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Stakeholder expectations.

  • Telekom is increasingly viewed as a responsible company.
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Precise knowledge of our stakeholders' interests and views is a basic prerequisite for an informed design of stakeholder relationships. This concerns the topics that our stakeholders consider important on the one hand, and their expectations of successful communication with us on the other hand.

  • Youngsters and young adults
  • Families
  • Middle-aged people
  • Senior citizens
  • Small and medium-sized enterprises
  • Large corporations
  • Public authorities
  • Consumer organizations and segment-specific interest groups
  • Institutional investors
  • DAX-listed companies
  • Other large corporations
  • Small and medium-sized enterprises
  • Trade and industry associations
  • Cooperation partners
  • Telekom Supervisory Board members
  • CR and sustainability research institutions
  • Political and business research institutions
  • Universities
  • Schools
  • Day care centers
  • Student organizations and university associations
  • Competitors
  • Humanitarian organizations and charities
  • Business ethics groups
  • Multi-thematic organizations
  • Churches and their relief organizations as well as other religious and social groups
  • Foundations
  • ICT, sociology and design research institutions
  • CR and sustainability
  • Players from politics and business
  • Education
  • Radio broadcasters, daily press, press agencies
  • Online media and social networks
  • Publishers
  • Journalist associations/media groups
  • Environmental protection organizations
  • Players at national level
  • Embassies and consulates
  • Supervisory and regulatory authorities
  • Communities and their representatives
  • International organizations
  • ICT and communications
  • Employees
  • Managers
  • Board of Management
  • Applicants and prospective employees
  • Trade unions and works councils
  • Employees and students
  • Endowed chairs
  • Players at EU level
  • Auditors and certification bodies
  • Sub-suppliers
  • Consultants
  • Apprentices/trainees
  • Private investors
  • Funds, asset managers and analysts
  • (SRI) rating agencies
  • Analyst organizations and associations
  • First-tier suppliers
CR commitment recognized by experts and the general public.

To be able to focus our CR activities properly, it is important to determine how these are perceived and assessed by our stakeholders. To this end, we conduct regular measurements: We commissioned TNS Infratest to carry out a representative random sampling of the population and around 300 CR experts in August 2011. In November 2011, the survey of the general population was repeated.

Telekom was able to slightly increase its rating in the perception of its CR commitment compared to 2010. It received the highest ratings from the general public among the ICT companies surveyed. Telekom also improved in the "corporate responsibility" and "social commitment" aspects. Telekom's commitment is clearly rated higher by CR experts than by the general population.

In an aided recall survey, the experts listed the promotion of women, the Deutsche Telekom Foundation or Telekom@school, for example. The subsequent second survey of the general population confirmed the increasing popularity of the "Yes, I can!" initiative, the cooperation with the Nummer gegen Kummer youth counseling line as well as the cell phone collection program.

The 2011 results provided us with an important starting point for establishing the content for our CR activities and for enhancing our CR communication. In addition, the data were used to update the "social commitment" and "corporate responsibility" leadership indicators, whose values increased considerably over the course of 2011. The first also forms the basis for our Social Commitment CR KPI. Details on the CR KPIs can be found in the "Strategy and management" section.

The topics of our stakeholders.

In order to find out which topics are important to our stakeholders, we surveyed our internal and external stakeholders for the fifth time in February 2012. The survey revealed parallels as well as some differences between the two stakeholder groups. In the three CR categories, the relevance ratings of Telekom employees and external stakeholders did not differ greatly, same as in 2011. However, there are topics that are ranked as more important by external stakeholders than by internal stakeholders. These include "mobile communications and health," "active participation in shaping social change in a digitalized world," "corporate volunteering," "barrier-free products and services" and "smart logistics." Overall, internal and external assessments differ most for the topic of "active participation in shaping social change in a digitalized world." Telekom employees rate topics that affect them directly, such as "work-life balance" and "responsible employer" higher than external stakeholders. For further details, please refer to the following matrices.

Deutsche Telekom has committed itself to pay particular attention to those topics that received the most votes. The highest-ranking concerns were included in our CR roadmap. It is with the roadmap that we monitor—based on monthly reports—to what extent we have achieved our CR objectives. We will keep you updated on the success of these measures on the intranet as well as on the Group website.

Social concerns of our stakeholders.

Along with the topics related to our CR categories, the participants of our stakeholder survey were asked to rate all the concerns that had been submitted to Telekom by stakeholders in 2011. These ranged from setting up CO2 accounts for employees to improving customer information to clearer explanation of our initiatives.

Employees and external stakeholders largely agreed on the following five most important topics:

  • Setting up specific incentive systems to advance sustainable corporate governance for management
  • Embedding sustainability more strongly in corporate processes, for example in product marketing and design
  • More understandable presentation of our sustainability activities and avoidance of Anglicisms
  • Avoidance of plane trips through increased use of phone, web and video conferences throughout the Group
  • Increased promotion of employee commitment in the community

We also received numerous valuable suggestions and comments to our open questions on the survey, which we integrated into the analysis of stakeholder topics and which we will take into account in our further strategy development.

Stakeholder expectations regarding dialog with us.

We need to know our stakeholders' expectations regarding mutual communication to be able to design our stakeholder relationships properly. Therefore, we systematically asked about the requirements for successful, mutually satisfying communication during the interviews that we conducted for our strategy development. Our main finding was that we need to modify our stakeholder involvement approach to achieve the "quality leadership" to which we aspire.

The interviews confirmed that many companies are now initiating stakeholder dialog. However, this seems to be sporadic in many cases, and the results appear to have little influence on corporate activities. The stakeholders involved are increasingly wondering whether this dialog really has an impact on corporate actions. In addition, it should be defined as clearly as possible from the beginning what the dialog is intended to achieve, and the "rules of the game" should be binding. Our stakeholders also expect to be informed about the implementation of the results.

The expectations voiced in this respect had a considerable influence on the design of our strategic profile. The evaluation also showed that our involvement principles largely fulfill our stakeholders' expectations. It has been confirmed that stakeholder involvement can only be successful when dialog is on an equal footing. That is why we replaced the term "stakeholder management," which was still used up to last year and which does not entirely define the true concept, with the term "stakeholder involvement."

Objectives and outlook for 2012.

In 2012 we will expand topic monitoring on the basis of our stakeholder involvement strategy. We have developed new surveying tools for this. For example, we intend to measure the impact of individual projects and measures with fast survey cycles.

In 2012 we plan to use our "CR barometer," which is based on these surveying tools, with customers and employees. We are also planning to introduce a new monitoring tool to collect and assess topics addressed by NGOs. Thanks to the new tool we will have another systematic process for identifying stakeholder positions, thereby fulfilling an important requirement of the AA1000 standard.


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