CR Facts provides background information on corporate responsibility (CR) and sustainability issues at Deutsche Telekom.

Our current corporate responsibility report is available at
www.cr-report.telekom.com

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Social June, 2024

Distribution of women in the Deutsche Telekom Group

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 i...

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 target of 30%.

 


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Social June, 2024

Gender distribution of digital experts

The so-called "digital experts", employees, many with technical, digital and IT skills, are the focus of our recruitment and retention measures. The t...

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%. The following table shows how the proportion is distributed between women and men.


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Social June, 2024

Increasing contact and process quality

We want to offer every customer the best service experience! To achieve this goal millions of customer feedbacks are collected and evaluated each year...

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):


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Governance June, 2024

Board of Directors & Supervisory Board Oversight

Since sustainability and climate change are important issues for Deutsche Telekom, efforts to address these issues are managed at the top level of the...
  • Since sustainability and climate change are important issues for Deutsche Telekom, efforts to address these issues are managed at the top level of the company. Our CEO, along with the other members of the Deutsche Telekom Board of Management, has responsibility for addressing climate-related issues throughout the entire Group. This extends to our climate strategy, our climate targets, and our climate-related opportunities and risks.
  • The Deutsche Telekom Board of Management is informed annually concerning the current status of the company’s climate target achievement and regarding other company-related climate issues. Climate indicators (ESG KPI “Energy Intensity,” ESG KPI “Carbon Intensity”) also form part of the quarterly report submitted to the Board of Management. As of January 1, 2022, the CEO has this responsibility.
  • Overall responsibility for Corporate Responsibility (CR) lies with our Board of Management, which deliberates and decides on the key strategic guidance and objectives. The Supervisory Board advises and oversees the Board of Management in this task.
  • The Board of Management is informed every quarter about the status of the most important sustainability KPIs in the Group Performance Report. The Supervisory Board is also regularly updated by Group Corporate Responsibility (GCR) about the sustainability strategy and the progress that has been made in implementing it. Furthermore, a training workshop on the role of the Supervisory Board as part of new sustainability requirements was held in 2023.
  • In addition, a new Strategy, ESG, and Innovation Committee was created from the Supervisory Board, subsuming the former Technology and Innovation Committee, to take account of the correlation between innovation and ESG topics and our strategy.
  • Among other things, the topic of the Climate Target Transition Plan to achieve the climate targets was discussed there. Other climate issues have already been dated.

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Social June, 2024

Fair Pay - Equal remuneration

We offer our employees competitive, performance-based pay oriented to the relevant local markets. Our remuneration policies are structured to guarante...

We offer our employees competitive, performance-based pay oriented to the relevant local markets. Our remuneration policies are structured to guarantee equal pay for men and women and do not discriminate.
Executive compensation at Deutsche Telekom is based on our Group-wide Global Compensation Guideline. We also offer our employees additional benefits such as our company pension scheme.
As part of our Group-wide employee survey, we regularly ascertain how satisfied our employees are with their pay and also conduct other surveys on specific topics and in specific units.

Employee Level

Average Women Salary
in EUR

Average Men Salary
in EUR

Executive level (base salary only) 1,090,000 1,130,000
Executive level (base level + other cash incentives) 2,190,000 2,210,000
Management level (base salary only) 105,600 108,200
Management level (base salary + other cash incentives) 134,700 139,600
Non-management level 63,800 67,000

 

Detailed information:

- Note for value "Executive Level" (Board Remuneration) Public Source: DT Remuneration Report 2023 => page 21

- Further employee levels

  • Calculation is only for Germany
  • Management level: MG 2 and MG 3 and high exempt levels AT3 and AT4
  • Non-Management level: Tarif employee's Group 1-10

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Governance June, 2024

References to Information published by Deutsche Telekom Major Group Companies and Respective Overview

Deutsche Telekom comprises a number of major subsidiaries operating in different countries respectively regions. Several of them are listed stock corp...

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, checkOTE 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 2020, 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

 


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Governance June, 2024

Risk and opportunity management system at Deutsche Telekom

As one of the world’s leading providers in the telecommunications and information technology industry, we are subject to all kinds of uncertainties...

As one of the world’s leading providers in the telecommunications and information technology industry, we are subject to all kinds of uncertainties and change. In order to operate successfully in this ongoing volatile environment, we anticipate potential developments at an early stage and systematically identify, assess, and manage the resulting risks and opportunities. We therefore consider a functioning risk and opportunity management system to be a central element of value-oriented corporate governance.

