INTERNAL

GROUP POLICY
People Valid from: 2017-06-24
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Policy owner: EVP & Chief People Officer

Approver: President & Group CEO

1 Group Policy Owner Mandate

The Group Policy Owner People is given a mandate to assess and manage
organisation, employees and corporate culture based on the overall strategy of
Telenor. This mandate aims to ensure that Telenor has:

 Competence – through hiring and developing experts & leaders

 Organisation – by organizing for both efficiency & innovation
 Culture – by developing a customer-driven and collaborative culture

2 Requirements

2.1 Telenor Way and Leadership

2.1.1 Telenor Way

The Telenor Way framework shall act as a guide for all behaviour and decision-
making in Telenor, and thus be the foundation of the corporate culture. Telenor
shall create awareness, commitment and compliance and train all employees on
the Telenor Way Framework.

2.1.2 Leadership
Telenor’s Leadership Attitudes are:
 Explore
 Engage
 Empower
 Execute

Managers in Telenor shall use the Leadership Attitudes as a guide for behaviour
and decision-making. Telenor shall implement these Leadership Attitudes and
assess how they may best support local culture.

2.2 Diversity in workforce

There shall be continuous focus in the people related processes to have diversity
based on age, nationality, gender and ethnicity.
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2.3 Learning tools

All employees shall be informed of and are encouraged to use Telenor’s global
learning management system, Telenor Campus.

2.4 Recruitment, onboarding, reintegration and termination

2.4.1 Recruitment

The recruitment process in Telenor shall be transparent, non-discriminatory and

in alignment with the Codes of Conduct. Recruitment standards shall support
Telenor Group’s reputation as an attractive employer.

All job vacancies where there is no planned successor shall be posted on the
internal job market of the respective BU and, if applicable, across Telenor Group.
All employees shall be given access to the Telenor Group’s internal job market
and its vacancies.
The selection process of the job candidates shall be in accordance with local laws
and shall aim to secure diversity. Candidates shall be selected based on
experience and competencies, and a match between personal values, attitudes
and the Telenor Way.

Recruitment for a position in the Telenor Management Arena shall happen

through the People Committee and in accordance with the Group Authority
Matrix.

2.4.2 Onboarding
All employees shall within three months after the commencement of
employment, have taken part in an onboarding programme. The onboarding
introduce the employee to Telenor and help the employee feel a sense of
belonging and create impact as soon as possible. It shall include basic
information about:
 Telenor
 Business Unit
 Business strategy and key performance drivers
 The Telenor Way
 Terms of employment

2.4.3 Reintegration
All employees who are on long-term absence from work shall be adequately
reintegrated when they return to work.
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2.4.4 Termination
The exit process used by the BUs shall be in line with relevant laws, be non-
discriminatory and in alignment with the Code of Conduct. Feedback from leavers
should be recorded, aggregated and analysed.

2.5 Performance and Development

2.5.1 Employee Engagement Survey (EES)

Telenor shall annually conduct an employee engagement survey (EES). All
Employees shall be given the opportunity to participate in the EES survey and
the following EES workshops, and freely express their opinion.

2.5.2 Role descriptions

The BU shall adapt to the Group framework for job types/families and role
descriptions. The role descriptions shall outline the main responsibilities, work-
domain, tasks and competence requirements for each function. A template for
role descriptions is available in Workday.

2.5.3 Telenor Development and Performance Process (TDP)

All business units shall adapt to the Group performance and development
process (TDP) as described in the Group Manual TDP. The TDP shall aim to:
 Cascade the strategy of Telenor Group and the Business Unit to teams and
individuals
 Review performance and potential of employees
 Update the personal development plan for the individuals
 Secure on-going feedback to the employee
 Develop the talents, both managers and experts

2.5.4 Workforce Planning

Telenor shall conduct a holistic workforce/competence planning across all units.
The planning shall proactively forecast the needs for competencies and capacity
on a short and long term basis to meet current and emerging business targets.
The process shall follow the defined Group process.

2.6 Reward
Reward in Telenor shall contribute to attracting, engaging and retaining the right
employees with an aim to deliver sustainable value for shareholders in
accordance with the Telenor way.
The following key principles shall be applied:
i. Reward for performance.
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ii. Support balanced goals

iii. Offer competitive total reward

Remuneration shall as a minimum meet relevant national legal standards, and

the basis on which employees are being paid shall be documented.
Employees who are nominated by Telenor to serve on the Board of Directors of
subsidiaries or other companies, are not entitled to a separate remuneration
such as Director’s Fee, shares, share options, bonus etc. This also applies to
employees who hold positions in sub-committees of such Boards.

2.7 Organisational Structure

Telenor’s organisation shall be clearly defined, documented, and communicated
to employees.
A recommendation from Group Policy Owner should be sought before a final
decision on top organisation design changes is taken.

2.8 Mobility
Telenor shall enable mobility of its employees in order to foster collaboration,
leverage experiences and critical competencies across markets. A mobility
programme shall be in place and secure to:

i. Embed Telenor Way and ensuring governance.

ii. Leverage expertise across the Group.
iii. Support pipeline of future experts and leaders.

2.9 Organisational change management

All workforce restructuring (e.g. transfer out to another legal entity, downsizing,
organisation restructuring leading to changes in employment terms) in Telenor
should be done with the aim to create and sustain long term business value.
Workforce restructuring should be done in a responsible manner, through
verifiable processes and in accordance with applicable legal requirements and
legislation.

