008 he worked as Operations Director for Norte region in Argentina. Before coming to the Czech Republic he managed sales and distribution, including direct and partner channels in the region and the country. In the last five years he was not a member of any other governing, executive or supervisory bodies outsider Telefónica Czech Republic.
In keeping with the Company’s Articles of Association, the Supervisory Board of Telefónica Czech Republic in 2011 supervised the discharge of the Board of Directors’ powers and the running of the Company’s business. Supervisory Board members have the power to inspect all documents and records concerning the Company’s activities; check whether the accounting records are kept to reflect the reality; determine whether the business of Telefónica Czech Republic is done in compliance with the law, Articles of Association and instructions of the General Meeting.
The Supervisory Board continuously monitored the activities of Telefónica Czech Republic and key decisions made by the Board of Directors and the management. Further, the Supervisory Board addressed the suggestions raised by its committees and its members individually. Board of Directors and the management provided the Supervisory Board with the documentation and information necessary for the discharge of its functions in accordance with the legislation and the Articles of Association. The Supervisory Board worked in close contact with the Audit Committee of Telefónica Czech Republic regarding all principal matters falling to the authority of both the governing bodies.
At the meeting held on 17 February 2012, the Supervisory Board reviewed the audited annual financial statements for the year 2011 (unconsolidated and consolidated) prepared in accordance with the International Financial Reporting Standards. The Supervisory Board also reviewed the Board of Director’s proposal for the distribution of profit for the year 2011 and of the retained earnings of the Company, and, as the case may be, any disposable funds of the Company, and the determination of royalties for the year 2011. In both instances, the Supervisory Board issued a recommendation to the General Meeting of the Company to approve the proposals.
In Prague, 17 February 2012
José María Álvarez-Pallete López
Chairman of the Supervisory Board
José María Álvarez-Pallete López (*1963)
Chairman
Mr. Álvarez-Pallete has a degree in Economics from the Complutense University of Madrid. He also studied Economics at the Free University of Brussels, in Belgium, holds an international Management Programme from IPADE and an Advance Research Degree from the Complutense University of Madrid. In February 1999 he joined the Telefónica Group as a General Manager of Finance for Telefónica Internacional, S.A. In September of the same year it was given the post of General Manager of Corporate Finance in Telefónica, S.A. In July 2002 he was appointed Chairman and CEO of Telefónica Internacional, S.A. In July 2006, Managing Director of Telefónica Latin America and Chairman, and in March 2009, CEO of Telefónica Latin America. From 5 September 2011 he serves as Chairman and CEO of Telefónica Europe and Member of the Board of Telefónica, S.A., position that holds from July 2006. He is also one of Members of the Telefónica Executive Committee. He began his professional career with Auditors Arthur Young in 1987, before joining Benito & Monjardín / Kidder, Peabody & Co. in 1988. After this, in 1995, he joined the Company of Cementos Portland (Cemex) as head of the Investor Relations and Studies Department. In 1996, he was promoted to Financial Manager for Spain and in 1998, to General Manager for Administration and Finance responsible for the Cemex Group’s interests in Indonesia and member of the Board of Cemex Asia, Ltd. In 2001, he won the CFO Europe Best Practice Award in the category of Mergers and Acquisitions 2000 by the CFO Europe Magazine (The Economist Group). He is also Honorific Member of Carlos III Foundation Latin-American Forum since April 2003 and in July 2007, he won the ‘Forum de Alta Dirección’ Golden Master. The 4th of October 2011, he was awarded as the Best Business Leader 2011 by El Economista.
María Eva Castillo Sanz (*1962)
1st Vice-chairman
Eva Castillo led the Global Wealth Management business of Bank of America Merrill Lynch in Europe, Middle East and Africa (EMEA) from 2006 to 2009, having held a number of other senior positions in Merrill Lynch from 1997, including head of Global Markets and Investment Banking in Iberia and President of Merrill Lynch Spain and, before that, as Chief Operating Officer for Merrill Lynch EMEA Equity Markets. Previously she had worked for the International Equities division of Goldman Sachs in London between 1992 and 1997. Her career in the financial services industry began at the Spanish broker Beta Capital in Madrid, where she worked from 1988 until 1992. She has been a non-executive director of Telefónica, S.A., since the beginning of 2008 and She serves as non-executive director of Old Mutual plc since February 2011. She has a Bachelor of Arts in Business and Law from the Universidad Pontificia de Comillas – ICADE E3 in Madrid.
Lubomír Vinduška (*1956)
2nd Vice-chairman
Graduated in radio communications from the Secondary School of Electrical Engineering. In 1974–1979 he worked as a TV repairman and later as an electrical technician at Okresní kovopodnik Praha-východ (Prague-East Regional Metal Works), then at TESLA Strašnice and Czechoslovak Radio. He has been with Telefónica Czech Republic and its legal predecessors since 1979. He worked as an energy operations foreman, head of energy operations and head of territorial transport and mechanisation, Prague. At present he holds the position of Transport and Mechanisation Specialist. He is Deputy Chairman for Telecommunications of the Post, Telecommunications and Newspaper Services Employees Trade Union, Deputy Chairman of the Trade Union Steering Committee at Telefónica Czech Republic and Chairman of the Prague Trade Union Steering Committee. In 2005 and 2009 he completed courses in International Financial Reporting Standards and financial relations within a group of companies. In the last five years he was not a member of any other governing, executive or supervisory bodies outside Telefónica Czech Republic.
Antonio Botas Bañuelos (*1963)
Member
Antonio Botas earned his Bachelor degree at Universidad Complutense in law and a Masters degree in Economics and Business Administration (MBA) at IESE in Barcelona. He has twenty years of experience in management, operative and strategic marketing and co-ordination of large multinational teams, and he has worked in international markets, namely those in the Americas and Europe. He worked as Marketing Manager in Royal Insurance, which he joined after leaving Johnson & Johnson. He joined the Telefónica Group in 1995 and he worked for Telefónica Publicidad e Informacion, Doubleclick Iberoamérica, Terra and Terra Lycos in positions ranging from Chief Sales and Marketing Officer to Executive Vice President for New Business. From 2005 until August 2007 he worked as Chief Transformation and Convergence Officer in Telefónica Czech Republic. From September 2007 he serves as Managing Director Product Development & Brand Management at Telefónica Germany GmbH & Co. OHG. He has been a member of the Supervisory Board of Telefónica Czech Republic since April 2008. From 2010 he has served as Director of International Coordination Global Marketing in Telefónica, S.A.
Patricia Cobian Gonzalez (*1975)
Member
Patricia Cobian is Business Development Director for Telefónica Europe, in charge of strategic initiatives, new business opportunities and the coordination with Telefónica Digital and Telefónica Global Resources. Prior to that she was Business Manager for Telefónica Europe’s Chairman and CEO. She joined the Telefónica Group in 2006 as Vice President for Strategy and Development for O2 Group. Prior to joining the Telefónica Group, Patricia spent seven years with McKinsey & Company, where she was a member of the Telecommunications and Corporate Finance practices in the Madrid, New York and London offices. She started her career at Hewlett-Packard in the Financial Services Division. Patricia holds a MSc. in Industrial Engineering from Universidad Pontificia Comillas – ICAI, Madrid.
Vladimír Dlouhý (*1953)
Member
Graduated from the University of Economics in Prague; in 1977–1978 he also studied at the Catholic University in Leuven, Belgium. In 1980–1982 he got his postgraduate degree in Probability and Mathematical Statistics from the Charles University in Prague, where he worked as research assistant at the Department of Econometrics after he completed his undergraduate studies at the University of Economics. In 1984 he was one of the founding members of the Forecasting Institute of the Czechoslovak Academy of Sciences, where he worked first as a researcher and finally as deputy director. In 1989–1992 he was Minister for Economy of the Czech and Slovak Federal Republic; from 1992 until June 1997 he was Minister of Industry and Trade of the Czech Republic. He was a member, and later deputy chairman of the Civic Democratic Alliance and member of the Czech parliament. From 1997 until the present he works as an international consultant for the investment bank Goldman Sachs; in 1998–2010 he consulted for ABB. He presently serves also as Chairman at Chayton Capital (London), Meridiam Infrastructure (Paris) and holds membership in the board of directors at KSK Power Ventur in Hyderabad (India). In 2000 he started teaching at the Faculty of Social Sciences, Charles University in Prague, and in 2004–2010 he taught at the University of Economics in Prague, also serves as a member of the scientific council of the Faculty of the National Economy. He is also a member of the supervisory Board at the Illinois Institute of Technology in Chicago, deputy chairman of the Trilateral European Group and a member of the European group of advisors to the International Monetary Fund. He authored many research and popular papers and he speaks English, Spanish, Russian, German and French.
Tomáš Firbach (*1976)
Member
Graduated in Management and Economics in Transportation from the Czech Technical University, Faculty of Transportation. After his graduation in 1999 he worked in JSJ as information systems manager. In 2001 he joined Eurotel Praha (the legal predecessor of Telefónica Czech Republic) as network planning specialist. In 2004–2005 we worked in ČD Telekomunikace (presently ČD Telematika, a.s.) as business consultant. He has been with Telefónica Czech Republic since 2005, presently in the position of Senior Key Account Manager. In the last five years he was not a member of any other governing, executive or supervisory bodies outsider Telefónica Czech Republic.
Petr Gazda (*1965)
Member
Graduated in Economics and Management from the Business College Ostrava. He has been with Telefónica Czech Republic (and its legal predecessors) since 1991; he presently works as Network Operations Director. Previously: 1991–2006 Eurotel Praha; 1988–1991 ČESKÝ TELECOM; 1986–1988 AŽD Praha, specialist; 1983–1984 AŽD Praha, electrical engineer. In the last five years he was not a member of any other governing, executive or supervisory bodies outside Telefónica Czech Republic.
Pavel Herštík (*1951)
Member
Graduated in communication technology from the Secondary Technology School of Electrotechnical Engineering. In 1972, he started working as a telephone test centre technician in Ředitelství telekomunikací Praha (Telecommunications Headquarters, Prague). For the next 20 years (1975–1995), he worked in the field of work procedure planning, evaluation and work efficiency measurement. From 1995 to 2005, he was Head of Information Management and went on to become Head of the Management, Organisation and Administration Department. At present, he is Senior Specialist in the area of management and administration of management documents. In 2005 and 2009 he completed courses in international accounting standards and intra-holding relationships. In 2007 he was certified under the National Certification Programme for Corporate Ethics and Culture. He is Chairman of the Trade Union Steering Committee of Telefónica Czech Republic. In the last five years he was not a member of any other governing, executive or supervisory bodies outside Telefónica Czech Republic.
Maria Pilar López Álvarez (*1970)
Member
A graduate of Business Studies, she joined Telefónica after working for several years at JP Morgan in London and New York where she worked her way up to Vice President. She joined the Telefónica Group 1999 in Telefónica de España’s Strategic Planning Department. In May 2000 she was appointed Director of Management Control at Telefónica, S.A. Two years later she joined Telefónica Móviles S.A. to head up its Management Control function. In October 2006 she was promoted to Director of Strategy and Business Development at Telefónica de España. On 1 March 2007 she was appointed Chief Financial Officer of Telefónica Europe plc (now Telefónica Europe plc). She serves on the board of Telefónica Europe.
