Reputation Impactfrom SustainabilityThe Telenet CaseJan van der Kaaij , Barcelona, 5th June
IntroductionThe Telenet CaseProcess and Key LearningsQ&A
innovativesustainablehuman centeredeffectivesolutions driveninvolved16 years experience in “Creating Better Business”Bette...
Frontrunners in sustainability clearly outperform laggards:but how to create business impact?Source: Harvard Business Scho...
Telenet: a cable company with a strong track record6 Fully upgraded, bi-directional 600 MHz network Continuous stable le...
Active in one of Europe’s most attractive cable markets7 High GDP/capita relative to other Europeancountries Flanders ar...
With a focus on value creation for all stakeholders8Shareholders EmployeesBrand & customers Social & environmental2,24480%...
Masterplan developed to accelerate LEAP:integrate sustainability better into the business• Long term, sustainability is a ...
Reputation is key focus for senior management2012 2013 2014 2015OrganisationFocusVP Sust. runningEstablish KPI’sInstall Su...
Progress on Benchmarking:58% growth in Dow Jones Sustainability Index performanceSource: Telenet, DJSI results
Progress on Benchmarking:14% growth on CSR RepTrak since 2009Source: Telenet, 2009-2012 RepTrak study LGI.
The challenge of “be good and tell it”Perceived and actual sustainability over 3 yearsSource: Telenet, DJSI 2009-2012 RepT...
Source: Dow JonesSustainabilityIndex, September 2012To shareholders, Telenet is now in the Global Top 20 ofmost sustainabl...
With plenty of reputation challenges since thebusiness scope of Telenet is changingTelenetcompetitorstodayTelenetcompetito...
So how did we create impact and what did we learn?
•••
Key learnings of the Telenet case 2010-2013• A structured, recognizable process (such as GLOBE-US) is animportant catalyst...
Reputation Impact from Sustainability: The Telenet Case
Reputation Impact from Sustainability: The Telenet Case
Reputation Impact from Sustainability: The Telenet Case
Reputation Impact from Sustainability: The Telenet Case
Reputation Impact from Sustainability: The Telenet Case
Reputation Impact from Sustainability: The Telenet Case
Reputation Impact from Sustainability: The Telenet Case
Reputation Impact from Sustainability: The Telenet Case
Reputation Impact from Sustainability: The Telenet Case
Reputation Impact from Sustainability: The Telenet Case
Reputation Impact from Sustainability: The Telenet Case
Reputation Impact from Sustainability: The Telenet Case
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Reputation Impact from Sustainability: The Telenet Case

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'Reputation Impact from Sustainability: The Telenet Case' as presented by Jan van der Kaaij, managing partner Between-us, at the Reputation Institute’s 17th International Conference on Corporate Reputation, Brand Identity and Competitiveness in Barcelona, June 2013. It discusses the link between corporate reputation and CSR performance using the live example of Belgian cable company Telenet.

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Reputation Impact from Sustainability: The Telenet Case

