In a joint project Deutsche Telekom Stiftung and German Reading Foundation aim to awaken children´s interest in math and science and improve their language and reading skills by reading aloud to them. Appropriate reading materials (books, apps, e-books) are read aloud by volunteer readers to kids aged three to ten in kindergartens, primary schools and libraries. By late 2020, a total of around 3,300 volunteers engaged as volunteer readers in Germany and abroad– including 110 Deutsche Telekom employees (as of November 2020).
Succession management ensuring our company is ready for the future
Top-level management plays a key role in the business success of a company. If managers at that level leave the company, their position must be filled in a timely manner, with a qualified candidate. Since 2017, we have a global systematic succession management process, which obligates around 1,700 managers in executive positions to be involved in succession planning. The process helps these managers to decide who could serve as their direct successor and who has the potential to take on their role in the mid-term. A digital platform helps executives with the nomination process.
In 2020, 4,400 potential candidates (DT internal and external, 25 percent of which were female professionals) were evaluated at special succession meetings. Successors get full transparency about the positions they are nominated to and their readiness to take on the role. This nomination and feedbackprocess is a valuable intrument to identify in a timely manner highly qualified successionb candidates in order to minimize the risk of any placement gaps. Furthermore Succession Management supports the internal mobility of executives within Deutsche Telekom.
Commitment to refugee aid
Deutsche Telekom's commitment to refugees started in 2015 as an initial aid task force with different measures, such as free WIFI hotspots or the provision of real estate to the Federal Office for Migration and Refugees. In the following years, these initiatives developed into the project "Deutsche Telekom supports refugees" with a focus on long-term integration into the labor market.
Through our activities, various kinds of offers for refugees were successfully implemented. In 2019 alone, 450 positions were filled. From low-threshold entries into internships to longer-term hiring for training or permanent positions: Job offers and recruiting processes were tailored to the needs of the target group. An example is the "Internship PLUS Direct Entry" program developed by Deutsche Telekom together with partner companies which was awarded the HR Excellence Award. In several phases with a slow increase in responsibility and sufficient time for language acquisition, it offered participants long-term prospects and stability.
At the end of 2019 the project was dissolved. The experience gained has been incorporated into our standard HR processes. In this way, we will continue to make it easier for refugees to enter working life in the long term.
'Corporate Citizenship' that’s also the Art Collection Telekom. Deutsche Telekom takes the responsibility for culturally diverse and open civil societies in Europe seriously.
The redesigned website of the Art Collection Telekom was launched in late spring. The site offers an overview of all works in the collection, which has a focus on East and Southeast Europe and fosters the dialogue between East and West.
With the large exhibition 'Keeping the Balance', the Ludwig Museum in Budapest reopened its doors under strict health rules after the lockdown at the beginning of September. The project was closely accompanied and supported by our subsidiary company ‘Magyar Telekom’. Title and concept for the exhibition had already been determined in autumn 2019 and received additional meaning with the pandemic. In order to make it accessible to a broader public, the digital presence of the exhibition has been strengthened. Artists produced short video clips that were shared on Instagram and the collection's website. The exhibition is also available online as a 3D tour.
The ArtScience Residency was launched in cooperation with Ars Electronica in Linz. It enables an artist to participate in a residency in a renowned institute and at Ars Electronica to incorporate in their work the latest developments in research, technology or science. In autumn 2021, the result will be presented at the next Ars Electronica Festival.
In 2020 we closed the Global Talent Pool of 2019 and were working on a new concept of talent management, which is launched in the fall of 2020. The new concept focuses on identification, validation and long-term development of talents with the aim of placing them into strategically critical roles. In this new concept we allow leadership to identify employees with potential but also employees can raise their hands to be assessed. Employees go through a validation process of personality assessment and structured interviews, upon which leadership selects the future members of the hub – best matching role requirements. In the hub they will have a personal advisor brokering them to opportunities in line with their potential and targeted critical role. Our Board members are patrons and a broad group of business leaders serve as business sponsors of the hub. They mentor, make talents visible and open doors for them. In the hub we will work on the development of members on the long-term, over multiple career steps.
Achieving more together: international collaboration
How can international corporations put sustainability strategies into practice across borders? Deutsche Telekom employs CR managers for the relevant business segments and national companies to reach this goal. They use the CR Manager Network to regularly share best practices and discuss new challenges, thereby jointly promoting essential CR issues. The central Group Corporate Responsibility (GCR) department is responsible for managing the network.
Due to the Corona situation, the CR Manager Network focused 2020 solely on virtual meetings. Starting point in February was the supplement "Act responsibly" to the Groups strategy and the implications for CR-Managers. The virtual meeting in May had a special section on the Corona activities in the respective national companies and focused otherwise mostly on the progress made in the "We care for our planet" program, followed by several national workshops to foster international roll-out of the program. At the autmn-meeting, members of the network learned among other things about the current status of the climate targets, digital inclusion and continued with information on "we care for our planet".
Start up!: our trainee program for young innovators
Our Start up! trainee program above all targets technology and IT graduates who have an entrepreneurial spirit and are open to new challenges. Since we also increasingly want to reach talented candidates outside of Germany, the application process has been held in English since 2017. As a result, we have been able to increase the share of international participants: 30 percent of trainees were not native German speakers in 2020. In the reporting period, a total of 44 university graduates embarked on the trainee program, 59 percent of whom were women.
