Telefonica Czech Republic: Improving the telecommunications sector

Telefónica Czech Republic is a fast-growing brand, operating nearly seven million lines and expanding rapidly by upholding exceptional levels of professionalism

The Telefónica Czech Republic Group is comprised of Telefónica Czech Republic and several other subsidiaries. In 2011, the group’s services were provided mostly to the territory of the Czech Republic and in Slovakia. The group has been operating in Slovakia since 2007 through a wholly-owned subsidiary, Telefónica Slovakia.

Telefónica Czech Republic is now operating almost seven million lines, both fixed and mobile, making it one of the world’s leading providers of fully converged services. It offers a comprehensive range of both fixed and mobile voice, data and internet services in the Czech Republic. In September 2006 it also started offering a digital television service (O2 TV), and in 2007 it significantly expanded its IT and ICT operations (comprehensive business communications solutions). It also offers its network infrastructure for lease by other operators of public and private networks and services.

The retail business in the Czech Republic is focused on two main customer segments – business and consumers. The business segment includes medium business and corporate customers and public and government institutions. Telefónica Czech Republic also provides services on a wholesale basis to other public telecommunications network providers, and to providers of public telecommunications services both in the Czech Republic and abroad.

Part of a bigger picture
Telefónica Group is one of the world’s leading integrated operators in the telecommunications sector, providing communication, information, and entertainment solutions, with a presence in Europe, Africa and Latin America. The group is operational in 25 countries. As of December 2010, Telefónica’s served a total of 288 million customers. Telefónica’s growth strategy is focused on the markets in which it has a strong foothold: Spain, Europe and Latin America.

In terms of market capitalisation, the group is the fourth-largest telecoms operator in the world; first among European integrated operators, and third in the Eurostoxx 50 rankings, which is composed of Europe’s blue chip companies. Telefónica is a 100 percent private company with more than 1.5 million direct shareholders. Its stock trades on the continuous market on the Spanish Stock Exchange, as well as those in London, Tokyo, New York, Lima, Buenos Aires and São Paulo.

Telefónica has one of the most international profiles in the sector, with close to 70 percent of its business coming from outside its home market. The group has a strong reference point in the Spanish and Portuguese-speaking markets: in Latin America, Telefónica served more than 183 million customers as of the end of 2010, making it the leading operator in Brazil, Argentina, Chile and Peru. The group also has substantial operations in Colombia, Ecuador, El Salvador, Guatemala, Mexico, Nicaragua, Panama, Puerto Rico, Uruguay and Venezuela. In Europe, the group owns operating companies in Spain, the UK, Ireland, Germany, Czech Republic and Slovakia, providing services to 104 million customers as of the end of 2010.

Telefónica’s technology
Telefónica Czech Republic, pursuing the strategy to retain its leadership in the mobile internet market, significantly expanded the coverage of its high-speed mobile networks (EDGE and 3G). It also successfully boosted its transmission speeds, without compromising on the quality of service. The company covered 72 towns and their surrounding areas with signal and improved coverage for 10 other towns.

At the end of 2011, 1,699 towns and villages, which represent 73 percent of the population, were covered with the service. The average downlink speed reached 1.5 MB/s in locations where the new network had been built; the average speed reached levels as high as 4.5 MB/s. The technology coverage was up 81 percentage points and reached 98 percent of the population, which brought it to the level of the other two operators.

The expansion of the mobile broadband network went hand-in-hand with a new portfolio of mobile internet tariffs for both pre-paid and contract customers. This, in turn, was reflected by a higher level of customer satisfaction across all segments. All the above has led to a 1.3 percentage point increase on the scale of the Customer Satisfaction Index, which has helped the company close the gap on its competitors.

Shared responsibility
In terms of organisation, Telefónica Czech Republic is a part of Telefónica’s European division (Telefónica Europe), which holds all companies that use the O2 commercial brand regardless of ownership relations within Telefónica Group. No significant changes have occurred in the ownership structure of the company; Telefónica, holding a 69.41 percent stake, remains the majority owner.

Telefónica Czech Republic’s ownership rights in its subsidiary companies – except for those incorporated in foreign jurisdictions – are exercised by its board of directors in the capacity of sole member. Persons with power of attorney given by the board of directors of the parent company exercise the ownership rights in foreign subsidiaries within the limits of the mandate approved by the company’s board of directors.

Personnel changes in the subsidiary companies’ statutory and supervisory bodies and in companies where Telefónica Czech Republic holds an ownership interest (in positions occupied by the company’s representatives) are approved by the board of directors of the company and, in accordance with the Articles of Association, they are also subject to prior approval by the supervisory board of the company, whose decisions are made in consideration of the opinion given by the nomination and remuneration committee.

