The 2009/2010 Human Resources Report

In order to turn our Group vision into action for our customers, HR supports the fundamental transformation of Deutsche Telekom to “One Company.”

Team Skills management supports balanced restructuring. Re-training and skills development play a special role in T-Systems’ workforce restructuring activities in order to make optimal use of our employees’ potential. Today’s market developments spawn an increased demand for personnel such as project managers, consultants and IT architects. In order to drive the neces- sary changes, T-Systems launched a new skills project in 2009, its Service Agency. This efficiently bundles all the necessary processes, from develop- ment of skills profiles, selecting employees and training individuals through to design and implementation of skills development plans in strategic skills focus areas. In 2009 alone, over 900 employees participated in appropriate skills development programs. International workforce restructuring. Technological progress shifts busi- ness focuses. Not only in the German market but in all telecommunications markets all over the globe, the focus of business activities is progressively shifting away from the traditional fixed-network segment, and doing so at ever greater speed. The increasing convergence of all (tele)communica- tions networks to form one network based on the Internet protocol and the steady substitution of fixed with mobile lines are just two examples. Against this backdrop, the fixed-network segments in our Croatian national com- pany, Magyar Telekom, Slovak Telekom and within the OTE group will need to make personnel adjustments. Heathcare and disease prevention: Basic needs for our employees. We want to be a “pioneer in caring”. The tragic series of suicides in French automobile and telecommunications enterprises shows how impor- tant this issue is and how sensitively the public reacts. Healthcare means more than simply having a “health department” that does good work. “Caring for health” is an elementary leadership task and a fixed component of our internal service culture. We require our executive staff to act as role models and bear responsibility for the health of their colleagues. The Board of Management, in particular, is well aware of this topic’s vital role in the design of transformation processes. We promote health competencies and health awareness throughout the workforce with our company health man- agement program and Group-wide disease prevention services, and local activities such as our ‚health days.’ We offer personal and hotline advice to executive staff and their colleagues, and preventive medical check-ups (basic check-up, bowel cancer screening, influenza vaccinations, etc.). We consider the improved health rate to be partly the result of our health pro- tection work. For 2010 we plan to launch further programs that will screen employees for hidden health risks. 18,255 38,031 20,885 85,637 45,862 19,077 227,747 Europe T-Mobile USA SEE Germany 2007 46,021 81,336 53,532 40,697 17,631 20,703 259,920 By business areas and regions, as of Dec. 31. T-Systems Workforce development. 33,750 22,491 91,337 49,835 Group Headquarters & Shared Services Group total 2008 2009 18,043 25,970 241,426 50 100 150 200 250 300 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 220.7 201.1 19.6 259.9 127.5 132.4 Workforce national/international. No. of employees in thousands, all as of Dec. 31. National International Total Contents