Annual reports – How we are doing
The data from annual reports provides us with the opportunity to stop, think about how we did in previous years, how far we have come, and what goals we could declare achieved. Looking back, we may certainly feel a considerable degree of pride over each year that has passed.
The year 2022 was a turning point for PosAm because of the decision of the majority owner, Slovak Telekom, to leave our ownership structures. This was also linked to the decision to sell our subsidiary Commander Services.
Among the positives of the past year was the continuity of major projects with our long-term customers in both the public and commercial sectors. We appreciate this very much and see it as a confirmation that we do our work in line with their expectations. We consider the final acceptance of the 1st stage of the project of digitalisation of field technicians’ work for ČEZ Distribuce to be a great success. This is one of the largest and most ambitious solutions of this type in the region. Based on our ParkDots solution, the municipality launched regulated parking under the PAAS brand.
I sincerely thank all PosAm clients and employees for their trust and cooperation. I am convinced that in the future we will continue to transform the potential of information technology into benefits for our customers.
In 2022, the Finance Division continued to fulfil its role as a stable pillar while the negative impacts of the challenging projects of previous years could still be felt. As part of our long-term mission, we continued to work to ensure the financial stability of the company, while supporting the business units in the development of existing and new business opportunities.
Transaction projects were a specific part of our activities in 2022. Throughout the year, we have actively participated in the process of divestiture of our subsidiary Commander Services, whether it was by preparing inputs for potential bidders, performing the due diligence process, or incorporating impacts and changes after the actual divestiture. In a very similar way, we also participated in the process of selling the stake of the parent company, Slovak Telekom, in PosAm.
Our company was actively involved also in research and development of software products, which is mentioned in our financial statements. I firmly believe that the major events that took place during 2022 will provide a posi- tive impetus to the further development of our company.
The year 2022 was marked by continuity and stabilisation. We greatly value the long-term cooperation with our customers. In our portfolio, we have commercial companies that have been satisfied with our services for years and have been continuously renewing their deliveries for more than two decades. We are also positive about the extension of the contract with the Ministry of Finance for the development and maintenance of the Budgetary Information System, which is a key pillar of public financial management. We have extended our contract with the Health Care Surveillance Authority to support selected applications.
As part of storage consolidation, we delivered additional Hitachi Vantara G5000 storage to Slovak Telekom. In terms of stabilising our supply, we have managed to finalise Stage 1 of the project at ČEZ Distribuce. We have moved into the support phase and together with the customer we are starting Stage 2 of the system development. We took over and stabilised the project for the care of end user sevices, including print services, in Stredoslovenská distribučná company. We have also achieved success in the acquisition activity. The DCOM+ and DCOM Large Cities projects are worth mentioning. They will enable dozens of larger cities and hundreds of municipalities to start using e-government services.
Over the past few years, we have made progress in our efforts to shift our core services and knowledge portfolio from system integration to digital transformation. For our customers to succeed in maximising the potential of IT for their business and competitiveness, it is no longer enough to simply manage delivery of larger software units for their IT. As a supplier, it is our consultancy skills that become an increasingly important element. Using these skills, we can help our customers design their value-crea-ting and supporting processes that enable them to operate more efficiently in their business environment, while being more robust if the environment changes. Transposing the design of advanced customer operations into reality is not possible without a deep utilization of IT, without experience with the latest technologies or algorithms, or without insight into the tools and services already available – such as cloud-based ones. However, the key is the ability to incorporate the DNA of operational efficiency and responsiveness to change into our customers’ IT support. We believe we have built a solid foundation and are able to deliver high added value in our ambition to deeply leverage the potential of IT for business competitiveness.
At ParkDots, the year was characterised by product improvement and optimisation of the operations. We created new applications and processes that led to more efficient provisioning of new customer services. To simplify the payment of parking fees, we implemented Apple Pay and Google Pay payment functionalities into our ParkDots mobile app. We have also actively worked to improve customer experience. At the end of the year, we brought to the Slovak market and integrated into the ParkDots system a new generation of scanning car technology from a renowned foreign supplier. The joint solution significantly streamlines parking enforcement and fully supports the institute of strict liability.
In the area of management of end user services, we successfully introduced a service for a new customer, thus strengthening our position in the IT outsourcing market with a portfolio of more than 25,000 computers that we managed at the end of the year.
In autumn, we put the field service management system for ČEZ Distribuce into production operation. Every day, the system prepares work orders for 2,000 field workers using sophisticated mathematical optimisation.
For us, 2022 was a year of challenges and difficult tasks, the common denominator of which was the constant search for improving our operations. At the beginning of the year, we conducted an interactive survey focused on employee perceptions of the company. The analysis of the survey results formed the basis for a number of short- and long-term improvement initiatives designed to help increase the satisfaction and engagement of our colleagues.
One of these was the improvement and streamlining of internal corporate communications, which we have been focusing on more intensively during the year and we are pleased that the changes implemented are being perceived positively.
As part of our long-term goal of increasing our competitiveness, we have introduced a soft-skill development programme for managers at all levels of the organisational structure.
Middle management and their skills significantly influence the level of employee motivation, performance, and loyalty. The focus on improving the leadership skills of this group of managers has a significant impact on increasing overall employee satisfaction in the company.