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As there is currently no comprehensive definition of lobbying expenses, we are guided by the applicable transparency requirements and publish the lobbying expenses
in Germany at federal level (in accordance with the “Act Introducing a Lobbying Register for the Representation of Special Interests vis-à vis the German Bundestag and the Federal Government [Lobbying Register Act – Lobbyregistergesetz”] -> https://www.bundestag.de/resource/blob/870452/41e5c2f593b16c960d86c0041a377862/Gesetz-EN-neu-data.pdf) and in the federal states of Baden-Württemberg and Bavaria (according to the Transparency Register Act [TReg]in Baden-Württemberg -> https://www.landtag-bw.de/files/live/sites/LTBW/files/dokumente/WP16/Drucksachen/9000/16_9883_D.pdf and the Bavarian Lobby Register Act [BayLobbyRG] -> https://www.gesetze-bayern.de/Content/Document/BayLobbyRG/true), in Brussels (in accordance with the "Agreement between the European Parliament and the European Commission on the transparency register for organizations and self-employed individuals engaged in EU policy-making and policy implementation" -> https://eur-lex.europa.eu/legal-content/de/TXT/?uri=uriserv:OJ.L_.2014.277.01.0011.01.ENG ) and in Washington for T-Mobile USA (in accordance with the "Lobbying Disclosure Act [LDA]" -> https://lobbyingdisclosure.house.gov/ldaguidance.pdf ).

We are guided by the principle of respecting the independence and integrity of our political interlocutors. For this reason, we welcomed the creation of the lobbying and transparency registers at European level and in Germany from the outset and accordingly registered as one of the first companies (EU) or on time (on February 28th, 2022 in Germany).

Lobbying expenditures 2022 in accordance with applicable transparency rules

 [1] https://www.lobbyregister.bundestag.de/suche/R002346/7991?backUrl=%2Fsuche%3Fq%3D%2522Deutsche%2BTelekom%2BAG%2522%26page%3D1%26pageSize%3D10%26sort%3DREGISTRATION_DESC

[2] https://www.landtag-bw.de/home/der-landtag/transparenzregister/eintrage/d/deutsche-telekom-ag.html
[3] https://www.bayern.landtag.de/typo3temp/assets/lobbyregister/DEBYLT027F.pdf
[4] https://ec.europa.eu/transparencyregister/public/consultation/displaylobbyist.do?id=60052162589-72&locale=en#en
[5] https://lda.senate.gov/filings/public/filing/search/?registrant=T-Mobile&registrant_country=&registrant_ppb_country=&client=&client_state=&client_country=&client_ppb_country=&lobbyist=&lobbyist_covered_position=&lobbyist_conviction_disclosure=&lobbyist_conviction_date_range_from=&lobbyist_conviction_date_range_to=&report_period=&report_year=2021&report_dt_posted_from=&report_dt_posted_to=&report_amount_reported_min=&report_amount_reported_max=&report_filing_uuid=&report_house_doc_id=&report_issue_area_description=&affiliated_organization=&affiliated_organization_country=&foreign_entity=&foreign_entity_country=&foreign_entity_ppb_country=&foreign_entity_ownership_percentage_min=&foreign_entity_ownership_percentage_max=&search=search#js_searchFormTitle
[6] https://www.bundestag.de/resource/blob/870452/41e5c2f593b16c960d86c0041a377862/Gesetz-EN-neu-data.pdf
[7] https://www.landtag-bw.de/files/live/sites/LTBW/files/dokumente/WP16/Drucksachen/9000/16_9883_D.pdf
[8] https://www.gesetze-bayern.de/Content/Document/BayLobbyRG/true
[9] https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX%3A32021Q0611%2801%29
[10] https://lobbyingdisclosure.house.gov/ldaguidance.pdf
*) The various disclosures are not directly comparable with each other, as they refer to the legal requirements applicable in each case. If lobbying expenses are to be specified in a range according to the specifications of the respective register, the upper value of the range is given.

Trade associations are the cornerstone of our public relations activities. Deutsche Telekom does not make any donations to political organizations, political parties, or elected officials on principle.

