CONTENTS INTRODUCTION About the HR Factbook 2017 .................................................................................................................................... 3 Introducing: a typical Deutsche Telekom employee .................................................................................................. 4 Deutsche Telekom at a glance: the Group ................................................................................................................ 5 Deutsche Telekom at a glance: Germany ................................................................................................................ 6 EMPLOYEE AVAILABILITY AND DIVERSITY 4 continents, 31 countries: our employees .............................................................................................................. 7 Internationalization progressing apace ..................................................................................................................... 8 Opposing developments in the segments ................................................................................................................ 9 “Fair Share” initiative helping us to meet the women’s quota .................................................................................10 Average age across the Group: 41 years .................................................................................................................11 Average age in Germany rises to 46.1 years ............................................................................................................12 A nationwide presence for maximum customer satisfaction ....................................................................................13 Civil servant numbers down again ..........................................................................................................................14 Special support programs for junior staff .................................................................................................................15 Deutsche Telekom committed to drive inclusion ......................................................................................................16 Deutsche Telekom helps refugees ............................................................................................................................17 ORGANIZATIONAL CULTURE Employees very satisfied with Deutsche Telekom .....................................................................................................18 Satisfaction and commitment among managers remain high .................................................................................19 Germany: satisfaction level remains very high ........................................................................................................20 Growing importance of virtual communications ...................................................................................................21 COSTS Revenue growth reduces personnel cost ratio ......................................................................................................22 U.S. business success explains small rise in personnel costs ...............................................................................23 Employees are the basis of our business success ...................................................................................................24 PRODUCTIVITY U.S. growth drives enormous productivity rise .......................................................................................................25 Continuous improvement in the Total Workforce Quota (TWQ) ................................................................................26 Employee ideas save 99 million euros .....................................................................................................................27 RECRUITMENT, MOBILITY AND ATTRITION Slight rise in attrition worldwide ..............................................................................................................................28 New ways of attracting employees ...........................................................................................................................29 SOCIALLY RESPONSIBLE PERSONNEL CUTBACKS A TOP PRIORITY New career prospects for Deutsche Telekom employees ..........................................................................................31 SKILLS AND PERFORMANCE POTENTIAL Training: Learning goes digital ...............................................................................................................................32 Innovative programs to identify and foster talents ....................................................................................................33 LEADERSHIP levelUP! – a new approach to leadership development ...........................................................................................34 HEALTH AND SAFETY Health rate almost constant ....................................................................................................................................35 Slight increase in work-related and commuting accidents .......................................................................................36 HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 2

INTRODUCTION INTRODUCING: A TYPICAL DEUTSCHE TELEKOM EMPLOYEE Spends 4.2 days per year learning, of which 1.6 digitally Is highly committed (4.1 out of 5 possible points in the engagement index*) Generates 346,000 euros in revenue EU Works in Europe Is male Is 41 years old *The engagement index is the mean value of several scores in the employee survey. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 4

DEUTSCHE TELEKOM AT A GLANCE: GERMANY Employees (FTE) Employee satisfaction 102 k Prop. of civil serv. Civil servants (26 %) Non-civil servants (74 %) 72 % Apprentices & students: Prop. of women 6,852 TOTAL INTRODUCTION 7 % 21 % 36 % female 64 % male Internal junior staff Age structure Recruitments 16 – 25: 5 % 26 – 35: 15 % 36 – 45: 16 % 46 – 55: 46 % 56 – 65: 18 % External recruitment 50 % 3,400 50 % Health rate Employees with disabilities 93.7 % 7.5 % Average number of training days per employee Savings through employee ideas 4.2 € 99 m HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 6

