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.
Training & Development
In 2022, we further developed our learning culture initiative “youlearn“, which has been in place since 2019, and linked it more closely to the Group strategy. Under the motto “Time to Focus on Tech & Digital Skills“, youlearn was specifically geared towards the acquisition of technical and digital skills, and successfully so: in the reporting year, 46.6 percent of the 3.8 million learning hours invested by employees in Germany and the European national companies were spent on technical and digital skills. Digital learning in particular is very well established at Deutsche Telekom, with a digital learning quota of around 79 percent. With the intelligent learning platform “Percipio“, the so called “Netflix of learning“ and the integration of “Coursera“, among others, as a provider of digital educational offers from renowned universities, more than 179,000 employees benefit from a variety of digital and modern learning offers. As an important contribution of informal learning, the employee initiative “Learning from Experts“ (LEX), launched in 2018, has established itself as the largest peer-to-peer learning community in the company. In 2022, more than 5,400 online sessions were offered, in which experts could share their knowledge with other colleagues. The “youlearn days“, a global and digital learning event of Deutsche Telekom, also focused entirely on technical and digital skills in 2022. With more than 5,400 registered participants from 29 countries, another record was set - participation was 10 percent higher than the previous year.
|Group (total)||€ 644||€ 651||€ 582||€ 539||€ 534|
“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.
The next mentoring program will start in the 2nd half of 2022.
Start up!: Our trainee program for young technology enthusiasts and new thinkers
Our Start up! Trainee Program primarily targets graduates with an interest in Technology and IT who are willing to leverage their talent as innovator, technophile or revolutionary every single day. With the aim 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 maintain the share of international participants in 2022: 27 percent of trainees come from different countries around the globe. In the reporting period, a total of 38 BA/MA graduates embarked on the trainee program, 53 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 learning elements and events. In addition, our Start up! Trainees also pursue their own initiatives including social & sustainability projects within the context of the Magenta Friday (project day).
For the third year in a row, the Corona crisis has had a massive impact on the world of work. In addition, society faces other challenges: the outbreak of the Ukraine war in February 2022 has made the world more uncertain, and the energy crisis, supply shortages and inflation are felt by everyone in their daily lives. These changes affect all areas of life and move people to want to make the world a better place. Candidates not only want a secure job, but also a sense of purpose in their work, self-fulfillment, continuous development and a contribution to society and the environment.
That is why we have redefined our employer brand in order to attract talented people to Telekom in the face of the known shortage of skilled workers and to convince them to follow their future path with us. For us, there is no specific destination at the end of the journey, but it is a journey that enables talents to realize their ambitions and grow together with us. With a global network of experts, our employees are part of the ever-evolving digital transformation, driving sustainable change and their skills. We call it Growthtopia. The times we live in demand that we express our shared values and that we stand together in the struggle for fairness and equal treatment. With target group-specific messages, authentic communication and the hashtag #QuestionTodayCreateTomorrow, we show what change means to us and what opportunities talents can discover at Deutsche Telekom.
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. In the year 2021, the CR Manager Network encompassed more than 100 CR Manager from 34 subsidiaries based in 20 countries across the globe.
The participants are regularly invited to virtual meetings and capacity building calls by Group Corporate Responsibility. In 2021, content and likely implications of the EU Green Deal were discussed as well as progress within the #GreenMagenta programs and the new strategic stream "Positive impact on society" defined by the EU segment. Furthermore, the network members could gain insights into issues like Impact measurement and the future of a greener mobility.
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.
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.
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.
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.
Training program prepares for supervisory board positions
In 2014 we became the first DAX company to develop a training program to prepare employees for supervisory board positions. The program was developed in collaboration with the European School of Management and Technology (ESMT). We are particularly interested in encouraging women to take a seat on the supervisory board. In addition to information on the traditional activities of supervisory board members, the training also provided insight into practical experiences presented by supervisory board members, case studies from the Group, and a simulated supervisory board meeting.
We also offered additional workshops for former program participants on topics such as “What’s new in corporate governance” and leadership networks.