HR Report 2010/2011 - Deutsche Telekom AG

5 What makes a company successful? As Telekom’s Chief HR Officer, I firmly believe that to be successful, a company must have a vibrant corporate cul- ture and open structures that facilitate, encourage and help to develop new ideas, coupled with a workforce of inquisitive, creative individuals, and this view is shared by Telekom as a company. After all, every successful innova- tion begins in the minds of people who are not afraid to think outside the box when others have long since given up. These individuals are the cham- pions and drivers of change. In a company like Telekom, known for being a pioneer of innovations with the determination to become even more powerful in future, the HR depart- ment plays a special role: It must set the tone for a liberated, talent-rich cor- porate culture that promotes lateral thinking. It must set the tone for mobile, permeable structures that enable and encourage its employees to think and act like entrepreneurs. In recent years, we have made extensive plans and preparations for a radi- cal transformation of Telekom with our mission “HR – Your Partner in Busi- ness.” Over the past twelve months in particular, our hard work has paid off, and is continuing to bear fruit. Competitive workforce. The international rollout of our Total Workforce Management system is now well-advanced, and is expected to be com- pleted across all national companies during 2012, giving us a Group-wide tool for high-quality HR planning. It also represents the foundation for our longer-term workforce development plans and talent management. As in- dustry leaders with a proactive health culture, we have also begun the glo- bal rollout of a standardized health & safety management system. Our re- cent success in winning the Corporate Health Award, and feedback from our employee survey, indicate that we are well on the way to achieving this goal. We were the first DAX 30 company to ask its employees to give com- prehensive feedback on their mental and physical well-being. Service culture. We want our employees to support us through the radical, sometimes difficult changes en route to becoming the “new Telekom”, and to embed the new structures and culture in everyday working life. To this end, we have installed a professional, high-quality, Group-wide change management system which takes into account emotionality and subjective concerns in the transformation process. Our Guiding Principles and up- dated Code of Conduct provide the basis for our shared global corporate culture, which is synonymous with service excellence, team spirit, and the desire to perform well. Talent Agenda. On the way to becoming a top talent company, since 2010 we have worked tirelessly to establish Telekom as a global, high-profile employer brand. During 2011, our leitmotif “The Great Experience” will inspire talented individuals at talent hot-spots around the globe to work for Telekom. Parallel to this, “The Great Experience” will also be promoted internally, with new and more flexible work forms and work environments designed to make Telekom even more attractive to its employees. The women’s quota is an outstanding example of this approach: Its introduction last year, and the ensuing debate, are fueling our cultural transformation. People are starting to question the status quo; the quota forces us to adopt a new way of thinking, for example on the topic of “worktime flexibility”. HR@2012. The HR team reinforces this philosophy by ensuring that the elements of an outstanding customer experience become the cornerstones of our HR organizational structure and HR culture. We are also determined to ensure that all employees benefit from an exceptional service experience. Through these measures, HR is helping to drive Telekom’s development into a global One Company, and to achieve our vision of becoming the industry’s most highly-regarded service company in one of today’s most exciting markets. Thomas Sattelberger Member of the Board of Management, Human Resources Dear Reader,