EMPLOYEE AVAILABILITY AND DIVERSITY Employees by location (in thousands of FTE as of Dec. 31) INTERNATIONALIZATION PROGRESSING APACE 1999 2003 2007 2011 2015 2017 88.2 % Germany: International: 11.8 % 69.7 % Germany: International: 30.3 % 61.7 % Germany: International: 38.3 % 51.7 % Germany: International: 48.3 % 47.9 % Germany: International: 52.1 % 46.9 % Germany: International: 53.1 % 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Germany 172.7 179.2 178.3 177.8 173.3 171.0 168.0 160.0 148.9 131.7 127.5 123.2 121.6 118.8 116.6 114.7 110.4 104.7 101.9 Group (overall) 195.8 227.0 257.0 256.0 248.5 244.6 243.7 248.8 241.4 227.7 259.9 246.8 235.1 229.7 228.6 227.8 225.2 218.3 217.3 International 23.1 47.8 78.7 78.1 75.2 73.7 75.7 88.8 92.5 96.0 132.4 123.6 113.6 110.8 112.0 113.1 114.9 113.7 115.4 The percentage of employees at international locations has in- creased substantially since the late 1990s. In 1999, 88.2 percent of employees worked in Germany; since 2015, this figure has stabilized at below 50 percent, and stood at 47 percent at the end of 2017. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 8

EMPLOYEE AVAILABILITY AND DIVERSITY Women in management (%) “FAIR SHARE” INITIATIVE HELPING US TO MEET THE WOMEN’S QUOTA Proportion of women: 35.5 35.3 35.3 35.7 25.6 25.8 25.4 21.8 16.7 14.3 14.3 12.5 36.3 31.7 30.6 28.1 25.5 22.6 23.4 26.3 In the workforce as a whole In middle / senior management1 In the Board of Management In the Supervisory Board, Germany, representing the In the Supervisory Board, international, representing the employer employer 2014 2015 2016 2017 1 Calculation of the women‘s quota in middle and senior management: female managers (headcount) in Management Groups 1-3 (MG 1-3 are the levels for senior management) plus middle management per manager total at levels MG1-3 plus middle management x 100. The percentage of women in middle management was not reported in 2016. The figure for 2016 therefore only refers to women in upper management. 35.7 percent of all employees at Deutsche Telekom are female. In 2017, we continued to work toward our target of women holding 30 percent of management positions, supported by the Fair Share initiative. In Germany, the percentage of women in middle and upper management decreased slightly from 21.2 percent to 21.1 percent. This is due, firstly, to the restructuring of Telekom Deutschland and secondly, to the reorganization of the Europe and Technology & Innovation segments. Group-wide, the level has remained constant at 25.4 percent. Despite the slight decrease in Germany, an increase internationally from 29.5 to 30.2 percent has helped the overall ratio to remain stable. Female employee and employer representatives now make up 37.3 percent of the national Supervisory Boards in Germany. Deutsche Telekom AG is one of only a handful of DAX corpora- tions with an established track record of women in its Board of Management. The Business Leader team reporting to the Group’s Board of Ma- nagement is currently comprised of nine women and 49 men. In November 2017, participants in the Supervisory Board Readi- ness Program were invited to attend a further program exploring the latest developments in corporate governance and the future requirements facing members of supervisory boards. In 2016, Deutsche Telekom became a member of the “Chefsache” initiati- ve, a network of managers from industry, academia, the public sector and the media, advocating equal opportunities for men and women. In 2017, Deutsche Telekom hosted a Chefsache con- ference at its premises in Berlin, with some 300 invited guests from the worlds of politics, industry and academia. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 10

EMPLOYEE AVAILABILITY AND DIVERSITY Age structure in Germany (%) AVERAGE AGE IN GERMANY RISES TO 46.1 YEARS 47 46 46 45 45 25 22 19 17 16 14 14 15 15 15 18 16 15 13 11 5 5 5 5 5 16 – 25 26 – 35 36 – 45 46 – 55 56 – 651 2013; Ø age (years): 44.7 2016; Ø age (years): 45.8 2014; Ø age (years): 45.3 2017²; Ø age (years): 46.1 2015; Ø age (years): 45.5 1 incl. > 65 years 2 Excluding Deutsche Telekom Capital Partners Management GmbH, Detecon International GmbH, Deutsche Telekom Clinical Solutions GmbH, Orbit GmbH, operational services GmbH & Co. KG, HÄVG GmbH Demographic shift and low natural attrition explain why the pro- portion of employees over the age of 55 has risen from 11 to 18 percent in the past five years. The average age of employees rose slightly to 46.1 years in 2017. One advantage is that this al- lows Deutsche Telekom to harvest the vast know-how of its many experienced employees. We are responding to the chal- lenges involved in an aging workforce with activities in three areas: 1. Skills development and knowledge: We encourage lifelong learning. For example, in 2017, we launched a new Magenta MOOC (massive open online course) on the subject of digitali- zation. Participation was free of charge and could be arranged flexibly. 2. Health: We offer programs to protect employees from illness and improve physical and mental fitness. For example, our em- ployees have access to a broad range of sports facilities. Deut- sche Telekom also offers its staff attractive membership rates in gyms and clubs. 3. Working environment: We offer our staff flexible working con- ditions that fit their needs at every stage of their lives. We also guarantee that employees working part-time can return to full- time work. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 12