Enrique Medina Malo (*1972)
Member
Holds a law degree from Carlos III University of Madrid and was admitted to the Spanish Government Legal Services in 1997. From 2002 to 2004 he was appointed General Director for Legislation of the Ministry of Science & Technology. He has been Chief Legal Officer of the Spanish Broadcasting Corporation. Until 2006, he served as State Lawyer for the Public Administration, Ministry of Science and Technology, Ministry of Industry and Energy and the High Court of Cataluña. He joined Telefónica on 2006, as Public Law Manager and afterwards Telecommunications and Information Society Legal Affairs Manager being the responsible of regulation and competition legal issues. On 2008 he was appointed Chief Legal Officer of Telefónica, S.A., reporting to the Group’s General Counsel. From September 2011 until the present he has held the position of General Counsel of Telefónica Europe. He serves on the board of Telefónica Europe.
Dušan Stareček (*1956)
Member
Qualified in Electronic and Electrical Technology at the Technical and Engineering Secondary School in Rožnov p. Radhoštěm. In 1975, he started work as a technician at Long-distance Cables Administration, Prague (the legal predecessor of ČESKÝ TELECOM). In 1992, he was promoted to the position of Head of External Maintenance in the Transmission Technology Unit (the legal predecessor of Telefónica Czech Republic). At present, he works as Specialist for Operation and Maintenance of Digital Telecommunications Technology in Ostrava. He is Chairman of KOV MORAVA and member of EWC (European Works Council) at Telefónica Europe plc. He serves as Vice-chairman of the Ethics and Corporate Social Responsibility Committee of Telefónica Czech Republic. In the last five years he was not a member of any other governing, executive or supervisory bodies outside Telefónica Czech Republic.
Ángel Vilá Boix (*1964)
Member
He is General Manager for Finance and Corporate Development and member of the Executive Committee at Telefónica, S.A. Mr Vilá joined Telefónica in 1997 as Group Controller, moving on to become CFO of Telefónica Internacional, where he led the Telebras privatisation team. In 2000, he was appointed Group Head of Corporate Development. In this position, he executed landmark corporate acquisitions such as O2 plc and Brasilcel/Vivo and took part in the initial investment of Telefónica in China Netcom. Other significant transactions would include Telco SpA and Český Telecom, as well as the disposals of Airwave and TPI. From 2010, Mr. Vilá also oversaw the Affiliates group, comprising Atento, T- Gestiona and Telefónica Contenidos. Prior to joining Telefónica, he held positions at Citigroup, McKinsey&Co, Ferrovial and Planeta. Ángel Vilá is member of the Board of Directors of Telco SpA (Italy), Telefónica Digital, Telefónica Contenidos, Telefónica Czech Republic and Digital Plus. He previously served on the Boards of BBVA, Endemol, Atento, CTC Chile and Terra Lycos, and the Advisory panel of Macquarie MEIF funds. Mr. Vilá graduated in Industrial Engineering from Universitat Politècnica de Catalunya and holds a MBA from Columbia University (New York).
Overview of membership in the Supervisory Board of Telefónica CR as at 31 January 2012
All changes in the personnel composition in the Supervisory Board in 2011 were described in the 2010 Annual Report and in the 2011 Half-year Report.
In the second half of 2011 and in the period starting 1 January and ending 31 January 2012, the following changes occurred in the personnel composition of the Supervisory Board:
María Eva Castillo Sanz (*1962)
Chairman
(résumé in section Supervisory Board)
Maria Pilar López Álvarez (*1970)
Vice-chairman
(résumé in section Supervisory Board)
Vladimír Dlouhý (*1953)
Member
(résumé in section Supervisory Board)
Pavel Herštík (*1951)
Member
(résumé in section Supervisory Board)
Jaime Smith Basterra (*1965)
Member
Graduated in Economics and Business Administration (BA, Universidad Comercial Deusto, Spain) and holds an MA in Finance and Investments (Exeter University, UK). Before joining Telefónica, he worked in the financial sector for a Spanish brokerage firm, and for Banesto (BSCH Group) as Director for Global Equities in its fund management division. He joined the Telefónica Group in 1999 as Director for Financial Planning at Telefónica Internacional, and was promoted to Chief Financial Officer in December of the same year. In October 2000, he was appointed Controller of the Telefónica Group. From December 2002 he held the position of Chief Financial Officer of Telefónica de España. In June 2005 he was made Chief Executive Office and Chairman of the Board of Directors of ČESKÝ TELECOM (now Telefónica Czech Republic). In June 2007 he was promoted to Chief Executive Officer of Telefónica O2 Germany GmbH. Since June 2009 he was made Director of Subsidiaries and Industrial Alliances of Telefónica, S.A. From October 2010 he is Director of Telefónica Mobile Operations in Mexico, Central America and Venezuela. From 2006 to 2009 he was also a member of the Board of Directors of Telefónica Europe plc. In 2006–2009 he served as Chairman of the Supervisory Board of Telefónica Czech Republic.
Overview of membership in the Audit Committee of Telefónica CR as at 31 January 2012
All changes in the personnel composition in the Audit Committee in 2011 were described in the 2010 Annual Report and in the 2011 Half-year Report.
In the second half of 2011 and in the period starting 1 January and ending 31 January 2012, the following changes occurred in the personnel composition of the Audit Committee:
The group of persons with executive powers in Telefónica CR includes the following executives: members of the Board of Directors, the Chief Executive Officer and those members of the executive management of the Company (sub-section Executive management) who are not members of the Board of Directors (persons who make decisions in the issuer, which can affect the future development and the corporate strategy of the issuer, and who have access to insider information).
The remuneration of members of the Board of Directors and the Supervisory Board (including the members of Supervisory Board committees), as well as the granting of other benefits to members of the Supervisory Board, is governed by the rules for the remuneration and awarding of non-claim benefits which are approved by the Company’s General Meeting. The approval of the rules for awarding non-claim benefits to members of the Board of Directors is, as per the Company’s Articles of Association (Article 20(3d)), in the competence of the Company’s Supervisory Board. The adequacy of the system of remuneration (and other benefits) and any modifications thereto are reviewed and proposed by the Nomination and Remuneration Committee of the Supervisory Board (see sub-section Committees established by the Governing Bodies of the Company below).
The rules of remuneration provide specific amounts of remuneration for individual categories of members of the Board of Directors and of the Supervisory Board (including the Supervisory Board committees), i.e. the remuneration which a regular member, vice-chairman and chairman of the body are entitled to, as well as other conditions for the granting of the remuneration. Each member of the Board of Directors/Supervisory Board is entitled to the whole amount of remuneration on the condition that he/she makes a claim for it; if the member of the Board of Directors/Supervisory Board does not make a claim for the whole amount of remuneration, he/she will be remunerated only in the extent in which a claim was made.
In 2011, no changes occurred in the principles for remuneration of members of the Company’s governing bodies as they were described in the 2010 Annual Report.
Basic information about the rules for the remuneration, including a list of non-claim benefits, for members of the Board of Directors and the Supervisory Board and of the members of the Supervisory Board committees is given below. The full text of the new Rules for the Remuneration of Members of the Governing Bodies of Telefónica CR is published in the Czech and English languages on the Company’s website (www.telefonica.cz).
The Board of Directors and Chief Executive Officer
a) Remuneration
The rules for the remuneration of members of the Company’s Board of Directors, whose key principles are outlined above, stipulate a two-component flat monthly remuneration, which comprises the following:
— an amount covering mandatory payments (e.g. taxes, health insurance contributions, etc.) which a member of the Board of Directors is liable to pay due to the fact that they are covered by a liability insurance for any damage arising from the performance of a member of the Board of Directors, and mandatory payments arising from the provision of the amount as per this sentence. The amount depends on the amount of insurance premium attributable to the member of the Board of Directors; the overall amount is calculated using methods common in the business of insurance;
— an amount attributable to the individual categories of members of the Board of Directors for the number of meetings attended: (i) member of the Board of Directors: CZK 25,000; (ii) Vice-chair of the Board of Directors: the amount as in (i) plus CZK 10,000; Chair of the Board of Directors: the amount as in (ii) plus CZK 10,000. In 2011, the members of the Board of Directors did not claim their remuneration for meetings.
The Chief Executive Officer is also entitled by virtue of his/her function to additional remuneration which comprises the following components:
— basic gross salary;
— performance-related bonus;
— compensation of the balance between the health insurance benefits and 100% of the average daily wage.
The performance-related bonus is granted to the Chief Executive Officer conditional on delivering on the targets set for the CEO for the calendar year in question. These targets are directly correlated to the annual budget and business plan approved by the Board of Directors. The targets represent the key performance indicators of both financial and non-financial nature (e.g. delivering the projected operating profit, achieving the revenue targets, attaining a higher level of customer satisfaction). The performance against these targets is evaluated by the Board of Directors and discussed by the Nomination and Remuneration Committee of the Supervisory Board; the audited financial results and, in the case of customer experience, independent (external) surveys form the basis for consideration. The performance-related bonus may, in aggregate for the calendar year, reach 80% of the total annual income if the targets are achieved to a standard level. Other non-pecuniary benefits are connected with the relocation of the executive from his/her home country to the Czech Republic (accommodation in Prague, flights for visiting the family, contributions towards school fees at the international school in Prague, international health insurance). In the event of temporary work incapacity, the Company will compensate to the Chief Executive Officer, for each day of the work capacity, the balance between the health insurance benefits and the 100% of the average daily salary.
The remuneration due to persons who are members of the Board of Directors by virtue of performing an executive (management) function in Telefónica CR comprises two components: a gross basic salary and a performance-related bonus awarded in relation to delivery on specific annual targets. The methods of target setting, performance evaluation and control are governed by the same rules and procedures as in the case of the Chief Executive Officer. The performance-related bonus may, in aggregate for the calendar year, reach 50% or 40% of the total annual income if the targets are achieved to a standard level. The overall performance of the persons in their management positions is assessed by the Chief Executive Officer.
b) Compensation for the commitment to a non-competition covenant
A member of the Board of Directors may, in their agreement for discharge of the office of a member, commit to the so-called non-competition covenant, i.e. a pledge not to do business, after the termination of the office, either individually or for the benefit of another person, in the field of telecommunications in the Czech Republic (nor in the field of advisory or consulting services related to the same), unless such business is done in another member of the Group. The agreement for discharge of the office of a member (including the non-competition covenant) must be approved by the Supervisory Board of the Company.
The compensation for the commitment to the non-competition covenant is based on the following principles:
— the non-competition covenant is accepted for a period of six months as of the termination of office;
— the Company is obliged to provide to the member of the Board of Directors in question, for committing to the non-competition covenant, compensation amounting to six times the average flat remuneration as laid down in the Rules for the Remuneration of Members of the Board of Directors, in an amount attributable to one member of the Board of Directors, in the month preceding the month in which the member of the Board of Directors terminated their position in the Board of Directors; the fact that any member of the Board of Directors has or has not made a claim to their remuneration is not considered in the calculation of the average flat remuneration.
Upon terminating his/her employment, the Chief Executive Officer is bound by the non-competition covenant covering the whole Telefónica Group.
c) In-kind benefits
Damage liability insurance
The Company, as the policy holder, contracted an insurance policy covering against damage caused in relation to the performance of designated functions; the insured persons (i.e. persons whose functions are covered by the policy) may include members of the Board of Directors. The total insurance premium paid by the Company is evenly divided amongst the insured persons and the amount calculated per insured person constitutes their income.
