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 33 New recruits decelerate the aging progression. Average age trend at the Group in Germany, in years. 45 50 Target for 2012 42.4 44.3 -3.0 47.3 2008 2009 2010 41.6 43.8 44.5 41.8 44.0 45.2 45.8 44.0 42.0 Average age of all workers in Germany Group in Germany incl. junior staff and professionals Group in Germany excl. junior staff and professionals Fresh know-how and many years of expertise. Generation@Telekom – ready for the demographic shift. The European trend toward aging societies is also reflected in Telekom’s workforce. It is therefore just as important for us to bring young people with fresh know- how into our company as it is to secure the many years of extensive exper- tise of our professionals and executives. We are preparing to meet these challenges. In our Enterprise 2.0 strategy, for example, we continued with our intergenerational reverse mentoring program, which encourages the ex- change of knowledge and understanding between the generations: Young employees introduce their older colleagues to the world of Web 2.0 and ex- plain applications to them. Also Children’s Day was held again in 2010, when parents and grandparents were invited to bring their children and grandchildren to work. Some 250 children took part in Children’s Day at nine offices in Bonn. Discovering new target groups – new talent pools in Germany and around the world. In order to secure a large pool of candidates for our com- pany even in times of a shortage of young people, we are involved in a wide range of initiatives and programs: Programs for disadvantaged young people: Initial experiences with our entry-level training scheme for young people known as EQJ have been very promising: Of the 61 young people who took part, 50 managed to get training positions. Thus this project also makes a significant con- tribution to fostering undiscovered talent. In 2010, we offered another 66 young people the opportunity to get a foot on the career ladder. We plan to give more young people, especially from poor educational back- grounds, solid prospects for beginning a career with the pilot project “My chance to get going,” which we are carrying out in collaboration with the German Federal Employment Agency, until at least 2012. “Africa is coming”: In 2008, a joint initiative for continuing education was set up for African specialists and managers from countries south of the Sahara in partnership with leading German companies. As part of this initiative, Telekom will also support one junior manager in 2011, who will contribute innovative ideas to our Group diversity management. We are currently developing further initiatives and programs in our efforts to sustainably secure the next generation of employees. We will increasingly tap into new talent pools in the coming years to secure a fresh supply of talent in the long term despite the demographic shift. In addition to continu- ing with the EQJ program, we also plan to work with the German Federal Employment Agency to specifically recruit single parents for training or cooperative degree programs. Age structure at Telekom in Germany. Comparison 2008/2010, in %. 10 20 30 40 50 16–25 26–35 36–45 46–55 56–65 Ø age in 2010 (in years): 44.0Ø age in 2008 (in years): 43.8 655 3 1212 34 43 4040 2008 2010