HR Report 2010/2011 - Deutsche Telekom AG

Correct management, exemplary service conduct by our executives, and above all, a corporate culture devoted to entrepreneurial co-responsibility – these are the keys to Telekom’s future as a highly efficient service company and creative driver of innovation.

Competitive workforceHR Big 4 and Group strategy Service culture Talent agenda HR@2012 20 One Company: Global transformation to a shared service culture. One Telekom – one team – one service: Anchoring our Guiding Principles in all companies and countries. Be it Germany, Croatia, Slovakia or Hun- gary, the customer-centric integration of our fixed-network and mobile com- munications activities are progressing rapidly in a very focused manner. The next step is to bring the structural transformation to One Company to life in a shared corporate culture focusing on our customers – at all levels of the hierarchy, and throughout all areas of the company: ƒ Among our executives, because they bring the strategy, principles and role model function to our teams. ƒ Among our employees, because they are the “face of Telekom” to our customers, and fulfill our service promises on a daily basis. Against this background: ƒ The service culture initiatives, service training and service careers for employees are continuing at the same high level, and also include international activities. ƒ Our executives are being strengthened in their capacity as service role models and ambassadors for One Company, with comprehensive, continuous training measures and intelligent tools. ƒ The HR team is accompanying the radical transformation of our company, both nationally and globally, with a comprehensive, uniform Group-wide change management system. 1. Customer delight drives our actions 2. Respect and integrity guide our behavior 3. Team together – Team apart 4. Best place to perform and grow 5. I am T – count on me The Group’s Guiding Principles. Successful implementation of Guiding Principles – Code of Conduct up- dated, executives act as One Company ambassadors. In 2010, we fleshed out our Guiding Principles (see chart) and updated our Code of Conduct (CoC). In 2011, we began the international rollout of our new CoC in Ger- many. This helps to illustrate what the Guiding Principles mean to em- ployees and executives in their everyday working lives, and establishes an operationalized policy for the entire Group. We call on our executives to set an example of the conduct we expect from our employees. We consciously support our executives in their role as multipliers of the Group’s strategy, Guiding Principles and Code of Conduct. Take Telekom Deutschland GmbH as an example: By September 2010, half of all German executives had already attended workshops in the multi-stage program “Initiative 2010 Germany. Strategy and Integration – Guiding Principles and Leadership.“ This has proved highly effective at deepening management’s understan- ding of One Company. Feedback from workshop participants has been very positive, and the dialog on One Company is firmly established throughout all management levels. This was verified by an evaluation of the initiative in the spirit@telekom survey in October 2010, which revealed that 68 percent of respondents have confidence in the success of One Company. 73 per- cent of employees confirm that they implement the Guiding Principles in their everyday work.