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The Carbon Intensity KPI was adjusted in 2024 to better reflect Deutsche Telekom's strategic focus.
Scope 3 emissions were included and all CO3e emissions (Scope 1-3) are now covered.
To ensure comparability with the previous year, we are publishing the comparison with the figures from the 2023 financial year in this form:

In addition to the published proportions of women in the Annual Report, CR Report and HR Factbook, the following table shows the proportion of women in upper and middle management separately. Both figures are approaching the 30% target, with a combined share of women of 27.9% (see above-mentioned reports). All other shares are already above our set target for year end 2025 which is 30%.

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/2023/management-facts/strategy/political-advocacy#atn-19548-19551.

The so-called "digital experts", employees, many with technical, digital and IT skills, are the focus of our recruitment and retention measures. The total share has been increased from 19.7% to 22%, whereby we have already exceeded the capital market promise of 17% by 2024. The target for female digital experts is 17% and was nearly reached with 16%. The following table shows how the proportion is distributed between women and men.

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 2023 in accordance with applicable transparency rules

 [1] https://www.lobbyregister.bundestag.de/suche/R002346/41395?backUrl=%2Fsuche%3Fq%3DDeutsche%2BTelekom%26pageSize%3D10%26filter%255Bactivelobbyist%255D%255Btrue%255D%3Dtrue%26sort%3DRELEVANCE_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://transparency-register.europa.eu/searchregister-or-update/organisation-detail_en?id=60052162589-72 
[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=2023&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.

Deutsche Telekom is committed to respecting and promoting human rights and environmental concerns across its operations, including its supply chain. This commitment is reflected in the company's comprehensive human rights and environmental due diligence processes, which are applied globally across all companies of Deutsche Telekom AG.
Deutsche Telekom's Code of Human Rights underscores the company's dedication to upholding human rights and environmental standards in all areas of operation, including its supply chain. Suppliers are expected to adhere to Deutsche Telekom’s human rights and environmental standards by accepting our Supplier Code of Conduct. We established robust review processes to ensure compliance, emphasizing responsible procurement of raw materials, particularly metals and conflict minerals.
Deutsche Telekom's group-wide risk management system is designed to identify, minimize, and prevent human rights and environmental risks. Each year, Deutsche Telekom conducts a comprehensive risk analysis to identify potential human rights and environmental risks within its operations and those of its direct, and therefore significant, suppliers. This analysis considers internal and external information, country-specific conditions, and group-specific risks. For more information on the results of our yearly analysis, including identified risks and measures taken, please see our 2023 Report requested by the German Federal Office for Economic Affairs and Export Control (BAFA) in accordance with the German Act on Corporate Due Diligence in Supply Chains (LkSG)”.

Upon identifying high-risk areas, Deutsche Telekom takes immediate preventive measures including implementing policies, conducting training, and establishing risk-based control measures. The company ensures contractual guarantees with suppliers to enforce adherence to human rights and environmental standards, supported by regular audits and effectiveness reviews.
When violations are identified, Deutsche Telekom promptly engages with the relevant parties to address and rectify the issues. If a supplier fails to address violations adequately, the company may temporarily suspend or terminate the business relationship to uphold its standards.
Through these structured and comprehensive due diligence processes, Deutsche Telekom demonstrates its commitment to sustainable business practices, ensuring that human rights and environmental concerns are systematically addressed throughout its operations and supply chain.

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.

In an effort to live up to our responsibility to society as a Group, we must embed sustainability in all areas, functions and processes. This is a paradigma of Deutsche Telekom's sustainability strategy: Sustainability is a responsibility for everyone in the Group!

However, special knowledge and skills are required to enable our employees to implement this strategy on a day-to-day basis.

Deutsche Telekom has therefore restructured and significantly expanded its training program in this area. The "Deutsche Telekom Sustainability Campus" offers a broad curriculum of web-based training courses that identify the need for action and then explain the goals Deutsche Telekom has set itself and how it intends to achieve them in line with the Group's sustainability strategy.

"In future, employees will also have to be familiar with ecological and social aspects, need an ethical compass of values and the ability to act responsibly in line with the company's ESG criteria," says Melanie Kubin-Hardewig, Vice President Group Corporate Responsibility at Telekom.

The new training program offers the necessary support: Short, concise video content explains the importance and implementation of sustainability in an easy-to-understand and interactive way - always with close relevance to the core business.

The Campus starts with the basics and goes deep into the various facets of ecological and social sustainability as well as good corporate governance.

The fight against climate change (incl. energy efficiency), the transition to a circular economy (incl. waste & reduction awareness) and the challenges of the water crisis are the first ecological focus areas. In the field of social engagement, the initial offer includes training on digital civil courage and standing up for democracy in the digital space, as well as comprehensive training on diversity, equal treatment, and inclusion. In the field of corporate Governance, the initial focus is on human rights training.

