The 2009/2010 Human Resources Report

Delighting our customers – with top service and high-tech products. To this end, we are systematically developing the skills and service mindset of our workforce as well as our corporate culture.

Technology 24|25 Opening up starts within the company itself. In order to become market leader in connected life and work, we must set a good example with our own corporate culture. With Enterprise 2.0, we are therefore opening up the company for our employees, promoting their networking with social media and activating knowledge exchange across units and across corporate boundaries. As the HR unit, we are driving various measures and initiatives in which the topics of service and technology play key roles: ƒ Telekom wiki. Open, Group-wide knowledge networking. Over 120 projects used wiki as a collaboration platform in 2009. ƒ Go Ahead!. Transparent development paths and optimal career prospects for experts, in particular in success-critical technology fields. ƒ CAMPUS. Strategic skills development programs that accompany expert development at T-Systems as part of Go Ahead!. ƒ Service stars and Winners’ Circle. Awards for outstanding internal and external service. For example, in 2009 we named another 20 ser- vice stars and thanked them with a place in the “Walk of Service” at the Group’s Service Headquarters. With measures such as the “Palomar5” innovation camp, the “culturetube” video and discussion platform from the Products & Innovation area and vari- ous blogs, we promote a culture of professionals at eye level – reducing the distance from employees to “the guys upstairs” and developing a culture of participation and decision-making with flat hierarchies. Ideas management: Giving staff the chance to participate and utilizing their know-how in the interest of our company. With the broad expertise they acquire in day-to-day business and a wealth of ideas that arise in direct dealings with customers, technology and products, our employees play a major role in making improvements within the Group. However, a “culture of mutual respect” is required before our employees can contribute their know-how comprehensively to generate value to the benefit of our company and our customers. We took this goal into account with our realignment of ideas management in the year 2009. For us, the key element of modern ideas management is to establish a dialog platform between hierarchy lev- els and between functions. Our aim is for this to support ‚democratic,’ im- partial interaction in order to comprehensively improve all aspects of our processes, products and services. In the year under review, ideas manage- ment had two main focuses: first, to improve our internal services as the ba- sis for excellent external customer service (for “Service behind the scenes,” see “Team” section, page 15) and, second, action aimed at embracing a re- sponsible attitude toward data protection and data security within the com- pany. 2009 genial@telekom. 2008 Suggestions for improvement Savings in 1 million Patent applications 7,295 5,592 141 122 665 713 2006 8,600 74 557 2007 8,841 99 542 Ideas management on the advance. Contents