CHT Sustainability Report 2021

Reporting period: January, 1st to december, 31st 2021 (editorial deadline april 30th, 2022)

Reporting period: January, 1st to december, 31st 2021 (editorial deadline april 30th, 2022)


Corporate and leadership culture

In a world that is changing ever faster, a company’s ability to reflect on and develop its corporate culture and leadership in a strategy-led manner is becoming one of the decisive factors for success. Today, we are creating the culture and leadership style that will keep us competitive and effective tomorrow, for both customers and employees. We see having a strong common culture as a prerequisite for being a meaningful value-oriented company. For us, it is both the starting point and the framework for shaping the leadership style and creating trust among all our employees. CHT therefore consistently pursues the targeted development and implementation of the cultural vision and supports managers and employees in its implementation.

”ONE Winning Team“

The “ONE Winning Team” cultural vision is anchored throughout the CHT Group. All 2,400 employees worldwide were able to engage with the new cultural vision in more than 100 workshops and reflected together on how ONE Winning Team can be lived in their daily work. In the areas COLLABORATE, CREATE, WIN and FOCUS, various measures were identified that support the teams and the organization to develop further in line with the cultural vision.

Several questions in the ONE Voice global employee survey also aimed to shed light on the current situation regarding the embedding of ONE Winning Team. The results of both the workshops and the employee survey will be incorporated into the next phase of the culture development process.

Overall, it has been shown that there is a strong team spirit within the CHT Group and a strong sense of community. Soon, the focus will be on further strengthening cooperation and communication across departmental and company boundaries and systematically following up on the implementation of the derived measures.

Global employee survey 2021

The focus of corporate culture is on employees. Their feedback makes a significant contribution to the success of a company if, for example, it is used to systematically embed a feedback culture, improve employee retention, promote collaboration, and strengthen trust within the company.

Against this backdrop, CHT’s first global employee survey, entitled “ONE Voice,” was conducted in November 2021. The 56 questions related to employee satisfaction, the “ONE Winning Team” cultural vision, collaboration within the teams and with the respective managers, as well as topics that are strategically important for CHT: sustainability, digitalization, and innovation.

With a high participation rate of 77% and a commitment index of 86%, the result achieved was very positive in comparison to external benchmarks. CHT will not rest on its laurels, however, but rather sees it as an incentive to ensure that this remains the case in the future. Measures were derived and targeted dialog opportunities created through consistent communication of the results and a systematic, global follow-up. To further advance the continuous development of CHT, the global employee survey is to take place at regular intervals in the future.

CHT leadership guidelines

The performance of companies, employees and teams largely depends on leadership. Good leadership is not only a prerequisite for the successful design and realization of corporate goals, but also contributes significantly to employee satisfaction.

Against this background, new “CHT Leadership Guidelines” have been developed and have been communicated worldwide as of March 2020. A total of nine guidelines are intended to convey the importance of good leadership to both managers and employees. They also help to translate the CHT cultural vision of “One Winning Team” into concrete leadership actions and thus provide orientation.

The Leadership Guidelines follow three dimensions: Lead Myself, Lead My Team and Lead Within The Organization. The guidelines include continuous learning and development, the promotion of a collaboration, focus and results orientation.

The guidelines were implemented by means of numerous communication and dialog formats and a targeted link to performance management. To further anchor the Leadership Guidelines in the company, new and further development of the management development programs is planned.

Scroll to Top