The current training program is just the beginning. In the next steps, further topics and specific training courses for certain functions will be added. The campus was created in collaboration with AXA Climate School, a leading international provider of webinars on sustainability, among others.

In 1997 the Supervisory Board of Deutsche Telekom signed the Luxembourg Declaration on Workplace Health Promotion (WHP) in the European Union.
Workplace Health Promotion is the combined efforts of employers, employees and society to improve the health and well-being of people at work. This can be achieved through a combination of

• improving the work organisation and the working environment
• promoting active participation
• encouraging personal development.

We thereby committed to a problem-solving cycle within our Occupational Health and Safety (OHS) Approach which includes needs analysis, setting priorities, planning, implementation, continuous control and evaluation. This manifests our approach of prioritizing and setting action plans.
In addition, we committed to an approach of actively engaging our employees in the OHS Approach. As a signatory to the Luxembourg Declaration, Deutsche Telekom is committed to participation of workers in OHS, which can only be successful if it is guided by the following guidelines: 1. the entire workforce must be involved (participation). And 2. health promotion must be considered in all important decisions and in all areas of the company.
More details are explained in the Luxembourg Declaration (see links). In the German version you can find the signatory companies on page 6 (including Deutsche Telekom). We have actively worked on its implementation and further development of our OHS approach since 1997 (see our 2023 CR Report for more information).

German version of Luxembourg Declaration
English version of Luxembourg Declaration
Occupational Health & safety in 2023 CR Report

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 2023, 2022 and 2021 years:

1)    T-Mobile US

a)    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.

b)    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

c)    T-Mobile US- Annual Report 2023
Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/ losses and taxes of publicly-listed US-subsidiary, see pages 34, 37, 43-45, 51, 69, 93-95

2)    OTE

a)    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.

b)    OTE - Annual Report 2022
Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed Greece-subsidiary, see pages 109-1110, 114-117, 125 etc.

c)    OTE – Annual Report 2023 to be published soon, check OTE Annual Report Website

3)    MAGYAR

a)    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.

b)    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.

c)    MAGYAR Telekom - consolidated annual report 2023
Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed Hungary-subsidiary, see pages 9-13, 17, 62-65, 210-213 etc.

4)    Hrvatski Telekom

a)    Hrvatski Telekom_Croatia_Annual Report 2021
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.

b)    Hrvatski Telekom_Croatia_Annual Report 2022
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.

c)    Hrvatski Telekom Croatia Annual Report 2023
Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of publicly-listed Croatia-subsidiary, see pages 42-43, 48-55, 74-80, 94, 99-100, 104 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 2021, 2022 & 2023:

1)    T-Mobile Czech

a)    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.

b)    T-Mobile Czech Annual Report 2022
Comprehensive reporting of subsidiaries, activities, employees, revenues, profits/losses and taxes of Czech Republic Holding-subsidiary, see pages 10, 13, 62-63, 74, 92-93, 108, 120

c)    T-Mobile Czech annual report for 2023 to be published soon; check T-Mobile Czech-website T-Mobile CZ Website

2)    Slovak Telekom

a)    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.

b)    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.

c)    Slovak Telekom annual report for 2023 to be published soon; check Slovak Telekom website Slovak Telekom

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 2022 and Country-by-Country Reporting CbC 2023

Commitment to biodiversity conservation

Deutsche Telekom is deeply committed to biodiversity conservation, actively protecting natural resources and ecosystems throughout our value chain. We conduct biodiversity assessments to mitigate negative effects on species and habitats, ensuring sustainable procurement, promoting reforestation, and enhancing resource efficiency.

In 2022, we conducted a double materiality analysis, updated in 2023, to identify the negative and positive impacts of our activities across the value chain on the environment, society, and human rights. This analysis, aligned with the Corporate Sustainability Reporting Directive (CSRD), assessed 34 issues, including biodiversity. While biodiversity was not identified as a material issue in our direct operations, Deutsche Telekom's commitment to sustainability leads us to take responsibility for biodiversity throughout our entire value chain.

Integrating biodiversity in the company-wide risk management process

Integrating biodiversity risk assessments into our comprehensive, multi-disciplinary company-wide risk management processes is essential. This helps us fully understand and mitigate environmental impacts, a key aspect of our human rights' due diligence and risk assessment, including under the German Supply Chain Act (Lieferkettensorgfaltspflichtengesetz, LkSG). During these assessments, we evaluate the environmental practices of suppliers, focusing on habitat destruction, pollution, and unsustainable resource extraction, as part of our commitment to address biodiversity risks.

