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 Service professionals deliver innovative technology to our customers. Service training and service careers: Identify development prospects, further promote a service mentality. The service careers model, which was launched in spring 2009 – top professional training in service – and the broad-scale service training that was agreed in 2007 are vital levers for combining competence and service orientation to deliver high-tech to our customers. Employees in the service companies participated in about 130,000 service training days overall in 2009. The object of service skills measures is to ensure that service staff embrace a distinct service mentality in all processes and our entire organization – and, in doing so, offer our cus- tomers excellent, universal service throughout the company. The service training portfolio, for instance for our service company Deutsche Telekom Technischer Service GmbH, covers three aspects: 1. Service communication & sales orientation 2. Change and health management 3. Products, technology and supporting offers for day-to-day work Our service career offers the high performers among our employees attrac- tive development opportunities. The special aspect of our HR “service ca- reer” development scheme is that employees receive a separate pay com- ponent for their additional role as “product ambassador.” The objective of the service career is to improve not only employees’ further career develop- ment but also their service and customer competency, particularly for com- plex problem solutions for our customers. The HR framework conditions (described here for the example of Deutsche Telekom Technischer Service GmbH) are as follows: During a training phase, a total of 1,000 participants will be prepared for their work as product ambassadors up until the end of 2010. As product ambassadors, they will receive an annual target salary that is raised by 3.5 percent in the first year and another 1.5 percent in the second. Their work includes implementing know-how on key Group products in the organization, integrating sales issues and service centricity as a role model for colleagues, collaborating on projects, and practicing exemplary communication skills in the team. The future of customer contact. Phone calls to the hotline or visits to the Telekom Shop: At the two most important points of personal contact with our customers we have already installed intensive and successful measures for more service quality. In 2010 we will be using the Telekom Shop Truck at big events and in sparsely populated areas, where store-based business is not economically viable. On the basis of our award-winning shop concept, we have plans to make our Telekom Shops even more customer-friendly. Parallel to this, implementation of the site concept for Deutsche Telekom Kundenservice GmbH is also running to schedule. By the end of 2009, seven of the new service centers had already started work, and all 33 sites will be occupied and active by mid 2011. With the new service centers, we are also installing competitive cost structures and creating the basis for a further im- provement in customer service and for sustainable jobs at Deutsche Telekom. The contact centers are being designed in compliance with the latest scien- tific research; the workstations are very high quality and optimally geared to employees’ needs. Progressive: HR has its own technology mainstay. We naturally supply powerful IT and telecommunications solutions not only to our consumer and business customers in the external market. We also use such solutions in particular at HR to guarantee our internal customers the best possible services: ƒ For example, employees can use the interactive “myHR” employee portal to process travel expenses, plan and book leave and enter their working hours. ƒ Payroll accounting is online and offers users many helpful explanations. ƒ We plan to add further interactive functions to enhance myHR, for example with an integrated automatic call-back function. ƒ Our electronic personnel file is considered exemplary. ƒ Besides this, we also support other HR tools and processes comprehen- sively with state-of-the-art IT, one example being our Performance & Potential Review. ƒ Our onboarding process ensures that new employees have access to the infrastructure they require, including all electronic accesses, on their first day at work in the company. Contents