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The HR Report 2011/2012.

54 Competitive workforceHR Big 4 and Group strategy Service culture Talent agenda HR@2012 Women’s quota: Target for 2011 surpassed. Our commitment to greater diversity in management positions sparked an initially controversial, but now predominantly positive debate in the politi- cal and business arenas. Independently of this, after two years, figures have shot up: ƒƒ Since the women’s quota took effect at the start of 2010, the percentage of female executives worldwide has increased from 19 percent to 24.7 percent. ƒƒ There are now seven women in the 66-strong management team below the Group Board of Management, the Business Leader Team. ƒƒ As from May 3, 2012, two of Telekom’s seven Board of Man- agement positions have been held by women. ƒƒ 31 women now hold mandates on Supervisory Boards of Telekom subsidiaries and sub-subsidiaries (20.5 percent). At international subsidiaries, 17 women hold a position on super- visory boards (13.2 percent). ƒƒ We are systematically increasing the percentage of talented young women throughout the entire talent pipeline. For Bologna@Telekom, women accounted for 30 percent in 2011. ƒƒ In addition, the percentage of women in management devel- opment programs increased to almost 32 percent from 2010 to 2011. With this move, we have established diversity in Germany as a top social issue. We set the bar for the DAX 30 companies. In October 2011, all member companies followed Telekom’s lead and voluntarily introduced targets for increasing the number of women in management. Managing diversity: Gender collaboration training launched for management. The fact that mixed teams are more creative and innovative has been shown by countless studies. In order to exploit this potential and turn diversity into a success factor, Telekom has launched Group-wide gender collaboration train- ings. Here we prepare our managers for leading increasingly diverse teams. The main aim of the mandatory training is to firmly embed diversity in the company. We successfully launched the training at European Telekom companies in December 2010 and rolled it out across Europe. We are currently carrying it out at all major locations in Germany. work-life@telekom: Combining work and private life. Focus on results instead of presence. We systematically expand- ed work-life@telekom – our program for improving the work-life balance, launched in 2009 – in Germany in the reporting year. In this way, not only are we driving forward the systematic devel- opment of female talent in management positions, we are also offering men flexible working time models in light of changed career expectations. In order to encourage personal responsibil- ity and give employees control over their own time, we have in- jected some vitality into our voluntary commitments on the issue of work-life balance. Driving forward change in the corporate culture. We supported cultural change in the Group through a range of measures in 2011. Here are four examples: ƒƒ Fair Share Award: For the first time, we granted an award to units and persons who strongly advocated the women’s quota and the new working culture at Telekom. ƒƒ Dialog forums: The events focused on the reconciliation of work and private life. ƒƒ Firmly embedding diversity internationally: In the T-Systems segment alone, some 60 diversity projects were launched in the local business units. In the Euro- pean segment, best practices were exchanged, mainly on flexible worktime and projects on gender and genera- tion management. ƒƒ Strengthening female networks: Our women’s networks are enjoying large memberships and are supported by the Group. Almost 1,000 women currently take part in the networks. Events are held within the segments as well as across segments and regionally. i