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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 31 People with disabilities. Deutsche Telekom Group in Germany, in %. 2007 2008 2009 2010 T-Home 7.0 7.0 * * T-Mobile 3.3 2.6 * * T-Systems 3.8 4.3 3.6 3.7 Group Headquarters & Shared Services 8.3 8.1 7.7 7.9 Group as a whole in Germany 6.2 6.3 6.0 6.2 Germany * * 6.3 6.6 Europe * * 1.2 1.6 *Due to restructuring, previous figures per segment are not comparable. Long-term commitment at society level. We are also intensively commit- ted at society level in order to inspire girls and young women to consider Telekom: ƒ STEM (science, technology, engineering, and mathematics): Through a wide range of STEM initiatives, we hope to inspire girls and young women to go for technical and science-based careers, professional and management positions. In the last five years, for instance, we have sponsored the “MINT Zukunft schaffen” (Creating a STEM future) and “erlebe IT” (Experience IT) initiatives as well as the JUMP in MINT mentoring program for young people. As part of the industry initiative “Jugend denkt Zukunft” (Young foresight), we held an innovation week for Berlin schools again in 2010. ƒ We also took part in the annual Girls’ Day again, which was a huge success this year with more than 4,000 (2009 around 2,600) girls taking part at 55 sites across Germany. Diversity Charter: corporate commitment to diversity. The Diversity Charter is one of the biggest German corporate initiatives, now with 870 members. Deutsche Telekom is one of its founding members. In 2010, four years after setting it up, the four founding partners were invited to the Telekom Berlin Representative Office for the “Impetus for Germany as a center of busi- ness” conference. The central theme was the challenge, opportunity and necessity of a diverse corporate as well as social culture. The encouraging interim conclusion was that initial successes in increasing diversity have already been achieved. But there is still a gap that needs to be closed in companies and in society. The conference also reported on progress in the initiative and introduced the next phase of the Diversity Charter. It is now sustained by a group of well-known sponsor companies. Telekom continues to lend its support and is one of the Charter’s sponsors. We will continue to drive forward progress in the Diversity Charter within that group as well as on the executive board. Promoting diversity: within the Group and in society. As a good corpo- rate citizen for many years, we, for example, are not only an enthusiastic sponsor of German disabled sports, we also intensively support the parti- cipation of people with disabilities in working life. Throughout the Group, around 6.7 percent of our employees are disabled. All vacancies within the Group that are advertised externally are sent to the German Federal Em- ployment Agency via an electronic interface in order to specifically encou- rage applications from job seekers with disabilities. In fiscal year 2010, we took action to set up and maintain barrier-free workplaces for our disabled colleagues in some 900 cases. This ranged from the procurement of spe- cial office furniture through to making our offices and business premises wheelchair accessible. Achieving a good work-life balance. work-life@telekom – encouraging new worlds of work. With our work- life@telekom program, we have been placing particular emphasis on a healthy work-life balance since 2009. In order to retain and develop em- ployees and help them reach their full potential, we want to boost their sense of personal responsibility and give them increased control over their own time. Telekom also encourages its employees with a range of offers in these areas, allowing for different personal situations through flexible employment opportunities. The main focuses of the program are working hours and location, health and fitness in the context of a work-life balance, family, and social life. Embedding a work-life balance – three trendsetting voluntary commit- ments. In order to permanently embed a work-life balance in the corpo- rate culture and in everyday life, we introduced three trendsetting voluntary commitments to the benefit of our employees and executives in the repor- ting period. 1. Use of mobile devices. A leadership and corporate culture based on respect and personal responsibility includes treating free time with re- spect, whether vacation, weekends, or just outside of work on workdays. In a voluntary commitment, we explicitly stated that employees are not required to use company mobile devices in their free time. Also, there is no obligation to answer work e-mails or calls during free time.