Info Coffee

Group Operations
6th September 2022
Sandro Macciacchini & Team
Group Operations - Info Coffee 06.09.2022

Agenda

0. Intro
1. Status 5P
Q&A Session
→ 10 minutes break
2. DMS
3. Joineer Survey GO
4. Outlook
Q&A Session
Intro
A brief look back…
March 2022: Info Coffee GO
First Info Coffee for Group Operations
(incl. Corporate IT)
Lightower Projects almost finalized
Successful execution of Lighttower Projects
for GO to continuously improve ourselves
May 2022: GO Retreat
First Management Retreat in Belgrade for
Group Operations
July 2022: 5P Presentation VRG
Presentation of 5P to the VRG
including results for groups leadership
& governance ambition
July 2022: New Data Team Organization
Reorganization & Splitting of the data team
Info Coffee
Group Operations
August 2022: Half Year results
TX Group 2022 half year results show
September 2022
need for action
Group Operations - Info Coffee 01.06.2022

Status 5P
Group Operations - Info Coffee 06.09.2022

Initial situation &

Key questions
Initial Situation

Strategic decisions have a major influence on the setup of GO

Decision 1 - 2020 Decision 2 - 2021

More decentralization (URANIA) Transition TX Markets in SMG

Influence on GO Influence on GO

More autonomy for the subgroups Loss of economies of scale

Initial Situation

Group Operations create added value on several levels

Level 1:
Group

Group Operations

Know-How Processes & Infrastructure Data

Level 2:
Subgroups
Initial Situation

We have created a solid basis for future development and are operating from a
position of strength

■ The introduction of the Steering, Sharing and Partnering model was successfully
Established implemented in 2021
service portfolio ■ Transparency & increased flexibility of utilized services
■ Since 2022, transparent service billing with the help of the Billing Engine & ServiceNow

■ extensive digitization of activities and optimization of workflows in processes and

Modern system landscape & systems over the past years
standardized processes ■ A variety of measures were implemented, such as cloud collaboration, applications &
infrastructure, introduction of bill-to-cash, electronic signature, etc

■ Establishment of TX Services in Belgrade and creation of a strong employer branding in

Setup location
the Serbian market (more than 200 employees)
Belgrade
■ The cooperation between Belgrade and Switzerland is very successful
 Initial Situation and Key Questions

In the "5P" project, the Group's management and control claim was clarified
and corresponding options for Group Operations werde developed

Question 1: What is the Group's leadership and

governance ambition for subgroups &
participations?

Question 5: Do we need adjustments or Question 2: Which services should

enhancements in the measurement continue to be provided centrally and
and evaluation of our performance? which decentrally?

Question 3: To what extent can the services

Question 4: What do we stand for as be optimized / scaled and can the costs of
Group Operations, what is our Purpose? Group Operations be further variabilized /
reduced?
Group Operations - Info Coffee 06.09.2022

Results and
current status
1 - Group leadership & control aspirations

Group management and control aspirations sharpened

Added value:
Services / scope for parent company are undisputed ● Strategic value added
Group
(e.g. stock exchange listing, consolidation, compliance, comp. & ben.)
through know-how,
industry knowledge &
ownership strategy
The steering and management of the subgroups remains the same ● Operational value
Subgroups - GO provides services for the subgroups as before*.
added through
synergies (e.g. systems,
processes &
The value of the participations will now be increased through more
Participations active participation management: Participation management is to TX services)
be expanded through additional resources.

*special consideration of Business IT (13ff.)

2 - Organisational setup for Business Partners

The HR / FC Business Partners remain centralized

Continued group affiliation

● To ensure the consistent management approach of the Group

● To develop synergies
● To facilitate institutional exchange between BPs

Divided according to subgroups

● The BPs are divided according to subgroups and are financed by them
● Advise / support on strategic issues of the subgroups according to
specifications / working tools of all central services in HR & FC
● Enhance the customer focus by further customization of services
3 - Services & Costs Group Operations