* Total amount according to the individual amounts reported in the lobby/transparency registers of Germany (federal level, Baden-Württemberg, Bavaria / each since 2021), EU (Brussels) and USA (Washington / since 2020) - see also https://www.cr-report.telekom.com/crwissen/transparency-disclosures-lobbying-expenditures.
** DT does not make any donations to political organizations, political parties, or elected officials on principle – see also https://www.telekom.com/en/company/topic-specials/special-public-and-regulatory-affairs/detail/public-affairs-and-transparency-611136.
*** Trade associations are the cornerstone of the public relations activities by DT. The numbers listed above mean "LESS THAN 5 Mio. EUR per year" (value may vary slightly year-on-year; this is the maximum of an approximate value) – see also https://www.cr-report.telekom.com/2022/management-facts/strategy/political-advocacy#atn-19548-19551.

We keep our goal of reducing our carbon footprint in mind when planning and operating our data centers. To achieve this goal, we take a two-step approach. It starts with optimizing energy consumption at each data center site and then continues with improving processes throughout the global data center landscape.

Our aim is to increase the share of renewable energy on a yearly basis. Therefore our reported target is to increase our share in comparison to the previous year.

As a large corporation, Telekom assumes responsibility for environmental protection. Uniform environmental standards ensure that resource-saving behavior is anchored in all processes and in the daily behavior of employees. To this end, the Group has implemented an HSE (Health, Safety and Environment) management system in all fully consolidated companies.
There are internationally recognized standards for environmental protection in companies, such as the ISO standards (standards of the International Organization for Standardization, ISO for short). These form the basis for environmental management at Telekom. This ensures that environmental policy is implemented uniformly throughout the Group.

Telekom in Germany has been working in accordance with the international standard ISO 14001 for environmental management systems since 1998. Compliance with the ISO standard enables, among other things, resources to be used more efficiently, energy to be saved and waste to be avoided. Employees help to further increase environmental friendliness with their own suggestions.

Telekom's commitment goes far beyond the issue of climate protection: Since 2010, a uniform Group-wide HSE management system has been in place. HSE stands for the three main topics of health, safety and environment. The international standards for occupational health and safety, environmental management and quality management serve as the basis for this.
Employees and experts from all Deutsche Telekom national companies regularly exchange information and jointly develop a comprehensive management system. Internal and external audits are conducted regularly to verify that the requirements of the HSE management system are consistently implemented in the company's day-to-day operations.

Here you can find the manual for our central Health, Safety and Environment Management System (HSE MS) of Deutsche Telekom Group. This means that it covers 100% of all Deutsche Telekom units.

As one of the world’s leading providers in the telecommunications and information technology industry, we are subject to all kinds of uncertainties and change. In order to operate successfully in this ongoing volatile environment, we anticipate potential developments at an early stage and systematically identify, assess, and manage the resulting risks and opportunities. We therefore consider a functioning risk and opportunity management system to be a central element of value-oriented corporate governance.
A risk and opportunity management system of this kind is not only necessary from a business point of view; it is also required by laws and regulations, in particular § 91 (2) and (3) of the German Stock Corporation Act (Aktiengesetz – AktG). Deutsche Telekom AG’s Audit Committee monitors the effectiveness of the internal control system and the risk management system as required by § 107 (3) sentence 2 AktG.

Our risk and opportunity management system is based on the globally applicable risk management standard of the International Standards Organization (ISO). ISO standard 31000 “Risk management – Principles and guidelines” is regarded as a guideline for internationally recognized risk management systems. And our Group-wide risk management policy serves as the basis for a uniform risk management methodology.
The Group Risk Governance unit defines the methods for the risk and opportunity management system that is applied Group-wide and for the associated reporting system, in particular the Group risk report. All operating segments as well as the Group Headquarters & Group Services segment are connected to the central risk and opportunity management system of the Group via their own risk and opportunity management. The relevant owners in each of the segments are responsible for identifying, assessing, and continuously monitoring risks. Management takes potential opportunities into account in the annual planning process and continuously develops them further during business operations.

Our Group-wide risk and opportunity management system covers strategic, operational, regulatory, legal, compliance, and financial risks and opportunities for our consolidated and major non-consolidated entities.

