The human success factor

Skilled and committed employees who act according to entrepreneurial standards are an important factor for success for the Deutsche Telekom Group.

As one of Europe’s largest telecommunication providers, Deutsche Telekom employs around 260,000 individuals in over 50 countries worldwide (as of June 2009).

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Deutsche Telekom has over 260,000 staff around the world (as of June 2009).

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Deutsche Telekom has over 260,000 staff around the world (as of June 2009).

Respecting the various cultures and using their distinctive national practices for success is just as important to Deutsche Telekom as developing a shared identity. This is based on the Group's T-Spirit vision and values and the Code of Conduct, which sets out the principles to be observed by all employees in their corporate and personal conduct.

HR strategy
The global realignment of the telecommunications industry, the rapid pace of technological development and the tough competition in the fixed network and broadband markets posed acute challenges for Deutsche Telekom in the areas of workforce reduction, restructuring and expansion. The Group had to adjust its staff structure in various markets to account for changes in business volumes and customer numbers. The company not only consistently improved the age structure of its workforce, but also raised the number of junior staff in Germany in particular to retain and increase its market shares.

Human resources
Deutsche Telekom operates in dynamic markets and competitive environments where structural conditions vary widely from one country to another. Thanks to efficient personnel work, built on a mission with four strategic cornerstones, Human Resources (HR) supports the Group strategy. This includes maintaining a competitive workforce as a valuable contribution to achieving commercial Group targets (Add Value), tailor-made HR development with an extended talent agenda (Best People), a sustainable enhancement of the service culture and professional change management (Enable Transformation), and the transformation of the HR organization into a far more efficient, business-oriented structure that comprises the three roles of Business Partner, Competence Center and Shared Service Center (HR Excellence). The HR strategy is implemented via a Group-wide program of eleven top strategic HR projects.

Training commitment remains at a high level
For years Deutsche Telekom has been the largest vocational training provider in Germany. At the end of 2008, the Group had 11,393 trainees and students on degree courses with integrated practical phases in Germany. The proportion of trainees in the workforce is also well above the average of other companies. Deutsche Telekom intends to maintain this high level of commitment to junior-staff training. By September 1, 2008, Deutsche Telekom gave around 3,800 young people a career development opportunity by accepting them for training or a study program. Training positions are available in twelve different professions and on various ‘dual’ training courses.

High quality
Deutsche Telekom’s training programs are high quality and attract a large number of applicants. Every year, the chambers of commerce number Deutsche Telekom-trained staff among the best in their profession. In the interests of developing prospects for the younger generation, Deutsche Telekom’s training goes far beyond its own staffing requirements. Unions and management agreed in June 2007 that more than 4,000 junior staff would be given permanent positions in the Group in Germany by the end of 2009. The Group gave around 1,300 trainees permanent positions in 2007; approximately 1,800 followed in 2008. Deutsche Telekom invests in its future by training junior staff and promotes the necessary change in the Group by employing young people.