Corporate Responsibility Report 2020

3 Environment 71 71 Climate strategy 80 84 86 91 93 98 100 103 105 107 Our environmental program Employee initiatives CO2e emissions Enablement Factor Energy consumption & efficiency Renewable energy Mobility Circular economy & resource efficiency Waste management & recycling Additional ecological information 109 Social 109 115 119 121 125 128 130 134 137 139 141 Social commitment Employee relationships Employee satisfaction Diversity Human rights Demography and company pension scheme Training and development Occupational health and safety Headcount and part-time work Fluctuation & staff restructuring Ideas Management 142 145 146 About this report Imprint Disclaimer

Strategy CR strategy & management 5 CR strategy & management Business activities and organization You can find a description of our business activities on our website and detailed information about our business development in the 2020 annual report. Our Group is broken down into five operating segments: Current organizational structure We are convinced that commercial, social, and ecological aspects can complement each other. We aim to make a positive contribu- tion to sustainable development throughout our entire value chain. We are convinced that commercial, social, and ecological aspects can complement each other. We aim to make a positive contribu- tion to sustainable development throughout our entire value chain. Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 102-1, GRI 102-2, GRI 102-6, GRI 102-7, GRI 102-18, GRI 102-1, GRI 102-20 (General Disclosures) Overall responsibility for CR (Corporate Responsibility) lies with our Board of Management; it discusses and decides on important CR matters. The Chief Human Resources Officer and Board Mem- ber for Human Resources and Legal Affairs is also in charge of the Corporate Responsibility unit. She decides which CR matters are to be classed as important and represents them on the Board of Management. The Group Corporate Responsibility (GCR) unit reports to the Human Resources and Legal Affairs Board depart- ment. It develops Group-wide policies and guidelines with the goal of advancing the corporate culture with regard to sustainable innovation and social responsibility.In order to always ensure a direct exchange between CR and our core business, the CR Board advises GCR. This board is made up of the heads of the main Group units. The managements of the different business units and national companies are responsible for implementing our CR strategy. They collaborate within the international CR Manager Network, where they coordinate their activities and share best practices. Our CR Policy provides the formal, mandatory framework for the sustainability management activities at all Group units. The CR Policy has also been successfully introduced in a majority of Euro- pean national companies since 2017.

Strategy CR strategy & management 7 Development of our ESG KPIs CR strategy Sustainability and social responsibility have played a key role in our corporate activities for more than two decades. Today, we consist- ently organize our core business processes on a sustainable foot- ing. In 2019, we adapted our Group strategy to explicitly make the concept of “acting responsibly” a fundamental element. You can find additional information on our Group strategy in the 2020 annual report. Our CR strategy is derived from the Group strategy and revolves around our three CR action areas and six focus topics.

Strategy CR strategy & management 9 Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 102-12 (General Disclosures) ƒ GRI 102-16 (General Disclosures) Global Compact ƒ ƒ ƒ ƒ ƒ Principle 1 (Support and respect for internationally proclaimed human rights) Principle 2 (No complicity in human rights abuses) Principle 3 (Uphold freedom of association and the right to collective argaining) Principle 4 (Elimination of all forms of forced and compulsory labor) Principle 5 (Abolition of child labor) Principle 6 (Elimination of discrimination in respect of employment and occupation) Certified health, safety and environmental management: almost all workplaces covered Our integrated management system for Health, Safety and Envi- ronment (HSE) contributes at Group level to making sustainability a component of all our business processes and of our employees’ everyday lives. It helps us to systematically plan, implement, and improve our processes in the areas mentioned. This promotes the health of our employees and also has a positive effect on their performance. It also helps us to bid on new projects in which potential commercial customers require their suppliers to provide HSE certificates. Our Group-level HSE management system is covered by an umbrella certificate based on the international standards ISO 45001 (formerly OHSAS 18001) for occupational health and safety and ISO 14001 for environmental management. For some units, it also covers international standard ISO 9001 for quality manage- ment. Some of the national companies are not covered by an umbrella certificate because they have their own certifications, some of which are even more comprehensive. This is the case in Greece, for example. The OTE Group has an integrated management system. In addition to the above-mentioned standards, it also covers the international standards ISO 50001 for energy management and ISO 27001 for data security. All of our employees in Germany have ISO 14001- and ISO 45001 certified workstations. We further expanded coverage by the end of 2020, with certification of the following companies: T-Systems Polska and T-Systems Schweiz, Deutsche Telekom Service Europe (Czech Republic, Romania), Deutsche Telekom Global Business Solutions (Austria, Hungary, Slovakia) according to ISO 45001 and ISO 14001, and T-Systems ITC Iberia according to ISO 45001. That means we already cover 98 percent of our employees internation- ally.

