The 2009/2010 Human Resources Report

For Deutsche Telekom, tolerance is synonymous with productive diversity. “Adding value by valuing others” is our motto – everyone linked to Deutsche Telekom benefits from our “diversity business case.”

Tolerance Tolerance and diversity open up opportunities. The opposite of diversity is single-mindedness, reflected in uniformity, mental inflexibility, and one- size-fits-all solutions. By contrast, diversity means strength, and enriches our company: Young and old, disabled and able-bodied, people from a wide range of cultural backgrounds and religions, homosexuals and hetero- sexuals, women and men. Deutsche Telekom is committed to this broad and colorful mix of different personalities and experiences, skills, ideas and attitudes, all under the umbrella of our new Group-wide Guiding Principles that make up the value framework on which all of our actions are based. This is part of our transformation from an introverted, technically oriented and centrally controlled corporation into an international, customer-focused network of equal partners who rely on one another. And it applies across the board throughout every level of the company: both internally between individual employees, departments, units, regions and countries, and exter- nally with our customers, partners and suppliers, friends and families, com- munity, society and the environment. Tolerance and diversity would actually be indispensable from a moral stance alone, even if they were not vital for our business. Who would have the right to refuse another person opportu- nities simply because he or she were different? Focus on people and business: Diversity Management gets a revamp. Each and every one of us, but especially executives, shares responsibility for the management of differences and diversity. However, we also need a nucleus to represent this issue. With this in mind, Group Diversity Manage- ment (GDM) underwent a complete revamp in 2009. The target of this international team of men and women is to transform the traditionally “soft” issue of diversity into a “hard” business case -- in other words, to produce measurable added value for our company and our employees, and to im- plement practical measures that will anchor diversity firmly in our corporate culture. To this end, diversity managers will be deployed in each of our stra- tegic business units (SBUs). They will forge direct links between diversity and business, as well as ensuring that diversity is practiced in the company’s HR development and policies. The following five business cases illustrate this principle. For Deutsche Telekom, tolerance is synonymous 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 individual styles. This is aided by the on-going development of our HR strategy, which includes Group Diversity Management. “Adding value by valuing others” is our motto – everyone linked to Deutsche Telekom benefits from our “diversity business case,” our customers, employees and their families as well as our shareholders and society at large. Diversity through tolerance: A successful recipe for our company’s future. People with disabilities. Deutsche Telekom Group in Germany, in %. 7.0 2.6 4.3 3.6 8.1 7.7 * * * 6.3 * 1.2 6.3 6.0 Group Headquarters & Shared Services Germany Europe T-Home T-Mobile T-Systems Group units in Germany 7.0 3.3 3.8 8.3 * * 6.2 2007 2008 2009 *Due to restructuring, previous values per segment are not comparable. Contents