EMPLOYEE AVAILABILITY AND DIVERSITY Employees by status group in Germany (FTE) CIVIL SERVANT NUMBERS DOWN AGAIN Active civil servants Civil servants on temporary leave from civil servant status1 Civil servants at affiliated companies1 Civil servants (total) Non-civil servants in Germany Total employees in Germany Proportion of non-civil servants in Germany (%) Proportion of civil servants in Germany (%) 2013 20,523 1,412 14,179 36,114 80,529 2014 19,881 1,340 13,260 34,482 80,267 2015 18,483 1,220 12,292 31,995 78,360 2016 15,999 889 10,827 27,716 76,946 2017 15,482 731 10,486 26,699 75,202 116,643 114,749 110,354 104,662 101,901 69.04 30.96 69.95 30.05 71.01 28.99 73.52 26.48 73.80 26.20 1 Civil servants whose status as such is currently suspended. They have temporarily switched to a non-civil servant contract. 2017 saw a further decrease in the number of civil servants. Reasons for this are: Deutsche Telekom has not recruited any new civil servants since the company was privatized. In additi- on to the natural age-related attrition, transfers to public autho- rities were a contributing factor. This has led to a continual reduction in the proportion of civil servants in the workforce, from around one-third in 2012 to less than 27 percent in 2017. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 14

EMPLOYEE AVAILABILITY AND DIVERSITY Employees with disabilities in Germany (%) DEUTSCHE TELEKOM COMMITTED TO DRIVE INCLUSION Germany 2013 6.4 2014 7.0 2015 7.2 2016 7.5 20171 7.5 1 Excluding Deutsche Telekom Capital Partners Management GmbH, Detecon International GmbH, Deutsche Telekom Clinical Solutions GmbH, Orbit GmbH, operational services GmbH & Co. KG, HÄVG With a broad portfolio of offers to support people with disabilities, Deutsche Telekom helps to create equal opportunities for them and get them involved in the community. In 2016, the company published its “Experience Diversity – Inclusion@Telekom” action plan. It provides valuable suggestions for working together with disabled colleagues and describes some best practices in this context. In Rhineland-Palatinate, Deutsche Telekom was commen- ded as a model employer for its exemplary recruitment of disabled people. Deutsche Telekom has exceeded the prescribed minimum rate of 5 percent of disabled employees for a good many years, placing it well above the German average (4.1 percent in the last survey). In 2017, the high proportion of disabled employees remained stable at 7.5 percent. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 16

