We recently welcomed our millionth Telstra Plus member to the family, just over six months after we launched our new rewards program for Telstra customers. To mark the occasion, we gave away an amazing prize for that lucky member – and now we can reveal who took it home!
Luke G. from Brisbane is our lucky millionth
Telstra Plus customer!
It was a stroke of luck that saw Luke walk into our Indooroopilly Telstra Store at just the right time to be the millionth sign-up for Telstra Plus, but as a long time Telstra customer we think this is a perfect opportunity to reward Luke for his loyalty. He wins one million Telstra Plus points to spend on whatever he’d like from our Rewards Store, two exclusive 365-day movie passes, and 12 months of access to music and sport events.
The in-store customer service team member that
helped Luke sign up, Angie, has been part of the Telstra team at our
Indooroopilly store for 18 months. Angie will also receive one million points for
signing up the millionth member, plus an event to celebrate with her team.
Telstra Plus is part of our strategy to radically simplify our products and services and improve the experiences we offer to our customers, so it’s around to stay – and you earn points simply for paying your bill, so reward yourself and join.
We’ve also got some more exciting competitions
on the way exclusively for our Telstra Plus members, so you should sign up – if
you haven’t already – for a chance to be in the draw.
We know that Australians have more choice than
ever when it comes to their telco provider, and millions of our customers
choose us for their connectivity, technology and entertainment. We designed
Telstra Plus to give you more, whether that’s by redeeming T+ points to put
towards smartphones, tablets, headphones and other gadgets and accessories, or
through access to discounted movie, sports and concert tickets and other great
Visit Telstra Plus to see how to become a Telstra Plus member and check out the diverse range of products already available. We’re regularly adding more devices (and more special offers) to our Rewards Store, and we’ll expand Telstra Plus even further in the coming months. The team is working on many more exciting developments, so stay tuned!
you need to know
Must be 18+ with an active service. Excludes business customers.
Graeme Crozier leads Telstra Plus, Australia’s fastest growing loyalty program, designed for our consumer and small business customers. Graeme came to Telstra following 10 years as a strategy consultant with Bain & Co focused on building loyalty and driving growth for consumer businesses. Earlier in his career Graeme worked as a lawyer and small business owner in New Zealand, after running away from practicing law to open a café that placed second in the New Zealand Best Café Awards.
On Tuesday 15 October, we held our 2019 Annual General Meeting (AGM) at the Melbourne Convention and Exhibition Centre. During the meeting shareholders asked the Board about issues including our plans for the future, share price performance, dividends and executive remuneration. It also gave us an opportunity to update shareholders on our recent progress against our T22 strategy.
Telstra Corporation Chairman John Mullen spoke to our
shareholders on the importance of last year’s progress on reshaping Telstra to
lead in a rapidly changing competitive environment. “The past twelve months
have been very significant year for our business, as we achieved important
milestones to radically reshape our business under our T22 strategy.
“It was a year in which we completed our up to $3 billion investment program to create the networks we will need in the future and to completely digitise our business. And a year in which we passed the halfway mark in the migration of customers to the NBN. Significant progress has been made and our business today is already very different, much simpler and more customer-focused than we were a year ago.
“Our relentless focus means that we’re now in a better
position to serve the modern telecommunications customer. We have reduced more
than 1,800 Consumer and Small Business plans to just 20 core offers; we have
done away with lock-in contracts on mobile plans, and we have eliminated excess
data charges in Australia, just to name a few!”
Mr Mullen also spoke on the scope and scale of our T22 strategy, saying that the massive transformation happening across our business will set us up for the future. “It’s our belief that our T22 transformation is the most radical and ambitious program of work being undertaken by any telecommunications company in the world today. Our industry is fundamentally changing at an extraordinary pace and will never be the same again.
“Our industry today is exploding into a world of cloud
computing, machine learning, artificial intelligence, Internet of Things (IoT),
autonomous vehicles, big data, drones, satellite technologies, and more. The
new-world impact of the NBN, for example, is ever-present in our business
“We estimate we have now absorbed around 50 per cent of the
economic headwind NBN creates for us, or $1.7 billion on an annualised basis
since FY16, with more than 60 per cent of Australian homes now connected.”
Despite the headwind of the NBN, Mr Mullen told shareholders
at the AGM that our world-class mobile networks are a strong base for future
growth. “Even as we bear these headwinds in our fixed-line business, our mobile
network is going from strength to strength. Australia’s fixed-line industry is
ranked 58th fastest in the world, while our nation’s mobile networks
rank 2nd in the world after South Korea.
“Telstra operates the nation’s first 5G network, enabling extraordinary new developments and opportunities in new fields such as the IoT, Cloud Computing, Big Data, Machine Learning and Artificial Intelligence.
“We continue to expand our network and our mobile coverage
footprint now stretches out to more than 2.5 million square kilometres, vastly
more than any other mobile network in Australia, and coverage extends to 99.5
per cent of the Australian population. Furthermore, we’re working closely with
the Federal Government to connect more Australians than ever before thanks to
the Mobile Black Spot Program.”
