Deutsche Telekom stands for outstanding company training and education offers in the commercial and technical field. With a total of around 6,600 apprentices and students on cooperative degree programs in the 2018/2019 training year, Deutsche Telekom is one of Germany's biggest training providers. We train competent employees throughout Germany. Our commitment to education and training is much more than an active response to the growing shortage of highly qualified specialists. We take corporate and social responsibility seriously, with dedication that extends beyond national borders. Fast-paced technological progress is becoming more and more dynamic, thus creating a growing need for qualified specialists in areas where innovation and technical development take place. The purpose of our new training concept is to strengthen and boost our capacity for innovation at Telekom. We are constantly bringing new talent and expertise into the Group. This enriches our internal pool of qualified junior employees, who will be moving up through the ranks in the years ahead.
The HfTL University of Applied Sciences in Leipzig is a key provider of vocational training and professional development courses, particularly in the technology sector.
Targeted promotion of the best talent in IT and customer advice/in sales
In our “Young IT Talents” ( YITT) and “Young Sales Talents” (YST) programs we promote apprentices and students on cooperative study programs who demonstrate special talent in the field of IT, customer advice and sales. The aim is to identify very good apprentices and students at an early stage, and promote and retain them. In the competition for talent, both programs ensure our attractiveness as a potential employer after completion of the training or course of study.
Perspectives create more opportunities for disadvantaged groups
In cooperation with the German Federal Employment Agency, we help members of disadvantaged social groups to start off in the working world or further develop their skills.
The entry-level training internship is aimed in particular at young people from disadvantaged backgrounds who receive basic income support or have difficulty finding their place. The project has been a big success.
We are continuing to offer single mothers and fathers the opportunity to undertake a course of training or cooperative study program with reduced working hours. We offer part-time training in all training programs at Deutsche Telekom and in cooperative study programs.
Lifetime work accounts
We offer our employees attractive offers to help them achieve a better work-life balance. A good work-life balance is essential for satisfied and motivated employees, and for an efficient, innovative and energetic workforce as a key to business success. This requires flexible working conditions, family-friendly offers and effective health promotion as well as, not least, establishing work-life balance as a permanent part of the corporate culture.
With our flexible working conditions, we provide our employees with new opportunities to achieve an even better work-life balance.
- Guaranteed right of return from part-time work: Deutsche Telekom encourages setting up part-time positions and guarantees employees the right to return to their original weekly working hours.
- Tandem: With our award-winning job sharing model, we offer our employees new ways to achieve a better work-life balance. With a tandem partner, challenging positions or even management roles are also possible on a part-time basis.
- Lifetime work accounts: A lifetime work account can be used to finance time out or to support a period of part-time work without any difficulty.
- Mobile working: Working from home or on the move is the normal state of affairs at Deutsche Telekom. In addition, the most important framework regulations were set out for the first time in a general collective agreement in order to implement mobile working as a new and innovative way of working.
With the following family-friendly offers we provide our employees with targeted support in their private lives to make it easier for them to reconcile work and family life.
- Childcare offers: At a number of sites with large numbers of employees, Deutsche Telekom provides childcare facilities, holiday childcare programs, and parent-and-child offices.
- Free consulting and placement service: Our cooperation partner “awo lifebalance” and an online service assist our employees with regard to childcare (including emergency childcare), care for relatives, and household services.
- Employee networks: Information on reconciling work and family life, contacts and discussion forums in various networks, such as the “Väternetzwerk” (Fathers’ Network) or “Stay in contacT” are available.
- Family Fund: Support for employee projects that help improve the work-life balance for employees.
- Social Fund: Fast financial aid to employees who are unable to find a way out of financial difficulties they are facing through no fault of their own, and subsidies for recreational activities for severely disabled children.
- Welfare service: Support for children who have lost one or both parents, employees in crisis situations, students from low-income families and leisure activities for senior citizens.
- Recreation service (ErholungsWerk): Employees can take advantage of low-cost family holidays at one of our 18 holiday resorts.
In addition, promoting the health of our employees is a key component of our work-life strategy.
- Preventive health care: Deutsche Telekom regularly offers its employees numerous preventive healthcare services, for example, a medical check, health screening, vaccinations or dietary advice.
- TALK TIME: Deutsche Telekom offers professional support for all difficulties experienced in a professional and private context. The experts from the BAD Employee and Executive Advisory Service take time and look together with those seeking advice for solutions, e.g., in the case of problems in a relationship, with the family or at work.
