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 23 genial@telekom. Modern ideas management on the advance. 2008 2009 2010 Suggestions for improvement 7,295 5,592 10,498 Savings in million 1 141 122 136 Patent applications 665 713 913 High ratings = Very good, good/agree fully, agree. Low ratings = Poor, very poor/do not agree, do not agree at all “Neither agree nor disagree” ratings are not included Explanations of questions asked: How do you feel? = How do you feel in the company? Recommendation = Do you recommend our products and services to your family and friends? Change = Do you understand the changes taking place in the company? Strategy = I can explain the strategy to others. Collaboration = I feel that we at Deutsche Telekom cooperate as partners in the interest of the company’s overall success. The pulse survey was held as part of the current employee survey, at which some 138,000 employees from 27 countries took part, response rate: 72%. Pulse check. Results of the Group-wide pulse survey, October/November 2010, in %. 20 40 60 80 100 Germany International Germany International High ratings (agree) Low ratings (disagree) How do you feel? Recommendation Change Strategy Collaboration 59 78 42 56 12 8 7 10 25 15 18 21 20 18 66 71 54 46 47 53 20 Of the factors that affect health, the employees were particularly positive about the interpersonal atmosphere within the company and the leadership qualities of their direct superiors. Both of these aspects help to cushion the perceived relatively heavy workload. Overall, however, employees gave their immediate superiors slightly lower marks than they did two years ago. In a subsequent phase, since mid-February, each manager has received a detailed team evaluation of the survey results with recommended actions derived from these results. Once the detailed results are known, tailored packages of measures will be developed throughout the Group. Teams with critical results will receive support from their HR Business Partner where required. Creative individuals and ideas for the future. Ideas management: Involving employees in Telekom’s future development. To encourage identification with the company and a creative, innovative ex- change of ideas, employees need to be actively involved and must feel able to submit their ideas and suggestions without hierarchical constraints. This applies to all topics, aspects and areas of Telekom, from customer service, to internal processes, through to product innovations. Telekom’s ideas management already plays an important role in involving employees in the company’s development. Interactive tools also pave the way toward even greater openness for Telekom, both internally and externally. Competition for creative minds. In the 21st century, competing for crea- tive minds is crucial to a company’s success. This necessitates a corporate culture of appreciation, whereby ideas management plays an increasingly important role in the innovation and improvement process at Telekom. In 2010 we launched two key activities in ideas management designed to mo- tivate our employees to get involved and use their know-how on behalf of the company. The first of these was the launch and expansion of the stand- ardized national IT tool “genial@telekom.” This user-friendly tool makes it much easier to submit suggestions, and creates a more transparent ideas process right through to the evaluation stage. Thanks to this optimization, the number of employee suggestions received increased by almost 90 per- cent compared with 2009. Ideas Management also joined forces with Cor- porate Responsibility to conduct the Group-wide sustainability campaign “Big changes start small.” Ideas Garden 2.0: Creativity pool for ideas management. Ideas manage- ment at Telekom thrives on the inventiveness and knowledge of our em- ployees. In the interests of an interlinked Enterprise 2.0 strategy, we want to network, democratize and multiply this know-how. We are also keen to pro- mote inter-departmental dialog and contact that transcends temporal and geographical boundaries. To this end, the Ideas Management team is crea- ting a community for communicating and developing unrefined ideas and approaches as part of a virtual communication space, which it has named the Ideas Garden.