Dr. Robert Hauber is Senior Vice President Group Controlling at Deutsche Telekom and therefore also responsible for Group Risk Goverance. He is our Chief Risk Officer.
Group Risk Governance belongs to the finance team. The Vice President of Group Risk Governance (GRG), Sönke Thun, reports directly to the Senior Vice President of Group Controlling, Dr. Robert Hauber, who is also the Chief Risk Officer. In turn, Robert reports directly to the Chief Finance Officer (CFO), Dr. Christin Illek.
GRG is responsible for the risk management system and provides a standardized framework, reporting process, methodology and training for the entire footprint of Deutsche Telekom.
Furthermore, all the business lines, including the board area finance, have direct risk reporting lines to GRG and have designated contacts. All The decentral risk managers in the organization's units and subsidiaries also collaborate with the respective risk management units mostly structured under the financial director/CFO areas.
Additionally, GRG has a link to the audit committee and answers any inquiries concerning the integrity of the risk management system.

Deutsche Telekom processes its customers' data generally exclusively to fulfill the contract (“for the performance of the contract”). Any additional processing activities of customer data (e. g. for secondary purposes or advertisement) is done on the basis of consent (“Opt-In”). Deutsche Telekom has obtained the consent (“Opt-In”) for a relevant number of customers and is constantly monitoring the number of users whose customer data is used for secondary purposes. Further information about the “Opt-In” possibility can be found here: https://www.telekom.de/kundencenter/infoservice

At Telekom, we are committed to our own ethical principles. This means that we take customer preferences into account when communicating with customers, making sure, for example, that we only address particularly young or even older customers via certain communication channels.

Deutsche Telekom assumes responsibility for environmental protection. Uniform environmental standards ensure that environmental issues are considered and environmentally-friendly behavior is anchored in all processes and in the daily behavior of employees. To this end, the Group has implemented an QHSE (Quality, Health, Safety and Environment) management system in all fully consolidated companies. Internal and external audits are conducted regularly to verify that the requirements of the HSE management system are consistently implemented in the company's day-to-day operations.

Integral part of the QHSE management system is the Group-wide environmental guideline (pdf, 658.0 KB) including environmental issues (such as climate change and energy, the preservation of natural resources, and the protection of water and biodiversity). All fully consolidated Deutsche Telekom Group companies are obligated to apply this policy and necessary measures within the area of their responsibility. The document includes our production operations and business facilities, our products and services, distribution and logistics, the management of waste, requirements for suppliers and contractors and other business partners and also the consideration within due-dilligiences, mergers & aquisitions. The Environmental Guideline summarizes and partially complements existing self-commitments of DT Group.

The Environmental Guideline is approved by the Board of Management. Our Chief Executive Officer (CEO) is responsible for overseeing adherence to this policy and its integration into business management processes.
The Guideline is approved includes the obligation to legal compliance, to environmental laws and regulations. Beyond that we are committed to continuous improvement of our environmental performance and the reduction of our negative environmental impacts. We use key performance indicators (KPIs) to gauge our progress. These indicators help us to effectively steer our efforts while keeping our stakeholders informed of our progress. DT regularly reports the progress in environmental performance and the achievement of the environmental targets within the groups annual CR-report (yearly).

Changes in internal and external stakeholder expectations (e.g. investors, customers, employees) as well as stakeholder feedback are captured through stakeholder communication and dialogues in various formats. With our several stakeholder dialogues formats we not only gather feedback on our environmental performance, we also raise awareness for our environmental management policy and environmental impacts (see also publications on our environmental performance and KPIs).
With the "Youlearn" learning culture initiative, we are continuing to drive forward the further development of our employees. We provide our employees with a powerful training portfolio through the intelligent learning platform "Percipio" (also referred to as the "Netflix of learning") and "Coursera" (provider of digital continuing education courses from top-ranked universities). Over 180,000 Percipio registrations since the third quarter of 2019 confirm our efforts.
Among our wide range of training offers for employees we also provide QHSE trainings, including environmental issues as to understand the impacts of their work activities on the environment (as digital training exercises). Employees and experts of Deutsche Telekom worldwide regularly exchange information and jointly develop a comprehensive QHSE management system.