ORGANIZATIONAL CULTURE Results from the November 2017 pulse survey (%) and commitment index from the employee survey of May 20171 EMPLOYEES VERY SATISFIED WITH DEUTSCHE TELEKOM – 8 7 Satisfaction + 5 5 Brand identity 13 10 Employer attractiveness 17 15 Changes 16 9 Strategy 13 12 Collaboration 16 14 17 15 19 15 Workload/ quality Work-life balance HR develop- ment 10 5 Learning 10 9 Digitalization 72 74 77 79 64 68 53 56 56 73 62 62 65 65 62 67 57 63 68 80 66 69 22 22 Recognition 53 55 7 7 6 4 4 3 Quality of leadership Guiding Principles Code of Conduct 80 85 75 80 86 87 Germany International „Neither agree nor disagree“ ratings are not included. Figures are taken from the latest pulse survey results. The most recent pulse survey was carried out in November. Commitment index Scale 1 to 5 4.02 4.02 4.1 4.12 4.1 2013 2014 2015 2016 2017 1 Figures exclude T-Mobile US 2 Figures are taken from the latest pulse and employee survey results. The most recent pulse survey was carried out in November 2017, the last employee survey in spring 2017. The next employee survey is scheduled for 2019. The commitment index is the mean of several values in the employee survey. Deutsche Telekom promotes a productive exchange with its staff. New working models and state-of-the-art communication channels, as well as regular employee surveys, help us to ac- complish this. The main feedback tools which the Group uses to assess employee satisfaction are the employee survey, carried out every two years, and the biannual pulse survey, comprising the 15 Group questions shown above. The set of questions is regularly adjusted to reflect changes in working environments and strategic requirements. Since the 2016 pulse survey, the survey now includes topics such as mo- dern learning formats, digitalization, and measurement of lea- dership quality. In November 2017, more than 120,000 employees (71 percent) took part in the survey. Overall, the results are comparable with last year‘s figures. The scores for “Brand identity”, “Collaborati- on”, “Learning” and “Digitalization” have continued to improve. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 18

ORGANIZATIONAL CULTURE Employee satisfaction in Germany (from pulse and employee surveys, %) GERMANY: SATISFACTION LEVEL REMAINS VERY HIGH 70 71 71 71 72 7 2013 8 2014 8 2015 7 2016 7 2017 Pulse and employee surveys 2013–2017: “How do you feel at Deutsche Telekom?“ Figures are taken from the latest pulse and employee survey results. The most recent pulse survey was carried out in November 2017. Positive (%) Negative (%) Since 2013, employee satisfaction in Germany has stabilized at a consistently good level. This is largely due to sets of measures which guarantee improvements right down to individual teams. The measures are defined in a structured process that follows on after the employee survey. This process analyzes the results from all 90 questions and makes them available to the teams. Responsibility for subsequent steps lies with managers, who use the results to develop and implement specific measures in order, for example, to improve employee commitment and satis- faction. In this respect, management staff are provided with valuable ideas for collaboration on activities that will make their leader- ship and the company more successful. The pulse survey offers an annual review of the effectiveness of these measures. Managers can use the results to make any necessary adjustments and ensure the long-term effectiveness of any derived activities. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 20

COSTS Personnel costs (billions of €) and personnel cost ratio (%) REVENUE GROWTH REDUCES PERSONNEL COST RATIO Personnel costs in the Group, non-adjusted (total) Of which Germany Special factors Personnel costs in the Group (adjusted for special factors) Group revenue Of which Germany1 Adjusted personnel cost ratio, Group (total, %) Adjusted personnel cost ratio, Germany (%) 2013 15.1 9.4 1.4 13.7 60.1 26.3 22.7 32.3 2014 14.7 9.1 0.9 13.8 62.7 25.7 22.0 32.9 2015 15.8 9.4 1.2 14.6 69.2 25.7 21.2 33.0 2016 16.5 9.8 1.5 14.8 73.1 25.3 20.3 32.9 2017 15.5 8.5 0.6 14.9 74.9 25.2 19.9 32.1 1 Since revenue between Germany/ international is allocated from an HR perspective, it reflects the location of employees (FTE), whereas the annual report allocates revenue to the country where it is generated. Group-wide, the personnel cost ratio has decreased continually from 22.7 percent in 2013 to 19.9 percent end of 2017. The 0.4 percentage point improvement in the Group‘s adjusted person- nel cost ratio compared with 2016 is driven by a slight rise in re- venue, coupled with a reduction in personnel costs. By personnel costs we mean base personnel costs (salaries) plus fringe benefits. This figure is adjusted for special factors in conjunction with personnel restructuring measures (individual workforce reduction schemes). The personnel cost ratio repre- sents personnel costs in relation to revenue. The trend in this fi- gure serves as a benchmark for the company. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 22