Endowment insurance
No endowment insurance has been contracted for members of the Board of Directors in relation to their duties as members.
Car
Members of the Board of Directors are not provided with cars for private use in connection with their duties as members. The Chief Executive Officer is provided with a car both for work and private use. Other executive members of the Company’s Board of Directors are, by virtue of their executive, entitled to the same benefit.
The Supervisory Board
a) Remuneration
The rules for the remuneration of members of the Company’s Supervisory Board, whose key principles are outlined above, implement a two-component monthly flat remuneration, which comprises the following:
— an amount covering mandatory payments (e.g. taxes, health insurance contributions, etc.) which the member of the Supervisory Board is liable to pay due to the fact that they are covered by a liability insurance for any damage arising from the performance of a member of the Supervisory Board, and mandatory payments arising from the provision of the amount as per this sentence. This amount depends on the amount of insurance premium attributable to the member of the Supervisory Board; the overall amount is calculated using methods common in the business of insurance;
— an amount attributable to the individual categories of Supervisory Board members for the number of meetings attended: (i) member of the Supervisory Board: CZK 40,000; (ii) Vice-chairman of the Supervisory Board: the amount as in (i) plus CZK 20,000; Chairman of the Supervisory Board: the amount as in (ii) plus CZK 20,000.
If a member of the Supervisory Board is at the same time member of any of the committees established by the Supervisory Board, they are entitled to remuneration for working in the committee, which is construed as a bonus per meeting of the committee, as follows: (i) member of the committee: CZK 10,000; (ii) vice-chairman of the committee: the amount as in (i) plus CZK 12,000; (iii) chairman of the committee: the amount as in (ii) plus CZK 15,000.
b) Compensation for the commitment to a non-competition covenant
A member of the Supervisory Board may, in their agreement for discharge of the office of a member, commit to the so-called non-competition covenant, i.e. a pledge not to do business, after the termination of the office, either individually or for the benefit of another person, in the field of telecommunications in the Czech Republic (nor in the field of advisory or consulting services related to the same), unless such business is done in another member of the Group. The agreement for discharge of the office of a member (including the non-competition covenant) must be approved by the General Meeting.
The compensation for the commitment to the non-competition covenant is based on the following principles:
— the non-competition covenant is accepted for a period of six months as of the termination of office;
— the Company is obliged to provide to the member of the Supervisory Board in question, for committing to the non-competition covenant, compensation amounting to six times the average flat remuneration as laid down in the Rules for the Remuneration of Members of the Supervisory Board, in an amount attributable to one member of the Supervisory Board, in the month preceding the month in which the member of the Supervisory Board terminated their position in the Supervisory Board; the fact that any member of the Supervisory Board has or has not made a claim to their remuneration is not considered in the calculation of the average flat remuneration.
c) In-kind benefits
Damage liability insurance
The Company, as the policy holder, contracted an insurance policy covering against damage caused in relation to the performance of designated functions; the insured persons (i.e. persons whose functions are covered by the policy) may include members of the Supervisory Board. The total insurance premium paid by the Company is evenly divided amongst the insured persons and the amount calculated per insured person constitutes their income.
Endowment insurance – this discretionary benefit was deleted by decision of the General Meeting of 3 April 2009 from the Rules for the Awarding of Discretionary Benefits to Supervisory Board Members as part of the amendment to this policy.
Car
The Supervisory Board Chairman and Vice-chairman are, according the Rules approved by the General Meeting, entitled to a car (class D or E) for work and private use. This benefit has not been claimed since mid-2005.
Other benefits
The company also granted the following benefits to members of the Board of Directors (including the Chief Executive Officer) and to members of the Supervisory Board:
— voice and data services and products of the Company for business and private use (excluding doing business in one’s own name);
— communication and IT equipment (mobile telephone, desktop PC or notebook, PDA, including accessories) for business and private use (excluding doing business in one’s own name);
— VISA payment card (in the case of the Supervisory Board, only the Chairman and Vice-chairmen were eligible; the benefit has not been claimed in 2011);
— medical care.
The above benefits were granted to persons in the position of member of the Board of Directors by virtue of having an executive (management) position in the Telefónica Czech Republic Group, for the compliance with the duties arising from their functions. In the case of Supervisory Board members, awarding of in-kind benefits is governed by the rules for the award of non-claim benefits to members of the relevant governing body.
Information about pecuniary and in-kind income received in the accounting period by persons with executive powers (with the exception of persons who make decisions in the issuer, which can affect the future development and the corporate strategy of the issuer, and who have access to insider information) from Telefónica CR and entities controlled by it
The information about pecuniary and in-kind incomes of the Board of Directors collectively includes also incomes from the subsidiary Telefónica Slovakia, s.r.o. In 2011, members of the Supervisory Board received no pecuniary or in-kind income from entities controlled by Telefónica.
Information on the number of shares issued by Telefónica CR and held by statutory bodies or their members, persons with executive powers, including persons related to these persons, information on option and similar agreements, information on individual transactions concluded by the said persons in the accounting period
No conflict of interest was found in relation to members of the Board of Directors, Supervisory Board and executive management; no member has been, in the last five years, lawfully sentenced for fraud, nor been – as a statutory or supervisory body – a party to insolvency proceedings, nor been subject to receivership or liquidation, nor charged or sanctioned by statutory or regulatory bodies.
Information on work contracts and similar contracts concluded between members of the Board of Directors, the Supervisory Board and the Audit Committee with the issuer
In 2011, all members of the Board of Directors and of the Supervisory Board, with the exception of the substitute member of the Supervisory Board (José María Álvarez-Pallete Lopez, Patricia Cobian Gonzalez and Enrique Medina Malo) who were co-opted by the Supervisory Board on 8 November 2011, were bound by a valid agreement for discharge of the office of a member, which stipulates the eligibility for compensation for members who had committed to the non-competition covenant after the termination of their office.
Telefónica CR made a commitment to the principles of Good Corporate Governance already in its 2001 Annual Report; it has been making regular statements in its annual reports, concerning the progress of implementation of the principles of Good Corporate Governance in its practices. The Company has been meeting all the main criteria and observing the principles and recommendations of the Czech Code of Good Corporate Governance based on OECD Principles, which was published in 2004 (the Code). The Code is available at the website of the Ministry of Finance of the Czech Republic (www.mfcr.cz). An exception to this rule are the principles of Good Corporate Governance that are not in direct control of the Company’s governing bodies and are dependent on the decisions of its owners (in particular the criterion concerning the number of independent members of the Supervisory Board). The Board of Directors regularly oversees the good practice of Corporate Governance in subsidiaries controlled by Telefónica CR.
Organisation of Corporate Governance
The Corporate Governance model of Telefónica CR has not incurred any changes in 2011 compared to the previous year. The model, as per the Articles of Association, is based on interaction between the executive Board of Directors, made up exclusively of executive managers of the Telefónica CR Group, and the Supervisory Board. The Supervisory Board has powers to control key decision-making processes (using the mechanism of ‘prior standpoints’ of the Supervisory Board to selected issues), and monitor other important aspects of the Company’s operation. The powers of the Supervisory Board and their discharge make a full and active use of advisory and initiative roles of the Supervisory Board’s committees. The controlling, supervisory and review function in the model of Corporate Governance in Telefónica CR has been strengthened by the independent position of the Audit Committee. An integral part of the model is the combination of the Chief Executive Officer’s function with the function of Chairman of the Board of Directors, which the Company finds efficient and acceptable given the strong role of the Audit Committee, Supervisory Board and the active involvement of its committees. Members of the Board of Directors are individually bound by the agreement for discharge of the office of a member and additionally they have work contracts for the work they have been hired to do, which is different from serving on the governing body.
An Ordinary General Meeting of the Company was held on 28 April 2011. The agenda of the Company’s supreme governing body comprised standard items relating to the operations of the joint-stock company, and a proposal for the amendment to the Company’s Articles of Association in order to accommodate recent changes in the legislation. A detailed overview of the conclusions of the Ordinary General Meeting is available on the Company’s website (www.telefonica.cz), and was also published in the 2011 Half-year Report. Information about the dividends, the record and disbursement dates for the dividend payment is given in section ‘Other information for Shareholders and Investors’ further in this Annual Report.
The Board of Directors held twenty three meetings in 2011, thus complying with the duty to hold a minimum of twelve meetings each year.
The Supervisory Board held four meetings in 2011, which was in accordance with the Company’s Articles of Association that command a minimum of four meetings during the course of a calendar year.
The Audit Committee (AC) of the Company held four meetings in 2011, which was in accordance with the Company’s Articles of Association for a minimum number of meetings during the course of a calendar year. The practice to call AC meetings on the same date as the regular meetings of the Supervisory Board has proven convenient as it lays foundations for the development of a close information exchange between these two bodies, especially in those areas in which their authority overlaps. The system allows the members of the Supervisory Board to use outcomes and conclusions from the AC meetings as a resource for the discussion of matters on the agenda of the Supervisory Board.
The rules for the remuneration of AC members, as well as the rules governing the granting of non-claim benefits to members of governing bodies, which were approved by the Ordinary General Meeting of the Company held in 2009, remained unchanged in 2011. In 2011, AC members collected pecuniary income of CZK 3,938,497 and in-kind income equivalent to CZK 909,936 from the Company, of which CZK 92,000 was the pecuniary income and no in-kind income for their membership in the AC. The committee members did not receive any pecuniary or in-kind income from entities controlled by Telefónica CR in 2011. In 2011, all AC members were bound to the Company by an agreement for the discharge of office of a member, which contained a non-competition covenant which applies also for the period after the office is terminated.
As part of performing internal controls in the area of financial reporting, the Company has implemented the key requirements of the Sarbanes-Oxley Act (SOX), which it is bound to respect – principally as a result of the fact that the shares of the parent Telefónica, S.A. are listed on the US capital markets. Twice a year the Company performs an evaluation of its internal controls in the area of financial reporting in the scope of the regulatory framework introduced by SOX Section 404, including an evaluation of the controlling mechanism in the area of the Company’s information systems that could have a potential impact on the bottom line of the Company. The audits verify the standard of the description, configuration and form of walkthrough tests and compliance tests of transactions, as well as the effectiveness of controlling mechanisms in the area of financial reporting. The audit results are consulted with the external auditor of the Company.
The audits performed in 2011 concluded that the internal controls, as applied, were of a standard which meets the SOX requirements. The quarterly declaration of the management (Chief Executive Officer and Director, Finance Division) attesting to the veracity of the information contained in the financial statements, implementation and application of effective internal controls, and other matters required by SOX Section 302 (including the information about any changes in the Company’s accounting policy, one-off/extraordinary or material items having an impact on the Company’s results for the quarter, and the overview of material reserves created by the Company in order to cover for its contingent risks and liabilities – e.g. from litigation) form an integral part of the SOX compliance procedures in the general area of Corporate Governance. The above documents are presented internally to the Board of Directors and to the Audit Committee for review and discussion.
In 2011, the internal audit and risk management function in the Company continued to be developed; the organisation of these functions (which are consolidated into one organisation unit), the line management of the Chief Executive Officer and the functional subordination of Internal Audit (in accordance with the International Standards for the Professional Practice of Internal Auditing) to the Audit Committee and the Board of Directors remained as before.