Deutsche Telekom comprises a number of major subsidiaries operating in different countries respectively regions. Several of them are listed stock corporations in their own right and publish as such comprehensive information on their respective sub-group, including inter alia their subsidiaries, activities, employees, revenues, profits/losses and taxes. In order to access such information, please find the following references to the sub-group reportings for 2020 & 2021:

1. T-Mobile US
   a) T-Mobile US - Annual Report 2020 
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed US-subsidiary, see pages 28, 29, 35, 38, 47-49, 57-58, 77-78, 113-115 etc.
   b) T-Mobile US - Annual Report 2021
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed US-subsidiary, see pages  33, 36, 72, 45-47, 53, 71, 103-105 etc.
   c) T-Mobile US - Annual Report 2022
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/ losses and taxes of publicly-listed US-subsidiary, see pages 32, 34, 42-44, 49, 68-69, 101-103

2. OTE
   a) OTE - Annual Report 2020
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed Greece-subsidiary, see pages 97-98, 102-105, 114 etc.
   b) OTE - Annual Report 2021
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed Greece-subsidiary, see pages 108-109, 113-116, 125 etc.
   c) OTE – Annual Report 2022 to be published soon; check OTE Annual Report Website
   

3. MAGYAR
   a) MAGYAR Telekom - consolidated annual report 2020
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed Hungary-subsidiary, see pages 15, 17, 21, 57-60, 74, 88 etc.
   b) MAGYAR Telekom - consolidated annual report 2021
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed Hungary-subsidiary, see pages 6-10, 14, 52-56, 69, 82 etc.
   c) MAGYAR Telekom - consolidated annual report 2022
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed Hungary-subsidiary, see pages 7-11, 15, 20, 60-63, 205-207 etc.

4. Hrvatski Telekom
   a) Hrvatski Telekom_Croatia_Annual Report 2020
   Comment Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed Croatia-subsidiary, see pages 44-45, 52-58, 76-77, 92-97,112-113, 122-123 etc.
   b) Hrvatski Telekom_Croatia_Annual Report 2021
   Comment Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed Croatia-subsidiary, see pages 46-47, 54-60, 76-77, 92-97,112-113, 122-123 etc.
   c) Hrvatski Telekom_Croatia_Annual Report 2022
   Comment Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed Croatia-subsidiary, see pages 42-43, 47-52, 64-67, 78-83, 100, 110-111 etc.

Furthermore, there are also several other unlisted subsidiaries of Deutsche Telekom that publish comprehensive relevant information. In order to access such information, please find the following references to their reportings for 2020, 2021 & 2022:

1. T-Mobile Czech
   a) T-Mobile Czech_Annual Report 2020
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of Czech Republic Holding-subsidiary, see pages 12-13, 14-17, 73-74, 91-92, 96, 104-105, 107 etc.
   b) T-Mobile Czech_Annual Report 2021
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of Czech Republic Holding-subsidiary, see pages 14-15, 18-19, 78, 90-91, 108, 134 etc.
   c) T-Mobile Czech annual report for 2022 to be published soon; check T-Mobile Czech-website T-Mobile CZ Website

2. Slovak Telekom
   a) Slovak Telekom Annual Report 2020
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of Slovak Telekom Group, see pages 13-16, 17, 32-34, 36, 59-60 etc.
   b) Slovak Telekom Annual Report 2021
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of Slovak Telekom Group, see pages 14-17, 18, 32-24, 36, 61-62 etc.
   c) Slovak Telekom Annual Report 2022
   Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of Slovak Telekom Group, see pages 14-18, 36-38, 55, 67-68 etc.

 Additional information on each tax jurisdiction in which Deutsche Telekom operates, including names of all resident entities, primary activities, number of employees, revenue, profit (loss) before tax, income tax accrued (current year) and income tax paid are published as well at: Deutsche Telekom Country-by-Country Reporting CbC 2021 and Country-by-Country Reporting CbC 2022

We want to offer every customer the best service experience! To achieve this goal millions of customer feedbacks are collected and evaluated each year by quality management. Customer satisfaction and solving the customer's problem in the first contact are our top priorities.

Our surveys are carried out either directly after a contact (for example in the hotline, in a store, during a field service call or after online inquiry by mail or chat) or after a completed process (for example, after a deployment).

If the customer tells us in a survey that his or her concern has not yet been solved, a callback offer is made to the customer in order to clarify his or her concern. The results of the customer surveys are also used to continually increase the competence of our consultants.

Regular test wins in comparative tests conducted by leading trade journals are proof of the excellent quality of our customer service.