2.10 Requirements with regard to mergers and acquisitions

When acquiring new legal entities or businesses Telenor shall integrate such new
units according to the HR M&A framework in order to reduce risk and to realize
maximum value from people and organization.
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2.11 Employer Responsibility

The relationship between Telenor, the employees and their employee
representatives shall be based on mutual respect and dialogue.

Telenor shall be a responsible employer and maintain a consistent, accurate and

non-discriminatory employer practice in accordance with applicable legislation
and good corporate governance.
Through dialogue with employees or their recognized representatives, Telenor
shall utilize the employees´ experience and insight to influence working
conditions and contribute to sustainable business growth. This involves
information sharing in meetings between management and employees when
needed.

2.11.1 Labour standards

Telenor shall respect the International Labour Organisation's eight fundamental
conventions, concerning freedom of association and the recognition of the right
to collective bargaining, the elimination of forced labour, child labour and
discrimination in the work place, as set out in the Telenor Code of Conduct.

Telenor shall not employ or contract child labour. Telenor shall ensure that
personnel under the age of 18 do not perform any hazardous work.
Telenor opposes the use of forced or compulsory labour, including but not limited
to exchange of labour for payment of debt. Any employee shall be free to leave
his/her employment after giving reasonable notice. No one shall be required to
deposit money, identity papers or similar in order to get or keep their
employment with Telenor.
Telenor respects the right to freedom of association and the right to collective
bargaining. Telenor allows its employees to freely elect representatives to
advocate employee matters and carry out their functions, in accordance with
relevant laws and regulations.
Any discrimination against employee representatives shall be avoided. When
employees seek to unionize, Telenor will recognize unions that are established in
accordance with national law and regulations. The BUs shall promote principles
on fundamental labour rights and related requirements, as stated in agreements
entered into by Telenor ASA.
The BU shall make sure that working hours are not excessive and that the
employee gets adequate time for recovery. Working hours shall be compliant
with applicable local laws and regulations.

2.11.2 Employment contract

Telenor shall document the employment terms in a written agreement with the
employee which can be maintained in the global Human Resource Information
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System. The employment shall be permanent and according to the national

legislation. Temporary employment shall only be used in special cases.

Telenor’s Code of Conduct shall be part of the employment agreement. When

required by local law or regulation the employment contract shall include
necessary consent from the employee to process personnel data for HR
purposes.

2.12 Occupational Health, Safety and Personnel Security (OHS&S)

Telenor shall be an industry leader in the field of health, safety and employee
security to promote good health and a safe and secure working environment, in
compliance with relevant internationally recognized standards. A healthy and
sustainable work-life balance shall be ensured for all employees.

Telenor shall proactively and continuously identify all occupational, health, safety
and personnel security risks. OHS&S risks shall be mitigated to prevent accidents,
occupational diseases and personnel security threats.

Telenor shall continuously monitor and report the performance via risk
monitoring and KPI reporting towards controlling and mitigating the OHS&S risks
in a transparent and accurate manner and continuously improve the standard.

Telenor shall adhere to the prescribed safety rules and act by example as well as
raise and react to any concerns which may represent a potential threat to health
and safety.

2.12.1 Business Travel

Telenor shall establish and maintain a process to keep account of employees on
business travels and ensure that proper risk assessment is conducted prior to
travel.
In case of an emergency incident/accident Telenor shall be able to share
information, including destination, airline, flight and other relevant information
about employees on travel with Group People. Before a group of several
employees travel together, related risks and consequences shall always be
evaluated. If a significant number of employees are travelling to the same
destination at the same time, the need for dividing the group in smaller units
shall be considered. This is regardless of means of travel and includes
accommodation.
When travelling by air, no more than 50% of the local senior executives (tier 1 –
3), or business area employees or members of the Board of Directors (BoD) can
travel on the same plane.
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2.13 Crisis Management

Telenor shall continuously enhance its competence to foresee, handle and
prevent the development of critical situations. Telenor shall establish and
regularly train a crisis management organisation.
Telenor shall develop, implement and maintain a crisis management plan that
describes the local crisis management processes, roles and responsibilities.

2.14 Personnel data administration and digital collaboration tools

Telenor shall maintain efficient personnel administration processes, and ensure
that all relevant employee information is up to date and handled in accordance
with requirements set out in Group Policy Privacy.
All BUs shall use Group wide personnel administrations systems (Workday) and
digital collaboration tools as approved by Group People, and implement Group
wide standards, policies and processes.

3 Reporting
N/A

4 Reference documents

4.1 Group Manuals

 Group Manual – TDP
 Group Manual – Occupational Health Safety and Security
 Group Manual – Crisis Management
 Group Manual – Reward
 Group Manual – Human Resource Provision
 Group Manual – TMA recruitment, appraisal and development
 Group Manual – HR M and A
 Group Manual – Mobility Programme
 Group Manual – Role Assignments under Group Policies

5 Definitions
Telenor way:
The Telenor Way is how we want to conduct business in Telenor and sets out the
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foundation for behaviour and decision-making. In addition to the Governing

Documents, The Telenor Way Framework consists of our Vision, Mission
Statement, Values, Leadership Attitudes and Code of Conduct; and shall be
implemented in Telenor.

Telenor management arena (TMA):

TMA positions include the Group Executive Management (GEM) as well as
leadership positions reporting to a GEM member or Business Unit CEO.
Exceptions to this principle are to be decided by the Executive Vice President
People Development on a case by case basis.

Reward:
This shall be seen as the sum of total remuneration (financial rewards) and
recognition (non-financial rewards). I.e. Reward = Remuneration +
Recognition = (Fixed compensation + Variable pay + Benefits) + Recognition

Hazardous work:
Situation or activity with a potential for harm, in terms of human injury or ill
health or a combination of these.