Strategy CR strategy & management CR program 2020 Business 11 Objectives Target achievement Implementation Cover 70 percent of our procure- ment from carbon-intensive suppliers with the CDP Supply Chain Program by 2020 Review 80 percent of procurement volume by 2020 Have 75 percent of the top 200 suppliers CR-qualified by 2020 Procurement Volume Verified as Non-Critical ESG KPI 95 percent of our procurement volu- me should be without an identified CR risk by 2025 99 percent LTE coverage in Germany by 2020 99 percent LTE coverage in Europe by 2021 99 percent 5G coverage in Germany by 2025 Increase Group-wide customer reten- tion (measured using TRI*M index) Obtain relevant service awards Greater use of sustainable financial instruments ƒ 70 percent coverage in 2020 ƒ CDP Supply Chain Program ƒ 81 percent coverage in 2020 ƒ Sustainable Procurement ESG KPI ƒ 84 percent coverage in 2020 ƒ CR-Qualified Top 200 Suppliers ESG KPI ƒ 62% in 2020 (external procurement volume for Deutsche Telekom excluding USA and network capacity) ƒ 99.6 percent of procurement volume in 2020 ƒ Procurement Volume Without CR Risk ESG KPI ƒ 98.7 percent coverage in 2020 ƒ Progress in network expansion ƒ 97.6 percent coverage in 2020 ƒ Progress in network expansion ƒ Deutsche Telekom’s 5G network available in 4,700 Ger- ƒ 5G expansion man cities and municipalities at the end of 2020 ƒ Significant improvement: 2020: 72.2 (benchmark value: ƒ Measuring customer retention and endorsement 67.9) ƒ Achieved, among other things, thanks to accolades asso- ciated with the TÜV quality seal, the title “Service-König” (King of Service) from the trade magazine Focus Money, the top rating of “very good” in the CHIP online test for all four hotlines for new customers, and “Top Digital Assis- tant 2021” from the Computer Bild magazine ƒ Detailed evaluation of sustainable financial instruments and preparation of related documents, e.g. for a sustaina- bility-linked bond ƒ Awards for our service ƒ Sustainable investment at Deutsche Telekom Integration of requirements from EU Taxonomy ƒ Case study carried out and draft concept drawn up for ƒ EU Taxonomy implementation based on preliminary criteria, support for regulatory development Ensure inclusion in relevant sustaina- bility indices ƒ Inclusion in three additional indices in 2020 ƒ T-Shares in sustainability ratings and indices

Strategy CR strategy & management CR program 2020 Social Objectives Target achievement Implementation 13 Increase the Media Literacy ESG KPI to 45 percent by 2020 Increase the proportion of women on the Supervisory Board and in top positions in middle and upper management to 30 percent by 2025 Increase the Group-wide health rate to 95.9 percent by 2020 Reduce the accident rate in Germany Revise the Employee Relations Policy Boost digital further training ƒ December 31, 2020: 45 percent ƒ ESG KPIs “Beneficiaries” and “Media Literacy” ƒ December 31, 2020: 35.45 percent women Group-wide ƒ On Board of Management: 37.5 percent ƒ Total number for Supervisory Board, Board of Manage- ment, middle and upper management: 26 percent (December 31, 2020) ƒ Group Supervisory Board: 45 percent ƒ Achieved – 2020: ƒ 95 percent (including long-term illnesses) ƒ 96.5 percent (excluding long-term illnesses) ƒ 2020: Reduction to 3.8 accidents (resulting in more than three days of absence) per thousand employees (6.8 in 2019) ƒ Proportion of women on the Board of Management ƒ Proportion of women in middle and upper management ƒ Proportion of women on supervisory boards of Deutsche Telekom national companies ƒ Commitment to increasing the proportion of women ƒ Health rate ƒ Effectiveness of our health and safety measures ƒ Health in figures ƒ Effectiveness of our health and safety measures ƒ Implemented ƒ Employee Relations Policy updated ƒ 2020: approx. 69 percent of hours of study spent on digi- tal offerings (+21.6 percent compared to 2019); a total of 99 percent of courses bookable Group-wide were taken online Expand #DABEI-Geschichten.com ƒ One new module on digital civil courage Improve employee satisfaction ƒ Commitment index in 2019: 4.0 (Commitment index in 2017: 4.1) Performance of Human Rights Impact Assessment (HRIA) and Employee Relations Review (ERR) ƒ Survey every two years ƒ Perform ERR at: Crnogorski Telekom in Montenegro ƒ Perform HRIA at: In view of the coronavirus pandemic, we were unable to perform any further assessments abroad in 2020. ƒ Our approach to training and development ƒ Training courses offered by Telekom Training in Germany ƒ Online learning ƒ “youlearn” ƒ Promoting media literacy and democratic competence ƒ Our employee survey ƒ Satisfaction and commitment indexes ƒ Human Rights Impact Assessments ƒ Reviewed: Employee relations at our national companies

Strategy Materiality 15 The result is the basis for our 2020 CR reporting. We are present- ing the results of the analysis in a materiality matrix in accordance with the requirements of the Global Reporting Initiative (GRI). We have included the following topics in our materiality matrix for the 2020 reporting year: ƒ Circular economy (previously electronic waste) ƒ Disruptive technologies ƒ Tax transparency and contribution ƒ Water consumption at operating sites ƒ Waste generation at operating sites Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 102-40 (General Disclosures) ƒ GRI 102-44 (General Disclosures) ƒ GRI 102-46 (General Disclosures) Results of the materiality analysis Topics were rated as “very relevant,” “relevant,” “less relevant” and “not relevant” in the materiality analysis. We translated their weighting results onto a 100-point scale. Here are the results of the analysis. Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 102-46 (General Disclosures) ƒ GRI 102-47 (General Disclosures) Top topics for Deutschen Telekom’s sustainable business devel- opment We consider all topics that achieved more than 70 points on aver- age in the materiality process to be top topics. They are presented on a scale of 50 to 100 below.