Compensation of SMG turnover loss by variabilization, scaling & reduction

+ +
Variabilization
Variabilization of our GO services
1. Shift of personnel to SMG
2. Proportionate charging
allocation of services
3. Organizational planning in
coordination with the
actually consumed
partnering services
4. Contracts with variable
purchase arrangements as
far as possible
=
Scaling Reduction Compensation of SMG
Discontinuation until end 23
Scaling our GO services through Cost reductions in various
degrees of severity Costs from lost turnover will
1. Developing new potential 1. Measures within the be covered by the Group in
through acquisitions framework of operational 2023 - this gives us time to
2. Collaboration with third business (reduction material examine & implement various
parties costs, filling vacancies in measures
Belgrade, etc.)
2. Examination of extended
measures (automation,
self-service, etc.)
3 - Services & Costs Group Operations

Roadmap Services & Costs Group Operations

Q3 / 22 Q4 / 22 Q1 / 23 Q2 / 23 Q3 / 23 Q4 / 23 Q1 / 24 ff

Completion of implementation K2 (especially nearshoring)

Desintegration SMG

Evaluation Key Potentials Group Operation

Implementation Key Potentials Group Operations

Evaluation Joint Venture

Implementation Joint Venture Business Services*
Business Services*

Evaluation and implementation of optimizations/reductions

depending on the results of the JV evaluation and the remaining SMG remanence costs

* Business Services = non strategic services

 15

Special consideration
Business IT* & organizational
changes GO

*IT services provided for one or a maximum of two

customers (current IT areas PTS and ADM)
Special consideration Business IT Business Ownership

Service GO/IT&Cyber Security

Current situation Business IT Combined GO/IT&Cyber
Security & Business

Publishing Services

Goldbach 20 Minuten Tamedia

CRM PO
Digital Publishing
PO CRM

Services mit max. 2 Kunden

(Sales Cloud) (Sales Cloud, Marketing Cloud, Service Cloud)
(CMS Unity, Feed, Web-Frontends. etc.)

Digital / TV / Radio Print Advertising Print Abo Services Digital Abos

(goTom, MediaPro, Amily) (AdSuite Market, Nexales) (WoodWing Assets, E-Paper) (SAP Media / Titan) (Piano)

Goldbach Next Goldbach Tools Print Publishing EV/VNO Logistik

(Instar Analytics, Media Wizard, (WoodWing Studio, Adobe, Workflow, etc.)
Generation Stack Evogenius, etc.)
(SAP Media) (Talas)

Services mit mehr als

Application Services (Cloud ERP, Salesforce CoC, Partnering Applications)

2 Kunden
Engineering & Operating Services on demand

Enterprise Infrastructure, Workplace,Collaboration, Service Management, CyberSecurity

● The subgroups are generally very satisfied with IT and with the existing application landscape.
● However, they want to take responsibility for their strategic applications and projects themselves and reduce dependencies
● The usage of basic services, of services with great synergy potential as well as specific engineering and operating services from Corporate IT is
undisputed.
● In the area of publishing services, Tamedia and 20Min have agreed to set up a more independent organization in the future.
Special consideration Business IT Business Ownership

Service GO/IT&Cyber Security

Vision of Business IT Combined GO/IT&Cyber
Security & Business

Goldbach 20 Minuten Tamedia

CRM Digital Publishing Digital Publishing CRM

Services mit max. 2 Kunden

(Sales Cloud) (CMS, Web, App) (CMS Unity, Web, App) (Sales Cloud, Marketing Cloud, Service Cloud)

Digital / TV / Radio Print Advertising Print Abo Services Digital Abos

Assets, Integration Assets, Integration (SAP Media / Titan)
(goTom, MediaPro, Amily) (AdSuite Market) (Piano)

Goldbach Next Goldbach Tools Print Publishing Print Publishing EV/VNO Logistik
(Instar Analytics, Media Wizard,
Generation Stack Evogenius, etc.)
(Print Tools) (Print Tools) (SAP Media) (Talas)

Services mit mehr als

Application Services (Cloud ERP, Salesforce CoC, Partnering Applications)

2 Kunden
Engineering & Operating Services on demand

Enterprise Infrastructure, Workplace,Collaboration, Service Management, CyberSecurity

fields of ongoing collaboration

● The subgroups take over responsibility for their strategic applications and projects
● Tamedia and 20Min evolve into an independent set up for digital publishing, but continue to collaborate for Print Publishing
● Tamedia takes over the complete technology stack including Unity and supports 20Min in the migration to a new solution
● GO/ IT & Cyber Security is responsible for basic infrastructure and services, applications used throughout the Group and specific engineering
and operating services on demand
Special consideration Business IT

