HR Report 2010/2011 - Deutsche Telekom AG

Abbreviations and key HR terms.

26 The Great Experience “The vital ingredient is mutual trust.” Women’s quota in place for a year. More women in management positions. One year after introduction of the women’s quota, we have succeeded in recruiting large numbers of women, especially for top management positions and key HR development programs: ƒ Women’s quota in management positions rose worldwide from 19 to 22.7 percent. ƒ Five female managers instead of 2 in the 66-strong Business Leader Team, the management team below the Group Board of Management, since March 2010. ƒ 13 women newly appointed to the supervisory boards at German first and second-tier subsidiaries – making a total of 17 women now sitting on Telekom supervisory boards. 15 women on supervisory boards on the shareholder side at international subsidiaries. ƒ Proportion of women among newly hired high-potential junior staff increased from 33 percent at the beginning of 2010 to 51 percent. ƒ Proportion of women on management development programs increased from 18 to 34.6 percent from 2009 to 2010. work-life@telekom. Combining work and private life. Our work-life@telekom program, which we launched in 2009, enables us to place special emphasis on achieving a healthier work-life balance. We want to strengthen the autonomy of our employees and give them greater control over how they use their time. One step we took was to introduce three pioneering voluntary work-life commitments for our employees and management staff: ƒ In a voluntary commitment, we explicitly stated that employees are not required to use company mobile devices or answer e-mails in their free time. ƒ We want part-time work to become a natural element of our leadership culture. ƒ We intend to make it even easier for people on temporary or parental leave to return to work, and to give them individual support. Sabine Heise and Silja Ostermann are Telekom’s first two diversity consultants. “We act as contacts and ad- vise on all issues relating to worktime and workplace flexibilization,” Sabine Heise explains. Her colleague Silja Ostermann adds: “This doesn’t mean just parental leave but also general topics such as individual control over working hours, different worktime models, tem- porary leave and return from international deployments or from a course of study.” The object of the advice they give is to develop individual solutions for every employee – collaborating with managers and HR Busi- ness Partners, the interface to Deutsche Telekom’s HR unit. Silja Ostermann Sabine Heise