Internal Audit represents an important instrument of Corporate Governance and it provides the Company’s governing and executive bodies with independent and professional assessment of the Company’s internal control system and the situation and trends in the given area compared to current best practice, the rules and regulations in force, and work orders and instructions issued. In 2011, Internal Audit and Risk Management carried out 49 audits and controls (including the regular audit of internal controls required by SOX 404) as per the annual plan of Internal Audit or as mandated by the governing bodies and the Chief Executive Officer. In addition to performing audits and controls in Telefónica CR, the Internal Audit unit also acts as internal auditor of Telefónica Slovakia and other subsidiary companies in the Telefónica Czech Republic Group. The audit conclusions were used by the management to formulate actions to redress the issues identified. Internal Audit monitors the implementation of such actions and reports to the governing bodies and the executive management. The activities of Internal Audit and its main processes are laid down in the Internal Audit Charter of Telefónica Czech Republic, which also stipulates the principle of independence of the Internal Audit function and the principle of objectiveness of internal auditors. The work of Internal Audit is monitored on a regular basis by the Audit Committee which discusses audit reports and other reporting presented by Internal Audit. The Internal Audit Charter stipulates the Audit Committee’s participation in the preparation and approval of the annual plan of internal audits; the Audit Committee also approves the annual budget of Internal Audit and its annual performance evaluation. The Director of Internal Audit & Risk Management has full access to the Audit Committee and is present for the discussion of audit reports and other outputs of Internal Audit & Risk Management at meetings of the governing bodies of the Company.
Since the year 2007, the Internal Audit and Risk Management unit of Telefónica Czech Republic, is certified in quality by the Institute of Internal Auditors (IIA). This certification assesses Internal Audit activity’s conformity to The IIA’s International Standards for the Professional Practice of Internal Auditing (Standards).
In 2011, the Company continued in the development of its risk management function and in its harmonisation with the methodology and practice within the global Telefónica Group, which creates more space for the sharing of experience and knowledge in the area of mitigation of specific risks with the parent company and other members of the Group. The risk management system covers all areas of operations of Telefónica CR, including its subsidiary Telefónica Slovakia, and provides for the identification, assessment and mitigation of risks, which it continues to monitor throughout. The Board of Directors and the Supervisory Board receive regular monthly and quarterly reports, respectively, containing information about key risks and their development over time. The Audit Committee is concerned with the risk management primarily from the point of assessing its effectiveness and adequacy (whether the key risks of the Company are adequately identified and managed); to this end, the committee receives regular reports from the Risk Management Unit of Telefónica Czech Republic Group, and information about the methods used, the processes of risk management, etc. Members of the bodies have an equal and full access to risk management reports and the risk register of Telefónica CR and the subsidiary Telefónica Slovakia. More information about risk management is given in sub-section Risk management of the Annual Report.
An electronic platform, the so-called CG Portal, is operated in Telefónica Czech Republic Group. It supports the exercise of powers of all governing bodies and provides for efficient administration of Corporate Governance in Telefónica Czech Republic. The portal is available on the Company’s intranet and also remotely to users with the access privileges. This tool performs several functions; the key ones include the function for convening meetings (including the distribution of resource documents), dissemination of the latest information and regular reporting to members of governing bodies and committees between meetings. Last but not least, the CG Portal serves as a digital archive for all documents in the area of corporate governance. The portal is bi-lingual (in Czech and English); accordingly, the majority of corporate governance documents is systematically made in both languages. The instrument confers equal access to archived and current documents and information to all members (executive and non-executive) of the relevant governing bodies, irrespective of any local or time limitations. This includes, in addition to the minutes of meetings, also internal audit reports and risk reports, information about the Telefónica Czech Republic Group and its subsidiaries, etc. The portal is currently used also as a platform for supporting and administrating other activities in the general sphere of corporate governance. It is mainly the agenda of the Business Principles (including the operation of a confidential whistle-blowing channel for reporting of suspected ethical malpractices). The results achieved in this area in 2011 are recapitulated in sub-section Business principles.
For the sake of expedient and effective acquaintance with the Company, new members of the Board of Directors, Audit Committee, the Supervisory Board and its committees have, already upon assuming their function, a special set of comprehensive and structured Corporate Governance information and documents available to them, as well as having access to all other current and archived documents which they may require for the due discharge of their function. The information is disseminated via the CG Portal.
Telefónica CR has a position of Company Secretary is at the executive level in the new Corporate Governance Model of Telefónica CR formally combined with that of General Counsel (Director, Legal, Regulatory and Public Affairs).
Shareholder relations
A strict compliance with all the statutory rights of shareholders, commitment to the principle of equal treatment of all shareholders of a similar standing, while respecting the specific statutory rights of minority shareholders belong among the key guiding principles of Corporate Governance of Telefónica CR. The majority shareholder of Telefónica CR, which is Telefónica, S.A. (see sub-section Company policy towards stakeholders), exercises its rights in Telefónica CR through its voting rights at the Company’s General Meetings.
The Company is scrupulous about the timely and full information to all shareholders about the developments in the Company, its financial results and business plans. The Company uses its website as the main platform for communication (www.telefonica.cz, section About). The Company publishes regular press releases with the quarterly financial results and announces all significant events and developments.
When organising General Meetings, the Company proceeds in a way that guarantees the compliance with all the statutory conditions and with the Articles of Association, whilst observing to the maximum extent possible the requirements of the Code which concern the rights of shareholders and their fair treatment. The Company publishes the date of the General Meeting sufficiently in advance on its website; the date, time and location of the General Meeting are chosen on the merit of ready access and availability. The Rules of Procedure of the General Meeting are approved at each meeting of the governing body. The text of the Rules of Procedure has not changed in several years; during this time, the shareholders have not made any motions to amend the Rules of Procedure. The Rules of Procedure allow shareholders to participate effectively in decision-making on fundamental changes in the Company and to ask questions and seek information on matters included on the agenda of the General Meeting. The Rules of Procedure of the General Meeting contains the following substantial provisions:
— Shareholders can exercise their rights at the General Meeting either in person or by proxy; they can vote on the proposed items on the agenda, receive, in accordance with the Commercial Code, explanations in matters relating to the Company, or any undertakings controlled by it, as the case may be, provided the explanation is necessary for understanding the matter addressed by the General Meeting, and they also have the right in accordance with the Commercial Code to raise proposals an counterproposals. Shareholders may lodge a protest against a decision of the General Meeting and demand that it be recorded in the Minutes of the General Meeting.
— As a rule, any requests for explanation, proposals, counterproposals and protests must be made by shareholders in writing, and filed with the information desk. Upon making the motion it must be specified whether it is a request for explanation, proposal, counterproposal or a protest. Any requests for explanation, proposals, counterproposals and protests submitted in writing must be legibly undersigned by the shareholder in question or their proxy.
— In keeping with the Commercial Code and the Company’s Articles of Association, the Board of Directors is obliged to provide an explanation upon request, in matters concerning the agenda of the General Meeting.
— At the General Meeting, a proposal by convener of the General Meeting is subjected to a vote first; if it is not passed, other proposals and counterproposals relating to the point in question are voted on, in the order in which they were submitted. As soon as a motion is passed, other counterproposals are not subjected to a vote. The Chairman of the General Meeting is obliged to ensure that, prior to voting at the General Meeting, the shareholders are informed of all proposals and counterproposals made by shareholders in relation to the item of the agenda of the General Meeting which is put to a vote.
Also in 2011, all the necessary documents were available in print form, in two languages (Czech and English). All the documents for the General Meeting and other relevant documents (e.g. the Articles of Association) were available to the shareholders also at the information desk which the Company operates for its shareholders at every General Meeting. Each point on the agenda was voted on separately, after the discussion on that point had been concluded. In addition to members of the Board of Directors and of the Supervisory Board (its committees), the representatives of the Statutory Auditor were also available to take questions from shareholders throughout the General Meeting. A public notary was present for the whole duration of the General Meeting.
All motions (questions, requests for explanation, counterproposals and proposals) made by shareholders during the Ordinary General Meeting of 28 April 2011 were adequately addressed by the members of the Board of Directors and subsequently they were, together with the answers, recorded in the Minutes of the General Meeting.
Transparency and open information policy
Telefónica CR scrupulously and diligently complies with all national and community laws and the principles of the Code. In line with its mandatory duties and voluntary commitments, Telefónica CR continually and pro-actively provides shareholders and investors with all vital information on its business, financial standing, ownership structure and governance issues. Furthermore, the Company is very scrupulous in seeing that all price-sensitive information and facts are disclosed in a full and timely manner. The Company strives to provide the shareholders and investors with everything they may need for making qualified decisions regarding the ownership of the Company stock, and in voting at General Meetings. To this end, the Company uses various information channels and instruments, namely of electronic and online nature, via its website, and via the websites www.akcie.cz and www.londonstockexchange.com. The website of Telefónica CR (particularly the section About) provides investors and shareholders with all corporate documents and various information about the Company in the Czech and English languages. The Company regards the electronic platform for disseminating information as key, especially since many of its shareholders are foreign legal and natural persons; the website facilitates access to information about the Company, especially for the international institutional investors and for small shareholders. This in turn improves their opportunities for their active, effective and valid participation in the decisions relating to the matters of the Company.
The policy of transparency dictates that the Company makes sufficient disclosure about the remuneration of members of the Board of Directors and the Supervisory Board of the Company (and of the Supervisory Board committees). This matter is addressed in detail in sub-section Rules for the remuneration of persons with executive powers in the issuer, which describes and explains the principles of the system for the remuneration of members of the Board of Directors, the Supervisory Board and other persons, and iterates other emoluments provided by the Company to these persons (a similar information concerning the members of the Audit Committee is disclosed in sub-section Organisation of Corporate Governance). The subsequent section (Other information relating to persons with executive powers) gives an account of benefits claimed in the past period (the information concerning the members of the Audit Committee is disclosed in sub-section Organisation of Corporate Governance). The Company’s website contains the current and previous versions of documents in this area (Rules for the Remuneration of Members of the Board of Directors, Rules for the Remuneration of Members of the Supervisory Board, Rules for the Granting of Discretionary Benefits to Members of the Supervisory Board, Rules for the Granting of Discretionary Benefits to Members of the Audit Committee).
In keeping with its Business Principles, Telefónica CR practices zero tolerance of conflicts of interest. The procedures for the consideration and decisions in the governing bodies are aligned in a way that prevents members of the governing bodies from voting on matters which could compromise their impartiality (affiliated transactions). Potential conflicts of interests stemming from membership in the governing bodies of other companies, involvement in commercial transactions and other defined situations are subject to a regular review by the Ethics and Corporate Social Responsibility Committee (see sub-section Committees established by the Governing Bodies of the Company below).
The Company is scrupulous about the prevention of insider trading for unlawful personal enrichment in trading in the Company’s shares; in this respect, it is compliant with the applicable community and Czech laws, as well as with the rules adopted by the UK market regulator (Financial Services Authority). The Company has adopted a strict internal policy, which sets the limits for the disposal of shares issued by the Company or by undertakings that it controls. Telefónica CR keeps a regularly updated list of persons (members of governing bodies, employees, external persons) who would qualify as insiders in possession of such information.
