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 14 Internal skills development – new structure, top quality. Advanced trai- ning offers forward-looking skills development and learning concepts that support the transformation process in the different Group units. In January 2011 our “new training and development” unit was launched under the Telekom Training brand. Our realigned internal advanced training provider pools employees from several of the Group’s advanced training units. Its aim as a true service unit is to tune its services to business needs, offering efficient structures and high quality. Integrated location concept for business customer service and sales. Other aspects that we need to transform include the traditional small-scale structure of our business customer sales and service force as well as the regional line-up of our IT units in Germany. Our declared aim in a toughly contested home market is to become more competitive and thus protect jobs in the long term. With this in mind, Telekom plans to build modern sales and service centers as well as sales offices throughout Germany in the coming years. At the same time, we are merging our IT teams at IT inno- vation centers. In these two areas, Telekom guarantees to retain the jobs of a total of over 9,500 employees. In addition, we plan to invest a figure high in the double-digit million range in modernizing these jobs and in syste- matic human resources development in the IT segment. In our IT segment alone, we plan to assign over 100,000 additional training days within the framework of IT skills development for our employees and ongoing IT ex- pert careers. Initial experiences gained during the current centralization of our service center structures in consumer service, which we launched in a similar form two years ago, suggest that this reorganization will enable us to improve not only efficiency but also, to a similar degree, service quality and customer and employee satisfaction. Act4Service: On the way to a simplified business model at T-Systems. T-Systems is addressing its goal of achieving efficient processes for top quality from a customer viewpoint with a new business model. From 2011 it will streamline collaboration between the individual company units, make processes more efficient and define responsibilities more clearly. The Act- 4Service project has been paving the way for the new business model un- der the sponsorship of the Managing Director responsible for HR since October 2010 – from the startup organization on January 1, 2011 through to full implementation in Germany and international rollout in the individual national companies by January 1, 2012. Alongside its sponsorship of the project, HR is responsible for negotiations, reorganization, change manage- ment and employee transfers. New age structure, fresh know-how. Germany: More recruits outside the company as well as among junior staff and trainees. Our company needs multifaceted new skills in order to exploit the opportunities in our core business as well as in our innovation and growth areas. We therefore plan to recruit around 10,400 new, suitably qualified staff in Germany and 18,000 throughout Europe by the year 2012. Attracting outstanding experts around the world from outside the company and promoting our own talented employees is the mix that will make our company fit for the future. More than half the new recruits in Germany, for instance, therefore came from the ranks of our internally trained junior staff: in 2010 we transferred 2,000 junior staff from our own training courses, including over 90 students from cooperative degree courses and 40 gra- duates from our University of Applied Sciences in Leipzig (HfTL) to perma- nent jobs. This enabled us to improve yet again on our high rate of trainees taken on permanently. Seen overall, we hired 4,000 new recruits in Ger- many in 2010, around 2,000 of them external university graduates and ex- perts with job experience. At the same time, we again offered around 3,300 young people the chance of first-class vocational training in the Group. With trainees and students on cooperative degree courses numbering around 10,000, we are one of Germany’s largest training providers. On the external labor market, we primarily recruit software developers, IT architects, busi- ness administrators, arts scholars, social scientists, product managers and business analysts. The fact that we also plan to hire a considerable number of professionals for customer service again supports our claim to offer our customers the best service in the industry. Recruitment at Deutsche Telekom Group in Germany. In FTE thousand (full time equivalents, rounded). 3.7 4.0 3.1 2.6 1 2 3 4 Internal trainees taken on after completion of vocational training/cooperative degree course External recruitment (graduates and experts) 2010 2009 2008 2007 1.2 2.2 2.0 1.8 1.5 1.4 2.0 1.3