Mr Mullen also emphasised the scale of our business, the
extensive scale of our networks and our central position in Australia’s
“We’re vital to Australia’s growth. If you use an ATM, or
you pay for something by EFTPOS, or book a taxi or an airline ticket, the
chances are your bank or other organisation will be using Telstra to provide
voice calls are made every day on our fixed and mobile networks and more than
33 petabytes of data is sent and received. Our submarine cables linking us to
the outside world are long enough to encircle the planet 10 times. This complex
array of technologies works exceptionally well and is exceptionally reliable.
“We’re proud of our century-long history connecting Australia. Thanks to our incredible team and yet another year of hard work, we’re well-positioned for the next 100 years already.”
One of the components of our T22 strategy is to simplify how we work so it is easier for our people to deliver great service; invest in the workforce of the future; while reducing our cost base and maximising our portfolio management. Our Global Business Service function, created in July 2018, is helping us deliver on this.
As a global business service function serving
Telstra, we’re changing how we work and what we can deliver both to our
customers and our people as we execute our T22 strategy. Part of that new
strategy means overhauling how we deliver end-to-end services to the business
in the form of our Global Business Services division – and that’s not an easy
task for the largest and oldest telecommunications company in the nation.
Managing change is difficult for every organisation, no matter the size, shape or industry. A key to success, however, is gearing your organisation and your people for change. Here are just some of the lessons we learned when implementing our new Global Business Services model.
Getting nerdy with it
Look at the data you have across the business and
how you can use it to coordinate with other parts of the business.
Bringing our disparate analytics teams from across
the business under the umbrella of GBS gave us an opportunity to centralise
this source of truth and knowledge, and to use that knowledge to inform our
decisions and make sure that the changes we were making were the correct ones.
Having our data, reporting and analytics teams
organised vertically in our matrix model helps them focus on understanding and
planning as a specialty function – instead of operating with a broad remit,
that specialisation allows them to find areas for efficiencies, improvements
and customisation, and highlights areas of duplication that can be shared with
other parts of the business.
Being able to clearly demonstrate the time and money saved when a new process is implemented makes it much more likely that you’ll generate the support you need to make that change. We’ve seen this clearly as we’ve made changes to simplify our bills, introduced new tools to support our field technicians and shifted our supply chain processes to be more efficient.
Agents of change
Separate out the day-to-day operational work from
the strategic. You need to give people time and space to focus on innovation
Our CEO Andrew Penn made the point of learning not to expect to be comfortable. The process of change is by its nature disruptive and contains uncertainty, which requires a different mindset to the day-to-day work we usually undertake.
To drive change, you must have a person responsible to both advocate for it and to push for that change to be more radical and innovative. In the GBS model, we deliberately split operations and delivery from strategy and innovation for purely that reason – a strategic lead can look at options like automation and AI, which are still in a nascent state, without the pressures and distractions of making sure day to day operations continue to run smoothly.
Geared for change
Make sure your organisation sets you up to
succeed. You will need buy-in from right across your company and the backing of
your leadership team if you’re going to create real change.
For us, we couldn’t change quickly enough in the state we were in at the beginning of 2018 – so the T22 strategy formed a fundamental foundation for our push for organisational change. Companies that do not adapt do not survive.
Our leadership team recognised the need to make significant changes over our multi-year transformation – changes that range as far as becoming a more agile organisation in the way that we work, with those changes cascading down to all our employees across the business.
We decided quickly that a Global Business Service model best suited the goal we wanted to achieve in our function, and we had the buy-in from our leadership team to make it happen.
Changing mindsets makes change happen
Shifting mindsets is crucial to effecting real change in an organisation of any size, shape or industry. What links all of the above learnings is an underlying mindset change. Our people need to be thinking differently, challenging the status quo and seeing opportunities in new technology to break down static and stubborn processes.
We saw this when our team looked at our warehouse
processes and realised that not only could we save time by simplifying how we
package our products, but that we could reduce our impact on the environment by
eliminating the use of redundant plastic packaging in the process. All it took
was someone to look at a process we’d been doing the same way for years with a
fresh set of eyes, and we found a simple way to save money and offer customers
a better experience.
Key to the mindset shift is creating an environment
where people feel safe to voice suggestions and, importantly, where those
voices are heard by management and considered. Leading by example and
continuously highlighting and celebrating innovation-led thought has helped us
to foster this new mindset. It’s not always easy and you need to stick at it,
but it’s necessary.
We believe that we have set ourselves up for
continued success with our transformation, and no small part of that comes from
the mindset we have adopted throughout the journey.
David Burns was appointed Group Executive Global Business Services on 30 July 2018. In this role he is responsible for creating a radically simplified business model and bringing together support services, service operations and enablement functions. All focused on relentlessly improving customer service, efficiency and service levels.