Here is a selection of material topics from the 2015 CR-Report. More information can be found in the chapter Employees.
Our goal is to identify and get talented young people on board early on in their careers. That is why we extensively support their training and continued education. We specified a trainee ratio of 2.9 percent of our employees in Germany each year until 2015. We currently offer openings for ten vocational training programs and eight cooperative degree programs. This makes us one of the largest vocational training providers in Germany. We also offer a large number of training and development opportunities for our experts and managers. With these continuing education offers, Deutsche Telekom promotes the concept of life-long learning.
Education 3.0 successfully concluded
The aim of our Education 3.0 initiative, which we finalized in 2015, was to bring our offers better in line with Deutsche Telekom's future strategic needs. We developed a completely new training portfolio for the big data topic, for example. Courses on "usable privacy & security" were added to our training program for cyber security professionals, which was launched in 2014. In this context, we laid special emphasis on digital learning formats along the entire education chain, from vocational training through to cooperative bachelor programs and part-time master programs.
Promoting digital learning
We have been promoting digital learning at our company for many years. Around 30 percent of all learning hours are currently held digitally and the number is growing. The learning program portfolio combines programs available on the market with our own in-house products to create Group-specific content. A good example of this is our “All-IP Basic Training”, a 90-minute online training program. The course is offered to all of our employees, an excellent chance to acquire basic knowledge of IP . By the end of 2015, this course had been accessed around 3,700 times, both nationally and internationally. We also rely increasingly on informal digital learning. Experts meet in digital communities, for example, to discuss the topics of the future. Around 40 international communities are currently active, 17 of which are focused on Deutsche Telekom's strategic business areas. Community members at T-Systems use the “Virtual Collaboration” digital learning format to encourage collaboration across segments, countries and hierarchies.
Group-wide management development
With our Leadership Excellence and Development (LEAD) program, we make a standardized offer of business-based, strategically relevant learning formats available to all managers at the Group. The portfolio covers central topics that support managers in mastering the challenges involved in their daily work as well as in their roles as leaders and team managers. The program is based on our leadership principles "Collaborate," "Innovate" and "Empower to perform."
Performance assessment tools
The “Performance Dialog” is our tool for assessing the performance of high-ranking managers. Around 2,800 top-level managers are currently being assessed using this tool. The assessment involves not only target achievement levels but also looks at how the manager went about achieving these goals. Managers complete a self-assessment and obtain feedback from their colleagues. We also continue to use our other performance assessment tools, “Compass”, for civil servants and employees covered by collective agreements in Germany, and our “Performance & Potential Review” for employees in Germany outside collective agreements, a tool that is also used at many of our national companies.
We regularly and systematically review the effectiveness of our training and development activities. These reviews involve standardized surveys conducted as part of our quality circle, which gives us a regular overview of the quality of our training and development activities via monthly reports. Our Bologna@Telekom program designed to encourage part-time study ,for example, is now subject to extensive quality controls – from the application process to graduate management. We also ask employees to evaluate our training and development offers in our regular employee survey . Additional tools are added to our standard reporting and surveys as needed. In 2015 we surveyed all 805 of the top-level managers at T-Systems about our leadership culture within the scope of our Group-wide initiative "Lead to win." The fact that 75 percent of these managers participated in the survey shows that this topic is important to them. 66 percent rated collaboration within their own business unit as positive. The feedback we received from more than 400 personal comments was especially valuable. We will be using the survey results to further improve the leadership culture at T-Systems.
Deutsche Telekom is always looking for creative spirits and technology-minded people who want to help us shape the digital future. We will consolidate our local Recruiting units into one global organization in 2016 in order to give us access to the best people regardless of national borders and to improve international collaboration.
We have effectively positioned ourselves as an attractive employer over the past few years with a creative, target group-oriented presence in social media and other unusual initiatives such as "Leave your Mark" and "Blind Applying." This was confirmed by the Online Talent Communication 2015 study conducted by Potentialpark, which rated our Careers website as the best employer presence in Germany.
Since 2013, we have been awarding the Women's MINT Award in collaboration with audimax student magazine and the “MINT-Zukunft-schaffen” (Creating a STEM future) initiative in order to do something about the lack of STEM experts and to get young women excited about STEM subjects. The award goes to the most convincing final papers on the following growth topics: networks of the future, Industrial Internet, cyber security, automotive technologies and digital universe. The winning paper on "Dynamic Cell Size Adaptation and Intercell Interference Coordination in LTE Heterogeneous Networks" received a prize of 3,000 euros and an additional paper in each of the five categories received 500 euros.
Active sourcing is key in looking for candidates, i.e., actively addressing potential candidates via networks, trade fairs, events, etc. This enables us to quickly engage in authentic, personal contact with candidates, which establishes trust and helps us fill positions with top candidates more quickly and cost-effectively.
Our international Start up! trainee program offers young people with entrepreneurial spirit who are open to new ideas and innovation a chance to get started at Deutsche Telekom in Germany. We hope to attract graduates in STEM subjects to the trainee program. In the reporting period we accepted 31 university graduates into our trainee program, roughly 45 percent of whom were women. During a period of 15 to 18 months, the trainees get to know different areas of the company in Germany and abroad and are put in charge of challenging project activities in various business areas. Experienced mentors assist the trainees. The program is supplemented by innovative training formats and events. One example is the Start up! Learning Company, with which we won the HR Excellence Award 2015 in the "Corporate talent management program" category. At the Start up! Learning Company, young talents can participate in project simulations where they learn how to realize change despite resistance.
Satisfaction among management staff has improved continually in recent years and increased yet again for the Group in 2015. In addition, the commitment index lies at a very good 4.5 on a scale of 1 to 5. This is accounted for by a better feedback culture, thanks in part to our Lead to Win model, which applied to all executives at global level for the first time in 2015. The model contains our leadership principles “Collaborate,” “ Innovate” and “Empower to perform” as well as our Guiding Principles, which are binding for all our executive staff.
The fluctuation rate in Germany has fallen steadily since 2012. In 2015 only 880 employees gave notice to leave the company, 580 took retirement on reaching pension age or due to incapacity for work – around 24 percent fewer than in 2014. In contrast, there was a slight increase in the fluctuation rate at international level, where around 6,700 contracts were terminated by the employer or by employees. This figure is around 340 more than in 2014, an increase of 5.3 percent. The number of employees at international level who took retirement on reaching pension age or due to incapacity for work rose from 40 to around 70. Due to a simultaneous reduction in the national workforce, the fluctuation rate across the Group also rose slightly in comparison with the year before.
In combination with additional data on the number of employees, the data on the fluctuation rate fully covers the G4-LA1 (Employee turnover) GRI indicator.
Deutsche Telekom offers its employees a range of advanced training measures, which enable them to develop and brush up their skills. Our workforce has invested over 4.5 million hours worldwide in training, some 45 percent of these outside Germany.
You can find further information here.Reporting against standards
By reporting this data we fully cover the G4-LA9 (Average hours of training per year per employee) and G4-LA10 (Skills management and lifelong learning) GRI indicators as well as the S02-02 (Training expenses per employee) EFFAS indicator. This data also covers criterion 16 (Steps taken to promote the general employability of all employees) of the German Sustainability Code.