Committees established by the
Governing Bodies of the Company
The Supervisory Board committees have been an integral part of the Company’s system of Corporate Governance since 1996 and continue to play a major role in discharging the powers of the Supervisory Board. In the definition of the remit and role of the committees, the Company observes the Code and the Commission Recommendation 2005/162/EC on the role of non-executive or supervisory directors of listed companies and on the committees of the (supervisory) board, which was amended by Recommendation 2009/38/EC from April 2009. Basic information about the committees established by the Supervisory Board is given in sub-section Governing bodies.
The Nomination and Remuneration Committee (NRC) has five members and makes recommendations in respect of particularly all matters relating to personnel changes in the Board of Directors, Audit Committee, Supervisory Board and the Supervisory Board committees. The committee also gives a standpoint on any nomination proposals for vacancies in the governing bodies of members of the Telefónica Czech Republic Group. The NRC’s remit extends to reviewing the remuneration and other benefits granted to members of the Board of Directors, Supervisory Board and the Audit Committee. The committee continually monitors and assesses the performance of members of the Board of Directors, Audit Committee, Supervisory Board and its committees; in this respect, the NRC also it also assesses the need for and promotes further education of members of the governing bodies, in particular in professional disciplines and languages. The committee held two meetings in 2011.
The Ethics and Corporate Social Responsibility Committee (ECSRC) is a voluntary committee of the Supervisory Board with six members, whilst observing the rule that a half of the ECSRC’s members are always Supervisory Board members elected by the employees, and the other half Supervisory Board members elected by the General Meeting. Every year, the committee addresses the issue of a potential conflict of interest; members of the Board of Directors, Audit Committee, Supervisory Board, executive management and members of the governing bodies in subsidiary companies are examined in this respect. The ECSRC regularly monitors compliance with the Company’s Business Principles, and the functioning of the confidential whistle-blowing channel, and it is regularly informed about the activities undertaken as part of the Compliance Programme for the prevention of unethical conduct. Another primary area of interest for the ECSRC is the promotion of Corporate Social Responsibility. The committee held two meetings in 2011.
Company policy towards stakeholders
Telefónica CR values Corporate Social Responsibility (CSR) as an integral part of its operations and business. Given the scope and volume of the Company’s CSR initiatives, the Annual Report now contains a separate section (Corporate social responsibility) dedicated to Corporate Social Responsibility.
The figures and information relating to matters under Sections 118(5a)–118(5l) of the Act No. 256/2004 Coll., the Capital Market Undertakings Act (CMUA):
a) Information about the issuer’s equity capital structure, including shares not admitted for trading on the regulated market in a European Union Member State, including any potential qualification of different types of shares or similar securities representing a share in the issuer, and the share in the share capital of each type of share or similar security representing a share in the issuer
The equity structure of Telefónica CR as at 31 December 2011 was as follows:
The Company’s share capital as at 31 December 2011 was CZK 32,208,990,000 and was fully paid up. The share capital is made up of the following shares:
A. Type: ordinary
Form: registered
Kind: booked
Number of shares: 322,089,890 shares
Nominal value: CZK 100
Total volume of issue: CZK 32,208,989,000
ISIN: CZ0009093209
B. Type: ordinary
Form: registered
Kind: booked
Number of shares: 1 share
Nominal value: CZK 1,000
Total volume of issue: CZK 1,000
ISIN CZ0008467115
The rights and obligations related to the registered share which represents a share in Telefónica CR are set out in Article 5 of the Articles of Association of the Company.
The registered shares in the nominal value of CZK 100 were listed for trading on the following markets:
A full wording of the Terms and Conditions of the Share Issue – the document which is the source of this summary – is available at the registered address of the security issuer.
The registered share in the nominal value of CZK 1,000 was not listed for trading on any regulated market in a European Union Member State.
b) Information about transferability of securities
Only the statutory requirements need to be met for a transfer of shares and Global Depository Receipts. The Company’s Articles of Association impose no further restrictions on the transferability of the shares and there are no other restrictions for reasons that would be on the part of the Company.
c) Information about significant direct and indirect shares in the voting rights of the issuer
Key shareholders of Telefónica CR as at 31 December 2011:
As at 31 December 2011, the share of Telefónica, S.A., in the voting rights of Telefónica Czech Republic, a.s., according to the provision of Section 122 of the Capital Market Undertakings Act was 69.41%.
d) Information about the holding of shares with special rights, including the description of these rights
The Company has not issued any securities with special rights, only ordinary shares as per point (a) above.
e) Information about restrictions of voting rights
Voting rights are attached to all shares issued by the Company and may be restricted or excluded only in instances set out in the law. The Company is not aware of any such statutory restriction or exclusion of voting rights. The Company’s Articles of Association do not stipulate any restriction of voting rights; there are no other restrictions for reasons that would be on the part of the Company.
f) Information about agreements between shareholders or owners of securities representing a share in the issuer, which could restrict the transferability of shares or similar securities representing a share in the issuer, or of voting rights, if such information is known to the issuer
The Company has no knowledge of any agreements between shareholders which could restrict the transferability of shares or voting rights.
g) Information about special rules for the election and recall of the statutory body, amendment to the articles of association or similar document of the issuer
Members of the Board of Directors are elected and recalled by the Supervisory Board of the Company. The eligibility conditions for election to the Board of Directors are laid down in the law; the Articles of Association do not contain any restriction beyond the statutory scope; there are no other restrictions for reasons that would be on the part of the Company.
Two thirds of members of the Supervisory Board are elected and recalled by the General Meeting of the Company; one third is elected and recalled by the Company’s employees. The eligibility conditions for election to the Supervisory Board are laid down in the law; the Articles of Association contain only a single condition beyond the statutory scope – that the Chief Executive Officer may not be elected as member of the Supervisory Board. There are no other restrictions for reasons that would be on the part of the Company.
h) Information about special powers of members of the statutory body, in particular about their authorisation as per Sections 161a and 210 of the Commercial Code
Members of the Board of Directors hold no special powers; some acts by the Board o Directors require, as per Article 14(4) of the Company’s Articles of Association, a previous consent by the Supervisory Board.
i) Information about important contracts, which the issuer is a party to and which will come into effect, change or expire upon a change in the issuer’s control as a result of a take-over bid, and about the effects thereof, with the exception such contracts whose disclosure would bear a serious harm for the issuer, which, however, does not reduce other duties of disclosure of such information under this law or under other laws
The Company has not entered into any contracts that will come into effect, change or expire upon a change in the issuer’s control as a result of a take-over bid.
j) Information about contracts between the issuer and the members of the statutory body or employees, by which the issuer is bound in the event of the termination of their office or employment in connection with a take-over bid
No contracts were concluded between the Company and the members of its Board of Directors or its employees, by which the Company would be bound in the event of the termination of their office or employment in connection with a take-over bid.
k) Information about any programmes based on which the employees and members of the statutory body of the company can acquire shares, share options or other rights at preferential terms, and about how the rights associated with these securities are exercised
No programmes exist for members of the Board of Directors or employees of the Company based on which they could acquire shares, share options or other rights of the Company at preferential terms.
l) Information about payments remitted to the state for mining licences, provided the core business of the issuer is in the mining sector
With regard to the fact that the Company has no business in the mining sector, this declaration is not applicable.
04
Corporate governance
audit Committee
Telefónica Czech Republic, a.s.
Chairman of the Audit Committee
Finance
Division
Director,
Finance Division
Consumer
Division
Director,
Consumer Division
Legal, Regulatory and Public Affairs Division
Director,
Legal, Regulatory and Public Affairs
Division
Corporate governance
Business
Division
Director,
Business Division
Human Resources Division
Director,
Human Resources Division
General meeting
Telefónica Czech Republic, a.s.
Supervisory Board
Telefónica Czech Republic, a.s.
Chairman of the Supervisory Board
Board of Directors
Telefónica Czech Republic, a.s.
Chairman of the Board of Directors
Chief Executive Officer
Telefónica Czech Republic, a.s.
Marketing
Division
Director,
Marketing Division
Customer
Experience
Director,
Consumer Experience
Operations
Division
Director,
Operations Division
Strategy and Market Intelligence
Director,
Strategy and Market Intelligence
Committees of the Supervisory Board
Wholesale
Division
Director,
Wholesale Division
Corporate
Communication
Director, Corporate
Communication
Support Units
Division
Director,
Support Services Division
Internal Audit and Risk Management
Director,
Internal Audit and Risk Management
Other information for shareholders and investors
Basic information
Effective from 16 May 2011, the company name of Telefónica O2 Czech Republic, a.s., was changed to Telefónica Czech Republic, a.s.
Trading in Telefónica CR shares in 2011
In 2011, Telefónica CR once again ranked among the most important companies on the Czech capital markets according to market capitalization and trading volumes. The total volume of trades in company shares on the main stock market of the Prague Stock Exchange (PSE) in 2011 was CZK 34.0 billion, compared to CZK 43.0 billion in 2010. Trading in Telefónica CR Czech Republic shares, measured by the total volume of shares traded, made up 9.2% of all trades on the PSE stock market. Telefónica CR shares confirmed in 2011 the position of the fourth most traded issue on the PSE from 2010. The average daily volume of trades in company shares in 2011 was down to CZK 133.7 million, compared to CZK 166.7 million in 2010.
As at 30 December 2011 (the last trading day on the PSE in 2011), the market capitalization reached CZK 123.4 billion, which ranked Telefónica CR the fourth on the PSE equities market. The price of the Company’s shares on the last trading day of 2011 reached CZK 383.1, up 0.42% on the year before, while the main PX index of the PSE closed on 911.1 points with a year-on-year decline of 25.61%. The share price of Telefónica CR reached its maximum of CZK 439.6 on 4 July 2011, and its minimum of CZK 372 on 13 and 15 December 2011. The average share price in 2011 was CZK 403.8, compared to CZK 416.2 in 2010.
The above-average dividend yield, aided by the high free cash flow generation and a low level of debt, makes Telefónica CR still a very highly regarded investment opportunity by investors.
Trading in Telefónica CR shares against the PX index in 2011
Dividends
At the Ordinary General Meeting of 3 April 2009 in Prague, the shareholders approved a dividend payment from a part of the 2008 net profit and a part of the retained earnings from previous years in the total amount of CZK 16.104 billion, i.e. CZK 50 per share of nominal value of CZK 100 and CZK 500 per share of nominal value of CZK 1,000, before tax. The record day for the payment of dividends was 9 September 2009 and the disbursement date 7 October 2009.
At the Ordinary General Meeting of 7 May 2010 in Prague, the shareholders approved a dividend payment from a part of the 2009 net profit and a part of the retained earnings from previous years in the total amount of CZK 12.884 billion, i.e. CZK 40 per share of nominal value of CZK 100 and CZK 400 per share of nominal value of CZK 1,000, before tax. The record day for the payment of dividends was 8 September 2010 and the disbursement date 6 October 2010.
At the Ordinary General Meeting of 28 April 2011 in Prague, the shareholders approved a dividend payment from a part of the 2010 net profit and a part of the retained earnings from previous years in the total amount of CZK 12.884 billion, i.e. CZK 40 per share of nominal value of CZK 100 and CZK 400 per share of nominal value of CZK 1,000, before tax. The record day for the payment of dividends was 7 September 2011 and the disbursement date 6 October 2011.