Strategy Impact measurement 17 Impact measurement Impact measurement and management We want to make our contribution to achieving the United Nations Sustainable Development Goals (SDGs). For us, that also includes continuously improving the positive impact of our products, solu- tions, and activities, and minimize their negative impact. With the support of internal and external experts, we have developed a five- tiered approach to measure and evaluate the impact of our activi- ties – our blueprint as it were. The blueprint enables us to identify the impact of projects, prod- ucts, or activities on key ecological, social, and economic issues. On this basis, we can determine, for example, how a product needs to be modified. We look at the impact for both the starting point and the target situation, in other words, once the product has been modified. This allows us to evaluate the change. To obtain trans- parent and comparable results, we describe the effects of the con- tributions using established metrics and with the aid of external frameworks such as the SDGs and the Universal Declaration of Human Rights. That allows us to also evaluate our contributions to sustainable development from a global perspective. In doing so, we always ensure that our methods are based on robust data and assumptions, and are effective for several years. We also describe the relevant starting point, or baseline, as accurately as possible so that we can reliably evaluate and account for the concrete external impact. We use the results for internal management and commu- nication to investors, business customers and other interested par- ties. In the past years, we have carried out the impact measurement described for various products and activities. The qualitative and quantitative results are presented in the following sections How we are enhancing our impact measurement Impact measurement is a strategic topic at Deutsche Telekom. Group Corporate Responsibility (GCR) is continuously refining our existing approach to impact measurement, our blueprint, taking internal and external requirements into account. In 2021, we plan to make our methodology accessible to a wider group of users at the Group. We will also closely and systematically link our #Green- Magenta and #GoodMagenta labels to the implementation of an impact measurement in accordance with the blueprint. This will make the proven impact of our products, solutions, and activities on the SDGs and other sustainability goals known to a wider pub- lic. Impact measurement: Broadband expansion beneficial in the long term Broadband expansion allows us to make a positive impact on many aspects of society and help deliver the following SDGs: ƒ Improved network coverage (SDGs 9 and 17) can help create new jobs, as a growing number of new businesses are estab- lished, for instance (SDG 8). This will also lead to higher aver- age incomes and gross domestic product. ƒ Network expansion is the foundation for many other positive effects, such as improved and more equal access to digital services in the educational and health care field, for example (SDGs 3, 4 and 10). However, network expansion also has negative consequences: ƒ On an intermittent and one-off basis, the civil engineering works that have to be undertaken to expand infrastructure con- sume resources, generate emissions, and sometimes infringe on natural habitats. ƒ The expansion of higher-performance network infrastructure can lead to increased energy demand. To mitigate these effects, we are expanding our network in an energy-efficient manner and increasingly using renewable energy (SDG 7), which means that, in the long term, the positive impacts will outweigh the negative consequences.

Strategy Impact measurement 19 Specific commitment to human rights in the supply chain In 2020, we once again conducted a Human Rights Impact Assessment – this time at Crnogorski Telekom in Montenegro. We examined the impact of our suppliers in terms of working hours and conditions, work-life balance, mental and physical stress, and discrimination in the workplace. We used the findings to implement changes to the way work is planned. We also initiated various measures to raise awareness, including workshops to explain overtime regulations. These activities help us meet SDGs 3 and 8 and implement the recommendations of the United Nations Office of the High Com- missioner for Human Rights. More information on human rights can be found here. Impact measurement: Multimedia learning for media literacy We analyzed the effectiveness of our Teachtoday initiative for the topic of media literacy. Joint research with the auditors from PwC showed that the methods used by Teachtoday are more than twice as effective as conventional forms of learning (SDG 4). The reason: The multimedia learning methods used by Teachtoday incorporate several senses at once, unlike conventional methods. The Teachtoday activities to improve media literacy have a new motto every year: After “digital democracy” in 2019, the theme for 2020 was “online civic courage”. More information on media literacy can be found here.

Strategy Sustainable Development Goals 21

Strategy Stakeholder Management 23 Stakeholder Management Our stakeholders Our interaction with stakeholder groups helps us find support for the things that matter to us and makes it easier to identify trends early on, thereby fostering our innovation processes. The following overview sets out who our stakeholders are and what matters to them most: Analysts, investors and their representatives TOP-SUBJECTS: ƒ Cyber safety ƒ Privacy ƒ ICT Solutions for a Low-Carbon Economy ƒ Employee involvement ƒ Mitigating climate change STAKEHOLDER GROUPS: ƒ Private investors ƒ Funds, asset managers and analysts ƒ (SRI) rating agencies ƒ Analyst organizations and associations ƒ Institutional investors Customers, potential customers and their representatives TOP-SUBJECTS: ƒ Data security ƒ Employee involvement ƒ Privacy ƒ Cyber safety ƒ ICT Solutions for a Low-Carbon Economy Stakeholder groups: ƒ Youngsters and young adults ƒ Families ƒ Middle-aged people ƒ Senior citizens ƒ Small and medium-sized enterprises ƒ Large corporations ƒ Public authorities ƒ Consumer organizations and segment-specific interest groups ƒ Telekom Supervisory Board members Business sector and its representatives TOP-SUBJECTS: ƒ All top-subjects of the materiality analysis 2020 Stakeholder groups: ƒ DAX-listed companies ƒ Other large corporations ƒ Small and medium-sized enterprises ƒ Trade and industry associations ƒ Cooperation partners ƒ Competitors Science, research and education TOP-SUBJECTS: ƒ Employee involvement ƒ Socially relevant application of ICT products and services ƒ Cyber safety ƒ ICT Solutions for a Low-Carbon Economy ƒ Privacy Stakeholder groups: ƒ CR and sustainability research institutions ƒ Political and business research institutions ƒ Universities ƒ Schools ƒ Day care centers ƒ Student organizations and university associations ƒ ICT, sociology and design research institutions NGOs and special interest groups TOP-SUBJECTS: ƒ Privacy ƒ Cyber safety ƒ Socially relevant application of ICT products and services ƒ Transparency and reporting ƒ ICT and child safety