Summary of organizational changes Business IT

Department Team/Person Future Department Organisational Transfer

Publishing Technology Solutions (PTS) Tamedia 01.01.2023

with the exception of

Team Prometheus 20 Minuten (CTPO / Marco Di Bernardo) 01.01.2023

Team 20min Data 20 Minuten (CTPO / Marco Di Bernardo) 01.01.2023

Team ADS (Ad Services) Goldbach Publishing (Publishing Services / Mara Grassi) 01.09.2022

Application Services, Development & Maintenance (ADM) Group Operations

with the exception of

Bernhard Witschger Goldbach neXt (Projects & Strategy / Max Twelker) 01.10.2022
(Senior Project Manager)

IT Business Partner Goldbach Goldbach

Dominik Kozlowski Goldbach (CTO / Markus Wirth) 01.10.2022

(Business Partner IT Goldbach)
Special consideration organizational changes GO

Formation of a new central department "Group IT & Shared Services"

New department in Group Operations

Group IT & Shared Services ● The remaining central areas of "IT &
Cyber Security" will be put in the
same reporting line as the current
departement "Development &
IT & Cyber Security Development & Projects GO TX Services Projects GO" and TX Services
(Belgrad)
Collaboration & Workplace ● The department will cover all IT
Cloud ERP TXS Core Team
(CWP) services on group level, the shared
services which are not allocated to
Enterprise Infrastructure
Business Analytics TXS Nearshoring Teams a specific functional department,
Services (EIS)
the staff functions GO as well as the
Application Services, services provided by TX Services
Development & Maint. (ADM) Corporate Procurement
(Belgrade).

Development & Staff

Cyber Security
Functions GO

CIO Office
 20

Personal and further

organisational changes in
Group Operations
Personal changes GO

Franz Bürgi takes on new role as CIO Tamedia

Shift to Tamedia
As of Nov. 1, 2022, Franz Bürgi joins Tamedia as CIO and member of the Executive
Board

Organizational affiliation
In his future role, he will report to Andreas Schaffner, Co-CEO-Tamedia

Responsibility
The Paid Media Technology PDT (Reto Matter) and Publishing Technology Solutions PTS
(Hal Taylor) divisions will report to Franz Bürgi. Tamedia's technology division will be
Franz Bürgi reshaped in the coming months in alignment with Tamediaʼs strategic initiatives an
operational needs
CIO Tamedia
TX Services AG
Franz Bürgi remains in the Supervisory Board of TX Services
Personal changes GO

Simon Maurer leads the new departement and takes over the role as Group CIO

Area of responsibility
As of Nov. 1, 2022, Simon will lead the new formed department “Group IT & Shared Services”

New Role
As of Nov. 1, 2022, Simon will also take over the role as Group CIO

Organizational affiliation
Simon is still reporting to Sandro Macciacchini, the Group COO
Simon Maurer
CIO TX Group
Next steps
Development and Implementation of the new organizational setup
Further organizational changes GO

Shift of Real Estate Management (REM) to GO

Organisation REM Portfolio-Strategy

● Focus: Development of TX Real estate portfolio

(Market potential of existing portfolio approx. CHF 800 million)
● New setup for development to be established (investment in real
From 1th of January estate for third parties, diversification, inorganic growth)
2023
Andreas Sandro ● Long-term development (10+ years)
Schaffner Macciacchini
● For the management of REM TX, a new person is currently being
recruited. Christoph Ziegler will retire at the beginning of 2024.
Group Operations - Info Coffee 06.09.2022

Next Steps
Purpose 25
 26

Wir tragen zu einer freiheitlichen Gesellschaft bei.

Indem wir Transparenz schaffen. Indem wir Menschen zusammenbringen und ihnen Information, Unterhaltung und Hilfe im Alltag bieten. Damit
sie die Welt besser verstehen. Damit sie sich ihre eigene Meinung bilden können. Damit sie freie Entscheidungen fällen können - vom Politischen
über das Kommerzielle bis zum Privaten.

Nous contribuons aux libertés dans la société.

En créant de la transparence. A travers nos plateformes qui informent, divertissent et conseillent chacune et chacun au quotidien. Pour leur offrir une
meilleure compréhension du monde. Pour qu'ils se fassent leur propre opinion. Pour qu'ils décident librement - en matière politique, commerciale et
jusque dans la sphère privée.

