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CR governance.

  • Climate Change Group supports internationalization of climate protection strategy.
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  • Specific targets for CR KPIs create the basis for CR controlling.
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  • CR Manager Network focuses on engagement@telekom platform.
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Telekom has created an integrated governance structure for CR in order to closely link strategic management and operational implementation throughout the Group. The Deutsche Telekom Board of Management carries general responsibility for CR. The Group has developed this structure to make sure that all subsidiaries integrate sustainability into their business activities, emphasizing its commitment to society.

CR-Governance
CR-Governance

Deutsche Telekom began establishing a new unit known as Transformational Change & Corporate Responsibility, which will report to the CHRO, in January 2013. Its job within the new management structure is to further develop our existing corporate culture, placing a special focus on innovation, individual autonomy, entrepreneurship and social responsibility. The CR area was integrated into this unit in January 2013.

Telekom plans to use its new Group Transformational Change & Corporate Responsibility unit to face the challenges of a rapidly changing society. It's aim is to take advantage of the opportunities that come with this transformation, e.g., in terms of demography, and to get Telekom ready for future challenges such as sustainable innovation. To this end, Telekom continues to expand its role as a driving force for change and renewal. The company is relying on the courage to change, on new forms of connected collaboration and on business initiatives and has committed itself to being accountable to its stakeholders.

The HR Leadership Team (HR LT) was added to the corporate governance structure at the start of 2013. The Leadership Team is a consulting and decision-making committee for the Human Resources Board of Management area that, due to our current business structure, addresses topics including relevant aspects of corporate responsibility. The committee is responsible for engaging in dialog with the Group Board of Management and determines whether or not a Board of Management resolution needs to be made regarding selected topics. This does not replace the Group Board of Management's responsibilities but complements them. The HR LT makes decisions regarding Group-wide policies, guidelines and significant CR activity-related matters as well as the department's strategic direction. The committee is comprised of managers from the level directly below the Chief Human Resources Officer and meets every two months. The meetings are chaired by the Chief Human Resources Officer (CHRO).

CR Board: Group-wide management of the CR strategy.

The members of the CR Board met twice in 2012 to discuss the latest developments at the Group, in society at large and in the markets in which Telekom is active. The CR Board addressed a number of topics at the meetings. In April, members discussed topics such as Telekom's climate protection strategy, sustainable procurement, the engagement@telekom program and questions concerning HSE management. December's agenda focused on online protection of minors and CR challenges in the supply chain.

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The CR Board is comprised of the following heads of those corporate areas that play a key role in steering and implementing CR throughout the Group:

  • Corporate Communications
  • Diversity
  • Procurement
  • Public and Regulatory Affairs
  • Brand Management
  • Chairman's Office
  • Deutsche Telekom FoundationTechnology
  • Corporate Responsibility

The broad organizational reach of the CR Board guarantees that the CR strategy is in line with the Group and brand strategy as well as with our corporate values.

The CR department as a central unit.

The CR department is responsible for strategic CR management and CR communication. During the reporting period, the CR department coordinated and managed implementation of the CR strategy in all business areas and at the international subsidiaries. At Group level, the CR department has an integrating role in collaboration with all relevant departments. The department plans and implements projects and processes dealing with climate and environment, supply chain management, social commitment and stakeholder involvement.

In 2012, Telekom began reorganizing the Group's administration to make it more flexible and efficient. We are planning to cut back our previous, heterogeneous structure, parts of which have grown organically over time, and organize it into three, clearly separate functional areas: Group headquarters as a creative motivator, Group service as a service provider and finance and HR management. Many responsibilities will be handed over to the local German and international service units or to newly-created cross-country units in other European countries.

One of the departments affected by this new structure is the CR department. In the future, the department will be able to focus more on its core competences in strategically steering CR, and the Group and will primarily address the revision, communication and implementation of policies and guidelines.

Development of Group-wide CR controlling.

We continued the CR KPI target determination process during the reporting period. In doing so, we laid the foundation for central CR controlling processes. These processes are based on the CR data collection system, which we have been using since 2009, and serve as a tool in reporting activities and in managing CR activities throughout the Group.

With the help of our central CR data collection system, we plan to guarantee a transparent CR reporting process throughout the entire Group. The system supports standardized, mandatory processes at the Group and subsidiary levels. All CR data and CR KPIs are validated in a multiple-phase process and consolidated centrally. This gives us a better understanding of the quantitative developments of strategic and operational CR topics and makes it easier to monitor deviations from set targets. The software also enables Group-internal benchmarks. We hold regular feedback sessions in the CR Manager Network to help us continue to improve our CR data collection system. At the CR manager meeting in Vienna in November 2012, members discussed goals and indicator targets. We also regularly inform the Telekom management of any new developments in our data collection process.

In Q2 2012, we started collecting data for the Energy Consumption and CO2 Emissions CR KPIs each quarter in order to provide us with a better overview of the development of important indicators. This will help us control processes more reliably and more effectively steer our energy management and our climate protection measures. In view of our future plans to integrate our CR and annual reporting processes, we will also be increasing the number of integrated processes used to record our CR and financial data and increasingly collaborate with the financial department in our CR controlling activities.

International CR Manager Network.

The CR managers from the different business areas and international subsidiaries are responsible for operational implementation of the CR strategy. The international CR Manager Network was established in 2008 to intensify Group-wide collaboration. Around 20 international subsidiaries were members of the network in 2012.

The international subsidiaries engage in intensive dialog within the scope of the CR Manager Network. Waste and resource management as well as engagement@telekom were the focal points in 2012. Participants discuss other current topics and best practice examples and work together in work groups on specific topics at the semi-annual network meetings and in additional teleconferences.

Two CR manager meetings took place during the reporting period:

  • The ninth CR manager meeting on April 23rd and 24th in Bonn
  • The tenth CR manager meeting hosted by T-Systems Austria in Vienna on November 19th and 20th
Climate Change Group.

Telekom founded the Climate Change Group in order to contribute to an environmentally friendly society. The group is comprised of internal energy and climate experts and consults with external specialists as the occasion demands. The purpose of the Climate Change Group is to work to effectively minimize energy consumption and CO2 emissions at Telekom. To do this, the group acts as an ambassador throughout the Group, raising awareness of ambitious climate protection goals and measures. It is also responsible for developing a Group-wide climate protection target and presenting it to the Board of Management for approval. The Climate Change Group also develops tools for centrally managing, monitoring and communicating climate protection projects and provides the framework for planning and conducting climate protection measures. The group is headed by the Board Representative for Climate Protection and Sustainability.

The Climate Change Group holds regular meetings where it addresses the implementation of the Group's climate protection goals in Germany and incorporating the global Group subsidiaries into the Climate Change Group Internationalization project. The goal of the project is to implement the climate protection strategy at our international subsidiaries. Although we have not yet fully completed this process at our European subsidiaries, we began introducing the project on other continents in 2012. Nine T-Systems offices including the ones in Brazil, North America, Mexico, South Africa and China participated. The first step was to collect reference values from 2008 for all areas, just like we did in Europe. The next step will be to identify specific measures and create a prognosis for target values in 2020. By participating in the project, our international subsidiaries are laying the foundation to be able to share experiences, permanently improve their energy efficiency and create a Group-wide climate protection target, one of the key focal points on the Climate Change Group's agenda for 2013.

The group is also planning to address influential factors that could play a role in our ability to achieve our climate protection goals. These include:

  • New business areas with green products and solutions that have the potential to reduce our customers' CO2 emissions
  • A sustainable value-added chain structure
  • Technological and energy policy developments in our market segments