The 2009/2010 Human Resources Report

Facts and figures.

4|5 That is why we as an employer rely extensively on the talent of our employees. We offer them a wide range of development opportunities. In this way we are establishing Deutsche Telekom as a global, attractive employer brand: we want to attract and retain top talent like a magnet, and in this way, gradually secure a reputation as one of the top ten talent companies throughout every country. The launch of the new Deutsche Telekom will therefore be rooted firmly in both the corporate strategy and the HR strategy. To this end, we have develo- ped and enhanced the four strategic cornerstones of our HR mission (”HR partner for business”) and the strategic program on which these four cornerstones are based (”Big X”): For ”Add Value,” the ”Competitive workforce” program, For ”Enable Transformation,” the ”Service culture” program, For ”Best People,” the ”Talent agenda” program, For ”HR Excellence,” the ”HR@2009” program. All our strategic measures, programs and initiatives contribute to four key themes, which we have named ”Team,” ”Talent,” ”Technology” and ”Tolerance”: As a ”Team” we are promoting the transformation of Deutsche Telekom. The ”Talent” of our workforce will ensure that we have the necessary know-how, and will safeguard our employees’ future. New ideas and innovative ”Technology” will enable us to tap into new growth areas. And it is the ”Tolerance” of our company that we interpret as diversity – the uniqueness of our employees and their individual styles – that drives the global, lasting success of Deutsche Telekom. This is what will make us, as a company, attractive. Thomas Sattelberger Member of the Board of Management, Human Resources Foreword What makes a company attractive? This question has not only fascinated me throughout my professional life, but has also been a driving concern for Deutsche Telekom. After two years of in-depth work, in 2009 we came up with some probing cultural and structural answers to this question, both as the ”Deutsche Telekom family” and as an HR unit, both internally and externally. We are leading the way toward a new, jointly experienced corporate and service culture for our company, a new ”unity in diversity,” with our global “Guiding Principles.” We have responded to our customers’ desire for ”one-stop service”: the creation of our service companies back in 2007/2008 marked the successful first step toward achieving this goal. With ”One Company,” we are now stepping up the business-driven restructuring process, and creating the basis for a new Deutsche Telekom, both within Germany and at a global level. As the HR unit, we ensure efficient processes and strategic contributions. To this end, we are continuing to drive the transformation of HR in Germany forward, and stepping up the international harmonization of our HR work. One thing is certain: Together, we will need to make further major, and some- times arduous, efforts in our drive to become the market leader in connected life and work – as employees and managers, in Germany and in our interna- tional subsidiaries, in HR and the business units. Only then will we coalesce into a permanently competitive, enthusiastic and powerful ”Group team.” To this end, firstly, we need to ensure the maximum long-term HR effec- tiveness and efficiency – the qualitative total workforce management system implemented in Germany initially will provide the foundation for this. But also and above all, we need the forward-looking expertise and dedication of our current and future employees: Only through them will we be able to inspire our customers with outstanding innovation, first-class service, and corporate governance founded on integrity. Dear Reader,