The 2009/2010 Human Resources Report

One company, one team, a common service culture: the global One Company. Statement by Thomas Sattelberger, Board member responsible for Human Resources.

“Team spirit, service mentality and vitality in our staff teams – this is the way to our One Company.” Thomas Sattelberger, Member of the Board of Management, Human Resources Future-proof jobs thanks to anticipatory planning. We are one of the few global players that deploy modern total workforce management in our end- to-end human resources planning. We use it to anticipate mid-term changes in product portfo- lios and markets, and translate them into strate- gic human resources programs.  Holistic approach and anticipatory plan- ning. We keep our eye not only on the inter- nal workforce and skills structures but also on those of our freelancers, external consul- tants and employees of important service providers. In doing so, we ensure that our Group team benefits from needs-based skills development and wins the skills it needs for the future on the talent market.  Upsizing, restructuring, downsizing. We continue to balance our company’s age structure and bring new know-how into the company. We ensure that the necessary workforce restructuring measures are imple- mented in a way that is as socially conside- rate and as fair as possible, both for our civil servant and our non-civil servant employees. Our team is as global as our strategic orientation. With five binding Guiding Principles and the Code of Conduct in place for the entire Group, we have established a basis for a shared, dynamic service culture. As we shape our relationships, we take regional, national and cultural aspects into account and respect the legal and cultural characteristics of each individual country. This applies to our dealings with employee representatives and national labor unions as well as to employee relations in national companies without union representation.  National autonomy, global framework. In our Guideline for Cooperation with Employee Representatives, we have made it clear that national management bodies bear individual responsibility for building employee relations. Our Guide- line is based on our own Guiding Princip- les as well as on pioneering documents such as the United Nations Global Com- pact, the OECD guidelines and the core labor standards issued by the Internatio- nal Labor Organization (ILO).  Cross-EU participation. Through our European Works Council (EWC), we maintain an active exchange with the employee representatives of a growing number of subsidiaries and affiliated companies in the Member States of the European Union. Here again, we promote mutual understanding and International collaboration in the Group. One company, one team, a common service culture. International subsidiaries of our Group such as Magyar Telekom in Hungary are leading the way. They have long been successful as integrated providers, delighting their customers as a one- stop shop for best-in-class service and innovative broadband, fixed network and mobile communi- cations solutions. We are now applying the One Company, one Service principle to our home market in the new Telekom Deutschland GmbH. Clear structures and a customer-oriented organi- zation indicate the direction that our Group is taking to achieve its global orientation. Our ob- ject is to delight and convince our customers all over the globe - with One Company on four continents.  Service leadership. A key leadership quality for our management staff is practiced service orientation for customers and employees. The Service Academy, which was founded at the end of 2007 for our executive staff in Germany, and many comparable schemes in our national companies play a major role in reaching this goal. Global One Company. Respecting the difference.  Team stands for reciprocity: As employers, we give our employees all the support they need and, in return, expect them to dedicate them- selves fully and as a team to our common cor- porate goals.  We do everything in our power to anchor One Company and our vision of becoming the most highly regarded service company in em- ployees’ hearts and minds as well as in the organization as a whole, for the benefit of our customers as well as of the Deutsche Telekom ‘family.’  New skills, human resources development and a healthy corporate culture are at least as important as cost efficiency. We are therefore forging an even closer link between work- force development and our corporate goals.  We continue to make the necessary person- nel adjustments in a way that is as socially re- sponsible as possible, and maintain a ba- lance between our downsizing, restructuring and upsizing activities. 9 Team Technology meets talent. The 2009/2010 Human Resources Report.