Our complete range of offers for a better work-life balance can be found at www.telekom.com/work-life
Our experts can take advantage of special courses for their personal professionalization and career development under the Go Ahead! system. In 2012, thanks to Go Ahead!, we positioned expert development and expert careers as an equivalent path at the Group in Germany alongside our leadership development system Step up!. This standardized system aims to make job requirements transparent and elucidate which development paths will lead to which career and development goals. At any time, our employees can use a dedicated IT tool to explore suitable training and development measures for their particular role.
Our skills development measures are available via CAMPUS, a modular training program aimed at developing and building essential strategic skills for experts. Within CAMPUS, we offer a portfolio of courses tailored to different sectors, such as finance and controlling. Our repertoire also includes a range of more general qualifications, such as project management.
Go Ahead! helps the Deutsche Telekom Group ensure medium and long-term skills planning and talent promotion across different areas. Both Step up! and Go Ahead! make it possible for employees to switch from an expert to a managerial career and vice versa.
Realignment of leadership development activities
Deutsche Telekom AG faces big challenges as an ICT company. These include extremely dynamic markets, technological innovation, regulation and tough competition to name a few. That means a lot of responsibility for managers. They need to be able to make decisions fast while weighing risks at the same time. They need the courage to be innovative while staying focused on consistently high performance levels. In many cases, they also need to engage in effective internal collaboration with other departments - the only way to keep our customers happy in the medium and long term.
Our leadership development measures address these strategic challenges at Deutsche Telekom with the goal of continuing to develop the entrepreneurial leadership skills of our managers at all levels and to help our managers master these challenges and support their individual development. The general goal is to promote more effective leadership at all levels and improve innovative strength, internal collaboration and entrepreneurship.
Our Group-wide leadership development portfolio, LEAD (Leadership Excellence and Development), which was developed in 2013, is structured in three program categories:
- Transition LEAD programs: providing support for managers who are assuming a leadership role for the first time or assuming a senior leadership role as an executive
- Open LEAD programs: open offers for further development in the employee's current position
- Talent LEAD programs: development measures for talented employees to prepare for the next level
The OPEN LEAD portfolio was particularly designed for managers at the operative level and comprises business-oriented courses that deal with the three key themes "leading business," "leading people," and "leading yourself." These include both face-to-face courses as well as virtual and online formats. Based on their current needs, managers can choose courses that
- Support them in their business development ("Leading business"),
- Strengthen their leadership role and team responsibility ("Leading people"), or
- Focus on personal development ("Leading yourself)."
The Group also provides segment-specific offers to support the development of leadership skills throughout the Group.
International mobility, exchange and knowledge transfer
In order to drive the development of know-how as well as a shared Once Company concept across national borders, we put extensive efforts into international development measures: The Group-wide program, Telekom x-change, offers top performers and high potential employees here in Germany and internationally the opportunity to work for three to six months in Germany or at an international subsidiary. Since the program was launched in 2009, the number of people going on international assignments has steadily grown.
Another example of successful international exchange and knowledge transfer is the Master Classes development program for top experts, which was initiated by the Europe and Technology segment in 2009. In the program, colleagues in different positions and from different countries discuss forward-thinking topics like innovation, change management and leadership.
Deutsche Telekom's foundation
Deutsche Telekom AG founded its Deutsche Telekom Stiftung foundation in 2003. The organization currently has a foundation capital of 150 million euros, making it one of the largest corporate foundations in Germany. It is dedicated to improving education levels in science, technology, engineering and mathematics (STEM subjects) throughout Germany. The foundation also encourages employees to get involved in teaching STEM subjects at day care centers and schools. Focus points include early education, classes & more, teacher training, talent development, and creating awareness.
Telekom wants and needs to provide its customers with excellent service at competitive prices, both on our domestic market in Germany as well as at our European subsidiaries and affiliates. That is why we are continuing our Group restructuring efforts. Our goal is to structure the company in a way that will make it as efficient as possible while providing maximum flexibility for our customers. That means our employees need to be ready to embrace the change. We introduced a change management system throughout the Group in 2009 to help our employees adjust to challenging changes during our transformation to the "new Telekom" and to firmly establish the new structures and the new corporate culture as part of their daily work. Our globally available Change Navigator, a kit of tools and information on the topics of change and change management, is intended to help create a uniform understanding of the transformation that is taking place throughout the Group. As a Group-wide best practice platform, the Change Navigator helps design appropriate measures for managing change projects and processes. We continue to advance the Change Navigator with the help of experience and feedback. However, this tool cannot replace the professional assistance of change experts. That is why Telekom offers certified on-site training programs where the HR Business Partners and managers at the business units can become change managers. We also make sure our change experts are networking effectively and communicating regularly through channels such as social media platforms and teleconferences.