Comprehensive Risk and Opportunity Management
Our Group-wide risk and opportunity management system covers strategic, operational, regulatory, legal, compliance, and financial risks and opportunities for our consolidated and major non-consolidated entities.
The risk culture, i.e., the way we deal with risks and opportunities, is a key component of a risk management system and must be embedded in all parts of the company. Its aim is to flesh out the Risk Policy, and to do so, it includes the basic attitudes in relation to risks and forms the basis and the framework for everyday business, for making the right risk-oriented decisions. Part of this is optimizing the risk-returns profile. This does not necessarily mean reducing risk; rather, it means an assessment of risks and opportunities, taking the risk-bearing capacity into account.

The risk culture is closely interlinked with Deutsche Telekom’s corporate culture and requires a positive, transparent approach to risks and opportunities. A successful approach to risks and opportunities, however, does not solely depend on adhering to rules and regulations or implementing processes and structures. The way we deal with risks and opportunities is even more important, with the “tone from the top” being a decisive factor.
The principles of our risk culture are:

  • Responsibility for risks: Everyone is a risk manager! This statement is the essence of our risk culture and fundamental to it. Every employee must know the risks in their area of responsibility, and must actively manage these within their day-to-day work.
  • A receptive attitude to risks and opportunities: Addressing opportunities and risks openly sets the scene for a working environment in which opportunities can be seized while risks are minimized.
  • Transparency and cooperation regarding risks: This facilitates the early detection of risks and enables improvements to be made in the timely implementation of countermeasures.
  • Decision-making based on risks and opportunities: To ensure business success, it is essential for material risks and opportunities to be taken into consideration when making business decisions.
  • Long-term risk monitoring: Risk mitigation and the continuous monitoring of suitable countermeasures result in the reduction of risks in the long term.

The risk strategy is developed based on the company strategy and, in particular, the finance strategy, and the targets defined therein. The risk strategy is further specified by the risk appetite. The risk appetite is the level of risk that is accepted or justifiable in order to achieve the company targets. The parameters for the risk appetite at Deutsche Telekom are capital market-based indicators (such as EBITDA After Leases and the level of debt). The specific amounts of these indicators and the associated risk tolerances are set each year for four years in the Integrated Planning and Management Process.

The aim of risk identification is to systematically and comprehensively recognize and describe risks in all functional areas of a company. When analyzing risk, it is important to consider the cause of risk and the effect of risk.

After the risks have been identified, they must be assessed by the risk owner. The risk owner retains responsibility for the risk. There are two options for this: quantitative and qualitative assessment.

Regarding the risk situation and individual risks identified, the following four response options can be distinguished: Risk avoidance, Risk reduction, Risk transfer and Risk acceptance.

The risks and risk handling are summarized in the risk reporting, which is submitted to the decision-makers in the company and/or the relevant supervisory bodies. This also ensures transparent monitoring of the development of individual risks, as well as of the overall risk situation. Recording interdependencies and consolidated issues correctly is an essential requirement for properly ascertaining Deutsche Telekom’s overall risk position using a Monte Carlo simulation (risk aggregation).

International Standards
Our risk and opportunity management system is based on the globally applicable risk management standard of the International Standards Organization (ISO). ISO standard 31000 “Risk management – Principles and guidelines” is regarded as a guideline for internationally recognized risk management systems. Our Groupwide risk management policy serves as the basis for a uniform risk management methodology.

Organizational Responsibility
In his function as Chief Risk Officer, the Head of Group Controlling is responsible for comprehensive risk governance, which is managed by a central department (Group Risk Governance, GRG) from within his area. He reports directly to the Chief Financial Officer.
Group Risk Governance is responsible for the risk and opportunity management system and the associated reporting system, in particular the Group risk report. The unit provides a standardized framework, reporting process, methodology and training for the entire Deutsche Telekom Group.

Decentralized Risk Assessment and Mitigation - Centralized Risk Consolidation
Each Group segment has designated contacts who identify, assess, and continuously monitor risks. Management takes potential opportunities into account in the annual planning process and continuously develops them further during business operations. All operating segments as well as the Group Headquarters & Group Services segment are connected to the central risk and opportunity management system of the Group via their own risk and opportunity management.

In accordance with the German Stock Corporation Act (AktG), the Audit and Finance Committee of the Supervisory Board of Deutsche Telekom AG monitors the effectiveness of the internal control system and the risk management system. GRG also reports to the Audit Committee and responds to all inquiries regarding the integrity of the risk management system.

Risk Management Training
Deutsche Telekom offers a comprehensive web-based training on risk management that is accessible to all directors, managers and employees. At Deutsche Telekom everyone is a risk manager. That is why this web-based training is completely barrier-free and available in multiple languages ensuring that everyone, regardless of their language proficiency or physical ability, can benefit from this training. This training recently won the Comenius EDU Media Award, a symbol of quality and excellence for digital education. The training provides directors, managers and employees with the necessary knowledge and skills to identify, assess, and mitigate risks effectively within their respective roles.


