The targeted involvement of our stakeholders helps us build long-term, trust-based relationships and increase understanding for our concerns and activities. Last but not least, dialog with our stakeholders is also a source of inspiration for innovation processes and a basis for new cooperations or strategic partnerships. This is especially important in regard to our sustainability goals, which we will only be able to achieve together with partners from politics, society, science and industry.
In order to systematically manage stakeholder involvement throughout the Group and live up to our aspiration to lead the way in CR, we developed a stakeholder involvement strategy in 2011. This strategy demonstrates that we take our stakeholders' concerns seriously and get them involved based on high-quality standards. The strategy is based on the three AA1000 principles of materiality, inclusivity and responsiveness developed by NGO AccountAbility.
We organized the development of our stakeholder involvement strategy as a participatory process. Interviews with 17 external stakeholders were conducted, during which we asked both about our stakeholders' experiences with Telekom and the expectations they have in regard to optimal cooperation. The goal was to consider both aspects in the early stages of strategy development. In order to obtain a comprehensive view of our stakeholders' interests, we also surveyed Telekom employees, conducting more than 20 interviews with employees who will be implementing the strategy in the Group.
The views and expectations voiced by our internal and external stakeholders had a considerable influence on the design of the strategy. As a result, the strategy adopted by Deutsche Telekom in December 2011 is based on the following three pillars:
1. Our strategic profile: The strategic profile designates relevant stakeholder groups and defines how the Group wants to fashion its relationship to these stakeholders. In addition to providing information and engaging in dialog, we are increasingly focused on participatory formats which customers, employees, NGOs and other stakeholders can use to get involved and make contributions. To this end, we are offering options to participate in discussing topics and finding solutions in the different categories of our CR strategy.
2. Internal skills development and service: We are developing an infrastructure that will help our employees implement the strategy in practice. Internal networking meetings help to exchange experiences in dealing with stakeholders, to discuss practical examples and to plan and implement joint activities. In addition, we plan to develop a guideline in 2012 that will give employees guidance when implementing stakeholder formats.
3. Development of a stakeholder management system: We are creating transparency in all corporate processes relevant to stakeholder relationships. In this vein, we are documenting our stakeholder activities and monitoring the development of relevant stakeholder topics. In addition, in 2011 we employed our materiality process to test a system for handling our stakeholders' feedback and will gradually integrate it into the evaluation process.
We looked to the AA1000 standard as a reference when developing our strategy. This is an internationally recognized body of rules and regulations for auditing sustainability management and CR reporting. At the end of 2011, accounting firm PricewaterhouseCoopers (PwC) issued a moderate assurance report which confirms that Deutsche Telekom heeds the AA1000 Account Ability principles in its CR processes and systems (Type 1 audit). The assurance engagement also took into account the stakeholder involvement strategy. The present report was also the subject of a moderate assurance engagement by PwC based on the AA1000 principles. This means that we achieved our target of a Type 2 audit in 2012.
|Sub-targets||Status of implementation/measures|
|Expansion and further development of stakeholder dialog||Target achieved. |
|Intensifying customer dialog on sustainability||Implementation underway. |
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