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 15 Workforce, Germany/international. No. of employees in thousands, all as of Dec. 31. 50 100 150 200 250 300 209.3 190.9 18.4 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 246.8 123.2 123.6 Germany International Total Deutsche Telekom workforce 1997–2010. In thousands, all as of Dec. 31. 50 100 150 200 250 300 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Germany International Group as a whole 18.4 16.8 23.1 47.8 78.7 78.1 75.2 73.7 75.7 88.8 92.5 96.0 132.4* 123.6 209.3 195.9 195.8 227.0 257.1 256.0 248.5 244.6 243.7 248.8 241.4 227.7 259.9 246.8 * 2009 figures include 32,990 FTE at OTE. 190.9 179.1 172.7 179.2 178.3 177.8 173.3 171.0 168.0 160.0 148.9 131.7 127.5 123.2 Workforce development worldwide. By business areas and regions, all as of Dec. 31. 2007 2008 2009 2010 Europe 18,043 18,255 17,631 12,108 Mobile Communications USA 33,750 38,031 40,697 37,760 SEE 22,491 20,885 53,532 51,230 Germany 91,337 85,637 81,336 76,478 T-Systems 49,835 45,862 46,021 47,707 Group Headquarters & Shared Services 25,970 19,077 20,703 21,494 Group as a whole 241,426 227,747 259,920 246,777 In Europe and worldwide: Targeted acquisition and personnel transfers. We continue to gain new staff with market-based know-how at European and global level. One of T-Systems’ moves in 2010 was to sign agreements covering 15 projects involving personnel transfer in its worldwide systems business. Within the framework of the ICT project deals and the employee transfers they entailed, over 600 employees moved to T-Systems and the national companies. Outstanding examples of deals and acquisitions are British Petroleum (U.K., Germany, Denmark), Deutsche Post DHL (Germany) and DHL (U.S.), Informationsverbund Berlin-Bonn (IVBB, Germany), the business and consulting organization KPMG (U.K.), Philips (10 countries in Europe, the U.S. and India), Sasol chemicals (South Africa) and T-Mobile (Netherlands). The key factor in successful integration of the new staff was, and continues to be, skilled and cautious HR change management. This is characterized by respect for difference, corporate structures and cultures that have developed over time, and perceptive integration into the Telekom network. Further project deals in 2011. We continue to pursue this successful course in 2011. E.ON IT for example has chosen T-Systems as its world- wide partner for communication & collaboration. With the service unit, em- ployees in 10 European countries moved to T-Systems at the end of the first quarter in 2011. In addition, T-Systems is currently bidding for 13 more projects involving personnel transfers. If it succeeds in closing the deals, almost 3,000 employees will transfer to T Systems and bring fresh know- how to the company. Moderate restructuring and downsizing with proven instruments in some German units. In addition to creating knowledge-based jobs that are viable for the future, we continued our efforts for socially responsible staff restruc- turing in various units in 2010 to keep Telekom on track in a challenging economic environment. The continuing intensity of competition and rapid technology developments spawn a need for fewer people – in some cases with different skills – to work in some areas of our company in the future. In parallel to our extensive skills development programs for teams, we ap- plied instruments that enable staff to leave the company voluntarily in or- der to fulfill our responsibility to our employees as well as to the company. They include early retirement schemes for civil servants and non-civil ser- vants (from the age of 55), implementation of current partial retirement ar- rangements and special severance programs put in place for specific units. The collective agreement on partial retirement expired on the same date as state support (December 31, 2009), with the result that this instrument was no longer available for new cases in 2010. In the case of our civil servant employees, we took advantage of further employment openings in the public sector (see following section).