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HR Report 2010/2011 - Deutsche Telekom AG

Integrated, efficient and elastic corporate and workforce structures are required if we are to offer our customers an outstanding portfolio of products and services. The basis for this is maximum workforce efficiency and effectiveness.

Competitive workforceHR Big 4 and Group strategy Service culture Talent agenda HR@2012 11 Further successes in our strategic HR program “Competitive workforce.” Our efforts to position Telekom as the leading provider of connected life and work in its markets are based on four cornerstones: ƒ Strategic repositioning of our global mid to long-term human resources capacity planning ƒ Efficiency-oriented (re-)organization and customer-centric, integrated focus in all segments, companies and subsidiaries ƒ Creation of a balanced age structure within a healthy, productive workforce ƒ Skills development and skills shifts for successful business transformation. Worldwide capacity management. Total Workforce Management: Anticipating challenges and optimizing personnel deployment worldwide. The transition from a technology-driven to a customer-focused market strategy places growing demands on the business competencies of the HR department. One of the ways in which it must secure the Group’s competitiveness is by anticipating future challen- ges in its personnel planning, covering all aspects from events in the mar- ket to technology leaps and demographic change. To achieve this, HR must be able to determine and systematically optimize the worldwide demand for staff, their deployment, costs and quality. We assumed the role of front- runner in our industry as well as innovator in the league of big corporate groups in 2008/2009, when we launched our Total Workforce Management (TWM) rollout, based on our business strategy, initially for Germany. In TWM we will have an instrument for human resources planning throughout the Group. It naturally also supplies the basis for longer term workforce deve- lopment planning and talent management. TWM’s Global Labor Cost Man- agement module enables us to focus on competitive labor costs. Revenue development at Deutsche Telekom. More than 50 percent outside Germany. In billion 1 2010 2009 Change on 2009 Revenue, total Group 62.4 64.6 −2.2 Revenue, Germany 28.1 28.4 −0.3 Revenue, international 34.3 36.2 −1.9 International revenue as a percentage of Group revenue 55.0 % 56.6 % 250 300 350 GermanyInternational Group 2007 2008 2009 2010 257 204 347 263 210 341 251 218 221 247 273 285* *2009: OTE acquisition resulted in a disproportionately high increase in international employees in relation to revenue growth Revenue per FTE. In thousand 1. International rollout in Poland and Hungary. The first successful interna- tional TWM pilots have already taken place at PTC in Poland and Magyar Telekom in Hungary. This means that we can now also optimize the quality of the workforce, the long-term personnel and know-how structures on the basis of business needs in these two countries. Implementation in our European companies in Slovakia and the Czech Republic are scheduled for 2011 and in all other national companies by 2012. In addition, T-Systems is set to commence TWM rollout in its companies in Brazil, Hungary, Malay- sia, Mexico, Russia, Slovakia, South Africa, Spain, U.K. and North America in 2011. This will enable us to plan and manage our skills, value creation, workforce volume and costs in line with our strategy. The next step will be to roll TWM out in the remaining national companies.