Promoting agility, knowledge transfer and innovativeness - a new unit is leading the way
In January 2013 we began bundling activities related to cultural transformation at Deutsche Telekom and established the Group Transformational Change unit to manage these activities. This unit develops sustainable solutions and offerings for the world of the future - both professional and private. These solutions include new forms of internal and external collaboration, agile work models, improved innovation and service orientation, as well as measures for promoting entrepreneurial thinking and action.
Instead of utilizing standardized training and seminar programs, Group Transformational Change applies creative approaches that address specific needs as they arise. The concept is renewing our corporate culture – not by merely following directives issued by headquarters, but rather through concrete measures and initiatives originating in the various Telekom business units.
Employee Relations Policy
We take our responsibility for our employees seriously. Group-wide standards regarding employee relations as well as working with trade unions and employee representatives are developed by a department that was set up at Deutsche Telekom especially for this purpose. The department also encourages the different countries to exchange information about employee relations.
The Employee Relations Policy, which has been rolled out throughout the Group, defines the core elements of Deutsche Telekom's human resources policy and describes what we stand for in our relationships to our employees around the globe. These relationships are characterized by our shared values and are derived from our five Guiding Principles as well as from additional Group policies. Our Employee Relations Policy addresses the following topics:
- Employee development
- Handling change responsibly
- Healthcare and sustainability
- Fair pay
- Achieving a good work-life balance
- Ban on discrimination
- Collaboration with employee representatives
We constantly monitor our Employee Relations Policy. Telekom publishes reviews on the reports of our national companies on our Group portal under "Responsible Employer".
Having the chance to structure your work according to your own needs considerably improves your work-life balance and helps prevent stress and the feeling of being overworked. That is why Deutsche Telekom expressly encourages flexible working models. Deutsche Telekom's working models comply with current collective agreements for employees, the Federal Civil Service Act and internal regulations.
The range of possible working models has expanded already, and will continue to do so in future. Different forms of project organization including a flexible pool organization, location-independent and virtual teams are just some of the current options. We are committed to making our managers and employees fit for the future, since these forms of collaboration often require more trust and flexibility on both sides than a conventional working relationship.
Deutsche Telekom's flexible working model offer ranges from flex-time and part time to lifetime work accounts. Deutsche Telekom also expressly encourages mobile work forms where employees can work from home or on the go in order to be able to better coordinate their professional and private lives. With their manager's permission, Deutsche Telekom employees whose position allows for flexibility can work from a suitable location of their choice.
Telekom is one of the first companies in Germany to take advantage of the opportunities of the Family Care Leave Act. Since 2012, the company has been offering its employees the chance to reduce their working hours down to 15 hours a week for a period of 2 years to care for family members. Employees also receive a 50 percent advance to help compensate for the money they won't be earning because of their reduced working hours. The company then deducts a part of the advance from the employee's pay check each month once the employee has returned to their regular work schedule.
With the voluntary commitment to provide part-time hours for managers made by Telekom in 2011, the company is explicitly promoting part-time working hours for managers as well. The aim is to promote part-time work, with a view to improving the work-life balance and facilitating integration into everyday working life, for both women and men. We have also made a similar voluntary commitment regarding employees under collective agreements and civil servants.
In 2013 we specified framework conditions for guaranteed return to a full-time position for employees switching to part-time in order to encourage employees to make the switch. These conditions allow employees to return to their original number of weekly hours (generally full-time) upon submitting a three-month notification, regardless of current operational needs. That means considerably more flexibility and security for employees.
Telekom also has many other part-time regulations to reduce working hours including job sharing, where two or more employees share one position. This option can be employed using a job splitting model where each employee is responsible for different tasks or via job pairing, where employees share responsibility for one area.