Dividend policy
The Company does not have an official long-term dividend policy at present. The Company has indicated several times that it did not intend to retain surplus cash and distribute it to shareholders. In the following periods, the Board of Directors will make annual proposals for the payment of dividend, based on a diligent analysis of the current and future performance of the Company, including the projected future cash flows and investments, business development costs and acquisition costs. This approach is in line with the investment strategy of directing investment into pro-growth areas, such as improvements to the fixed and mobile broadband service, mobile services, ICT solutions for business and the government, and the development of the mobile operation in Slovakia. Other investment plans include the modernisation and upgrade of IT systems with the view to simplify processes and make them more efficient, with the ultimate goal of greater operating efficiency.
To provide for the eventuality that the dividend capacity (limited by the amount of retained earnings from previous years and the profit of the current year) in the future is lower than the balance of cash surpluses, in 2011 the Company analysed other options for the distribution of other disposable funds. These options included:
a) Payment of a share premium;
b) Reducing the share capital through the nominal value of shares;
c) Acquisition of own shares.
Details of patents or licenses, industrial, commercial or financial contracts which have a significant bearing on the business:
1) Patents and licences
Telefónica CR has licence agreements for the following software products: application middleware (BEA), database environment (Oracle), operating systems (Hewlett-Packard, SUN and Microsoft), workstation software (Microsoft), CRM (Oracle), customer care and billing software with detailed billing functionality (Amdocs and LHS) and enterprise resource planning software ERP (SAP).
2) Industrial and commercial contracts
Telefónica CR maintained a diverse portfolio of technology suppliers in 2011. The main objective of the Company with respect to the contracted suppliers was to have competition on the supply side. All principal technology supply contracts are awarded by tender.
In 2011, the main suppliers of technology and related services to the Company were IBM Česká republika, Alcatel-Lucent Czech, AutoCont CZ, Vegacom, Siemens, Accenture Central Europe B.V., Indra, DNS, NextiraOne Czech, Amdocs Development Limited, LHS, Hewlett-Packard and Huawei Technologies Co.
3) Financing agreements
Financial obligations as at 31 December 2011 divided into short-term and long-term
(in CZK million):
Loans, bonds issued and other financial obligations:
EUR/CZK exchange used in the table for conversion purposes (as at 31 December 2011) is CZK 25.800/EUR.
The above loan and the other financial obligations were repaid in accordance with the relevant loan agreements or the Terms and Conditions of Issue. As at 31 December 2011, Telefónica CR had no overdue loan obligations.
Bonds issued by Telefónica CR
As at 31 December 2011, no bond issue was made under the bond programme.
Investments
Main investments made by Telefónica CR in the last two accounting periods (in CZK millions):
All principal investments were in the Czech Republic and in Slovakia and were financed from the Company’s own resources and on credit.
In 2011, Telefónica CR continued to implement an investment policy, which clearly favours the development and support of customer-oriented technologies with a growth potential for the future, and investments leading to a greater operating efficiency. As in the previous years, Telefónica CR invested in projects aimed at internal integration of mobile and fixed line services, and in the modernisation of its technology infrastructure.
The structure of investment expenditure reflected the existing customer demands for new trends in telecommunications services with a high standard and quality of execution, and the efforts to complete the integration processes for the delivery of convergent services, aimed at the strengthening of our market position of the converged operator.
The mobile segment was dominated mainly by investments in the implementation of the Company’s Mobile Broadband strategy (3G technology). The 3G covered approximately 73% of the population at the end of 2011. The market boom of the so-called ‘smart’ phones and devices, and the related surge in the use of data services, required that the Company invests significantly in the capacity of its networks, in particular the 3G network. In the area of fixed networks, investments were directed mainly to improvements in the transmission speed in connection with the successful launch of the VDSL technology in May 2011; and also in the quality of xDSL, IPTV, Voice over IP and value-added services.
As far as business solutions are concerned, the volume of investment followed the projects executed for customers; data connectivity and ICT projects continued to dominate this segment. The flagship solutions for business and the government in 2011 included the ongoing implementation of the data box information system for the public sector and the construction of an optical data network in the Pilsen and Karlovy Vary regions.
Investments in information systems, where the pursuit of enhanced customer experience and the foundations for new products and services (e.g. investments in the CRM systems and the new online portal through which customers can keep track of all their services and which allows for more targeted and effective marketing of new offers) were the common denominator, tallied with the strategy of convergent process integration. Customer experience improved also with the implementation of a project to reduce the number of complaints and claims from customers.
In Slovakia, the construction of a proprietary network continued, and investments went also into quality improvements of the existing CRM system, e-applications and project propositions for the business segment. Investments in the GSM network followed the requirements and conditions of the licence and system development. By the end of the year, Telefónica Slovakia had 975 2G BTS in operation, of which were commissioned in 2011, and the 2G network reached 95.2% of the population with signal at the end of 2011. Furthermore, by the end of the year, Telefónica Slovakia had 428 3G BTS in operation and its 3G network covered 31% of the population.
Key investments in the future
In the period 2012–2013, the key focus of investments in the Czech Republic will lay in the fixed and mobile broadband area, which is seen as a vehicle for future improvements, greater efficiency and broader uptake of telecommunications and data services. The Company will also invest in technology innovations in the area of ICT and innovative solutions in the area of marketing new services to customers. At the same time, it will continue to invest in improving the operating efficiency and in the modernisation of the existing technology infrastructure. In the future period, the Company will monitor and analyse the licensing conditions for the new generation (LTE) networks. In the area of fixed-line data services, the Company plans to focus on developing xDSL access and on highly-targeted investments in broadband over optical fibre.
The Slovak operation will continue to pursue a standard investment policy in the telecommunications sector, with an emphasis on efficiency improvements in the area of implementation of progressive technologies and customer policies, in order to deliver on the overall strategy and grow the share of the Slovak telecommunications market.
Fees paid to auditors in the accounting period
The cost of external audit activities performed by Ernst & Young for Telefónica CR in 2011:
Financial calendar
Date of release of the running financial results
Institutional investors and shareholders please contact
Investor Relations
Phone: +420 271 462 076, +420 271 462 169
Fax: +420 271 463 566
E-mail: investor.relations@o2.com
URL: http://www.telefonica.cz/en/investor-relations/
Address: Telefónica CR Czech Republic, a.s.
Za Brumlovkou 266/2
140 22 Praha 4
Information on persons responsible for the Annual Report
Luis Antonio Malvido, Chairman of the Board of Directors and Chief Executive Officer of Telefónica Czech Republic, a.s.
Jesús Pérez de Uriguen, 1st Vice-chairman of the Board of Directors and Director, Finance Division of Telefónica Czech Republic, a.s.
hereby declare that, to their best knowledge, the Annual Report gives a true and faithful reflection of the financial situation, business activity and the results of the Company and its consolidated whole for the past accounting period, and of the outlook on the future development of the financial situation, business activity and the results.
Luis Antonio Malvido Jésus Pérez de Uriguen
Chairman of the Board of Directors 1st Vice-chairman of the Board of Directors
and Chief Executive Officer and Director, Finance Division
In Prague on 15th March 2012
Appendix:
Report of the Board of Directors of Telefónica Czech Republic, a.s.
on relationships between the controlling and the controlled entity and on relationships between the controlled entity and other entities controlled by the same controlling entity for 2011
(pursuant to provisions of Section 66a(9) of the Act No. 513/1991 Coll., the Commercial Code)
Content
Part A Applicable period 245
Part B Entities forming a holding 245
Section I. Identification details of the controlled entity –
Telefónica Czech Republic, a.s. (Company) 245
Section II. Identification details of the controlling entity 245
Section III. Related undertakings 245
Part C Contracts and agreements between the controlled entity
and the controlling entity and contracts and agreements between the controlled entity and other related undertakings including details of performance and counter-performance provided under these contracts and agreements. 246
Part D Other legal acts between holding entities in the accounting period 2011 247
Part E Measures between holding entities in the accounting period 2011 247
Part F Conclusion 247
Appendix 248
List of companies directly or indirectly controlled by Telefónica, S.A. in the period from 1 January 2010 to 31 December 2011.
Part A Applicable period
The report pursuant to Section 66a(9) of the Commercial Code, on relationships between the controlling and the controlled entity and on relationships between the controlled entity and other entities – related undertakings controlled by the same controlling entity (Report) is compiled for the last accounting period, i.e. for the period started on 1 January 2011 and ended
on 31 December 2011.
Part B Entities forming a holding
Section I. Identification details of the controlled entity – Telefónica Czech Republic, a.s. (Company)
The company is registered in the Commercial Register of the Municipal Court in Prague, Section B, File 2322.
Registration date: 1 January 1994
Corporate name: Telefónica Czech Republic, a.s.
Registered address: Prague 4, Michle, Za Brumlovkou 266/2, postal code 140 22
Identification number: 60 19 33 36
Legal form: Joint-stock company
Section II. Identification details of the controlling entity
Controlling entity: Telefónica, S.A.
Registered address: Gran Vía, 28, 28013 Madrid, Spain
Identification number: A 28015865
The controlling entity held shares of the controlled entity in the aggregate nominal value of 69.41% of the share capital of the controlled entity.
Overall summary of shares in Telefónica Czech Republic, a.s.:
Section III. Related undertakings
Entities controlled by Telefónica, S.A.:
The list of relevant undertakings controlled directly or indirectly by Telefónica, S.A. forms the Appendix to this Report. The list was compiled from inputs from Telefónica, S.A. and verified using information from Commercial Registers or other available data.
Part C Contracts and agreements between the controlled
entity and the controlling entity and contracts
and agreements between the controlled entity
and other related undertakings including details of
performance and counter-performance provided
under these contracts and agreements.
In the applicable period, contracts between the controlled entity and the controlling entity and the related undertakings were entered into and performed under in the following areas: IT maintenance and service (warranty and post-warranty service and systems support), IT operations, SMC network management services, telecommunications services (carrier capacity), sale and installation of telecommunications technology, quality assurance in telecommunications networks, fixed-term deposits, organisational support, sharing of intellectual property and industrial ownership rights, trademark sub-licensing, email server capacity and related software protection, insurance, global wholesale roaming services at preferential rates, services of external call centres, foreign internships and training for employees, foreign currency accounts, derivatives transactions (ISDA), HR management services, global employee share plan programme, secondment of employees,
accounting and bookkeeping, monitoring of the fixed electronic communications network and the mobile electronic communications network.
These contracts were concluded with either the controlling entity Telefónica S.A., or with the following related undertakings: Telefónica O2 Business Solutions, spol. s r.o., TELEFONICA GLOBAL TECHNOLOGY S.A. UNIPERSONAL, CZECH TELECOM Austria GmbH, CZECH TELECOM Germany GmbH, Telefónica Slovakia, s.r.o., Telfisa Global, B.V., O2 Holdings Ltd., Altair Assurances, S.A., Telefónica UK Ltd., Telefónica Global Services GmbH, Telefónica Global Roaming GmbH, Atento Česká republika a.s., Telefónica Europe plc, Telefónica Finanzas, S.A. (TELFISA), Telefonica Europe People Services Ltd, Telefónica Germany GmbH & Co. OHG.