Biodiversity risk assessment process with the ENCORE Tool builds on renown methodologies and frameworks

Biodiversity risk assessments are vital for understanding the environmental impact of business operations. One effective method is through the ENCORE Tool (Exploring Natural Capital Opportunities, Risks, and Exposure), which helps identify and manage risks related to biodiversity. In 2023 Deutsche Telekom completed a biodiversity risk assessment with the ENCORE-Tool which employs various methodologies and frameworks to ensure a comprehensive assessment (such as ESRS - European Sustainability Reporting Standards E4, TNFD - Taskforce on Nature-related Financial Disclosures, SBTN - Science-based targets for nature, the EU-Taxonomy, CDP – Carbon Disclosure Project, GRI - Global Reporting Initiative, SASB - Sustainability Accounting Standards Board and the United Nations Sustainable Development Goals).

Scope of our biodiversity risk assessment

The scope of the analysis conducted by Deutsche Telekom included the entire value chain, encompassing upstream activities, own operations, and downstream activities. The analysis focused on the identification of impact-related biodiversity risks, such as the use of terrestrial ecosystems, across all stages of the value-chain. Additionally, it considered dependency-related biodiversity risks like flood and storm protection by asking: "Which dependencies are crucial for Deutsche Telekom in the individual products/services?". The analysis of these factors helped us identify both dependency-related and impact-related risks.

Dependency-related and impact-related biodiversity risks identified along the value chain

Through cumulative scoring, Deutsche Telekom identified hot spots along the value chain where biodiversity impacts are most significant.

Source: Deutsche Telekom

The analysis showed that four stages of its value-chain are potentially relevant from a biodiversity perspective whilst five impact drivers were identified as relevant (non-GHG pollutants, solid waste, GHG emissions, disturbances and terrestrial ecosystem use). A further analysis of the impact drivers of our activities will focus primarily on the value-chain stages with a high-risk score, i.e. raw material extraction, production, installation and disposal/ recycling. This process will allow us to prioritize areas for intervention and mitigation, ensuring targeted and effective biodiversity conservation efforts.

In terms of dependencies, the same dependencies were identified for all stages of the value chain, with climate regulation and flood and storm protection being said to have the greatest dependency. These dependencies prevent the destruction of relevant infrastructure, production sites and our locations.

Source: Deutsche Telekom

Internal assessment with GSMA

To deepen its assessment on biodiversity, Deutsche Telekom entered a biodiversity project group that is currently researching on the impact of the mobile sector on nature (incl. biodiversity). The project is in its second phase in collaboration with GSMA, Quantis and 40 other mobile operators to develop a sector guidance on nature for the mobile sector, with an expanded scope on the operators and a geographic focus. The project group utilizes a comprehensive set of methodologies and frameworks to conduct its analysis. These include CSRD, SBTi - Science-based target Initiative, TNFD, SBTN, and CDP.

The first phase of the analysis was structured around 5 steps:

1. Identify and scope– in this phase methodologies, tools and databases for assessing material biodiversity risk and opportunities where reviewed.
2. Investigate and align– this phase aimed at understanding the scope of operations, terms used, data availability & constraints.
3. Assess and map– in this phase a high-level qualitative materiality assessment was conducted, identifying the most material dependencies and impacts on biodiversity across the GSMA member value chain.
4. Interpret and prioritise– the aim in this phase was to prioritise activities likely to have the most significant impact on biodiversity, covering both the direct impact as well as indirect impacts across the value chain. For each main driver of nature loss, the group identified the priority commodities, sourcing locations and operational sites, based on their contribution to nature loss and GSMA & the mobile network operators' sphere of influence.
5. Plan and prepare– in this phase next steps for GSMA and the mobile network operators on biodiversity assessment and compliance/alignment with reporting were recommended

Identification of the Greatest Impacts on Nature

In the own operations of mobile operators, the greatest impacts on nature have been identified on the resource exploitation and on climate change through energy use as emissions from energy use contribute to climate change, which in turn affects biodiversity through altered ecosystems and habitats.

Source: Quantis, Sponsor: GSMA

Many activities in the upstream value chain, such as material sourcing and manufacturing processes, have substantial impacts on biodiversity. These activities influence at least five of the six natural indicators, including water quality, habitat integrity, and species diversity.

Source: Quantis, Sponsor: GSMA

Identification of "Key Activities" for Evaluation

Several activities have been identified for further evaluation due to their potential impacts on nature, both in own operations (e.g. infrastructure expansion, data centers and the maintenance of access roads) and in the upstream value chain (especially mining and the production and construction of infrastructures).

Recommendations

To effectively guide the further development of the biodiversity strategy for mobile operators, the biodiversity project group has outlined several key recommendations which are designed to not only mitigate the adverse impacts of mobile operators on nature but also to drive substantial improvements in sustainability and biodiversity conservation. These recommendations include strengthened cooperation with suppliers through e.g. traceability initiatives and eco-design considerations and the improvement of data centers through the switch to renewable energies or innovative cooling systems.