Other part-time models are structured for specific target groups:
Phased retirement is a model to help employees phase out their working hours to get them ready for retirement. Employees aged 55 and above can reduce their final working years and begin early retirement. Telekom offers phased retirement both as a block and as a part-time model:
- The block model consists of two phases: an active phase of generally one to four years followed by an equally long leave or passive phase.
- Employees participating in the part-time model continue to work until normal retirement at half of their previous working hours. This model has been available since April 1, 2013.
Unlike regular part-time policies, Telekom pays a considerable addition to the employees' net part-time pay with its phased retirement offer. That means that reducing their weekly hours does not mean a severe reduction in net pay for employees.
Part-time training for single parents
Deutsche Telekom has been offering single parents up to the age of 25 the opportunity to complete a training program or cooperative course of study part-time since 2011 in collaboration with the German Federal Employment Agency.
Returning to work after parental leave
The Stay in ContacT network provides our employees with support during parental leave by encouraging frequent contact, making it easier for them to return to work.
Telekom also offers employees different customized models, some of which are pre-financed by the company, for employees who want to take a specific amount of time off from work. In addition to traditional forms of taking time off such as leave of absence without pay, Telekom also offers additional models for time taken off for particular reasons.
Time-off for education
Time-off for education is based on the current offer of leave of absence without pay and makes it possible for employees to take up to four years off for a degree course or a doctorate. The employment contract is put on hold during this time and the employee does not receive any pay. Civil servants employed at the company can also take advantage of this offer in the form of "leave of absence without pay for reasons of private interest." This time does not apply to their pension and no salary is paid.
Lifetime work accounts
Deutsche Telekom has been offering lifetime work accounts to executives at all German Telekom subsidiaries in which Telekom has a majority interest since July 2012. The model opens up new ways of achieving a better work-life balance in all stages of life.
The lifetime work account basically works by converting salary components. Regular or one-time payments can be made to the lifetime work account from the executive's gross monthly salary as well as from the variable component. The credit is protected against insolvency and is invested in the capital market at a guaranteed minimum interest rate.
Executives can use their credit ...
- To take up to twelve months off (sabbatical), which the manager can use freely to pursue their own interests
- In the context of agreements to reduce working hours (part time)
- When taking advantage of leave options provided by law (family care, parental or caregiver leave)
- For early or phased retirement from active working life until reaching the applicable retirement age
We are also planning to offer lifetime work accounts to employees outside of and covered by collective agreements within the Group.
Every employee in our Group is given the opportunity to broaden their knowledge at every phase of their (professional) life, and to develop and grow. We believe that development should be closely linked to the individual life phase, because we are aware that employees' needs change over time. For example, those bringing up young children or caring for family members have particular employment needs. Learning interests are also constantly evolving: Recent university graduates are more interested in company-specific knowledge, whereas a long-established employee might be keen to broaden their specialist knowledge or share it with up-and-coming talents. With this in mind, our lifecycle-based approach to HR development includes a wide range of target group-specific offerings.
"Bologna@Telekom" enables employees to gain a degree on a part-time basis while continuing to work
Our Bologna@Telekom initiative encourages talented employees to study for a bachelor's or master's degree alongside their work, provided they have worked for the Group for at least two years. Each year, some 200 scholarships are awarded to employees wishing to study part-time for a Bachelor's or Master's degree. Since 2009, the scheme has even been open to those without formal university entrance requirements. As well as degree courses in information and communications technology, business information systems and economics, we also offer doctorates. Under the Bologna scheme, we pay half of the course fees at one of our partner universities and give students 10 days' leave of absence per annum for studying. For Deutsche Telekom, this represents a great opportunity to secure the loyalty of key top performers, and cover our demand for specialists.
Teaching and learning formats geared to experience and age
The age spectrum of our employees is continuously widening, and the average age of our workforce is on the rise. Employment lifetimes are also becoming longer. We steer and utilize these developments by implementing new formats for teaching and learning. These new approaches are specifically focused on the needs of the different generations and life cycles found among our employees. By supporting these new training methods, we make a significant contribution to job security for our experienced and seasoned employees. In addition, we make every effort to meet current training and learning demands within the Group, such as integrating the learning experience in daily work processes. For example, we achieve this by striking a balance between formal training sessions (workshops, reality training) and informal methods (collaboration via our internal Telekom network). Hands-on, practical teaching, coaching and mentoring are also intended to generate enthusiasm for lifelong learning. We currently take this approach when training specialists for network infrastructures, and in vocational and academic training programs for employees with vast experience in communications engineering.
