INTERNAL PERSONNEL REGULATION
OTE’s latest Internal Personnel Regulation, allows company’s management to adopt and implement an integrated Human Resources (HR) Management and Development Program, improving thereby company’s operational performance in a highly competitive and constantly changing market environment. As a result of the implementation of the revised Internal Personnel Regulation, the company was given the opportunity to renew its workforce, via the recruitment of highly trained and experienced new employees, either from within the companies of the Group or directly from the market, and simplify or rationalize its recruitment and evaluation processes.
COMPANY’S POLICY REGARDING DISPARATE EMPLOYEE CATEGORIES
All OTE employees, including those seconded from subsidiaries, fall under the same performance evaluation and reward system, as well as to the same regulations regarding working hours, job rotation and promotions, irrespective of the years of employment with the company.
Furthermore, following the completion of OTENET’s absorption by OTE, the 400 OTENET employees will be incorporated in OTE’s organizational structure, in accordance with applicable legislation (the process is expected to be completed within 2008). These employees will continue to be subject to the same regulatory and payroll provisions which already apply for them. They will however be incorporated in the evaluation and reward system that applies for existing OTE employees. In addition, they will be eligible for promotions to senior positions under the same terms and conditions that apply for OTE’s employees.
The 241 new employees, who were recruited in 2007 enhanced company competences in the areas of technology and IT, management and finance. The following graph depicts the distribution of OTE employees at the end of 2007 per function:
MANAGEMENT OF HUMAN RESOURCES
The administration of human resources is being implemented via the application of various IT solutions. Notwithstanding, the new Internal Personnel Regulation, as well as the existence of several different payroll systems (depending on the years of employment, academic qualifications and type of employment contract) require an integrated IT solution.
In 2007, OTE commissioned a new Human Resources Management software to replace all existing solutions and ensure optimal results.
OTE Employees per Function 2007
DEVELOPMENT OF HUMAN RESOURCES
The demanding and highly competitive environment in which OTE operates presupposes the adoption and implementation of a comprehensive human resources development program. This program ought to be customized and also address the special features of each position in the company.
On this basis, one of the key projects for 2008 involves the identification of job tasks and operations per business function, based on the new job descriptions and their classification into job families. This project will set the foundations for the development of Human Resources Management Systems that will involve:
1. Professional development and career advancement opportunities
2. Compensation, benefits and incentives for employees 3. Training, specialization and personnel’s optimal
management
EVALUATION SYSTEM
In 2007, the company implemented a new personnel evaluation system for non-executive staff, aiming to motivate and reward employees.
The new system aims to evaluate employee skills based on individual performance, their efficiency, dedication and performance with regards to task completion and target realization.
A key breakthrough in this system involves the interactive feature of an interview that is held between the ‘appraiser’ and the employee that is being evaluated. The interviewer, evaluates the performance of the employee during a given period in time, identifies the employee skills that need to be further developed and then thoroughly presents and justifies his/her viewpoint and evaluation summary to the interviewee.
The new evaluation system aims to:
• Upgrade the role of the employee in the evaluation process by promoting active participation and the exercise of self-awareness on the part of the emloyee
• Enhance the transparency of the evaluation process
• Ensure fair rewarding
• Motivate professional development and excellence
• Identify training needs
Moreover, the new evaluation system endorses the applicable job rotation policy of the company and therefore prepares employees for a change either in tasks or position.
2007 OVERVIEW
Key projects carried out by the OTE Human Resources Department in 2007 include: at Work» (ELOT 1801) systems in business functions, and expansion of the Quality Management System (ISO 9001) for OTEshops, in particular applied to 11 new stores, now reaching 127
• Launch of implementation of the “OTE-BPM” project which refers to “the provision of development services for OTE’s Business Practise Framework, Ownership Model, and Methodological Development and Management of Business Practice Framework”
• Completion of the digitalization of all company circulars and of their web upload
In 2008 the company will also focus on the following:
• Identification of personnel needs, pursuant to new job
COMPENSATION POLICY
OTE’s compensation policy and more specifically the rewarding system, was implemented for the first time in 2007 in line with the target-setting, evaluation and personnel rewarding system, which is defined by a regulated process based on fair distribution. Reward in the form of ‘bonuses’ may be granted by the management team to employees, in cases when performance and task realization exceed predetermined targets.
PERSONNEL TRAINING
OTE’s active contribution to the technologically advanced and constantly evolving telecommunications setting underlines the importance of life-long training and professional development of its employees. As a result, OTE’s foremost objective is to provide access to new training opportunities that will ensure successful careers and personal development for all employees. The realization of this important goal has been assigned to OTEAcademy (further information on page 116)
Employee participation in training programs organized either by OTE or by professional development institutions, has increased over the past two years. The collaboration between OTE’s Human Resources Department and OTEAcademy (a company of the Group, responsible for the organisation of professional development programs) has resulted in the development of educational seminars that open the doors to new and specialized fields of expertise.
Upon completion of the training programs, trainees are awarded vocational qualification certificates.
The topics that are covered in the seminars vary, depending on the training needs derive from the company’s goal-setting system and employee requests and recommendations. Overall, OTEAcademy seminars respond to the training needs arising from the rapid developments in the telecommunications market and reflect OTE’s momentum for excellence in business practices.
In 2007, 6,800 ΟΤΕ Group employees (almost double compared to 3,500 employees in 2006) attended training seminars in the fields of:
• Telecommunication Technologies
• IT
• Customer Service
• Sales
• Human Resources Development
• Regulatory Issues
• Finance
During the year, 830 employees holding executive positions attended training seminars on the implementation of the company’s evaluation system.
CORPORATE
RESPONSIBILITY
Corporate Responsibility is an integral part of OTE’s corporate strategy and business operations. The company is committed to optimising and building upon its “Building Ties” CR program that entails OTE’s social participation and responsibility towards society, the environment, the marketplace and the employees of the Group, placing emphasis on OTE’s key operations, telephony and broadband services.
During 2007, OTE’s “Building Ties” Corporate Responsibility program reflected OTE Group’s strategy, which endorses the development of a dynamic, socially responsible and financially robust business model in all of OTE Group’s countries of operation.
The development of the program is based on international standards. The strategic directions of the program as well as the practices of the company resulted in OTE program’s rating
“C”, according to the Global Reporting Initiative for Social and Environmental Reports (GRI) and the Sustainability Reporting Guidelines.
In 2007, as part of the “Building Ties” program, OTE implemented numerous projects with regards to the marketplace, employees, society and the environment.