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Social June, 2024

Bologna@Telekom

Description of the programBologna@Telekom is the part time study program of Deutsche Telekom and offers to employees in parallel to their regular work...

Description of the program

Bologna@Telekom is the part time study program of Deutsche Telekom and offers to employees in parallel to their regular work a scholarship of 50% of tuition fees for selected Bachelor and Master-degree-courses. Bologna@Telekom is running for more than 15 years and over 2310 about employees have started in business-related part-time courses. Some facts underline the meaning of the program for the emplyees. With a graduation rate of 70% the program is very successful.

Participants can be of any age. 20% of participants started Bologna@Telekom after 9+ years working at Deutsche Telekom. –The program overall is an important example on group level and delivers an impact in refer to diversity, career development, business related content, lifelong learning and employee retention. 31 % of the graduates are female, 15% of the graduates are managers and 59% of the Bologna@Telekom graduates changed job family. That means the alumni tend to move to the job family that fit their field of study. More and more Bologna@Telekom students are interested in subjects with digital focused content. The share of STEM students in Bologna@Telekom is increasing. The study time of 3.7 years in average shows the high motivation of the Bologna@Telekom students.

Benefits of the program:

All selected academic courses are following the business and skill demand of Deutsche Telekom (e.g. Software Development, Business informatics, Digital Transformation, Sales). On the other hand, the programs ensure a huge impact on the personal development of each student in fostering self- organization, digital collaboration, teamwork and work-life- and learn balance. So, the company benefits from graduates with future oriented knowledge, strong self-management and learning competencies and a high retention rate.

Quantitave impact of business benefits:

As major results we can point out, that since start of Bologna@Telekom:

  • 59 % of the graduates changed their job role so Bologna@Telekom is an excellent example for upskilling (in a current position) and reskilling (on a new position)
  • 2,9 % of FTEs participating in the program
  • Evaluations have shown, that graduates valued the development of personal experience very high
  • The program contributes to our employer attractiveness and employee retention as only 9% of the participants left the company.
  • With a product consumer index of 8.92 customer satisfaction in 2023 was excellent.

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Social May, 2024

Percentage of open positions filled by internal candidates

At Deutsche Telekom, the percentage of open positions filled by internal candidates (internal hires) are:2020: 66% 2021: 51% 2022: 33%2023: 51%...

At Deutsche Telekom, the percentage of open positions filled by internal candidates (internal hires) are:

2020: 66%
2021: 51%
2022: 33%
2023: 51%


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Governance May, 2024

Group Benefits Policy

Objective of this Group PolicyDeutsche Telekom is committed to honest, lawful conduct in the face of competition. Corruption is prohibited by laws all...

Objective of this Group Policy

Deutsche Telekom is committed to honest, lawful conduct in the face of competition. Corruption is prohibited by laws all over the world. Deutsche Telekom does not tolerate corruption or the undue influence of business decisions and any violations of the prohibition on corruption shall be sanctioned in accordance with the applicable laws. Benefits in the form of gifts, hospitality (food and beverages), and events are common in the course of business and legally permitted, provided they are socially acceptable and not used to unduly influence business decisions. The objective of this Group-Policy (Policy) is to eliminate any risk of corruption in dealing with benefits. This Policy is mandatory for all employees of Deutsche Telekom.


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Social April, 2024

Training & Development

The development of future-proof skills for our employees and the strengthening of an increasingly digital learning culture are top priorities for us....

The development of future-proof skills for our employees and the strengthening of an increasingly digital learning culture are top priorities for us. In the reporting year, employees in Germany and the European subsidiaries invested an average of 4.6 working days per employee in their continuing education. In 2023, we advanced our "welearn" (formerly known as “youlearn”) learning culture initiative, which had been established since 2019, aligning it more closely with the Group's strategic objectives. With the theme "Time to Focus on Tech & Digital Skills," welearn specifically targeted the acquisition of technical and digital proficiencies, yielding significant results: 52% of the 3.8 million learning hours invested by employees in Germany and European national companies were dedicated to technical and digital skill development.
Deutsche Telekom has solidified its digital learning framework, boasting a robust digital learning utilization rate of approximately 73%. Leveraging the intelligent "Percipio" learning platform, often likened to the "Netflix of learning," and integrating providers like "Coursera" with content from esteemed universities, over 164,000 employees access a diverse array of digital and contemporary learning resources.
Additionally, the employee-driven "Learning from Experts" (LEX) initiative, launched in 2018, has emerged as the company's largest peer-to-peer learning community, fostering informal learning channels. In 2023, more than 5,650 online sessions were conducted, facilitating the exchange of expertise among colleagues.