Academic training at our in-house University of Applied Sciences
Since 2012, a training course has been available at the Group's own HfTL University of Applied Sciences in Leipzig for communications and electrical engineers to refresh and update their expertise. The course takes 18 months and consists of several modules from the Bachelor course in communications and information technology. It contains specific coaching measures and individual support from specially trained tutors. The curriculum takes past learning experience into account, and lectures at the university are supplemented by hands-on training sessions in the real world.
Support for outstanding talent in the IT area
The Young IT Talents and Young Sales Talents programs were launched in 2010 and 2012, respectively, to promote junior staff who are particularly talented in the areas of customer service and sales. Participants of both programs will have the opportunity to tackle challenging customer projects and earn additional qualifications in their own community, at internal and external trade and training events and in national and international competitions.
Telekom is pushing ahead with the transformation of our working culture toward the concept of Enterprise 2.0. The term Enterprise 2.0 stands for all the options provided by social media for creating new forms of collaboration within an enterprise, in addition to new forms of customer contact. Above all, social media can dramatically improve communication within a business enterprise. More dialog takes place, and this leads to more transparency and communication irrespective of hierarchies. Employees have more opportunities for setting their own agenda with topics of their choice, and it is also easier for them to join discussions that are already underway.
Since 2007 employees at Deutsche Telekom have been building networks on internal social media platforms to exchange ideas and promote collaboration across departments. That is why we established the Telekom Social Network (TSN) in 2012, so that employees would have access to a central platform for their networking activities. TSN boasts a high number of users, making it one of the largest and fastest growing corporate networks in the world. All of the members of our Board of Management use the network as well.
In 2012, we set up a Social Media Council to manage and implement our social media strategy. The council is responsible for implementing our external social media strategy and makes sure that people at the company comply with the regulations when using social media. Representatives from the Social Media Council have the authority to make the final decision in escalation cases. Deutsche Telekom developed an online training program to train all employees in how to use social media at the workplace and launched it as part of our regular offer mid-year.
We promote the use of social media at Deutsche Telekom through numerous marketing, communications and HR projects. The strategic HR initiative Global Collaboration plays an important role in this regard. It aims to improve collaboration throughout the Group, across all segments and national borders.
Outlook: Governance framework and technological advancement
We established a mandatory governance framework in 2013 to provide guidelines for the internal and external use of social media throughout the Group. These guidelines define and specify appropriate use of social media in areas such as marketing activities and in terms of data privacy and security.
Today much of the work done in Human Resources is influenced by demographic change in some way. We are actively taking up the challenge associated with this development. In our selection and placement processes, we do more than examine grades and report cards – we also carefully evaluate the personal and social skills of job candidates. We offer our employees attractive training opportunities, we promote their careers through long-term skills development programs, and we promise them new and interesting perspectives for their future in the Group - all of this contributes to employee retention.
In light of the current demographic trend, it is our aspiration to accompany and support each and every employee throughout his or her individual life cycle while a member of our workforce. An important aspect in this approach involves scenarios that contribute to more flexible working hours. The introduction of lifelong working time accounts is the first step in this direction.
Health is another key aspect related to demographic change. When it comes to matters of health, we are already taking the lead with initiatives that promote good health among employees.
The age spectrum of our employees is continuously widening, and the average age of our workforce is on the rise. Employment lifetimes are also becoming longer. We steer and utilize these developments by implementing new formats for teaching and learning.
Intergenerational dialog and demographic awareness
Deutsche Telekom began offering different educational and development options several years ago, addressing the educational and professional needs of its increasingly heterogeneous staff. In addition to traditional training courses, we also included more informational and educational offers on the topic of work-life balance and intergenerational dialog.
Since 2012, we have also been giving our employees the chance to take shorter or longer periods of time off with new, flexible working models, for example for continued education.
Deutsche Telekom unites people from 34 countries where it does business, and our employees have different cultural backgrounds, expectations and capabilities. We encourage and use this diversity as a source of creativity and agility. We are convinced that diversity makes social integration easier and that it has a positive impact on career development. Diversity improves customer understanding, promotes innovations and contributes to the business success of the Group.