We contribute to a free society.

By creating transparency. We bring people together to provide them with information, entertainment and guidance in their everyday lives. So that
they understand the world better. So that they can form their own opinions. So that they can make free decisions - from political to commercial to
private topics.
 27

If you take purpose to the level of Group Functions:

How does the
WHY do our service units exist, why do we matter?
Groupʼs purpose Which common cause unites us? What are we passionate about?

resonate with you? Why does it make sense for you personally to contribute your
strengths to our group services?

Weʼre curious to learn what purpose means to us as Group Functions,

so join us on our purpose journey!

All Hands in October Purpose in Action

Late in Sept Purpose in Dialogue
Perspectives Workshop
Sept 8
to bring in your voice
Foundations Workshop
to settle strategic basics Want to join? Reach out to
anke.maderitsch@tx.group
Questions? Join the discussion!

No Smartpohne? Go to www.menti.com and us the code 4250 4344

Questions:
Group Operations - Info Coffee 06.09.2022

10 Minutes Break
Group Operations - Info Coffee 06.09.2022

DMS
 DMS
How the project started (Info Coffee March 2021)
WHY are we Capturing, distributing, filing, editing and
doing this? archiving documents are permanent
process elements of daily document
management in organisations. And not to
forget the search for and signing of
documents. The legacy systems (ARTS,
GINCO) are outdated, time-consuming,
confusing and unreliable.
Time-consuming processes and processing
times, lack of transparency about topics,
documents and information that cannot be
found inhibit and limit us.
We aim at shortening process flow times,
improving and simplifying other business
processes (deadline monitoring, escalation
management, etc.).
E-signature as a result, facilitates records
management
● We want a high performing, flexible and scalable solution that turns digital archiving of documents
WHERE do we into a business resource.
want to go?
● We want to be able to access documents (receipts, contracts, records) more efficiently with greater
What is our north star for
navigation? process security and audit-proofed.
What is our goal?
● Optimisation of document-based activities and seamless collaboration within the company.
● Powerful functions that support the processing and management of documents: more transparency,
better collaboration, high traceability, preservation of deadlines, rights and obligations, high security.
HOW do we get ● Five use cases were defined for the implementation. Some have already reached the go-live stage
or are close to it (i.e "HR e-dossiers", "bank statements" and "Bill-to-Cash") others need more time (
there?
What is our Roadmap and plan to "Corporate and Contracts" for Legal) and will be completed in Q2 / 3 2021 (however, subgroups and
get there?
departments may start already) .
● DocuSign will initially be available as a standalone solution. Roll-out will start in March 2021. Once
AODoc is implemented as a DMS for contract management, there will be an interface to DocuSign.
Governance in Competency Policy and Information Leaflet
VIEWPOINTS & ● Viewpoints: group-wide DMS & eSignature technology to create powerful and secure
CONSTRUCTION SITES business applications for use cases in HR, Legal, Finance, Sales and beyond (i.e. contract
Which viewpoints do we have on the way? management subgroups)
Which barriers do we have on the way?
● Construction Sites: Create, implement and manage process workflows for the use of the DMS
& eSignature (training, cultural shift)
DMS

Use Cases implemented to date

📍DocuSign Standalone Solution: 06.04.2021 | RA Agency: 15.09.2021
e-SignatureI
DocuSign Standalone solution for simple (SES), workflow-based processes
for qualified e-Signature (QES) and RA Agency establishment.
E-SIGNATURE
Contracts: 25.10.2021 | Corp Docs & Entity Management: 16.12.2021
�� 📍Phase 1: 02.11.2020 | Phase 2: 04.11.2021
UC LEGAL «corporate documents and contracts» UC HR «e-dossiers»I
LEGAL HR Centralisation of personnel files | document creation
Centralisation of all business critical documents,
incl. legacy data and Entity Management. with simple and qualified e-Signature.

📍04.01.2021 📍21.01.2021

DMS
UC FINANCE «bank statements»I

DMS
UC FINANCE «Bill-to-Cash»I
Storage for bank statements, incl .legacy data.. FINANCE FINANCE
B2C docs, delivered by the billing engine.