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The May – June 2013 Issue

Highest corporate tax
rates in Europe

European countries are scrambling to raise every last penny of funds through taxes. But some countries may have gone too far...

Belgium

Though all business taxes in Belgium can be paid online with little effort and preparation, the rates are still sky-high at 57.7 percent, including a staggering 50.8 percent total rate on profits only in social security contributions.

Belarus

In Belarus, a company spends up to 338 hours annually preparing for and paying ten different taxes and duties. The total tax rate has incredibly been lowered to 60.7 percent, from 117.5 percent in 2008.

France

A company in France pays seven different taxes and duties, the sum of which can amount to 65.7 percent of profits; though President François Hollande has announced a wave of business tax rate cuts coming up.

Estonia

A business in Estonia pays 67.3 percent of profits in tax, 37.2 percent exclusively in social security contributions. The country has gone against the grain in Europe by raising businesses taxes from 48.6 percent in 2008 to the current rates.

Italy

While corporate income tax (IRES) in Italy is limited to 38 percent of taxable profit, a company operating in Italy can expect to pay 14 other taxes and duties, including social security contributions, bringing their total payable tax to 68.7 percent of profits, according to the World Bank.

Norway

Norway taxes motor fuels twice, with a road use tax and a CO2 emissions tax. Combined with strikes in the energy sector that have curbed output, the price of gas at a local pump has soared to $10.12 per gallon.

Turkey

Though Turkey sits on the Suez Canal and neighbours many oil rich countries, the price of a gallon of average gas clocks in at $9.41 in Turkish pumps, because of a 60 percent share of taxes. 

Israel

Like Turkey, Israel is surrounded by oil-rich neighbours, but drills very little itself. Gas prices are controlled by the government, so about half of the $9.28 per gallon goes to taxes.

Hong Kong

There are few gas stations in Hong Kong, but the ones available charge up to 76 percent more per gallon than mainland China, where the government caps the cost of fuel. A gallon at the pumps will cost around $8.61 on the island.

Netherlands

Expensive labour costs make the Dutch petrol prices the dearest in Europe, at $8.26 per gallon; though the 57 percent tax add-ons don’t help.

The credit crisis

8 February 2007
HSBC warns of subprime mortgage losses

2 April 2007
New Century goes bus

14 September 2007
Wholesale markets have dried up

17 March 2008
Rescue of Bear Stearns

7 September 2008
Rescue of Fannie Mae

15 September 2008
Lehman Brothers file for bankruptcy

3 October 2008
US congress approves $700bn bailout

14 February 2009
$787bn stimulus approved by congress

 

The effects of the current financial crisis are global and irrefutable. With the collapse of Lehman Brothers, the domino effect of irresponsible public monetary policies, huge levels of unsustainable debt, and a deregulated financial sector, has escalated to the point where no corner of the globe has been left untouched.

1973 oil crisis

October 1973
Syria and Egypt launch an attack on Israel on Yom Kippur and set off a twenty day war;

1977
US President Carter creates Department of Energy, which develops the US strategic petroleum reserve

 

The Organisation of Petroleum Exporting Countries (OPEC) used their oil reserves as a weapon with the Arab Oil Embargo against those who supported Israel. By January 1974, world oil prices were four times higher than they were at the start of the crisis, especially in the US, and the shock led to a huge drop in the stock market with NYSE losing $97bn in just six weeks.  The embargo lasted five months, and the effects are still seen today.

German hyperinflation

1922-1923

Hyperinflation
1923 – 1924
Stabilisation

 

The trouble began when Germany missed a repatriation payment, worth about one third of the German deficit in this period. Inflation was already high but by 1923 it was raging. Prices doubled within hours, and by late 1923, it cost 200bn marks to buy a single loaf of bread. People burned money as it was cheaper than buying firewood. Germany eventually regained control of its economy when it introduced the Rentenmark into circulation in 1923, and then the Reichmark in 1924.

The Great Depression

1929-1933
The Great Crash
1934-1939
Recovery and Recession

 

After the decadence of the Roaring Twenties, the 1930s saw the biggest economic slump of all time. The stock market crashed on 29 October 1929, and optimism and decadent living tumbled along with the figures. The GDP fell from $103.6bn in 1929, to $66bn in 1934 and the subsequent years of recovery were the most dramatic in US history.

1907 bankers’ panic

1907
Otto Heinze and his brother Augustus Heinze bought shares of United Copper.

 

The stock market was already cautious over the tight money supply, but the US was thrown into a depression after the stock market fell nearly 50 percent from its peak in 1906. The Heinze brothers thought they could influence market shares but ended up bankrupting lenders that provided the financing to buy the stock. A chain reaction left nine institutions bankrupt. By February 1908, the panic was over and the government created the Federal Reserve system, to prevent banks from exercising too much control over the economy.