Employee Relations & Industrial Relations @
Deutsche Telekom AG.
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History of Deutsche Telekom AG.
From the discovery of voice telephony to an
international company.
1861
German physicist Johann
Philip Reis builds the first
device that is capable of
electrically transmitting the
human voice. He names his
invention the “telephone”.
2007 to present
The proportion of international
revenue in net revenue is
consistently above 50 percent
since 2007.*
*:Annual Financial Report 2010 of DTAG
1950
In West Germany, the
“Deutsche Bundespost”
is established.
1989
First phase of national
postal and
telecommunications
reform creates
“Deutsche Bundespost
Telekom”.
2001
T-Mobile becomes the first
transatlantic GSM operator with
the takeover of the two U.S.
mobile communications
providers Voice-Stream and
Powertel.
1995
The second phase of the
national postal and
telecommunications reform
marks the transition from
Deutsche Bundespost
Telekom to the initially
state-owned stock
company Deutsche
Telekom AG.
1996
“Deutsche Telekom AG” goes
public in Germany in November
1996.
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International presence.
The portfolio will indicate a much stronger position on the market thanks to the planned sale of TMobile USA, which should be completed by the second half of 2012. Deutsche Telekom will be either
number one or number two in almost all the markets in which it has a presence.
Albania
Argentina
Austria
Belgium
Brazil
Bulgaria
Canada
China
Croatia
Czech Republic
Denmark
France
Germany
Greece
Hong Kong
Hungary
Italy
Japan
Republic of Macedonia
Mexico
Montenegro
Netherlands
Poland
Romania
Russia
Singapore
Slovakia
Spain/Portugal
South Africa
Switzerland
Turkey
United Kingdom
USA

Selected international subsidiaries and majority shareholdings
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Deutsche Telekom AG in numbers.
North
North
America
America*
*
39.167
FTE
Asia
1.093 FTE
USA
South
America
1.956 FTE
2010
(billions/€)
Germany
123.147
FTE
South
Africa
2.181 FTE
Europe*
73.303 FTE
Net Revenue
EBIT
Net Profit
(loss)
EBITDA
Total Assets
62,4
5,5
1,7
17,3
127,8
Source: Personnel Report 2010/2011; Annual Financial Report 2010
* North America (incl. T-Mobile US); Europe (without Germany)
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Deutsche Telekom’s vision, aspiration and strategy.
Our
vision
Our
aspiration
Deutsche Telekom – a global leader
in “Connected Life and Work”
The most highly regarded service company in our industry
FIX
Our
strategy
Improve
performance
of mobilecentric assets
TRANSFORM
Leverage one
company in
integrated
assets
Build
networks and
processes for
the
Gigabit
Society
INNOVATE
Connected
life across all
screens
Connected
work with
unique ICT
solutions
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Board of Management Deutsche Telekom AG.

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
René
Obermann
Timotheus
Höttges
Thomas
Sattelberger
Niek Jan
van Damme
Reinhard
Clemens
Dr. Manfred
Balz
Claudia
Nemat
Edward R.
Kozel
Chairman of
the Board of
Management
Finance
Human
Resources
Germany
T-Systems
Data Privacy,
Legal Affairs
and
Compliance
 Data Privacy
 Data Security
/ IT Security
 Compliance
 Legal Affairs
 Group
Security
Coordinator
Europe
Technology
and
Innovation
T-Mobile USA
Corporate
Development
 Group
Strategy
 Group
Organization
Corporate
Communicatio
ns and
Corporate
Social
Responsibility
Brand
Management
Government
Relations and
Regulatory
Law









Controlling
Treasury and
International
Financing
Mergers &
Acquisitions
Accounting
and Taxes
Investor
Relations
Internal Audit
Risk
Management
Real Estate
Shared
Services








Director of
Industrial
Relations
HR Strategy
HR
Management
HR
Development
Executive Staff
Vivento
HR Services
Telekom
Telekom
Training