&

📍08.11.2021
UC SALES «Advertising»I 📍Q4/2021
SALES LEGACY LEGACY ARCHIVEl
Goldbach B2B & B2C documents with a direct link ADVERTISING ARCHIVE
AdSuite legacy data (PDF/XML), stored in GCS
from Salesforce and AdSuite, stored in GCS.

OTHER

OTHERl
AODocs & DocuSign Operating Model
DMS

Figures, Highlights & Benefits

e-SignatureI
● Up to 1 500 people registered for the QES
E-SIGNATURE
● 5716 sent envelopes, therefrom 40% were completed within 1 hour ��
AODocs Library «LEXIA»I AODocs Library «e-dossiers»I
LEGAL HR ● > 3 500 employees, 53 456 related personnel files
● > 90 active entities, 3 401 related Corporate Docs
● 5901 TX Contract documents therefrom ● «Onboarding documents» (simple e-Signature):
old process: 6 - 13 days | new process: 2 - 5 days
almost 60% with subject to the Competency Policy
● > 10 000 migrated Goldbach Documents → more than 50% faster for the total duration ��

DMS
AODocs Library «FIN - Bank Statements»I

DMS
AODocs Library «FIN - Accounts Receivable»I
● One library per year (2011 - 2022) FINANCE FINANCE
● 1 794 589 documents stored on GCS.
→ an average of around 80 000 per year
&

AODocs Library «GOLDBACH - B2B/B2C Sales»I

SALES LEGACY AODocs Library «GOLDBACH - AdSuite Archive»l
● B2B: 190 955 documents, 18 939 Attachments ADVERTISING ARCHIVE
● 8.6 M documents (XML) migrated.
● B2C: 49 165 documents, 3 909 Attachments
● 1.8 M documents (PDF) to be migrated.
NEW
OTHER
PROJECTS

OTHERl
● Decommissioning of ARTS/GINCO ��
Group Operations - Info Coffee 06.09.2022

Joineer Survey GO
Joineer Survey GO

Average value across all Teambarometer questions has risen steadily

 * Incl. IT, exkl. MaFo & TX Group Mmt (earlier Stäbe TX Group)
Joineer Survey ** Incl. MaFo, exkl. IT & Stäbe TX Group

GO CS CS CS
Average value per question for GO/CS 2022 2021 2021 2020
W1* W2** W1** W3/W2/W1
Is your performance recognized and sufficiently appreciated? 8.0 7.7 7.8 7.8 /7.6 /7.4

Is your team cohesive? 8.2 7.8 7.9 8.1 / 7.9 / 7.5

Does the cooperation within the TX Group functions and with the companies of TX Group
7.1 6.9 6.8 6.7 / 6.4 / 5.9
work well?
Is our team culture marked by good collaboration, openness for innovation, striving for
7.7 7.4 7.4 -
continuous improvement, diversity and opportunities for exchange?
Is your superior a role model and does he/she make sure that the values of respect,
honesty, trust, entrepreneurial thinking and sustainable action are perceived positively by 8.5 8.4 8.3 -
your team?
Do you have the right amount of responsibility and can you develop yourself? 7.9 7.8 7.8 8.1 / 7.9 / 7.6

Are we working on the right topics and do we prioritise correctly? 7.1 6.7 6.9 7.0 / 6.9 / 6.2

How well do we deal with organisational changes within the Group functions? 6.9 6.7 6.9 6.7 / 6.6 / 6.1

Does your work environment allow you to perform well in the office, remotely and hybrid? 8.6 7.8 7.8 -

How connected do you feel to the TX Group? 7.5 - - -

How likely are you to recommend TX Group to your friends or colleagues as an employer? 7.2 6.9 7.0 7.2 / 7.4 / 6.9
ENPS -5.69 -15.53 -6.76 -4.7/0.9/-9.4
Group Operations - Info Coffee 06.09.2022

Outlook
Relocation @ Zürich

GO moves!
● The rental of the “Glass House”
will not be continued
● Focus on our owned real estate
W21
● New office for GO:
W21 und SQ8, 3th/4th floor
SQ8
● Expected move: Spring 2023

“Glass House” ● Hybrid-Readiness-Workshop

Leadership-Team GO in Sept.
Go 4 TX Group!

4 Talents
!
Transparence
Technology
Questions? Join the discussion!

No Smartpohne? Go to www.menti.com and us the code 3336 0343