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.”

50 45 Tolerance Diversity Charter: A voice for diversity in the Group and in society. Back in 2006, Deutsche Telekom joined forces with Daimler, Deutsche BP and Deutsche Bank to create the Diversity Charter, a company initiative to pro- mote diversity in companies and in society. More than 600 companies and public institutions have since signed up to the Charter, making it one of the largest networks of German companies. In order to ensure in-house imple- mentation of the Charter, Group Diversity Management has initiated an inter- national diversity network with the responsible individuals in each country. Diversity officers are now able to exchange examples and experiences of best practices in their countries via a virtual platform, and forge closer links. Our international diversity and HR managers will also have an opportunity for intensive face-to-face dialog at the 2010 Diversity Conference. During the period under review, GDM also conducted a diversity survey to evaluate best practices and indicators from 41 international Deutsche Telekom com- panies. The results indicate that many of our countries employ far more women in executive positions than is the case in Germany. At T-Mobile in Croatia, for example, 46 percent of executive positions are held by women. At T-Mobile USA, the figure is 30 percent. We hope that this will serve as an incentive and is our responsibility in countries where women are far less well-represented in managerial positions. Diversity business case II: Generation management. Shaping up for demographic change. With “Generation@Telekom”, Deutsche Telekom is shaping up to meet the challenges of demographic change. The trend toward an ageing society is also reflected in our Group’s workforce. With this in mind, the challenge is to actively ensure employabil- ity, experience/knowledge, and generational diversity. Our objective is to establish a balanced age structure that will enable us to draw benefit from the fresh know-how and the “wind of change” that comes with young talent as well as from the experience and enduring expertise of our specialist and executive staff – all in the interest of success for our company in the long term. The first pilot projects have been launched under the Enterprise 2.0 initiative, including inter-generational dialog in the form of a “reverse mentor- ing program,” in which young and old exchange their experiences of Web 2.0, and older colleagues learn new Internet applications from their younger mentors. Another flagship event in our generation management program is “Children’s Day,” launched in 2009, which offers children the opportu- nity to visit their parents at work. This serves to motivate employees and cement their loyalty to the Group. In 2010, “Children’s Day” will be extend- ed to other international sites wherever possible, as well as taking place throughout all locations in Germany. 10 20 30 40 50 Age structure in the Deutsche Telekom Group. In Germany, as of Dec. 31, 2009, in %. 16–25 26–35 36–45 46–55 56–65 Ø age (in years): 44.0 4 12 37 42 6 Target value 2012 42.4 44.2 -3.1 47.3 Rejuvenation through personnel reorganization. Development of average age at Deutsche Telekom Group in Germany, in years. 2007 2008 2009 41.6 43.8 44.9 41.8 44.0 45.6 41.4 43.7 44.3 Average age of all employed persons in Germany Group in Germany including junior staff and professionals Group in Germany without junior staff and professionals Contents