Learning: Costs/FTE      2018     2019     2020 2021 2022 2023
Group (total)      € 644     € 651     € 582     € 539 € 534 € 572

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Social January, 2024

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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Social January, 2024

Actionplan to promote inclusion

Inclusion thrives on partnership. Barriers in the work environment and in people´s minds can only be removed together. Following this thought, Teleko...

Inclusion thrives on partnership. Barriers in the work environment and in people´s minds can only be removed together. Following this thought, Telekom has updated its Actionplan of 2016. The new Actionplan 2.0 is aligned with the challenges of our current time. It helps to fill the framework of the new Group Inclusion Agreement with participation of all employees. 

 


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Enviroment November, 2023

Biodiversity impact-analysis

In 2023, we did an in-depth analysis of biodiversity-related impacts and dependencies based on the parameters of the ENCORE tool. In own operations, n...

In 2023, we did an in-depth analysis of biodiversity-related impacts and dependencies based on the parameters of the ENCORE tool. In own operations, no high dependency on water resources (ground water, surface water, water quality) has been identified. Thus, water-stress areas are not of concern for our operations.


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Governance October, 2023

MagentaZuhause App - The Smart Home app for the entire home.

The MagentaHome business unit has developed the open, cross-manufacturer Smart Home platform and the MagentaZuhause App. This gives customers the oppo...

The MagentaHome business unit has developed the open, cross-manufacturer Smart Home platform and the MagentaZuhause App. This gives customers the opportunity to combine devices from different companies easily and individually and to control them via app.

With the free MagentaZuhause App, customers can easily control smart devices from different manufacturers and intelligently network them with routines. In combination with LEDs, smart plugs, cameras and radiator thermostats, the home can easily become a smart home. The app helps to make everyday life more comfortable, increase security and save energy. For example, smart lighting that switches on automatically when someone comes home, or smart heating that adapts to the habits of the residents and saves energy. With the MagentaZuhause App, our customers stay connected to their home. Even when they are on the move.

Checking the home network, activating and sharing the guest Wi-Fi and optimising the Wi-Fi are just some of the many home network management options with the MagentaZuhause App.

In addition, our customers can monitor their energy needs, minimize unnecessary consumption, thereby reducing costs and contributing to a greener future.

Wi-Fi or IP devices can be connected directly to the app and no longer require a Smart Home gateway. This makes it easier to get started in the connected home. In addition, the app can also be used to control MagentaTV content - even by voice.

Customers can choose from several hundred different smart home devices. These include products from partners such as Philips Hue, WiZ, LEDVANCE, Gardena, Sonos, IKEA and D-Link. With a smart home-capable Telekom router, customers also have the option of using it as a smart home gateway in order to use wireless technologies beyond WLAN.

At the iF Design Award 2023, the MagentaZuhauseAapp was awarded in the category "User Experience - Product UX".

The MagentaZuhause App offers a high level of protection - as attested by the independent institute for IT security, AV-TEST GmbH. The security test 01/2023 repeatedly concludes that the app prevents manipulation by external parties and that communication is secure.


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Enviroment September, 2023

Squad Digital Ethics@DT - Description and responsibilities

The Digital Ethics Squad deals with the further development, support and implementation of the topic of "digital ethics" in the Deutsche Telekom Group...

The Digital Ethics Squad deals with the further development, support and implementation of the topic of "digital ethics" in the Deutsche Telekom Group, also with a view to the upcoming AI regulation of the EU. We develop and support governance for digital ethics (strategy, development, framework conditions, processes...) also within the framework of corporate digital responsibility. 

Our team is made up of colleagues from Group Compliance, T-Labs, DT Service, L&I Legal Services, Group Privacy, L&I GPRA, L&I Patent & Brand, VTI Tel-IT. The squad also works closely networked and on an ad hoc basis with experts from the GPRA, VTI-SEC, MMS, COM, TD GK, TSI Cloud Strategy, TSI health, Risk Management, GST, Legal Tech areas as well as contacts from the international units. 

We analyse the developments in the economy and legislation as well as the current situation in the Group in order to meet the upcoming EU requirements for the use of artificial intelligence (AI). We are working on proposals for a systematic and appropriate implementation of the legal EU requirements in the Deutsche Telekom Group in order to exploit opportunities, build trust and avoid liability. To this end, we are working with VTI to establish a mandatory assessment for all AI applications in the Group. 

If you have any questions or suggestions regarding digital ethics, mailto:Digital-Ethics@telekom.de

 


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