HR Report 2010/2011 - Deutsche Telekom AG

Integrated, efficient and elastic corporate and workforce structures are required if we are to offer our customers an outstanding portfolio of products and services. The basis for this is maximum workforce efficiency and effectiveness.

Competitive workforceHR Big 4 and Group strategy Service culture Talent agenda HR@2012 13 = Seminars: 47,271 = Participants: 298,319 = Participant days: 775,021 = Average number of training days per participant: 2.6, per employee: 6.2 The lower number of participant days is due to – amongst other things – a lot of (very) short, part-time trainings. = Accesses to Global Teach (internal e-learning platform): 475,958 Enhancing service quality: 22 % Project management: 5 % Leadership: 12 % IT/technology: 25 % Other: 36 % 2010: Over 775,000 training days for employees. Of which 106,236 days spent on service training. Skills development at Telekom Training. In Germany, by key themes, as of Dec. 31, 2010. Skills development supports the transformation process. We also sup- port efforts to build sustainable know-how with our internal training and development unit. Our advanced training provider, Telekom Training, is involved in strategic business development from an early stage, through Group-wide skills development planning based on Total Workforce Man- agement. In this way, we create high transparency on advanced training needs – for our benefit as well as for our customers. This paves the way for optimal resources deployment and guarantees the future employability of our staff. Skills development through comprehensive advanced training offers. Up-to-date know-how is vital in order to keep Telekom on track for success in the longer term. Furthermore, we know that giving our employees the chance to move forward personally as well as in their careers is a crucial factor in keeping employees motivated and inspired to work for the Group. In Germany alone, our employees completed some 775,000 training days in the year 2010. This is equivalent to an investment of almost EUR 170 mil- lion in the know-how of our workforce. One Company: Transformation to a networked, elastic organization structure. Integrated structures for integrated services and products. One Com- pany reflects both aspects of Telekom’s transformation, the change in its structure and in its culture (for the culture change, see the section on “Ser- vice culture” starting on page 19). With One Company we are setting the scene in Germany as well as at international level for offering our custo- mers attractive, integrated fixed and mobile products and services from a single source. As of July 1, 2010, for example, we merged our fixed and mo- bile companies in Slovakia successfully to form the new integrated Slovak Telekom; preparations for the Slovak One Company were completed within eight months. Local HR managers played a successful role in helping de- sign the shared business model as well as the new organizational structure, including harmonization of HR processes and comprehensive communica- tion and change management activities. Other companies in which we have already completed our future-oriented transformation to an integrated pro- vider are Magyar Telekom in Hungary and Hrvatski Telekom in Croatia. Ma- kedonski Telekom in Macedonia is currently in the preparation phase. This means that the successful One Company concept has already been imple- mented, or is under way, in five of our European companies. Successful first year for Telekom Deutschland GmbH. Having cemented our position as No. 1 in new DSL customer business, revenue market leader in mobile communications, and having outstripped the financial targets in the Save for Service efficiency program, the fusion of our fixed and mobile activities into One Company in Germany is a complete success. Following our Group’s equally successful realignment in the corporate and business customer segments, our customers are already feeling the benefit of our outstanding, tailor-made service. Our sights are now set on systematically entrenching the One Company concept for our national fixed and mobile business in the minds of our employees. Logically, One Company stands for more than simply establishing competitive conditions and structures. It also means involving our employees in our development as an integrated provi- der in the long term to ensure that they are motivated and fully committed to this development. Further optimization in the organizational structure. We have already dri- ven the structure change in Germany some way forward with our One Com- pany project. The next step is to optimize any parallel and redundant or- ganizational structures still in existence. We are therefore currently in the process of establishing competitive, integrated structures in the area of trai- ning and development and also in our accounting and billing functions in order to safeguard our market success and guarantee sustainable jobs.