Personnel costs (millions of €), proportion of total operating costs (%) EMPLOYEES ARE THE BASIS OF OUR BUSINESS SUCCESS Breakdown of personnel costs Payroll Social security contributions and company pension scheme Adjusted personnel costs, accumulated Personnel costs as proportion of total operating expenses Adjusted operating expenses Personnel costs as proportion of total costs DT Group National International DT Group National International DT Group National International DT Group National International DT Group National International 2015 11,746 6,726 5,020 2,899 1,770 1,129 14,646 8,496 6,149 50,723 17,854 32,869 28.9 % 47.6 % 18.7 % 2016 11,900 6,639 5,262 2,924 1,679 1,245 14,824 8,318 6,507 52,718 17,484 35,234 28.1 % 47.6 % 18.5 % COSTS 2017 12,017 6,467 5,550 2,928 1,638 1,290 14,945 8,105 6,840 53,854 17,221 36,633 27.8 % 47.1 % 18.7 % In 2017, Deutsche Telekom posted adjusted personnel costs to- taling 14.9 billion euros, 12 billion of which were for wages and salaries. In addition to this, we paid 2.9 billion euros into the so- cial security and company pension schemes. The company pen- sion scheme enables our employees to top up their statutory pensions. 27.8 percent of Deutsche Telekom‘s total operating costs of 53.9 billion euros were spent on its personnel base. This is one of the biggest expenditure items, but is also the basis of our suc- cess. Our employees are key to the overall success of our com- pany‘s business. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 24

PRODUCTIVITY Total workforce quota, adjusted (costs and revenue in billions of €) CONTINUOUS IMPROVEMENT IN THE TOTAL WORKFORCE QUOTA Germany International Group (overall) 2015 2016 2017 PC1, adjusted EWC2 TWC3 Revenue4 TWQ5, adjusted PC1, adjusted EWC2 TWC3 Revenue4 TWQ5, adjusted PC1, adjusted EWC2 TWC3 Revenue4 8.5 0.7 9.2 25.7 35.9 % 6.1 1.1 7.2 43.5 16.6 % 14.6 1.8 16.5 69.2 8.3 0.8 9.1 25.3 35.9 % 6.5 1.3 7.8 47.8 16.2 % 14.8 2.0 16.8 73.1 8.1 0.8 8.9 25.2 35.4% 6.8 1.1 7.9 49.7 15.9% 14.9 1.9 16.9 74.9 TWQ5, adjusted 23.8 % 23.0 % 22.5% 1 Personnel costs 2 External workforce costs: costs of leased and temporary workers, freelancers and consultants 3 Total workforce costs: external workforce costs + personnel costs adjusted for special factors 4 Since revenue allocation to determine ratios is based on an HR perspective, it reflects employee location (FTE), whereas the annual report allocates revenue to the country in which it is generated. 5 Total Workforce Ratio = TWC/revenue Deutsche Telekom succeeded in reducing its total workforce ra- tio once again. The adjusted ratio for the Group as a whole im- proved by 0.5 percentage points year-on-year. While total rev- enue was up 2.5 percent (1.8 billion euros) in 2017, total work- force costs only increased by around 0.2 percent year-on-year. The total workforce ratio describes the relationship between to- tal personnel expenditure (internal and external) and revenue. This means that if the ratio is down against the previous year, either total workforce costs have dropped, revenue has increa- sed, or both these effects occurred simultaneously. This ratio is very important to us, as it expresses the productivi- ty of our employees. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 26

RECRUITMENT, MOBILITY AND ATTRITION Natural attrition SLIGHT RISE IN ATTRITION WORLDWIDE Germany International1 Group (overall)1 1 excluding T-Mobile US 2013 1.82 % 7.63 % 4.17 % 2014 1.42 % 8.57 % 4.21 % 2015 1.28 % 9.25 % 4.39 % 2016 1.37 % 8.14 % 4.01 % 2017 1.70% 9.22% 4.68% At both international and national level, the natural attrition rate has risen compared with 2016. Internationally, around 6,230 contracts were terminated by the employer or employees, 570 more than in 2016 (an increase of 10 percent). In addition, around 120 employees outside Germany retired upon reaching the statutory pension age or due to incapacity for work, 23 more than in 2016. In Germany, some 1,210 employees quit their jobs in 2017. 570 of them left the company due to reaching retirement age or because of incapacity for work. The increase in contract termi- nations led to a rise in the attrition rate for the Group as a whole. Natural attrition means normal staff reductions that occur with- out specific cutback measures, for example due to retirement, incapacity for work, contracts terminated by employees, or con- tracts terminated by the employer for conduct-related or perso- nal reasons. These are presented as a percentage of the total workforce (figure for end of the previous year). HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 28