Furthermore, this diversity is a key factor that drives change within our corporate culture, thus ensuring that Telekom is an open, flexible and agile organization. It is above all international teams, comprised of men and women from different age groups, that follow different approaches and contribute different skills that bolster our success in global markets. That is why we offer all of our employees a wide variety of opportunities to grow both personally and professionally in all phases of their lives - in Germany and internationally, for men and women, young and old. By signing the Diversity Charter, created by the initiative of the same name, we made an official commitment to promoting diversity at the company.
Internationalization: More effective exchange
Encouraging collaboration across borders and cultures is one of Deutsche Telekom's central goals – whether it be in the form of international exchange through our diversity network or through our international development programs.
Deutsche Telekom rolled out a Group-wide sexual harassment policy in 2011 to raise awareness of possible cases of sexual harassment and provide support. Contacts for reporting sexual harassment include managers, Human Resources employees and employee representatives. Complaints will also be used as feedback when making future changes to the policy.
People with disabilities: statutory quota surpassed
Supporting and integrating people with disabilities is important to us. The number of disabled employees working throughout the Group puts us well over the statutory quota of 5 percent.
It is our conviction that diverse teams, comprised of men and women from different age groups, follow different approaches and contribute different skills that bolster our success in global markets. That is why promoting diversity is one of the most important objectives at our company and will also help us increase the number of women at all company levels.
More and more women in management positions
In 2010, Deutsche Telekom was the first DAX 30 enterprise to announce the launch of the Fair Share initiative, with the goal of appointing women to fill 30 percent of the leadership positions available in mid-level and senior management throughout the Group worldwide by the end of 2015. To achieve this goal, we are focusing our attention on development programs for women in the company who demonstrate management talent. We support women not only with an eye toward their future management career, but also in their current positions of leadership.
- In doing this, we tie Fair Share to segment-specific target structures and, based on standardized reporting, examine the measures taken to achieve these targets.
- We rely on the steadfast commitment on the part of our management employees, and we expect that our managers serve as role models by acting in ways that reflect the values of the Group. We support this with specific communications measures.
- We integrate diversity-compliant quality standards in all HR products and processes, especially in our hiring and appointment processes.
Leading mixed teams effectively
We launched the Group-wide gender collaboration training program as early as in 2010 as a mandatory module to raise managers' awareness of the challenge and potential of diverse employee groups. In 2014 we integrated the "Added value through diversity" module into our leadership programs in order to build out management skills in this area. We are also planning to introduce an e-learning module on managing diversity.
Our employees want to contribute to the further development of the company and identify with it. We get them actively involved, for example by providing a portal where each and every employee can contribute ideas and suggestions.
Ideas Management encourages employees to actively contribute to the constant, ongoing improvement of our products and services. Employees can submit their ideas for innovations. These ideas are then evaluated by our experts. If an idea is successfully realized, the employee is paid a bonus in recognition of his or her contribution.
We continually support the further development of tools and instruments for ideas management. Two IT portals have become well-established in the Group: genial@telekom is a site where ideas that are ready for implementation can be submitted - whereas the Ideas Garden is a portal that supports joint development of new solutions. A third online platform - known as the Jam - was added in 2012. With Jam several thousand employees can work directly and interactively on concrete ideas or questions. Activities are clearly focused on a specifically defined task or issue, which participants must resolve within a specified time with support from a professional moderator.
The collective intelligence of our employees is also of great value for Telekom Prediction Markets. This new tool was introduced in April 2012 to support management decision-making. Employees use a simulated exchange and trading system to provide their market forecasts in response to current or strategic questions submitted by various Group business areas. This data is then analyzed and compiled to produce forecasts that are just as precise as those coming from professional market research organizations.
Assessing the achievements, competency and potential of our employees provides the starting-point for their subsequent development. A uniform approach ensures the transparency and comparability of individual achievements, both for employees and for the Group. Based on these assessment results, we can offer challenging, inter-departmental or international prospects, as well as being able to promptly identify suitable successors when vacancies arise.
When assessing the performance status of our workforce, as well as target management, we also use the Performance & Potential Review (PPR) and Compass performance measurement tools. Compass is used for both employees covered by collective agreements and civil servants in Germany. The Performance & Potential Review is used for managers and employees not subject to collective agreements as well as employees at our national companies. Both tools are already a permanent fixture in Germany. The PPR is currently being introduced systematically at all of our national companies. Both tools promote dialog between managers and their teams. This exchange, which includes regular feedback on performance and development measured against uniform yardsticks, allows employees to take stock of their current career position. On this basis, they can then liaise with their superiors to plan and implement subsequent development steps. Our assessment tools and related processes are constantly evolving to become even more efficient.