Strategy Stakeholder Management 25 Formats for stakeholder engagement We encourage stakeholder engagement in our corporate activities. With this in mind, we developed an appropriate strategy in 2011. It is based on the three AA1000 principles developed by the NGO AccountAbility: materiality, inclusivity, and responsiveness. Our conformity with these principles was investigated and verified by an auditing firm in 2013. Overview of memberships and collaborations Business and industry associations ƒ American Chamber of Commerce in Germany ƒ Bundesvereinigung der Deutschen Arbeitgeberverbände (BDA, Confederation of German Employers Associations) ƒ Bitkom industry association ƒ European Telecommunications Network Operators’ Association We used a case-based relevance analysis to identify the type and intensity of our stakeholder engagement. The more relevant a stakeholder group is to the topic or project concerned, the more intensive the engagement of that stakeholder group can be. Depending on the intensity, we make a distinction between three types of engagement: participation, dialog, and information. The feedback that we receive from our stakeholders is incorpo- rated into our CR activities. Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 102-40 (General Disclosures) ƒ GRI 102-42 (General Disclosures) ƒ GRI 102-43 (General Disclosures) (ETNO) ƒ Forum Nachhaltige Entwicklung der Deutschen Wirtschaft e.V. (econsense, Forum for Sustainable Development of German Business) ƒ GSM Association (GSMA) ƒ International Chamber of Commerce (ICC) ƒ Bundesverband der Deutschen Industrie e. V. (BDI, the Voice of German Industry) ƒ Internationaler Controller Verein (ICV) (International Association of Controllers) Climate protection and environmental organizations ƒ CDP ƒ B.A.U.M. e.V. environmental management organization ƒ Global e-Sustainability Initiative (GeSI) ƒ Stiftung 2° – Deutsche Unternehmer für Klimaschutz (2° Foundation – German CEOs for Climate Protection) ƒ Sustainability Leadership Forum (in collaboration with B.A.U.M.) ƒ European School of Management and Technology (ESMT) (Sustainable Business Roundtable) ƒ Global Compact ƒ Joint Audit Cooperation (JAC) ƒ Deutsches CSR-Forum (German CSR Forum) ƒ Nachhaltig.digital (Germany’s skills forum for sustainability and digitalization among SMEs) ƒ co2ncept plus ƒ RE100 ƒ German Sustainability Award Civic and aid organizations ƒ Charta der digitalen Vernetzung (Charter for Digital Networking) ƒ Deutschland sicher im Netz (Making Germany safe on the Net, DsiN) ƒ Code of Responsible Conduct for Business ƒ London Benchmark Group ƒ Bundesnetzwerk Bürgerschaftliches Engagement (National Network for Civil Society) ƒ Aktion Deutschland Hilft e.V. (Germany’s Relief Coalition) ƒ DKMS Deutsche Knochenmarkspenderdatei gemeinnützige Gesellschaft mbH (German Bone Marrow Donor Center) ƒ Lebenshilfe Bonn e.V. (aid organization for the mentally disabled) ƒ Nummer gegen Kummer (youth counseling line) ƒ TelefonSeelsorge (crisis counseling helpline) ƒ Deutsche Telekom Stiftung ƒ Deutschlandstiftung Integration (German Foundation for Integration) ƒ Bundesarbeitsgemeinschaft der Senioren-Organisationen (BAGSO – German Association of Senior Citizen’s Organiza- tions)

Strategy Compliance 27 Compliance Holistic compliance management system We have clearly expressed our commitment to complying with ethical principles and both legal and statutory requirements. This commitment has been incorporated in our Guiding Principles and Code of Conduct. The Code of Conduct is valid throughout the Group and has been introduced in all of our national companies. At Deutsche Telekom, compliance means following the rules and always doing the right thing. Integrity – which necessarily encom- passes compliance – forms the basis of all our business decisions and activities. It defines the behavior of all our employees when dealing with customers, employees, investors, managers, and Deutsche Telekom’s general environment. We have set up a holistic compliance management system to ensure lawful and ethical conduct in all areas of the Group and successfully tackle compliance risks. Responsibility for the compli- ance management system at Deutsche Telekom lies with top man- agement, which underscores the great importance we attach to the topic. The Group-wide design, development, and implementa- tion of the compliance management system falls under the remit of the CCO (Chief Compliance Officer) of Deutsche Telekom AG and the Group Compliance Management unit she runs. We also have COs (compliance officers) at each of our operating segments and national companies It is their job to ensure the compliance management system and our compliance goals are implemented on site. We have derived the following objectives for our compliance work: ƒ Preventing compliance violations and unethical business decisions ƒ Integrating compliance into business processes at an early stage and on a lasting basis ƒ Minimizing liability risks for the company ƒ Being viewed as a dependable partner by customers and business partners ƒ Adopting a consistent approach to preventing, identifying, and responding to non-compliance ƒ Fostering a compliance culture and ethical conduct Reporting against standards Global Reporting Initiative (GRI) GRI 102-17 (General Disclosures) Ongoing audit of compliance management continued In 2020, we continued the regular audits of our compliance man- agement system that began in 2010 in accordance with audit standard 980 of the Institute of Public Auditors in Germany, with “anti-corruption” as its main emphasis. This is how we aim to con- stantly ensure that we can confront risks of corruption consistently and have established effective processes in the company. Between 2016 and 2018, we verified compliance management at a total of 25 German and international companies. A new audit cycle began in 2020: Nine audits were carried out at German companies in the reporting year. 14 international companies will follow in 2021. The audit focuses on processes that are exposed to an increased risk of corruption, for example, in procurement, sales, events, donations, sponsorships, and human resources. For the companies audited in 2020, auditors again confirmed the appropriateness, functionality and effectiveness of the compliance management system. Please see the relevant audit reports for details. Further development of the compliance management system through regular risk assessment Our goal is to systematically identify, analyze and evaluate compli- ance risks for the company. Risk-oriented measures can then be derived to prevent legal and regulatory violations. For this reason, an overall compliance risk assessment (CRA) is carried out cen- trally by Group Compliance Management on an annual basis. It also includes Deutsche Telekom subsidiaries that are selected on a risk basis. For this we have established a Group-wide compliance management process, established responsibilities, and defined assessment criteria. The individual steps are documented trans- parently. In detail, the CRAs proceed as follows: ƒ The companies that will take part in the CRA are selected according to the level of maturity of their compliance manage- ment system (maturity-based model). In 2020, 69 companies participated. That equates to a coverage of 94.27 percent (based on the number of employees of the fully consolidated companies at the end of 2019). Responsibility for conducting the CRA lies with the respective national company. The central compliance organization also assists with its implementation and provides a standardized methodology. Group Compliance Management then uses the findings from the CRA to derive risk-oriented Group-wide measures. The Board of Management and Audit Committee of the Supervisory Board of Deutsche Telekom AG are regularly informed about the Group’s compli- ance risk situation.