In keeping with the Commercial Code and other internal governance documents, the details of the contracts are regarded as a trade secret by the controlled entity. The controlled entity has not suffered any damage in connection with contracts and agreements concluded in 2011 between the controlled entity and controlling entity and between controlled entity and other related undertakings, under which performance and counter-performance was given, or in connection with the provision of performance and counter-performance in 2011 under contracts and agreements concluded before 1 January 2011.
In terms of the price and quality, performance provided under the above contracts always corresponded to the customary market conditions for third party services, while on selected occasions the Company benefited from synergies and the possibility to participate in globally negotiated conditions in various areas.
Part D Other legal acts between holding entities
in the accounting period 2011
In accounting period 2011, no other unilateral or other legal acts were made by the controlled entity on behalf of or instigation from the controlling entity or related undertakings, which would result in damage or profit, an advantage or a disadvantage to the controlled entity.
Part E Measures between holding entities in the
accounting period 2011
In accounting period 2011, no other unilateral or other legal acts were made by the controlled entity on behalf of or instigation from the controlling entity or related undertakings, which would result in damage or profit, an advantage or a disadvantage to the controlled entity.
Part F Conclusion
a) The Report was prepared by the Board of Directors of the controlled entity, Telefónica Czech Republic, a.s., and approved at the meeting of the Board of Directors held on 8 March 2012.
b) The Report was prepared using data and information obtained from the controlling entity and other related undertakings, other available documents, and using results of examinations of relationships between the controlled entity on the one hand and the controlling entity and other related undertakings on the other hand. The Board of Directors of the controlled entity, Telefónica Czech Republic, a.s., declares that it proceeded with the duty of care when collecting the data and information.
c) With regard to the fact that the controlled entity, Telefónica Czech Republic, a.s., is obliged by law to make an Annual Report pursuant to Act No. 563/1991 Coll., on accounting, as amended this Report will be appended to the 2011 Annual Report. Shareholders will have the opportunity to read the Report at the same time and under the same conditions as the financial statements.
In Prague, on 8 March 2012
Telefónica Czech Republic, a.s.
Board of Directors
Appendix
List of companies directly or indirectly controlled by Telefónica, S.A. in the period from 1 January 2011 to 31 December 2011
Glossary of terms and acronyms
A
ADSL 2+ (Asymmetric Digital Subscriber Line)
A more advanced and modern type of ADSL technology, which allows, among other things, to accelerate the data transmission speed to up to 24 Mbps. 6–16 Mbps is the optimum actual speed for the majority of households.
Android
An operating system by Google for smartphones.
Asymmetric transmission
Data transmission with different uplink and downlink speeds.
B
Base station
Base Transceiver Station (BTS) provides for radio connection with a mobile telephone. It typically supports several transceivers (TRX), each covering a specific area with radio signal.
BlackBerry
A technology for easy and safe access to email, calendar and data. Runs specifically on mobile devices by Research In Motion (RIM) from Canada.
Bluetooth
A technology of wireless device-to-device communication – e.g. mobile telephone and hands-free set, PDA and PC, etc. A mobile telephone with Bluetooth can communicate with other devices over a range of up to 100 metres, depending on the Bluetooth version used.
BPIN
Bank PIN (security code) is distributed together with the SIM card in the scratch field.
BTS (Base Transceiver Station)
BTS relays signal to mobile telephones.
Business Partner
A point of sale with a full range of mobile telephones and accessories, where a trained sales associate will help you with selection, activation and change requests.
C
Call redirection
A network function that allows for an incoming call to be redirected to any other receiving line, or to voice mail.
CAMEL (Customised Applications for Mobile networks Enhanced Logic)
A technology for direct communication between the roaming partner’s and home network during the connecting of a call placed by a prepaid customer. The roaming partner’s network can thus check the level of credit in the home network and connect the call accordingly.
CDMA (Code Division Multiple Access)
A digital transmission technology. Coded information is transmitted to several receivers at the same time within the same frequency band. Individual receivers use a dedicated decoding key to decode the data flow, and process only data meant for the receiver; other (‘foreign’) data is ignored.
Cell
A territory covered with a mobile telephone signal from a transceiver mounted on a BTS. One BTS can support several transceivers for several cells. In an open terrain, one cell may be 35 kilometres in diameter, however in an urban landscape, one cell may only cover one street.
Cellular network
A mobile network. An area covered with signal is split into smaller areas (cells) covered with individual BTS. A mobile telephone network typically consists of several thousands of cells.
CLIP (Calling Line Identification Presentation)
Caller identification.
CONEX
A direct connection of the O2 mobile telephone network centre with the local (company) PBX (Private Branch Exchange). This turns mobile telephones and the company telephone system into an integrated communication system that saves costs on calls between company branch lines and company mobile telephones.
Conference call
A mobile network service that allows a multi-party call.
CZK 100 discount on the postpaid tariff
If you subscribe to an O2 NEON tariff or O2 Business tariff and you activate O2 Internet, you get a discount of CZK 100 per month on your O2 NEON or O2 Business tariff. All you need to do is to enter your number associated with the O2 NEON tariff at the check-out in our e-shop. To take advantage of this offer, both services (O2 Internet and the mobile tariff) must be subscribed for the same duration of time.
D
DCS 1800 MHz
A standard for GSM mobile telephone networks. The main difference is that the network uses the 1,800 MHz frequency, which has a better quality signal compared to the normal 900 MHz. Both GSM standards are used in the Czech Republic (900 MHz and 1,800 MHz). Such networks are called ‘dual’.
DECT (Digital Enhanced Cordless Telecommunication)
A wireless digital technology connecting a telephone receiver with the base. It allows unmitigated movement within the range of the radio signal (typically 300 metres in open spaces and 50 metres indoors). Another solution achieving a similar effect is to install a wireless Private Branch Exchange that can support more receivers from one base.
Device blocking
To increase security, some devices can be restricted for use with the help of a special security code; the code is selected on the device (unlike PIN and PUK codes that are stored on the SIM card). Please consult the manual of your device on the use of the security code in the model you have.
E
EDGE
A technology for fast mobile data transmission. EDGE deployed in combination with the packet service (GPRS) can give a speed of up to 384 kbps. The telephone or modem must be EDGE-enabled to take advantage of the technology.
EFR (Enhanced Full Rate)
An improved sound coding in the GSM network, with the quality of voice nearing that of a CD player. Good signal quality is required.
F
FUP (Fair User Policy)
A service that protects regular users from the consequences of network overuse by heavy users. FUP gradually slows down the transmission speed to those users who use too much bandwidth, especially by downloading large volumes of data for too long a time.
G
Gateway
A device which acts as an interface between two different networks (e.g. mobile – internet; fixed access – mobile access, etc.)
GPRS (General Packet Radio Service)
A mobile data transmission technology. The transmitted data is divided into chunks, which are called packets. The destination address is attached to each such packet. Depending on the current network capacity, packets are transmitted to the terminal device, in which they are reassembled into the original data sequence. The terminal device (mobile telephone, modem) is connected permanently, but the transmission capacity of the network is used only when it receives or sends packets of data. The data transmission is charged based on the volume of data transmitted – not based on the duration of connection.
GPS
The GPS (Global Positioning System) allows for seeing the position of a device within a range of few metres. It is used mainly for satellite navigation and is now a standard feature of most smartphones.
GSM (Global System for Mobile Communication)
An acronym derived from the standard for mobile communication. GSM networks are often called second generation networks. They offer SMS, roaming, caller identification, call redirection, fax service, data, etc.
H
Hands-free
A device that allows hands-free calling from a mobile telephone.
HSCSD (High Speed Circuit Switched Data)
A technology used for data transmission in mobile GSM telephone networks which uses the so-called circuit switching. It uses multiple timeslots at the same time, which gives the mobile data transmission the much called-for speed. Available terminals use up to 4 timeslots and give a transmission speed of up to 43.2 kbps.
HSDPA (High-Speed Downlink Packet Access)
A technology in 3rd generation mobile networks (UMTS) that improves the data download speed to up to 14.4 Mbps. It is the most advanced technology of its kind used in the Czech Republic.
HSUPA (High-Speed Uplink Packet Access)
A technology in 3rd generation mobile networks (UMTS) that improves the data upload speed to up to 5.76 Mbps. It is the most advanced technology of its kind used in the Czech Republic.
I
IMEI
A fifteen-digit numerical sequence that carries coded information about the type and serial number of the device. IMEI is typically found on the back side of the telephone in the battery slot; alternately, it can be recalled to the device display by entering the code *#06#.
Intelligent Call Assistant (ICA)
Intelligent Call Assistant (ICA) allows calls from customers of other operators roaming our network to connect even if the number is dialled in the wrong format: common mistakes is dialling without an international dialling prefix, with one extra zero in the international dialling prefix (especially UK customers), using * instead of + in front of the international dialling prefix, etc. The system uses algorithms to correct the called number while respecting the numbering plan of the country. Calls that would not be connected otherwise due to an erroneous format (as before the service deployment) are redirected to ICA. Calls dialled connected are put through as usual and bypass ICA.
IPv6
A new generation of IP address which is 128 bits long. It is set to replace IPv4 which uses only 32 bits, which limits the number of available addresses; the available pool of unused addresses is almost exhausted. IPv6 will increase the number of addresses by several orders.
IrDA
A communication interface for mobile telephones and computers. Infrared radiation allows them to communicate with other devices within the range of direct visibility.
J
Java
A programming language. Applications (software, games…) in Java can be run on a mobile device (if the device supports Java script).
L
Li-Ion
A lithium-ion battery that is used to power wireless communication devices. Li-Ion batteries are lighter than older types of batteries, are relatively long-life and do not require full depletion – so they can be recharged any time.
Line
The basic technology for ADSL fixed internet access, O2 TV or calling from home via the O2 telephone network.
LTE
LTE (3GPP Long Term Evolution) is a fast mobile internet technology. It is formally classified as 3G, while its successor – LTE Advanced – will be a fully-fledged fourth-generation solution (4G). The theoretical downlink speed and uplink speed is 300 Mbps and 75 Mbps, respectively.
M
MMS
MMS (Multimedia Messaging Service) allows mobile telephones to send and receive not only text but also photographs and short videos. It is an improvement on SMS, which supports only text messages.
N
Network monitoring centre
A non-stop operation with a team of specialists that monitor the functions of all parts of the national data network. Any technical problems that may arise are dealt with remotely by the NMC team or engineers are despatched to the site. The O2 NMC centre is among the most modern in Europe.
NFC
NFC (Near Field Communication) is a technology for wireless communication between electronic devices over short distances; the standard specifies a maximum range of 20 cm, in reality it is more like 2–6 cm. The technology builds and improves on the standard ISO/IEC 14443 (contact-free cards, RFID), which combines the interface of the microchip Smartcards and of a wireless communication device. NFC is expected to propel the boom of mobile payments. Telefónica Czech Republic is a pioneer of NFC in the Czech Republic. Together with the City Transport Company in Pilsen (PMDP), Telefónica Czech Republic came out with ‘Pilsen Card’, an NFC application for mobile phones already in 2009.
NiCd
A nickel-cadmium battery is a long-life rechargeable battery that typically lasts up to 700 charging cycles (charge and deplete). If the battery is not fully depleted before recharging, the so-called memory effect can reduce its useful life.
NiMH
A nickel-metal hydride is an accumulator battery that holds more energy than NiCd batteries and has less of the memory effect (the need to fully deplete the battery to prevent the shortening of its life). It is typically more expensive than Ni-Cd batteries.
