People challenge

For Tele2 to become a great place to work, we shall reinforce an organization that is performance driven, fosters talent and encourages long term careers. We will achieve this by developing our top talents with an increasing number of internal recruitments. It is also of uttermost importance that our strategy and culture are aligned, so that we not only say the right things but actually do the right things.

Key priorities

• Be a great place to work with clear and open leadership.
• Align our Tele2Way culture and strategy.

Success case

The LISA (Leadership Information SummAry) survey includes three questions which give an indication of what our employees think of the company, its management team and internal information. Research has shown a strong correlation between increasing LISA score and profitability. Over the last three years, the LISA Index for the Tele2 Group has increased from 52 in 2008 to 61 in 2010. Over the same period, the service industry average has been 48. The perception of Tele2’s top management has increased year by year. Employees perceive Tele2 to be managed in a satisfactory way and information from the senior management is deemed appropriate. Internal communication has been a focus area during the year. Our CEO continuously shares his views about the development of the company on the intranet and so do several other members of the senior management team. This has increased clarity about our where we are heading. During the same period of time, our EBITDA has increased from SEK 8.2 billion in 2008 to 10.3 billion in 2010.

Both Tele2 Netherlands and Tele2 Russia received awards for “Best Place to Work” in the telecommunications industry.