RECRUITMENT, MOBILITY AND ATTRITION Tools for socially responsible staff reduction in Germany, personnel cuts (FTE) SOCIALLY RESPONSIBLE PERSONNEL CUTBACKS A TOP PRIORITY Early retirement, civil servants Early retirement, non-civil servants Severance payments Phased retirement (start of passive phase) Transfers to government authorities (final)1 Other socially responsible staff reduction options1 2013 1,618 27 1,316 711 241 2014 927 27 826 332 471 2015 1,219 29 1,448 1,345 711 11 2016 3,849 47 726 1,393 418 < 6 2017 27 61 1,081 1,687 417 15 1 Permanent transfers; civil servants are not entitled to return to the Deutsche Telekom Group – established as a cluster in 2015. Deutsche Telekom continues to carry out personnel cutbacks in a socially responsible manner. In 2017, the company once again relied on the proven tools of phased retirement and sever- ance payments. Phased retirement is usually based on a block model, in which staff work full time during the first few years of the ‘active phase’, followed by a ‘passive phase’ of equal durati- on, which transitions seamlessly into regular retirement. In 2017, some 1,687 employees in Germany moved from the ‘acti- ve‘ to the ‘passive phase‘ of phased retirement. Additionally, 2,950 employees, including 1,081 in Germany, made use of our severance pay offers. A further 446 civil servants were perma- nently transferred into public administration roles. The statutory regulations on early retirement for civil servants ex- pired at the end of 2016. The cases reported here for 2017 en- tered early retirement after December 31, 2016 (i.e. for retire- ment commencing on January 1, 2017). In 2018, civil servants will again be able to use the option of early retirement. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 30

SKILLS AND PERFORMANCE POTENTIAL Training, Group (total) TRAINING: LEARNING GOES DIGITAL Our employees around the globe spent 4.36 million hours on training and skills development in 2017. Digital formats accoun- ted for 37 % of all learning, and we expect this figure to rise sig- nificantly in the future. Today, a large proportion of our courses can be booked via a global Learning Management System (LMS); in 2017, digital courses already accounted for 48 % of the training available for booking via the LMS. Deutsche Telekom firmly believes that learning should be inte- grated into the workplace. Digital learning formats offer outstan- ding opportunities for fast, flexible learning with identical condi- tions anywhere in the world. By expanding our digital courses, we want to maximize the support we give to our employees for honing their professional skills, in keeping with our philosophy of lifelong learning. In 2017, digital courses such as “Now you know! Discovering Big Data” and “Digital Evolution/ Revolu- tion”, which prepare our employees for the digitalization of the work environment, proved particularly popular. However, we also offered a range of conventional seminars and digital courses on topics such as design thinking. In 2018, we will even be offering a Massive Open Online Course (MOOC) on design thinking. In 2018, HR Development will focus on conti- nuously adjusting the training portfolio to reflect the employee skills needed. The introduction of a Group-wide skills manage- ment system will represent a significant milestone in this con- text. 52 % 18,214 48 % No. of digital courses (via LMS) No. of attendance courses (via LMS) Skills development via the global Learning Management System (LMS) No. of courses (via LMS) No. of digital courses (via LMS) No. of attendance courses (via LMS) No. of training days Ø Ave. training days per employee (in FTE) No. of digital training days 18,214 8,694 9,520 726,331 4.2 267,583 Ø Ave. digital training days per employee (in FTE) 1.6 Digital learning ratio (proportion of digital learning hours in 2017) 37 % HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 32

