HR Report 2010/2011 - Deutsche Telekom AG

We draw on the best talent in all its diversity by offering attractive development opportunities and work environments as an employer.

Competitive workforceHR Big 4 and Group strategy Service culture Talent agenda HR@2012 30 The quota has found particularly strong resonance in our home market, triggering a broad debate both within and outside of our company. One year after the women’s quota was introduced we have already achieved our first successes. We have managed to recruit large numbers of women, es- pecially for top management positions and key HR development programs: ƒ The percentage of female executives worldwide has increased from 19 percent to 22.7 percent. ƒ Since March 2010, the number of women in the 66-strong management team below the Group Board of Management, the Business Leader Team, has increased from two to five. ƒ The company has appointed 13 female supervisory board members at German first and second-tier subsidiaries, bringing the total number of women sitting on Telekom supervisory boards to 17. In our international companies we have 15 female supervisory board members. ƒ The increase in the percentage of female top junior recruits from 33 percent at the start of 2010 to 51 percent also follows the self-im- posed requirement to systematically foster female talent along the entire talent pipeline. ƒ The proportion of women on management development programs increased from 18 percent in 2009 to 34,6 percent in 2010. The introduction of the women’s quota and resulting debate are fueling our cultural change. Assumed givens are being questioned and traditional pat- terns of thought deconstructed. The quota particularly leads to new ways of thinking about flexibility of working hours. For example, male executives are increasingly considering flexible worktime models, the culture of physi- cal presence is being questioned and family-friendly working hours encou- raged. Women in management – learning from international examples. In many countries, women are already much better represented among Telekom executives than they are in Germany. These examples show that mixed gen- der management teams are more than just wishful thinking. These com- panies and the measures they have taken to promote women now serve as best practices for measures to help increase the percentage of women in management. For this purpose, we also use our increasingly integrated in- ternational diversity community, where diversity experts from all European countries where Telekom is active regularly discuss best practices and topi- cal diversity issues. Take for example Hrvatski Telekom. The Croatian Telekom subsidiary is a real role model for mixed gender management. More than 44 percent of senior and middle management positions are held by women – and that is in spite of the fact that in other Croatian compa- nies, women only account for six to eight percent of management. The pre- sence of women in Hrvatski Telekom’s management as a matter of course is mainly down to the high degree of transparency in all HR processes and role models on the Board of Management. The same is true, for example at Romtelecom, where more than 34 percent of managers are women. T-Mobile Netherlands is also a role model for mixed gender management teams and new work models (see page 32). Fueling the cultural change. Mutual exchange promotes cultural change. Diversity needs to be interna- lized by employees and executives. For this purpose, we held a number of events in 2010: ƒ Dialog forums: We held three dialog forums overall, attended by Board of Management members and prominent guests. The forums aimed to allow an open dialog with employees about how the company and cul- ture need to change and gave employees the opportunity to speak their mind. We will continue the dialog forums at all major sites in Germany in the coming year. ƒ In addition, Deutsche Telekom held its inaugural Diversity Convention. Under the slogan “Success through diversity – it’s all in the mix,” more than 300 international executives intensively discussed the issue of put- ting diversity into practice at work. We succeeded in booking six renow- ned experts for the event, including Jane Elliot from the U.S. She talked to participants about her more than 40-year fight against overt and covert racism. ƒ Female networks: We also offer our female employees and executives opportunities for networking with each other and raising their profile as high performers in the Group. The events we offer include the women networks Women@T-Systems and women@EU organized by Telekom’s Europe board department, Deutsche Telekom Technischer Service GmbH’s forum for female professionals and executives, and Telekom Deutschland GmbH’s IT business lunches. ƒ queerbeet: The network for lesbian, gay, bisexual and transsexual Deutsche Telekom employees and their friends and supporters was es- tablished at the end of 2002. querbeet aims to help ensure employees reach and contribute their full potential in and for the company, regard- less of their sexual identity.