Annual report 2012

Key strategic projects

Through strategic projects, the Telekom Slovenije Group is introducing improvements in different areas of operations. These projects will contribute significantly to achieving the Group’s established strategic objectives.

  • Development of digital media in Slovenia
    One of the Telekom Slovenije Group’s key guidelines relates to the very rapidly developing and changing digital content and service industry. The aforementioned content and services are available to users via digital media, and are monetised directly or through advertising. This strategic project focuses on increasing revenues from the sale of advertising space and payable content and/or services with the aim of becoming the largest manager of digital media in Slovenia.
  • Re-engineering of business processes – 5P
    The core objective of this project is to increase the efficiency of business processes, and to make them competitive on the domestic market and comparable with international operators. Rationalisation measures were defined to that end in 2011, with implementation beginning in 2012. The comprehensive re-engineering of the first four processes, focusing on the customer, was carried out, and the timetable for implementation drafted and approved.
  • Optimisation of working capital
    The objective of this project is to ensure the effective management of both components of working capital: current assets and current liabilities. The management of working capital allows the Company to generate sufficient cash flows for the repayment of current financial and operating liabilities. A system of indicators was set up in the scope of the project, while the management of individual components of working capital was introduced. An analysis of indicators allows management to identify areas that require special attention.
  • Optimisation and the sale of real estate
    The aim of this project is to optimise the use of business premises. This means that the Telekom Slovenije Group will not hold commercially and technologically redundant premises, or that premises will be earmarked for multi-purpose use with minimum maintenance and operating costs. The sell-off of redundant premises and other interventions have resulted in an increase in available cash flows and a decrease in costs.
  • Establishment of comprehensive risk management within the Telekom Slovenije Group
    In the scope of this project, we drafted a risk management policy with clearly defined competences and responsibilities, integrated risk management into decision making processes, drafted a register of risks and a proposal for the more precise assessment of risks, and laid down the bases for defining key risk indicators (KRIs).

The project was based on the adopted plan to establish a comprehensive risk management system within the Telekom Slovenije Group, which is already in the process of being implemented. To that end, a methodology for assessing and reporting risks was adopted, and a risk committee established. The use of the aforementioned methodology was presented at workshops organised for the entire Telekom Slovenije Group.