LEADERSHIP Participants in international leadership development programs (per head) levelUP! A NEW APPROACH TO LEADERSHIP DEVELOPMENT Germany 40 % levelUP! 700 Participants Participants FEP*/ LDP** 2013 2014 2015 2016 2017 tota 491 487 473 359 210 Participants FEP*/ LDP** Of whom women 37 % 39 % 40 % 42 % 39 % * German version of Leadership Development ** Leadership Development Program International 60 % The portfolio of management development programs at Deut- sche Telekom AG was completely redesigned in 2017. The cur- rent range of programs is designed to help DT managers to master challenges and assist them with their personal manage- ment journey. levelUP! aims to completely transform the way we handle com- plexity and ambiguities. 700 managers from all DT units and subsidiaries participated in the first edition of levelUP! in 2017. This ten-month digital learning journey prepares managers for the issues of the future. It addresses the culture of innovation and technology-based leadership with reference to Deutsche Telekom. With a varied mix of digital and attendance formats, the program aims to shake things up and bring a fresh interpre- tation of personnel management to the Group. It also focuses on collaborating with other pioneers to break down old habits and build new networks. This development program, aimed at executives, is individually and flexibly structured to allow partici- pants to create their own individual learning path using state-of- the-art techniques. LeadFirst is a completely digital, virtual management transition program aimed at managers who have recently taken on a ma- nagement role. Its aim is to give managers a clear and compre- hensive understanding of their new role and to create a solid management foundation in harmony with the leadership princi- ples at Deutsche Telekom AG. During the program, participants reflect on their own leadership ideas. This global, digital pro- gram not only helps to develop leadership skills at the highest level, but also promotes virtual leadership skills and offers nu- merous opportunities for networking. leadFirst in figures . 107 participants from 24 countries . 5 modules . 17 live sessions . 36 web-based training courses . 41 micro-learning courses We also offer a wide range of challenging training courses for future leaders in our German-language management develop- ment program (Führungskräfte-Entwicklungsprogramm, FEP) and our English-language Leadership Development Program (LDP). Both programs prepare participants for their first or a more challenging management position. Our aim is to achieve a shared vision of leadership within Deutsche Telekom AG. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 34

HEALTH AND SAFETY Work-related accidents in Germany (per thousand FTE) SLIGHT INCREASE IN WORK-RELATED AND COMMUTING ACCIDENTS 22.5 22.3 22.0 8.0 8.1 7.0 8.2 8.5 4.4 3.6 4.1 4.8 3.3 3.8 4.1 2.9 3.8 4.8 3.4 5.0 3.5 2013 2014 2015 2016 2017 Total number of work-related and commuting accidents Work-related accidents, ø all industries1 Commuting accidents, ø all industries1 Work-related accidents Commuting accidents 1 Accidents from 2016 and 2017 have not yet been included in the statistics published to date. The number of work-related and commuting accidents was up slightly in 2016. We note that many accidents were the result of carelessness, e.g., people stumbling, slipping, falling or twisting their ankle. We therefore joined forces with the employers‘ lia- bility insurance association to develop a special information for- mat for the future. The increase in commuting accidents (accidents on the way to and from work) may well be due to longer journeys to work and the increase in traffic on the roads, with a large number of acci- dents being the fault of third parties. Since commuting acci- dents provoke lengthier absences than accidents which occur at work itself, we continue to manage and evolve our existing set of preventive measures. In 2017, Deutsche Telekom again of- fered its employees safe-driving courses at a discounted rate with provider ADAC. Training is available to users of company and service vehicles as well as private cars. Special driving trai- ning is also available for young employees and apprentices. These measures are designed to stabilize or improve the rate of commuting accidents. Deutsche Telekom has a health and safe- ty management system in place to reduce the number of work-related accidents. This certified system makes it possible to map the entire health and safety process and to develop sets of measures to further improve employee safety. HR FACTBOOK 2017 PEOPLE. FACTS. DEVELOPMENTS. 36

RESPONSIBLE Michael Rubas Senior Vice President Human Resources Planning & Operations Deutsche Telekom AG Group Headquarters & Group Services HR Planning & Operations Friedrich-Ebert-Allee 140 53113 Bonn, Germany E-mail: HR-Factbook@telekom.de PUBLISHED BY Deutsche Telekom AG, Friedrich-Ebert-Allee 140 53113 Bonn, Germany