Node B
A UMTS base station – similar to BTS in the GSM network – provides for communication between the mobile network and a mobile telephone or another device using radio frequencies.
O
OLED (Organic Light-emitting Diode) display
A new generation display with excellent technical parameters: more than 16 million colours, a wide viewing angle, the image is high clarity and high contrast with extremely sharp rendering. It is very energy efficient and requires low operating voltage.
OTA
OTA (Over the air) is used for service activation and changes to services without the need to connect the device to a computer. Hardware manufacturers can thus offer users remote updates of the operating software.
P
PAC ID
An identification number that precisely guides a number porting request between operators. The sequence has eleven characters.
PBX (Private Branch Exchange)
A solution of inter-company telecommunications. PBX supports a maximum of 100,000 subscriber units. Different PBX rely on different technology and also differ in the number of branch lines they support.
PDA (Personal Digital Assistant)
A pocket computer combining the functionality of a mobile telephone and a personal computer.
PIN (Personal Identification Number)
A numerical security code. It is used, for instance, to protect the SIM card from unauthorised use. In this case you were given it when you purchased your SIM card. If a wrong PIN is entered three times in a row, the SIM card is blocked and can be unblocked by using the PUK code.
PPPoA / PPPoE
PPPoA / PPPoE is a type of protocol that facilitates data transmission in the internet network. The older type of PPPoA does not support new trends and technologies and fast internet. PPPoE is the current standard in most European countries and supports faster internet and digital television broadcasting.
Prepaid services
A popular method of using telecommunications services; the customer does not commit to the operator in a written contract. Mobile services are paid for through prepaid credit. The credit is charged depending on the service used (calling, SMS, MMS, internet access, etc.). When the credit runs out, it must be topped up to ensure the continuation of service.
Pricing of O2 NEON tariffs
If you are subscribed to O2 NEON and choose O2 Internet for CZK 600 per month, you are eligible for a discount of CZK 100 per month on your O2 NEON subscription. All you need to do is to enter your number associated with the O2 NEON tariff at the check-out in our e-shop. To take advantage of this offer, both services (O2 Internet and O2 NEON) must be subscribed for the same duration of time.
PUK
An eight-digit numerical security code that will unblock a SIM card after previous repeated failed attempts to enter PIN. If PUK is entered incorrectly 10 times, the SIM card is blocked for good and its holder must seek professional assistance in the operator’s brand store.
R
Roaming
A function in the GSM mobile network that allows for a mobile telephone to be used in GSM networks of other operators abroad. Roaming services are billed based on inter-operator roaming agreements.
S
Sales Office
A team of certified sales representatives who will see customers in their own offices or in your company.
SAR
SAR (Specific Absorption Rate) is the energy absorbed by a body exposed to the radiofrequency field. Its unit is W/kg, which is the absorption rate per 1 kilogram of weight. The limit in Europe is max. 2.0 W/kg for the head and the torso.
Set-top-box
A device that receives digital broadcasting signal and converts it into images on the connected television set. In addition to channel switching it supports many other functions.
SIM card
A card with a chip containing identification information – the operator’s network, phone number, activated services, billing, credit, etc. Mobile telephones require a SIM card to be inserted before they can connect to the network. The SIM card is protected using the PIN security code. SIM cards have a built-in (very small) memory for storing telephone numbers or SMS received.
SIM card blocking
A SIM card can be blocked by the user or by the operator. A user can block a SIM card if they enter a wrong PIN code three times. Unblocking is possible only with the so-called PUK code. If a wrong PUK code is entered, the SIM card is blocked for good. An operator will block a SIM card (access for the SIM card to the network) in the event of a breach of the contract or on request of the user (e.g. in the case of theft).
SLA
SLA (service level agreement) is an agreement to deliver in a certain quality; sanctions apply when it is breached.
SMS centre
An exchange for despatching short text messages. If the recipient’s mobile device is off the network, the message is stored in the network’s SMS centre for limited time.
Splitter
A device that splits data traffic from voice traffic in a single fixed telephone line.
Symbian
An open-source operating system by Nokia for mobile devices; it supports a wide range of smartphone applications.
T
Tablet
A portable computer with a touchscreen display, typically 7–10 inches in diameter. iPad from Apple became the first tablet to conquer the mass market; it was followed by a number of other devices, with the Android operating system from Google for the most part. Tablets can be equipped with a built-in 3G module to stay online also in areas without WiFi coverage.
TDMA (Time Division Multiple Access)
A technology used to carry multiple calls in the GSM network. One transmission frequency is shared by several calls based on time division. Each mobile telephone sharing the frequency is assigned a short window within which it receives or transmits on the frequency. The devices alternated in sending/receiving very fast. The sequence of those short windows creates a timeslot during which the mobile telephone communicates with the mobile network’s base station and vice versa.
Telematics
Telematics allows for a mobile connection to be used to collect data to be processed later. It is used, among other things, to monitor the movement of vehicles.
TFT (Thin Film Transistor) display
A type of display made of great many small transistors, each controlling a single pixel. This construction gives a very good quality image as it prevents shadows caused by display movement, and has a contrast of up to 100:1, which is ideal for fast animation. Its energy efficiency and thinness compared to older model add to its advantages.
Timeslot
A transmission channel between a mobile device and a base station in the mobile network, which is made up of quickly alternating and sequenced time windows of receiving/transmitting on a given frequency. A GSM frequency can support 8 timeslots. Mobile data transmission technologies (HSCSD and GPRS) allow using several timeslots simultaneously.
U
UMTS (Universal Mobile Telephony Standard)
The so-called 3rd generation (3G) mobile telecommunication network, which allows data transmission at a speed of up to 42 Mbps.
USSD (Unstructured Supplementary Service Data)
This technology allows operators to provide specific services, such as seeing the amount of credit when calling from abroad, call redirection, etc. Special prefixes activate specific services in the network.
V
VDSL
VDSL (Very High Speed DSL) is a technology for faster data transmission in the existing telephone network. Customer who are within 1.3 km range from the exchange, i.e. approximately a half of all Czech households, can make use of the benefits the technology brings. The high transmission speeds that VDSL offers (up to 25 Mbps downlink and 2 Mbps uplink) are ideal for new applications and the simultaneous running of O2 TV digital television and multiple internet connections at home.
Video Library
The Video Library gives O2 TV customers the option to select and buy programmes via their television screen. Video Library is a virtual video rental directly in your television.
Voice-enabled searching
The search item does not need to be written into the search engine field – saying it is sufficient.
VOIP (Voice over IP)
A call of which a part is carried via the internet. The voice is converted into a data sequence and it is carried via broadband internet lines. Unlike a normal call when the call engages the whole line for its duration, internet telephony can run simultaneously with regular data transmission or other calls.
VPN (Virtual Private Network)
A Virtual Private Network allows for communication between remote devices as if they were in one local network. The service connects all mobile telephones of a company into one virtual network connected to a PBX. Calling between mobile telephones in the virtual network can be done with only short format numbers and user privileges can be configured, as in the case of PBX. The calls within VPN are also charged at very low rates.
W
WAP (Wireless Application Protocol)
A data format for viewing special versions of websites on mobile phone displays. WAP is not so widely used any more as smartphones can display websites in a similar structure and detail as we know from a PC.
WiFi
A wireless network technology that allows the device to be online in the vicinity of the access point. WiFi wireless networks are easy to set up at home, to benefit from your ADSL/VDSL connection on all your household devices – PCs, tablets and WiFi-enabled mobile phones. The network operates in an unlicensed band on the 802.11 standard. O2 offers the so-called HotSpots service for internet access for PCs and mobile phones (enabled for this service).
WiFi modem
A device that is needed to connect a computer (or a computer network) to the internet via the ADSL technology. The WiFi modem is connected to the telephone line and covers the near range with a wireless network, so that multiple computers or other devices can be online simultaneously.
Telefónica Czech Republic, a.s.
Za Brumlovkou 266/2, 140 22 Prague 4, Czech Republic
Phone: 840 114 114
Press Centre: 800 163 342
CIN: 60193336
www.telefonica.cz/en/
Annual Report 2011
© 2012
Published by: Telefónica Czech Republic, a.s.
Concept, design, realisation: Dynamo design s.r.o.
Photographs of Company management: Jan Brač and archive of Telefónica Czech Republic, a.s.
Photographs of chapters: Google Maps – ©2012 Google
CAUTIONARY STATEMENT: Any forward-looking statements concerning the future economic and financial performance of Telefónica Czech Republic, a.s. contained in this Annual Report are based on assumptions and expectations of the future development of factors having material influence on the future economic and financial performance of Telefónica Czech Republic, a.s. These factors include, but are not limited to, public regulation in the telecommunications sector, the future macroeconomic situation, and the development of market competition and related demand for telecommunications and other services. The actual development of these factors, however, may be different. Consequently, the actual future results of the economic and financial performance of Telefónica Czech Republic, a.s. could materially differ from those expressed in the forward-looking statements contained in this Annual Report.
Payment services
Telefónica CR has been providing payment services to its customers in keeping with the Act No. 284/2009 Coll., on the payment system, already from 1 November 2009. The services allow customers raise a payment order and use their mobile device or fixed line to pay for goods or services provided by third parties. The customer has a choice of several methods of payments; the most widely used method is via Premium SMS, which, in 2011, was opted for by 435 thousand customers per month on average. The so-called Audiotex (Premium-rate Telephone Number) service was the second most popular payment method, with an average monthly payment per customer of CZK 913, up 21.1% year on year. The total of funds used to pay for goods and services, via the two aforementioned methods of payment, reached CZK 806 million in our network alone in 2011.
Also in 2011, Telefónica CR, in collaboration with other mobile operators, members of the Association of Mobile Network Operators, continued its campaign ‘Plať mobilem’ (www.platmobilem.cz, ‘Pay with Your Mobile’). Its role is to promote mobile transactions in the amount between CZK 20 and CZK 1,500 that can be made using a mobile data capable mobile telephone. Telefónica CR offers the service, m-platba, in its portfolio.
In October 2010, Telefónica O2, together with several Czech banks (Česká spořitelna, a.s., GE Money Bank, a.s., Raiffeisenbank, a.s., UniCredit Bank Czech Republic, a.s.), mobile operator Vodafone Czech Republic, a.s., and A-communications (Malta) Limited, started MOPET CZ, a.s., a company incorporated in the Commercial Register on 3 November 2010. The company’s business is to launch a new mobile payment method in the Czech market, to provide an alternative to cash payments for goods and services.
Delays in the launch of a new mobile payment service under the brand Mobito (a project by Mopet), which were caused by a change in the supplier of the transaction platform (August 2011), were shortened to the maximum by an intensive effort put in by all participating partners. The launch of the pilot service is planned in the first half of 2012.
As in the previous years, also in 2011 Telefónica CR continued its pilot of NFC (Near Field Communication) for mobile devices. In cooperation with Komerční banka, Citibank, Globus, Visa Europe and the suppliers of NFC technology (G&D and Oberthur), Telefónica CR launched a contactless Visa card in the mobile application O2 Wallet in July 2011. In November, the project was expanded to include the already ongoing project of the Pilsen travel card in a mobile. In 2012, both pilot projects will be seamlessly carried over to a live operation of contactless mobile NFC services.