CR-facts The archive of the Deutsche Telekom Corporate Responsibility Report
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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 product...

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.

 

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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...

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.

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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 outsi...

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.

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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...

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.

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Employee survey

Our employee survey, which is conducted every two years, is an important tool for obtaining feedback from our employees, discovering weaknesses, and i...

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.

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Spend Analysis 2019

Overview of supplier types per category, with the proportion of spend (CAPEX & OPEX) and geographical spread.  ...

Overview of supplier types per category, with the proportion of spend (CAPEX & OPEX) and geographical spread.
 

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Volunteer Readers

In a joint project Deutsche Telekom Stiftung and German Reading Foundation aim to awaken children´s interest in math and science and improve their ...

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 2019, a total of around 2,700 volunteers engaged as volunteer readers in Germany and abroad– including 100 Deutsche Telekom employees (as of November 2019.)

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Everyone needs education – education needs everyone

With the "Everyone needs education education needs everyone" project, Deutsche Telekom and Deutsche Telekom Stiftung support the corporate volunteeri...

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.

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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...

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.

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“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...

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.

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Achieving more together: international collaboration

How can international corporations put sustainability strategies into practice across borders? Deutsche Telekom employs CR managers for the relevant b...

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.

To stay in contact and work close together, the CR-Managers rely on virtual as well as face-to-face meetings. During our CR-Managers-Meeting in Athens (Mai 2019), topics included the new ambitious climate protection targets, the Community-Initiative "Stop wasting - start caring!"  as well as "digital democracy".  The virtual CR-Managers-Meeting in October 2019 focused among other things on recent progress and upcoming next steps to transform Deutsche Telekom to an ever more sustainable company as well as the raising importance of Corporate Responsibility for attracting talented new employees.

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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 re...

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.

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Promotion of women in STEM professions#

Diversity is an integral part of our corporate culture, this is why we are increasingly trying to attract talented women to our company with target-gr...

Diversity is an integral part of our corporate culture, this is why we are increasingly trying to attract talented women to our company with target-group-specific speeches. Our Women's MINT Award, which promotes women in MINT subjects and professions, is once again open to female MINT students from all over the world for the seventh time.  We are partner of FemTec, a career platform to inspiring women to pursue a (management) career in the technical field. This year we were one of 2 dedicated companies offering a innovation workshop. The topic of the project was nothing less than one of our latest mega topics: 5G as an enabler for remote driving - which 30 of the FemTec women decided on. We were also involved in the "Global Digital Women", an international network of women designers in the digital industry, and were represented at the "women&work", the leading European trade fair for women and careers, in order to target specific candidates.
 

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Unser Diversity Engagement zahlt sich aus.

After Telekom signed the UN Women Empowerment principles in 2015, we also signed the UN LGBT standards in 2019. For our work on equality, we received...

After Telekom signed the UN Women Empowerment principles in 2015, we also signed the UN LGBT standards in 2019. For our work on equality, we received the Female Recruiting Award at women @ work fair in 2019. The magazine Brigitte honored Deutsche Telekom as one of the best employers for women and in the "Gender Diversity Index" of the Boston Consulting Group Deutsche Telekom achieved first place in the DAX 30 companies.

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Unser Diversity Engagement zahlt sich aus.

After Telekom signed the UN Women Empowerment principles in 2015, we also signed the UN LGBT standards in 2019. For our work on equality, we received...

After Telekom signed the UN Women Empowerment principles in 2015, we also signed the UN LGBT standards in 2019. For our work on equality, we received the Female Recruiting Award at women @ work fair in 2019. The magazine Brigitte honored Deutsche Telekom as one of the best employers for women and in the "Gender Diversity Index" of the Boston Consulting Group Deutsche Telekom achieved first place in the DAX 30 companies.

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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 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.

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