Strategy Compliance 29 Sustainability Accounting Standards Board (SASB) ƒ ƒ TC-TL-220a.3 (Data Privacy) TC-TL-520a.1 (Competitive Behaviour & Open Internet) “Tell me!” whistleblower portal We have created the Tell me! whistleblower portal to uncover non-compliant conduct. Both our employees and external parties such as business partners and customers can use the portal to report misconduct – and can do so anonymously. We have intro- duced a Group-wide reporting process to control and monitor these activities. In 2020, 113 compliance-related reports were made to Deutsche Telekom via the “Tell me!” portal (122 reports were made in the previous year). 12 of those are still being reviewed for plausibility (as of December 31, 2020). A total of 38 were confirmed as actual misconduct and were prosecuted accordingly. 63 plausible reports were investigated as compliance cases. ƒ Most of the tip-offs received in 2020 focused on “financial interests” (possible cases of fraud, breach of trust, manipula- tion of targets, and unfair sales methods). ƒ In confirmed cases, we impose systematic sanctions that are proportionate to the act and the guilt of the perpetrator and are in line with applicable legal provisions. A list of the actions taken is published on our website. ƒ Naturally, we always follow up on all compliance-related tip-offs, even those that reach us through other channels. Receipt and handling of tip-offs on the “Tell me!” portal* 2020 2019 2018 Reports (overall) 1 060 1 058 953 Compliance-relevant tip-offs 113 122 137 Thereof anonymous tip-offs Confirmed misconduct Under investigation Non-plausible tip-offs 57 63 12 38 61 38 13 35 76 46 9 40 * Tip-offs received directly by the international companies are only included here if they are relevant to the Group. Measures to strengthen our corporate culture Since 2016, our “Compliance-based Corporate Culture” initiative has reinforced ethical and moral conduct and an active speak-up culture at the Group. Various measures were derived from our 2018 and 2019 employee surveys; these were rolled out across the Group in 2020 based on the advice and support of independent external experts and insti- tutes. Further development of the Compliance organization Deutsche Telekom’s market environment is constantly shifting – and the working world at Deutsche Telekom is also changing rap- idly. This is coupled with the need to constantly adjust the range of duties covered by Compliance and keep the knowledge of Compli- ance employees up to date. To prepare our Compliance organiza- tion for the increasingly digital and agile developments in the working world, we launched the “Compliance Next Level” initiative in 2020. The vision of the initiative is closely linked to Deutsche Telekom’s strategic evolution into a purpose-driven company and the redesign of its Guiding Principles. The “Respect and Integrity” Guiding Principle plays a particularly important role in this. Every employee at Deutsche Telekom – from the Board of Management to staff member – is expected to implement these Guiding Princi- ples in their daily work. The measures in the “Respect and Integ- rity” Guiding Principle are managed primarily by the Group Com- pliance Management unit. The results of our employee study on the culture of compliance In 2019, as part of the Compliance-based Company Culture initia- tive, we conducted our second ever international employee survey on compliance after 2017. This will be continued in 2021. The aim was to once again review how our compliance culture has devel- oped. In the future, the survey will be repeated regularly every three years at the most. The European School of Management and Technology (ESMT Berlin) and Hertie School of Governance were our research partners in this initial study. 46,000 Deutsche Telekom employees took part in the last survey, once again more than in the first survey. The initiative is supported by an expert committee created specifically for this purpose. Responses from our employees were more positive than in 2017: ƒ 98 percent of respondents affirmed their commitment to Deutsche Telekom’s rules and said they would not be willing to participate in unethical conduct (2017: 97 percent). ƒ 88 percent said that their manager set a good example of ethical conduct. ƒ Almost 90 percent said they had been well informed by the company about appropriate conduct at work and felt prepared to handle ethically questionable situations responsibly. ƒ The clear majority of respondents stated that management sets a good example in ethical conduct. ƒ They identified weaknesses in the area of feedback culture. Some employees said they did not feel confident in expressing their opinion openly. The identified weaknesses were discussed in depth by the Board of Management and compiled into a set of measures. The aim of the measures: to reinforce the value-oriented compliance culture at the Group and to continue the mainly positive trend in the future. Among other things, the virtual reality program “Managing

Strategy Compliance 31 ƒ In view of the new requirements of a dynamic, agile and digital working world, we revised and supplemented our Guiding Prin- ciples in 2020. Numerous Group-wide measures enabled our employees to get a better understanding of the Guiding Princi- ple “Respect and Integrity”, for which Group Compliance is responsible. To this aim, we developed various training and communication measures – such as our Living Culture Day – which serve to describe risks, conflicts and compliance-related dilemma sand deal with them. ƒ We designed the Future of Leadership program with the goal of helping managers maintain integrity and efficiency while cop- ing with digitalization and an increasingly agile working world. The measures are designed and supervised by Group Compliance Management.

