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 16 Vivento workforce. Incl. business models and projects, as of December 31, 2010. FTEs Employees at Vivento 6,880 of which: Fed. Employment Agency and other external employment, in particular public sector 3,576 of which: internal call center unit incl. Vivento Customer Services 2,674 of which: loan and temporary staff inside the company 357 of which: Deutsche Telekom Direct Sales and Consulting 273 Permanent staff and support personnel incl. Vivento Customer Services 824 Employees who found a new job via Vivento in 2010 1,292 Employees scheduled to find a new job via Vivento in 2011 870 Staff transfers to Vivento since its foundation 47,005 Staff who have left Vivento since its foundation 38,059 Vivento. Personnel restructuring provider in Germany. Opening up new career perspectives. In 2010 Vivento consolidated its position as a specialist provider for workforce restructuring. For many years, Vivento has counted on the readiness of company staff to change and on creating new employment perspectives. In 2010, it focused in parti- cular on cooperation with the German Federal Employment Agency (BA) to lever potential for permanent alternative employment in the public sector. BA offers job openings in its placements and benefits sections as well as in the family office’s service centers and in internal service throughout Ger- many. At the end of December 2010, over 2,500 Telekom employees were deployed on BA projects. Although the agreement had largely covered temporary support for the Federal Agency up until then, a larger number of permanent contracts were made available for the first time in 2010. This enabled over 700 civil servants from Telekom to make a permanent move. Development of socially compatible workforce restructuring measures will only succeed if employees actively grasp the chance for new career ope- nings. This lies within the responsibility of all parties involved – from the company to our individual employees, whether these are civil servants or non-civil servants. We therefore uphold our appeal to the civil servants in our company not to reject new career perspectives without due thought. Vivento continues to be the central point of contact in the Group for em- ployees affected by personnel restructuring. Proportion of civil servants. Group workforce in Germany. 2007 to 2010. 2007 2008 2009 31.12.2010 Active civil servants 35,559 32,113 29,188 25,570 Civil servants on temporary leave from civil servant status* 3,963 3,033 6,597 1,678 Civil servants at affiliated companies 20,318 17,610 13,267 16,729 Total civil servants 59,840 52,756 49,052 43,977 Number of non-civil servants in Germany 89,098 78,957 78,435 79,197 Total number of employees in Germany 148,938 131,713 127,487 123,174 Percentage of civil servants in Germany 40.2 40.1 38.5 35.7 *Civil servants whose status as such is currently suspended. They have temporarily switched to an employee relationship not covered by collective agreements. Successful outcome. In 2010 Vivento succeeded in ƒ Finding new, enduring perspectives for around 800 employees with the German Federal Employment Agency (BA) and other public sector em- ployers. Many employees who have been working at BA for some time opted to make their move permanent. The high number of transfers shows that we are successful in harmonizing the requirements of work- force restructuring with the needs of our employees. ƒ Offering some 6,900 employees attractive alternative employment – both inside and outside the company. There were still a high number of temporary assignments. Some 3,600 employees alone were deployed with BA and other public sector employers. ƒ Informing around 7,500 employees about the chances of career reorien- tation, primarily in the public sector, at over 430 information events and dialog sessions. ƒ Training 1,300 employees at on-site and e-trainings in order to develop individual application strategies and thus to exploit personal opportuni- ties in the application process. ƒ Establishing Interamt, the public sector’s cross-agency job portal, as a fixture in the public sector job market. In this area, Vivento was able to win several new cooperation partners. In addition, we gave all employers in the public sector access to the Interamt portal, enabling smaller agen- cies and local authorities to advertise their jobs there. Higher market pe- netration has increased Interamt’s attraction for employers and job see- kers, as well as for employees from our company who are looking to make a change in their careers.