The Board's work


The Board is elected at the Annual General Meeting for the period until the next Annual General Meeting. At the Annual General Meeting in May 2015 six of the eight former board members were re-elected. Mia Brunell Livfors and Lars Berg declined re-election and Eamonn O'Hare was elected member of the board. Further, the Annual General Meeting re-elected Mike Parton as chairman of the board.

The Board:

  • Oversees Tele2’s overall long-term strategies and goals,
  • Approves budgets, business plans, financial reports, investment and personnel proposals,
  • Makes decisions regarding acquisitions and disposal of business interests,
  • Monitors the CEO’s work and the Company’s performance, and
  • Evaluates the quality of the Company’s internal control functions, financial reports and communicates with the Company’s auditors directly and through regular reports from the Audit Committee and the Company’s CFO.

In order to carry out its work more effectively, the Board has at the constituent Board Meeting appointed members for a Remuneration Committee and an Audit Committee with special tasks. These committees are the Board’s preparatory bodies and do not reduce the Board’s overall and joint responsibility for the handling of the Company and the decisions made. All Board members have access to the same information, enabling them to be jointly and severally liable. Further, certain members of the Board have been selected to form preparatory working groups on topics of special interest such as Corporate Responsibility.

The Board’s work in 2014

During the financial year 2014, the Board convened 6 times at different locations in Europe, including a full day strategy meeting in Kista. In addition, 8 per capsulam meetings and 13 telephone conference meetings were held.

Below is a summary of the main topics handled by the Board during 2014:

  • The 4G roll-out in Tele2 Netherlands.
  • The sale of Tele2 Norway.
  • Review and approval of financial reports.
  • Review of budget for 2015.
  • Review and follow-up of internal control and corporate governance.
  • Human resources matters, including talent management, succession planning and remuneration guidelines.
  • Strategy review, including review of growth opportunities, product portfolio, business model challenges and marketing strategies.
  • Several matters regarding acquisition and divestment opportunities and participation in license auctions or tenders.
  • Self-evaluation of the Board and evaluation of the CEO and executive management.
  • Auditors’ report and corporate sustainability matters.