Strategy Political advocacy 33 Deutsche Telekom remains committed to preserving an open internet. Content and services will continue to be available online in accordance with the best effort principle. This means that data packets are processed on the internet without preferential treat- ment and forwarded in the best possible way. We are continuing to expand our infrastructure so that we can cope with rapidly increas- ing amounts of data traffic and facilitate innovation in our network. As a result, we are satisfying our customers’ growing demands and meeting the expectations of online content and application pro- viders, who want to be able to provide their services in high quality both now and in the future. Building on the best effort internet, we are developing an innova- tive network architecture – 5G networks – which can better and more flexibly meet the various transmission quality requirements of specific services. We thereby fulfill business and regulatory requirements and enable innovation in the services we offer on our networks. Content is not monitored, nor do we have any influence over user or provider content. When competing with other network operators, we will also continue to market services with guaran- teed quality features exclusively on a non-discriminatory basis. * The numbers for contributions to trade associations listed above mean “less than 5 million euros per year” (value may vary year-on- year; this is the maximum approximate value). Deutsche Telekom does not make contributions, grant advantages or give benefits of any kind, directly or indirectly, to political parties, political movements, or trade unions or their representatives or candidates, except as required by applicable laws and regulations. Our position on broadband – investment incentives are needed Having a high-performance, reliable and secure broadband infra- structure is the basis of success for all business sectors and is a key factor in making a business location attractive. Deutsche Telekom has been making considerable contributions for years by investing heavily in the infrastructure for mobile internet and the fixed-line network, in particular in our FTTH (fiber to the home) networks . We show more commitment than any other company to providing full-area coverage, including in rural areas. In order to drive network expansion, network operators in Germany need investment incentives, legal and regulatory planning security, and technological freedom of action. That enables them to respond flexibly to the circumstances of enterprises and house- holds and meet political, economic, and social requirements. This is the only way to fully harness the potential for cost-effective pri- vate network expansion using all available technologies. When it comes to areas where cost-effective broadband expansion is not possible, it is down to the public sector to ensure the gaps are plugged by providing technology- and supplier-neutral funding programs and exercising sound judgment. Legal frameworks and regulatory practice need to actively support private-sector invest- ment in new fiber-optic networks and prevent unnecessary finan- cial burdens and red tape for the network operators investing in networks. In view of the fact that the internet and telecommunications mar- kets are converging rapidly and in light of the growing market power of a few global internet players, the sector-specific regula- tion of telecommunications that has been pursued to date is creat- ing more and more of an imbalance. The same laws and regula- tions that apply to telecommunications companies also need to apply to internet companies providing the same services. The objective here must be to create equal competitive conditions and enable fair distribution of the financial burden involved in broad- band expansion. Our position on network neutrality – the internet should stay open As part of the EU Telecoms Package, regulations on the open inter- net were adopted and came into effect on April 30, 2016. The reg- ulations particularly address permitted traffic management and transparency requirements and limit commercial product and ser- vice differentiation on the internet.

Strategy Awards Awards 35 Award for climate protection along the supply chain Working on behalf of investors, the non-governmental organization CDP regularly assesses the climate protection activities of listed companies worldwide and compiles an index of leading compa- nies, referred to as the A List. In 2020, Deutsche Telekom featured in this list for the fifth time in a row. In 2017, we reported our ESG KPI “CDP supply chain coverage” for the first time. It shows the degree to which our procurement vol- ume from carbon-intensive suppliers is covered by the CDP Supply Chain Program. As part of the CDP supplier program, companies ask their key sup- pliers about their emissions and their climate strategy. We make use of this: In 2020, we invited 409 suppliers to participate in the CDP Supply Chain Program. They cover more than 80 percent of our procurement volume. 222 of these suppliers, who cover 70.2 percent of the procurement volume (2019: 63 percent), partici- pated. That means we have reached our goal of covering 70 per- cent of our carbon-intensive suppliers by 2020. Through our commitment to climate transparency in supply chains, we were already awarded a place in the „Supplier Engage- ment Leader Board“ in 2019. Awards for social commitment Heroes of the Crisis Deutsche Telekom and Deutsche Telekom Healthcare and Security Solutions were honored as “Heroes of the Crisis” by the F.A.Z. Insti- tute in September 2020. We were distinguished alongside other companies, institutions and individuals – for exemplary action and commitment during the coronavirus pandemic. „Comenius Award 2020“: Two medals for SCROLLER and „Teachtoday“ In April 2020, the first episodes of SCROLLER TV were launched on the #TAKEPART channel of our MagentaTV streaming service. This is a half-hour format for elementary school children that comple- ments our SCROLLER magazine and is being offered by our „Teachtoday“ initiative. Like the magazine, the aim of the TV format is also to promote creative, safe, and proficient media usage. In September 2020, Deutsche Telekom received two Comenius EduMedia Awards for its infotainment concept: SCROLLER maga- zine plus SCROLLER TV, and „Teachtoday“, each received the Comenius Medal, the most important European award for digital educational media. Stiftung Lesen” seal for SCROLLER Magazine In 2020, Stiftung Lesen, the German Reading Foundation, awarded its “Stiftung Lesen” seal of approval to our SCROLLER children’s magazine. In its summary, the foundation praised the magazine for its appealing and clear layout along with its overall good concept. Awards for our service TÜV quality seal for “tested cus- tomer satisfaction” For the sixth time in a row, TÜV Rheinland awarded our hotline, our technical service, and the Telekom Shops the “tested customer satisfaction” quality seal based on a representative survey. Some 2,550 customers in Germany were polled for the study. Deutsche Telekom received the rating “good”, with an average grade of 2.0 or better in each of the individual cat- egories. “Connect” hotline test: Fixed network 2020 Our broadband/fixed network hotlines were also distinguished by “Connect” magazine in 2020 – likewise in the categories of accessibility, waiting time, staff friendliness, and quality of statements. With 426 out of 500 points, “Connect” named Deutsche Telekom the test winner in the fall – for best customer service. “Connect” hotline test: Mobile communications 2020 Every year, “Connect” magazine tests the mobile hotlines of various providers and evaluates the cat- egories of accessibility, waiting time, staff friendli- ness, and quality of statements. In issue 5/2020, “Connect” praised Deutsche Telekom’s customer service as “very good.” The magazine certified us as having the best mobile hotline with 436 out of 500 points. “Connect” survey: Customer satisfaction – internet providers B2B 2020 In 2020, „Connect” and the Fachinstitut für Tech- nikthemen (FifT, Specialist Institute for Technology Issues) again surveyed business customers (1,618 in total) about various internet providers. The survey was conducted online in the categories of customer service, brand/ provider, network, and hardware and software (e.g., TV app). Deutsche Telekom emerged as the overall winner and impressed in particular in the network, brand/provider, and hardware and soft- ware categories.