For the mobile operators to genuinely work towards no net loss of biodiversity, the project group recommends setting clear, quantifiable biodiversity-related targets for priority areas. These targets should be aligned with global biodiversity goals and tailored to the specific impacts of the mobile industry.

The implementation of these recommendations and the definition of clear biodiversity-related targets will serve as a robust foundation for the continued development and refinement of the biodiversity strategy of Deutsche Telekom, ensuring that we contribute positively to the preservation and enhancement of global biodiversity.

ESG targets are part of the remuneration of all executives (ex US) and non-tariff employees and have been part of the Long-Term and Short-Term Incentive for our Board members for some years.
We started to integrate ESG steering into our financial steering and planning processes. As well, ensuring a holistic management system for compliance and risk management based on legal requirements is an important governance aspect in the ESG framework.

With our WeGrow, DTs modern performance management system that enables ongoing development dialog between managers and employees (incl. civil servants), also focuses on our employees’ personal development.

A dialogue between manager and employee takes place at least twice a year in order to create clarity about current and foreseeable future work tasks of the current year as well as expected results (in terms of time and quality) and goals.
Employee's strengths and development needs are be discussed and and a comitment on appropriate measures will be agreed. The employee's desired direction of development can also be considered and discussed. All agreed measures will be put into a development plan or/a goal plan. Based on this, our Code of Conduct makes our Guiding Principles even more tangible. It defines the rules for our daily work internally and externally, thus bridging the gap between the Guiding Principles and many different rules and regulations within the group.

For annual assessment and target management are DT´s guiding principles the main categories for adequate behaviour of the staff (employees and managers). The guiding principle "Act with respect and integrity" contains the narrative that "Respect and integrity are key to our success and our compliance commitment. We foster ethical awareness and strengthen value-based behavior to act appropriately in any situation. We embrace responsibility as part of our society and speak up on important issues such as tolerance, diversity, fairness and environment."

The Values Based Competency assessment and the performance appraisal is based on the Group Competence Model.
It uses a 4-level assessment scale and follows guiding questions. (For Executives the Leadership anchors need to be considered).
Guiding questions for Value Based Competency:

• He / she is strong in collaboration (e.g. across silos).
• He / she accepts and gives constructive feedback and actively requests it.
• He / she is strong in communication.
• He / she acts with respect and integrity.
• He / she promotes diversity and inclusion

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 of 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.”

And it also includes the following section on the handling of conflicts of interest in chapter 4:

“4. Avoiding conflicts of interest/transparency
(1) Members of executive bodies, managers and employees share the goal of increasing the Group’s value. This goal can be achieved only if Deutsche Telekom is able to build and maintain permanent and worthwhile business relationships with customers and business partners. To maintain a permanent and worthwhile business relationship, all of Deutsche Telekom’s employees must act lawfully and with integrity in business transactions and orient their professional conduct exclusively toward the common good and economic benefit of Deutsche Telekom, its customers and business partners.
(2) Situations in which the business and personal interests of employees overlap and can thus conflict with each other (conflict of interest) jeopardize the ability to achieve the common goal. The top priority is therefore to prevent conflicts of interest from arising in the first place whenever possible. All employees are therefore required to keep their personal interests separate from those of the Company.
(3) If conflicts of interest are nevertheless unavoidable in individual situations, employees shall in their own interest disclose them to their supervisors and document such cases to avoid legal disadvantages.”

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

According to a study by the Korn Ferry Institute, 4.3 million technical positions in the technology, media and telecommunications industry will remain unfilled worldwide in 2030. However, the implementation of our Group strategy requires highly trained employees,
many with technical, digital and IT skills. In times of skills shortages, we are therefore not only competing with companies in our industry, but especially with companies from the tech and software sector as well as the automotive industry, which have a strong demand for technical and digital skills. In response, we are investing more in recruiting, developing and retaining talent with these skills. The results of these efforts are proving successful:
We were able to increase the share of digital experts in our Group to 22% in 2023. This means that the originally planned value of 17 % by 2024 has been significantly exceeded

As a basis for the necessary skills transformation, we have created instruments such as the Global Job Architecture (GJA), strategic personnel planning and strategic skills management.
In terms of future skills, the skill management system makes existing and missing skills visible at the individual level with the support of a digital tool,
development plans can be continuously adapted by means of targeted, individual qualification measures. One focus is on the topics of artificial intelligence, cloud computing, data science and analytics as well as software development and cyber security. To this end, the skills management process was successfully carried out for nearly 43,000 employees in the Group in 2023, which is around 31% of the workforce.

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):