  1. 1. Reputation Impactfrom SustainabilityThe Telenet CaseJan van der Kaaij , Barcelona, 5th June
  2. 2. IntroductionThe Telenet CaseProcess and Key LearningsQ&A
  3. 3. innovativesustainablehuman centeredeffectivesolutions driveninvolved16 years experience in “Creating Better Business”Better people, better planet, better profit
  4. 4. Frontrunners in sustainability clearly outperform laggards:but how to create business impact?Source: Harvard Business School, Working Paper 12-035 May 9, 2012 "The Impact of aCorporate Culture of Sustainability on Corporate Behavior and Performance, Robert G. EcclesSource: MIT Sloan Management Review, summer 2012, How tobecome a sustainable company, Robert G. Eccles,….Requirements for success:• Leadership commitment• External engagement• Employee engagement• Execution processes
  5. 5. Telenet: a cable company with a strong track record6 Fully upgraded, bi-directional 600 MHz network Continuous stable level of investments Active node splitting to create next-gen network EuroDocsis 3.0 powered broadband products Full interactive digital HDTV platform with true VOD Active beyond cable: WiFi and mobile Customer Loyalty closely measured: management rewardsystem based on customer satisfaction levels Leading service levels through efficiency Continuously low levels of churn relative to peers Strong revenue growth and significant runway ahead Sustained focus on efficiency, disciplined cost control Vast majority of capital expenditures success-based Prudent, pro-active balance sheet management Strong, diversified management team Balance between long track record and outside experience Great company culture, promote from withinStrong networkProductleadershipService is keySolid financialsOur peopleA strongchallengerbrandSource: Telenet
  6. 6. Active in one of Europe’s most attractive cable markets7 High GDP/capita relative to other Europeancountries Flanders areamore prosperousascomparedto southern partof BelgiumGDP/capita(2011, in €)Population density(Inhabitants per square km, 2010) Relativelyhigh population densityprovidesoperationaland network operatingadvantagesas comparedto other regionsSource: Telenet
  7. 7. With a focus on value creation for all stakeholders8Shareholders EmployeesBrand & customers Social & environmental2,24480%49%EmployeesEmployee satisfaction(**)Jobs internally filled86%2 out of 3681%Brand familiarityEU reputation ranking(*)Customerloyalty indexWorldwideSuper Sector Leader(*) According to the Pulse Study2012, selection based on 36 European cable and telecom companies(**) Calculated as per “net promotorscore” methodology8%Revenue growth(CAGR 2009-13E)Adj.EBITDAgrowth(CAGR 2009-13E)Stockperformance(total return since Dec 31 2010)8%+74%Source: Telenet, FY2012 Telenet IR Presentation
  8. 8. Masterplan developed to accelerate LEAP:integrate sustainability better into the business• Long term, sustainability is a key driver for innovation for any playerin the Telecom industry• Staying ahead requires alternative drivers for success:Masterplan LEAP 2013-2015Source: Telenet
  9. 9. Reputation is key focus for senior management2012 2013 2014 2015OrganisationFocusVP Sust. runningEstablish KPI’sInstall Sust. BoardSust. Board runningIntegrated reportingStakeh. involvementMonitor & improveSust. Board runningIntegrate in businessVP Sust. supportMonitor & improveBusinessrunningSust. Board supportExternal involvementMonitor & improveEmployeeengagementSupply ChaininclusionExternalleverageDrive InnovationSustainabilityvision andstrategy 2015In 2015, Telenet hasa top 3 positionamongst the mostsustainableconsumer brands inBelgiumBuild & RefineBuild sustainabilityorganisation, involvepersonnel, improveexternal validationEnhance performanceConnect People, Planet &Profit, monitor performance,professionalize organisationRedefine strategyRedefine sustainabilityambitions and strategyFocusedExecutionImprove results by fullintegration ofsustainability intobusinessSource: Telenet
  10. 10. Progress on Benchmarking:58% growth in Dow Jones Sustainability Index performanceSource: Telenet, DJSI results
  11. 11. Progress on Benchmarking:14% growth on CSR RepTrak since 2009Source: Telenet, 2009-2012 RepTrak study LGI.
  12. 12. The challenge of “be good and tell it”Perceived and actual sustainability over 3 yearsSource: Telenet, DJSI 2009-2012 RepTrak study LGI.201020112012Improve ontellingyourstoryImprove thecontentofyour story
  13. 13. Source: Dow JonesSustainabilityIndex, September 2012To shareholders, Telenet is now in the Global Top 20 ofmost sustainable companies
  14. 14. With plenty of reputation challenges since thebusiness scope of Telenet is changingTelenetcompetitorstodayTelenetcompetitorstomorrowSource: RepTrakQ3 2012, Telenet results
  15. 15. So how did we create impact and what did we learn?
  16. 16. •••
  17. 17. Key learnings of the Telenet case 2010-2013• A structured, recognizable process (such as GLOBE-US) is animportant catalyst for creating business impact from sustainability• To enhance business integration of sustainability, materiality basedKPIs are mandatory; but avoid instrumentalism• External benchmarks such as DJSI and RepTrak are powerful alliesin the required change coalition at Senior Mgt level• A common framework-language is required to cement CSR-sustainability in the company culture

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