Strategy Awards 37 Excellent reputation Two awards for best reputation Deutsche Telekom received double distinctions: The Group and its CEO Tim Höttges have the highest reputation among the 30 DAX companies. That’s the result of the reputation study by economic research institute Dr. Doeblin in December 2020. Dr. Doeblin surveyed around 1,000 people online from November to December 2020 to determine which DAX company has the highest reputation in Germany. Deutsche Telekom came out on top in the categories “financial solidity,” “dynamism,” and “solidarity with the German economic hub,” and was able to enhance its reputation in particular in the “likability,” “financial solidity,” and “attractive employer” criteria. Dr. Doeblin regularly surveys business journalists to identify which CEO from the 30 largest German companies has the best image. Timotheus Höttges received the top spot at the end of December 2020. The criteria used are “expertise and personality,” “strategic vision,” “open approach to the media,” and “likability.” Tim Höttges given the “Personality of the Year” award The „German Diversity Award“ was presented for the first time in 2020 by the BeyondGenderAgenda diversity initiative. Leading figures and companies that had shown outstanding commitment to diversity were recognized in eight categories. Tim Höttges received the prize for „Personality of the Year.“ The reasoning behind the jury’s decision: “Tim Höttges personally campaigns for diversity and inclusion. This culture also shapes Deutsche Telekom. 25 years ago, DT was predominantly German and male. Today, 26 percent of managers are women. In 2010, Deutsche Telekom was the first company listed on the German stock exchange to introduce a quota for women. In November 2020, it became the first DAX 30 company to have three women on its intercultural Board of Management.”

Economy Sustainable finance Our ambition: increase KPI As the basis of calculation is updated annually, year-on-year comparisons may be of limited value. (Source: Ipreo until 2016; from 2017 Nasdaq based on data of Thomson Reuters) Reporting against standards Task Force on Climate-related Financial Disclosures (TCFD) ƒ The most important key figures for measuring and managing climate- related opportunities and risks German Sustainability Code ƒ Criterion 1 (Strategy) ƒ Criterion 7 (Control) Sustainable investment at Deutsche Telekom We also apply our sustainability principles to the assets of the Telekom Pension Fund. Besides financial aspects, we have also been factoring in ecological and social principles, as well as guide- lines for good corporate governance since 2013 in selecting these investments. This encompasses: ƒ Targeted efforts to achieve the Sustainable Development Goals (SDGs) by exercising our rights to have a say in decisions as a shareholder ƒ General ban on all investments in companies that manufacture or do business with “controversial weapons” (e.g., anti-person- nel mines, cluster munitions, nuclear weapons, biological or chemical weapons) ƒ Ban on investments in companies that have repeatedly violated the principles of the UN Global Compact We pursue a best-in-class approach and therefore focus on invest- ments in companies that are the best in their sector in terms of sustainability performance. Our aim is to reconcile attractive profit expectations with sustainable values The sustainable capital investment strategy for the Deutsche Telekom Pension Fund received praise from experts in 2019, when we came second in the “ESG Implementation” category at the Institutional Assets Awards organized by the specialist publishing house of German newspaper Frankfurter Allgemeine Zeitung. The award recognizes successful investment strategies that have been implemented in a particularly coherent manner. 39 In 2020, portfolio institutionell, the medium for institutional capital investment, gave the Telekom Pension Fund two awards. In the reporting year we received the award for the “Best pension fund/ CTA” – already for the third time. The Telekom Pension Fund also took first place in the “Best sustainable investor” category for its sustainable capital investment. Since 2019, Deutsche Telekom’s capital investments (DT Trust) have also been geared toward ecological and social standards. The DT Trust is based on the criteria for Norway’s Government Pension Fund (“Norges”). Among other things, we exclude companies that violate human rights, manufacture certain weapons, or whose core business is considered harmful to the environment. We evaluate other sustainable and attractive financing models at regular intervals in close consultation with the Corporate Respon- sibility and Treasury units. EU Taxonomy To ensure that our reporting meets our stakeholders current requirements, we monitor and support the development of regula- tions at national, European, and global levels. Where required, we actively contribute to legislative activities through position papers and consultation contributions within the framework of interest groups and industry associations - for example, ETNO (European Telecommunications Network Operators Association) and econ- sense. One of the most critical, forward-looking European regula- tory initiatives of 2020 was adopting the so-called EU Taxonomy Regulation. The aim of the taxonomy: to create incentives for more sustainable investment strategies. The EU regulation aims to channel capital flows into sustainable economic activities. The EU taxonomy is to regulate which activi- ties are to be regarded as sustainable in this sense with an exten- sive catalogue of criteria, which will be published in the first quar- ter of 2021. As a critical element of the European Green Deal, the taxonomy intends to accelerate the shift towards an ecologically responsible economy. Substantially contribute To at least one of the six environmental objectives, as defined in the proposed regulation

