Internal Brandingat EVNSkopje, 18th October 2013

EVN at a glance (2011/12)

" Revenue

− EUR 2,846.5 m

" Energy trading and sales

− 3.7m customers (thereof 730,000 in MK)

" Power generating capacity

− 1,944 MW

" Employees

− 7,600 thereof 2,200 in MK

EVN – Competence

Internal Branding

" Definition:

Internal Branding is the set of strategic processes that align

and empower employees to deliver the appropriate

customer experience in a consistent fashion.

" Aim of Internal Branding:

− EVN employees should become EVN ambassadors.

− Identification of employees with the values of the company

− EVN employees are our success factor

Brand as compass

Old school New school

Strategy

StrategyService

Finance

HR

Purchasing

R&D

SalesComm.

MarketingBrand

Brand

HR

Finance Purchasing

R&D

Comm.

Marketing

Sales

Service

Importance of Internal Branding / Challenges

" EVN Group has grown substantially over

the last years. As a result we are dealing

with different corporate cultures and

decentral organization.

" Orientation along common values and

goals is therefore difficult

" EVN has to ensure, that our promises in

our advertisements become true

" Management influences corporate culture

in terms of leadership2.199 2.317

2.608

6.654

9.9739.535 9.342

8.9378.536

8.250

7.594

7.490

1.500

2.000

2.500

3.000

3.500

4.000

4.500

5.000

5.500

6.000

6.500

7.000

7.500

8.000

8.500

9.000

9.500

10.000

10.500

01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13

Development of FTE within EVN Group

Internal Branding

The Implementation

Emplo

yees

Inte

rnal f

occ

us

Cust

om

ers

Exte

rnal f

ocu

s

Brand core

Experience

Regionality

Security of

supply

Logo

Brand

Driving values for employees

Communication and

advertising to achieve

customers

Claim:EVN is always there for me!(core value security of supply)

Strategy 2020

Implementiation

of the corporate strategy

Employer =

brand

ambassador

Employees represent

the brand in the

market

Brand, Driving Values and Strategy

Driving Value 1

" We stand for tradition, continuity and stability. Our

employees are professional, reliable and quality conscious.

" Each individual’s contribution helps us to provide our

customers with the best possible energy and environmental

services.

" This positive attitude is the driving force behind the group’s

continued and sustainable growth.

Driving Value 2

" We inspire other people to achieve more through the way

that we think and act.

" A strong team spirit and positive working environment is

critical to our success and the development of our staff.

" People who love to learn and and critisize – if it necessary –

in a constructive way are our kind of people.

Driving Value 3

" We don’t just talk, we make things happen. We always

follow the rules, but prefer to take the shortest, least

bureaucratic path.

" Whatever the task, we never lose sight of the environment

that our energy is sourced from in our work.

" Sustainability is a core consideration when it comes to

production, distribution and disposal.

Introduction of the Driving Values

" Management is in charge of the

introduction

" Managers have to make their

employees aware of the EVN Driving

Values

" Managers of large organizational

units -> delegation of holding

workshops to the middle

management (Heads of departments,

head of teams) and facilitators

Preparation of Workshops

" Training for mangers and facilitators

" Dealing with challenges and

difficulties

" Professional support: detailled

documents and instructions

− Powerpoint presentation

− Storyboard

− Strategy-Movie

− FAQs

− Prepeared poster and postcards

Process of Workshops

" Introduction Strategy 2020, brand

and values

" Value matrix – How can we enforce

our values?

This we want

to keep

This we want

to get rid offThis we want

to addValues

Process of Workshops

" Poster: What can we do?

How can we make the values becoming alive?

• _______________________________

• _______________________________

• _______________________________

• _______________________________

Process of Workshops

" Postcards – What must be decided by the management?

One „orange“ and one „green“ postcard per workshop session.

New ideas to enforce the

driving valuesTo enforce the driving values

we have to consider, to

change, to get rid of

Project Marketing

Internal Branding

The results

Workshops

" 93 Workshops

" Every employees worked with the

Driving Values

" 186 Postcards were submitted

" Result: compact list with 80 issues

Documents of Corporate Culture

" Driving Value Statement

" Recruitment Procedure

" FOS (Appraisal Interview)

" Leadership Principles

Employee Event

" E-Mail-Invitation - registration via Webportal

" ~ 2500 invited employees

Employee Event

Survey

" Awareness of Driving Values:

− 43,7% are aware of the driving values, are enable to explain

them and know the importance in their daily routine.

− 48,7% know the driving values and the general meaning

− 7,6% are aware of the driving values, but can´t explain

them

− 0% are not aware of the values

" Identification with Driving Values:

− 50,3% can completely identify with the values

− 43,3% can rather identify with the values

− 3,7% can rather not identify with the values

− 0,5% can not identify

− 1,9% no information

Recommendations for the Implementation

" Project organization

− One project owner

− Project manager

− Interdisciplinary project team

" Critical success factors

− Commitment by the management board

− Enough time for the implementation process

− Training sessions for managers and facilitators

− Well-prepared workshops

− Employee event was a big success

− Ongoing communication about the entiere project

− Transparency during the change process

Thank you for your attention!