The 2009/2010 Human Resources Report

Diversity and creativity for sustained success. More women in management. International growth. Statement by Mechthilde Maier, Head of Group Diversity Management.

“Tolerance is a success-critical competive factor. It facilitates the creativity and diversity we need to survive on the market.” Mechthilde Maier, Head of Group Diversity Management. For Deutsche Telekom, tolerance is syno- nymous with productive diversity. More than ever before, the Group’s global success is driven by the diversity of our company, our tolerance of variety, the uniqueness of our employees, and the variations in their indivi- dual styles.  From Canada to Japan: Deutsche Telekom is present in more than 30 coun- tries. When we acquired a stake in the Greek telecoms company OTE, we gained more than 33,000 new employ- ees in Southeastern European countries, and a further 3,400 from other major in- ternational deals. Our global acquisitions and deals are accompanied by expert, sensitive change management. Our suc- cess is due to a number of factors, in- cluding tolerance toward established cul- tures and backgrounds, openness to differences, and sensitive integration into the Deutsche Telekom network.  International networking, transfer of ex- pertise, and relationship management. We carried out a wide range of interna- tional initiatives during the reporting period. For example, our exchange pro- gram Telekom X-change encourages international HR development and the honing of intercultural skills. The “Africa is coming!” initiative promotes manage- rial top talents in Africa with a custom- ized advancement program. Successfully different. Growing internationally – Bringing cultures together. Social commitment as the basis for lasting success. For Deutsche Telekom, “diversity” is not just something we pay lip-service to, but a crucial aspect of business. There are plenty of good rea- sons for our company to get socially involved:  Women in management. Women are our cus- tomers, more and more of them are now re- sponsible for purchasing decisions, and over one-third of our workforce is female. We want this to be reflected among our management: by the end of 2015, our goal is that 30 per- cent of middle and senior management posi- tions worldwide should be held by women.  Generation@Telekom. Our mission is to es- tablish a balanced age structure that will en- able us to utilize the recently acquired know- how and fresh perspectives of young talents, alongside the long-standing experience and expertise of our experts and executives.  “My chance to get going!” In collaboration with the Federal Employment Agency (BA), we became the first DAX 30-listed company to offer young people from disadvantaged backgrounds a chance to get a foot on the employment ladder. work-life@telekom. Combining work and private life. Growing mobility, coupled with greater flexibility and the blurring of the lines between work and private life, have created new freedoms, but can also lead to tension and pressure. In 2009 Deutsche Telekom launched the work-life@ telekom program, designed to encourage a good work-life balance. We will increase the number of company daycare places to at least 370 in Ger- many alone in 2010; another 200 places are planned. We also provide the following services:  Free-of-charge advice and placement of childcare close to home  Free emergency childcare (total volume utilized in 2009: 145 days)  An advisory and placement service for em- ployees with elderly family members in need of care (49 placements)  Family leisure offers (some 44,200 persons and their family members took advantage of Deutsche Telekom’s recreation scheme)  Flexible work schedules (15,661 employees in Germany work part-time)  Part-time vocational training (9 participants in Germany), etc.  We need the diversity of our employees if we want to accommodate the diversity of the em- ployment market, our customers and society.  In a tolerant corporate culture, every individ- ual is able to contribute their own individuality in a productive way – into products and pro- cesses, into the team, into their relationship with their superiors, into the working climate, and into learning processes.  Our Group’s internationalism is an asset – both at an inter-personal level, and in a busi- ness sense. We are all willing and able to learn from one another. Our multinational cli- entele also needs to see that we address their specific requirements.  René Obermann: “Taking on more women in management positions is not about the en- forcement of misconstrued egalitarianism. It is a matter of social fairness and a categorical necessity for our success. Having a greater number of women at the top will simply im- prove us as a company. Technology meets talent. The 2009/2010 Human Resources Report. 27 Tolerance