Our goal is to constantly improve customer satisfaction (KPI`s):

The world is getting increasingly complex and we are confronted with new challenges and regulations every day. This makes it more important than ever to offer reliable guidance to all employees, to enable them to act confidently and ethically in different situations.

We offer a mix of eLearnings, classroom training (online trainings, WebEx) and innovative awareness formats depending on responsibility and compliance risk exposure of the target groups.

Our eLearning offerings for compliance are well-established. Group-wide, these eLearnings also include value-based, cultural, and integrity-related aspects – such as our eLearning Code of Conduct, Basic ethical concepts in day-to-day business and Compliance Basics. eLearnings are supplemented by classroom trainings for board of management, board members, top management and other staff selected on a risk-based approach, for example procurement and sales staff. In 2022 we held in-person training with Board of Management members and top management, in which we processed and discussed the best conduct in typical compliance dilemma situations based on case examples.

Our ICARE check, a self-test with five simple questions, supports our employees in making the right, responsible decisions in difficult situations.

The Supplier Code of Conduct requires the supplier to ensure compliance with applicable laws, regulatory provisions, and contractual obligations by appropriate means for the effective implementation and maintaining of a compliance framework. This means the obligation by the supplier to implement a compliance management system appropriate for its risk exposure.

Deutsche Telekom AG communicates its values and ethical standards within its Code of Conduct.

Additionally, it has several policies to further clarify the broad umbrella of values described in the Code of Conduct. A list of some od these Compliance policies can be found on the Deutsche Telekom AG Website.

One of these policies is the “Group Policy on Avoiding Corruption and other conflicts of interest”. Which gives employees guidance on avoiding corruption and other conflicts of interest. This includes a prohibition of granting and receiving benefits in chapter 5.1:

“The acceptance and granting of benefits in connection with Deutsche Telekom’s business activities are subject to substantial restrictions in light of the applicable corruption-related statutory offenses. This affects not only the acceptance and granting of benefits in the public sector, but also in private-sector business transactions, and it applies to a great extent to international cases as well.”

An overview of the contents can be seen in the following:

Deutsche Telekom adheres to highest ethical standards as reflected in Deutsche Telekom’s Code of Conduct. This means in particular DT complies with all applicable law and regulation and takes appropriate measures to ensure observation and effective implementation of compliance processes. DT’s Board of Management is fully committed to these ethical standards and expects the same from all employees throughout the group. 

The compliance with ethical standards is one of the components assessed regularly:

Deutsche Telekom conducts a regular group wide Compliance Risk Assessment to identify, and evaluate compliance risks and derive risk-oriented measures to prevent breaches of laws and regulations. In 2022, we added human-rights-oriented and environmentally oriented risk assessment to our annual Compliance Risk Assessment (CRA).

Network reliability is essential for telecommunications services to ensure a secure network and thus the best customer experience. A stable network without failures is the basis for this. Deutsche Telekom AG measures various factors in order to constantly monitor, control and optimize the reliability of its networks. We focus on every aspect that can have a direct impact on our customers. The following parameters are determined annually for Deutsche Telekom's entire network in Europe:

• “Average network interruption frequency” (Total number of customer interruptions/total number of customers served)
• “Average network interruption duration” (Total duration of customer interruption/total number of customers served).

These parameters are calculated for all technologies and all Deutsche Telekom networks in Europe. In 2021, the average network interruption frequency was 0.16 and the average network interruption duration was 120.99.

After three very successful runs, the kick-off event of our next “Child and Career” mentoring program took place in October 2019. For a period of 21 months, this program provides for potential junior staff in expert and managerial functions from various business units of the Group in Germany to be mentored by an experienced manager. The mentees who will soon start parental leave, are in parental leave or are planning their re-entrance in the job gain new professional and methodical competences “in the tandem” and benefit from shared experiences with others in the program network. In the fourth “Child and Career” session, 26 tandem teams went to the start. The program is supplemented by web-based tutorials on focus topics and self-organized network meetings. In addition, supplementary coaching services such as parental coaching and professional support coaching will be provided, as required. This was very well appreciated by the last run. More than 80 percent of participating junior employees and almost 70 percent of the managers are female.

The next mentoring program will start in the 2nd half of 2022.