During a period lasting around 18 months, trainees familiarize themselves with different areas of the company in Germany and abroad. They take on challenging project assignments in various business areas. The trainees are supported by experienced managers. The program is supplemented by innovative training formats and events. Our Start up! trainees also pursue their own initiatives and support social projects within the context of our Social Days.
Our employee survey, which is conducted every two years, is an important tool for obtaining feedback from our employees, discovering weaknesses, and implementing suitable actions to eliminate those weaknesses. The analysis on team level and of other criteria (e.g. function, leader vs. employee, gender) support the derivation of fitting concrete improvement actions on all levels. Around 76% of all employees participated in the last employee survey, the share of men and woman - where gender was specified - complies approximately with gender proportion in the group (participation rate man around 67%, women around 32% and for the first time diverse around 1%). The twice-yearly pulse survey additionally helps us obtain a current snapshot of the mood at the company and verify whether the introduced actions have been successful. This lets us make quick adjustments if necessary.
The 80/20 model
Since 2017, we have been using the 80/20 model to give our employees the opportunity to spend up to 20 percent of their working time on projects outside of their usual remit. This allows them to work with teams from other departments. In this way, we break up departmental silos and can make better use of the company’s broad spectrum of talent. The model makes employees more visible and motivated, and enhances their network of contacts. Use of the model is voluntary and is tied to a specific Group project.
Skills management in the digital age: skillsUP!
There are 5,500 different job descriptions at Deutsche Telekom in Germany alone. As digitalization progresses, many of them no longer match the tasks and skills now required.
The skillsUP! program launched in 2018 aims to cut the number of job profiles to less than 1,000 and adapt them so that they last for the next three to five years. However, skillsUP! involves more than just modernizing job profiles. The new, up-to-date job descriptions are linked to the Group’s skills management so as to ensure holistic, integrated HR planning, make it easier to identify possible gaps in required skills, initiate training measures, or advertise new jobs. Deutsche Telekom is the first large German company to have such a mechanism. skillsUP! is the Group-wide implementation of several pilot projects that have been conducted since 2016.
Risk/Opportunity Clustering of global categories
We do rate our categories as critical or non-critical based on risk and opportunity clustering (classification).
In this context, we classify products based on risk and opportunity analyses, taking into consideration a wide range of ESG sustainability aspects and risks, such as risks of unfair renumeration and treatment, forced/child labor or environmental pollution, as well as opportunities such as resoure efficiency and the potential to reduce energy consumption.
Everyone needs education – education needs everyone
With the "Everyone needs education – education needs everyone" project, Deutsche Telekom and Deutsche Telekom Stiftung support the corporate volunteering efforts of Telekom employees at day care centers and schools since 2010. Employees who engage as volunteer readers or offer workskhops for programming with microcontrollers in schools can apply for sponsorship with Deutsche Telekom Stiftung.
Conflict-free Sourcing Initiative
ICT products can contain processed minerals, some of which are mined under inhumane, illegal conditions. The proceeds are often used to finance civil wars in Africa. Telekom is committed to ensuring that the devices it trades do not contain any raw materials produced under critical conditions. It supports the efforts of the Responsible Minerals Initiative, which is committed to responsible raw material extraction and procurement. Their central instrument is the Conflict-Free Smelter Program and the corresponding Smelter Database, which is used to control the metalworking and smelting plants (Smelter). Independent auditors check whether the raw materials obtained come from responsible sources and create publicly available audit reports for each processed metal. To make it easier to report abuses, there are contact addresses where whistleblowers can submit their information anonymously.
“Child and Career” mentoring program
After three very successful runs, the kick-off event of our next “Child and Career” mentoring program took place in October 2019. For a period of 21 months, this program provides for potential junior staff in expert and managerial functions from various business units of the Group in Germany to be mentored by an experienced manager. The mentees who will soon start parental leave, are in parental leave or are planning their re-entrance in the job gain new professional and methodical competences “in the tandem” and benefit from shared experiences with others in the program network. In the fourth “Child and Career” session, 26 tandem teams went to the start. The program is supplemented by web-based tutorials on focus topics and self-organized network meetings. In addition, supplementary coaching services such as parental coaching and professional support coaching will be provided, as required. This was very well appreciated by the last run. More than 80 percent of participating junior employees and almost 70 percent of the managers are female.
Recruiting young talent
We need the best minds to join us in shaping the digital transformation. Employer Branding. A strong employer brand is essential for recruiting and retaining talent, especially in the increasingly competitive market for IT and tech professionals. In 2019, we therefore developed and implemented a new employer brand strategy and the #IWILLNOTSTOP employer campaign with a focus on the IT and tech target group internationally. We are pursuing a digital communication strategy in order to address the target group individually and in a personalised way. Here, in addition to digital image ads, we are also present with employee stories in videos to show how they make a difference with their jobs, advance society and shape digitization. This is also the message of our campaign: Become part of us and experience for yourself what we can achieve together.
In Recruitment a fast and digital recruiting process with a positive candidate journey is key to success to attract the best talent for us. We use a wide range of digital elements such as Game-Based Assessments - psychometric tests in online games used in our recruitment process for our Start up! trainee program.