Standard
Market
(consumers
and business
customers) in
Germany
 Sales
 Customer
Care
 Marketing
Group
Business
Security



Direct Sales to
Corporate
Customers
(T-Systems)
Product
Development
for Corporate
Customers
ICT Solutions



Subsidiary
management
for european
mobile and
fixed-network
companies
International
Sales &
Service
International
Marketing




Technology
IT
Products and
Innovation
(consumers
and business
customers)
Procurement
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DTAG‘s commitments towards its employees,
customers and stakeholders.
Code of Conduct
 Our Code of Conduct is a
group-wide framework which
shapes DTAG‘s internal
stakeholders behavior.
 An update has taken place in
2011.
Guiding Principles
 Our Guiding Principles help
our employees by
implementing the strategy in
their ways of working and
attitudes.
 Established in 2009 in the
present form
Social Charter
 Our Social Charter represents
the social standards of
Deutsche Telekom.
 Acting according to
internationally accepted
guidelines and standards,
especially of the ILO, OECD
and the UN Global Compact
 The Social Performance
Report is the annual review
of the Social Charter.
 Established in 2003
Corporate Responsibility Report Employee Relations Policy
 Our Corporate Responsibility
Report expresses our
appreciation towards our
customers, employees,
shareholders and the society.
Deutsche Telekom reports
annually about its objectives,
its activities and the progress
made in the relevant
economic, ecological and
social areas since 1996.
 Our Employee Relations
Policy describes our global
understanding of Employee
Relations based on specific
core elements. It comprises
our promise as employer
towards our employees
worldwide.
 Implementation process has
started in 2011
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The interconnection and hierarchy of DTAG’s
commitments towards its employees, customers and
stakeholders.
Guiding Principles
Global design of corporate culture
Internal stakeholders
(employees, managers)
Code of Conduct
External stakeholders
(suppliers, shareholders, press, general public,…)
Social Charter
Behavioral framework for all employees
of Deutsche Telekom
Deutsche Telekom's voluntary commitment
to comply with defined policies and principles
Social Performance Report
Guidelines / Policies
Detailed description
of target behavior
ER
Framework Polic
for defining ER
y
Compliance by Group companies
(reviewed annually)
Included in terms and conditions
for
suppliers
DT suppliers are expected
to be compliant
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Deutsche Telekom‘s Social Partners.
Deutsche
Telekom AG
Supervisory
Board
Deutsche
Telekom AG
Shareholders‘
Meeting
Social Dialogue
Committee of
the
Telecommunicat
ions
Sector
(European level)
European Works
Council (EWC)
(Employee
representation
on an
European level)
 Legal obligation
 3 of 10 employee representatives are officials of Ver.di or the DGB
Ver.di: affiliated to UNI & the DGB
 Legal obligation
 Employee representatives asking questions regarding working
conditions and rights
at work during the Shareholders’ Meeting
 Social-political obligation
 Advising the European Commission on social-political initiatives and
developments and the promotion of a social dialogue to continual
improvement of working conditions of employees in this sector
 Employees are represented by UNI or by local affiliates of UNI
 Legal European obligation
 32 members from 13 different European countries are represented in
the EWC of DTAG
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Global business trends as challenges of the future for
Employee Relations.

Borderless globalization of businesses & economies

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Globalization of values, labor & human rights

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From a bipolar relationship between employer and employee organizations to a
Multi-Actor System.
Labor markets change to talent markets worldwide

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Uniformity vs. Diversity
Digitization of communication and collaboration


Standardization vs. Local Adaption
The power is shifting increasingly away from the capital to the talent owners.
Actors‘ self-concepts in the work system change

The salaried workers will grow more and more into corporate citizen
characteristics; the trade unions, which have so far channeled the issues and in
particular in the distribution topic, must turn to new topics, and the employers will
have to deal with the fact that overall the Multi-Actor System takes away a piece of
their freedom of maneuver.
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Thank you for your attention.
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