Socially responsible staff restructuring

With a view to remaining strong and competitive in our dynamic and global market environment, in the long term, we support and assist our employees in growing with the evolving digitalized working world.

These inevitable changes are also accompanied by complex personnel restructuring. We are creating new jobs in growth areas and finding qualified personnel to fill these positions. In other areas, we are restructuring, and reducing our workforce in the process. We make sure that all staff restructuring measures are implemented in a socially responsible way for our employees.

HR service provider Vivento has provided us with support and placement services for employees in Germany since 2013. In close collaboration with the new “next.JOB” unit founded at the start of 2022, 69 employees (civil servants and non-civil servants) at Deutsche Telekom in Germany decided to transfer to positions with federal, state, or local authorities. “next.JOB” provides new opportunities in the public sector for interested employees from across the entire Group. In 2022, a large number of these employees went to the armed forces (Bundeswehr), the Federal Employment Agency, the Federal Office for Migration and Refugees, Deutsche Rentenversicherung Bund, and other federal authorities. Employees were also assisted in finding positions in public administration. Since Vivento’s founding, it has helped more than 53 100 employees (full-time equivalents – FTEs img; as of December 31, 2021) find viable new options.

For some years now, various segments, including Group Headquarters and Telekom Deutschland, have offered assistance to surplus personnel, including individual counseling for professional reorientation. Employees in the change process are given prompt and comprehensive support, with the goal of finding permanent new employment for them.

Holistic staff restructuring and transfer management at Telekom Deutschland GmbH

Telekom Deutschland GmbH implemented a holistic staff restructuring and transfer management system in mid-2017. Its aim is to win employees over to the idea of a career change early on. In cases where tasks are being eliminated in the near or medium term, or different skills are required, the affected employees will be given advice proactively regarding opportunities for a professional reorientation. Managers are also actively involved in the change process. Together with them, internal and external employment options are considered and personal labor market profiles developed. In addition, assistance is provided for individualized application processes and – where necessary – training offered. Since 2018, around100 employees nationwide in the Germany segment img have received counseling via this system. Approximately 70 percent of them were able to find new options through these measures.

Tools for socially responsible staff restructuring Deutsche Telekom Group in Germany KPI

We continued our efforts to engage in socially acceptable staff restructuring. To this end, the Group continued to rely on the already proven tools of early retirement, severance pay and partial retirement in 2022.

You can find further information in the HR Factbook.

Reporting against standards


German Sustainability Code

  • Criterion 6 (Rules and Processes)
  • Criterion 14 (Employee Rights)

Fluctuation rate KPI

The fluctuation rate in Germany increased slightly compared to 2021 and was 2.5 percent. Internationally it increased significantly and was over 10 percent in 2022. At Group level, it also increased slightly due to the increase in Germany and internationally and stood at 5.9 percent in 2022.

You can find further information in the HR Factbook.
Reporting against standards


Global Reporting Initiative (GRI)

  • GRI 2-7 (General Disclosures)

Proportion of civil servants in Group workforce KPI

The proportion of civil servants employed in the company fell once again in 2022. The reason for this is that Deutsche Telekom has not recruited any new civil servant staff since the company was privatized. In addition to civil servants leaving the company when they reach retirement age, others also took advantage of dedicated retirement or moved to other agencies. This led to a continuous drop in the number of civil servants in our workforce.

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