Our employees want to contribute to the further development of the company and identify with it. We pursue open dialog and productive exchange with our employees.
New working models and state-of-the-art communication options as well as employee surveys help us accomplish this. The Group's most important feedback instruments for assessing employee satisfaction include regular employee surveys and the pulse check carried out twice a year.
Both tools are popular, as can be seen in the high participation rate.
We also conduct an anonymous health survey. We evaluate the survey down to team level for all teams where at least five employees participate. The survey helps us identify general health risks and patterns of mental illness in plenty of time and then use this information to develop measures at the corporate, departmental and team levels as well as personal offers. One focal point of the health survey is mental stress at the workplace.
In addition to the demands society places on people at home and at work, such demands are also increasing in companies in many areas. As a responsible employer, we want to actively prevent possible physical and mental stress. The high standard of health protection at our company is a recognized fact, and we offer our employees many measures and options far above and beyond the required legal standards. We see the legal occupational safety and health provisions as minimum requirements. We rely on high standards when it comes to industrial safety, fire safety and environmental protection as well.
As part of a preventative approach, raising health awareness and increasing a sense of personal responsibility are of particularly great importance to us. We devise Group-wide campaigns to promote health awareness and health competency for all in the workforce. Our measures are carefully tailored to the specific requirements of the different employee groups. The portfolio of health and safety measures also includes a wide range of voluntary measures to promote health within the company. These include, among other things,
- seminars on many social and particular health topics,
- flu jabs, blood pressure monitoring, smoking cessation etc.
- information and promotions on nutrition, exercise and relaxation,
- a comprehensive annual health check with the company physician, which is available to all employees.
- colon cancer screening, which many of our employees take part in. We were recently awarded the Felix Burda Award for this annual campaign.
Health and safety accommodates demographic changes
Our clear goal is to keep our employees healthy and fit to work throughout their entire career with Deutsche Telekom. That is why we are analyzing age-related health risks and risks associated with particular activities on an ongoing basis and develop preventative offers based on the results. In particular, these schemes are tailored to health problems that tend to be more common in certain working environments and selected job profiles.
For example, preventing cardio-vascular and musculo-skeletal disorders is a paramount concern. These types of illnesses are likely to become more prevalent within our own workforce against the backdrop of an aging society. For example, our Step by Step scheme is aimed at preventing muscle and bone injuries from trips and falls. In this training program, we not only teach people how to identify risks and avoid falls but also how to fall "properly" in case it happens. Training programs are held for specific target groups at the offices of Deutsche Telekom Technik and Deutsche Telekom Technischer Service. Working closely with the Post and Telekom Accident Insurance Fund and the Institute for Occupational Safety and Health (IFA) at Deutsche Gesetzliche Unfallversicherung (German Social Accident Insurance, DGUV), we take care to incorporate the latest scientific findings when developing measures.
The prevention of mental illness is particularly crucial. By acting quickly, it is often possible to avert the chronic suffering associated with a rapid drop-off in performance, long before the sufferer becomes unable to work. All employees have access to a comprehensive range of seminars on mental health and stress prevention, plus healthy living advice. Our innovative seminars on how to boost mental resilience are a popular option. Individual psychosocial counseling on stress, addiction, conflict, change, leadership and health is also available, both face-to-face and via our service line. In order to raise our managers' awareness for this important topic, we provide a Web-based training course on mental health and what they can do to help. The program trains them to detect mental pressures, both in their team and in themselves, early on, act swiftly and, where necessary, arrange for professional support.
Raising awareness via health communication and training
We ensure that employees have access to comprehensive information about the range of company health programs available, particularly about mental health offerings. The health campaign which ran throughout 2012 with various offerings on the key topics of exercise, nutrition, stress prevention and stress management continued in the companies in 2013 with a range of target group-specific services and promotions. We use a range of in-house media to keep employees informed: our staff magazine "you and me", the intranet, social media, as well as posters and brochures. We continue to support our employees in 2014 with a wide range of services for the various topics in the company health improvement program.
Our managers play a key role in prevention: In direct contact with their team members, they perform a duty of care, are ambassadors for healthy living, and provide guidance. We support our managers with a comprehensive range of materials,including guidelines and brochures, e.g., outlining the training courses available on health-related and occupational safety issues.