Economy Sustainable finance 41 You can find out more about what Group Tax does, its principles, and its approach to responsible tax practices in this related docu- ment. Deutsche Telekom participates in initiatives intended to develop a comprehensive approach to determining and publishing mean- ingful information about tax payments by enterprises and groups. The aim is to give a full and differentiated view of the various con- tributions to the financing of the public domain that are made in connection with or otherwise result from enterprises and entrepre- neurial activities. In this context, Deutsche Telekom determines “Total Tax Contribution” for the main European Group companies in the telecommunications sector. This approach is explained in more detail in the attached document on Total Tax Contribution, which also contains the respective information relating to Deutsche Telekom. Deutsche Telekom also intends to determine and publish such information for the coming years. Tax strategy – Tax Compliance, Sustainable Tax Efficiency, Tax as Valued Business Partner In line with our tax policy guidelines, compliance with all applica- ble tax laws and regulations is the top priority for Group Tax. In this, we consider not only the letter of the law, but also its spirit, reason, and purpose, as well as its wider context. The Group Tax approach is therefore as follows: ƒ Determination of the relevant facts, the business, economic, financial, legal and other motivations and aspects ƒ Development of viable, practical, and robust solutions in cooperation with the other parties involved ƒ Formulation of sound tax analysis ƒ Documentation of the facts and the tax positions taken including the respective analysis qualifications, in particular regarding team building, include for example keynotes and workshops with respect to inter alia energy management, attitude, leadership as well as working environment, collaboration and communication. In the context of digitalization, special IT tools are increasingly being created for and by Group Tax to support the efficient docu- mentation of tax-relevant facts and compliance with tax obliga- tions as well as to create the best possible working environment for the tax authorities for tax audits. Accurately analyzing the tax situation and providing support to ensure the tax efficiency of issues and projects requires a precise and profound knowledge of the business, economic, and financial issues as well as their legal and other aspects and relevant general conditions. We therefore also focus on ensuring a general close- ness to the business units and to other relevant departments in the Group. To this end, special opportunities have been created in the Group Tax department in particular for short secondments and other opportunities for exchange, in addition to the other usual sources of information. Group Tax is involved in the decision-making process for all of the Group’s significant measures. In this context, the relevant facts are comprehensively determined and considered for the tax analysis. In the event of multiple suitable alternatives to achieve the same purpose, Group Tax will recommend the most tax-efficient option. Of course, tax aspects are not usually the deciding factor, rather the process weighs up all relevant aspects. To prepare for deci- sions, Group Tax works efficiently with all other departments involved. Tax analyses are carried out, for example, with respect to: ƒ the development of new and amendment of existing business, production, and sales models, the development of new markets ƒ Use of efficient processes to correctly comply with tax ƒ the acquisition and disposal of shares, business operations, declaration obligations entities, and groups of companies ƒ Engagement in a close, trust-based working relationship ƒ corporate restructurings and other restructuring measures, with the tax authorities as well as changes in the relevant internal processes A great deal of emphasis is placed on the professional and per- sonal qualifications of employees. Many Group Tax employees are qualified as tax advisors and/or lawyers, as well as having addi- tional relevant qualifications such as studies abroad or other aca- demic titles; the majority of them have a degree in business stud- ies or law. The regular training of employees is ensured by means of internal and external, regular and ad hoc seminars, meetings, conferences, and through other forms of knowledge sharing. Employees are involved in a wide range of relevant working groups and committees of industry associations to ensure that the latest topics and developments are addressed. Appropriate specializa- tion and coverage of special issues ensure the necessary specialist knowledge. Development measures not addressing the expert ƒ financings ƒ other relevant projects and transactions Our responsible approach to tax It is the aim of Group Tax to facilitate the business and value crea- tion in the Group as much as possible, not to hinder it, and to make a constructive contribution to the formulation of solutions and approaches that are as robust and practicable as possible from a tax perspective through a deep knowledge of the Group’s business activities and processes. Group Tax is committed to creating value for the shareholders of Deutsche Telekom by means of sustainable tax efficiency and by contributing to the joint success of the

Economy Sustainable finance 43 Total Tax Contribution With its participation in a survey carried out by PwC regarding the Total Tax Contribution, Deutsche Telekom supports an initiative of the European Business Tax Forum (EBTF) for the development and establishment of a comprehensive approach regarding the deter- mination and publication of information relating to enterprises with respect to tax. In this context Deutsche Telekom has taken the main European group companies in the telecommunications sec- tor into account. The figures were compiled for the first time by Deutsche Telekom in cooperation with PwC for the reporting year 2018. The corresponding figures have also been compiled for the reporting year 2019. The figures for 2019 are presented below. Deutsche Telekom intends to determine and publish such informa- tion also relating to subsequent years. Put simply, the Total Tax Contribution addresses the contributions as a whole to the financing of public domain that are made in con- nection with, or are a result of enterprises and entrepreneurial activities. In this respect not only are the taxes levied on the profit of the enterprise or group of companies taken into account, further taxes are also addressed, which can be quite substantial, in par- ticular also in the telecommunications sector. Moreover, the so-called “Taxes Borne” as well as so-called “Taxes Collected” are included in the approach in order to comprehensively visualize the financial weight of the enterprise and its activity for the public domain. For example, it also illustrates theaspects of employment and value-added through the presentation of wage taxes, social contributions and value-added taxes. As a consequence, a differ- entiated and therefore meaningful picture results regarding the positive financial impact on the public community in connection with the enterprise and its activity. In addition this approach can also show national differences in the tax frameworks. Further information regarding the EBTF as well as the PwC survey can be found at https://ebtforum.org/wp-content/ uploads/2019/12/Total-Tax-Contribution-A-study-of-the-largest- companies-in-the-EU-and-EFTA-Full-report.pdf and https://www. pwc.com/gx/en/services/tax/publications/total-tax-contribu- tion-framework.html. Under both links, explanations and details regarding the definition of the Total Tax Contribution are also given, for example with respect to the concepts of Taxes Collected and Taxes Borne and further breakdowns of the Total Tax Contribu- tion, as well as a presentation of the findings of the survey carried out by PwC. For 2019 in relation to Deutsche Telekom and for the included group companies (telecommunication sector, Europe, materiality) the Total Tax Contribution was 9.1 bn EUR, consisting of 2.6 bn EUR of Taxes Borne and 6.5 bn EUR of Taxes Collected. With respect to Germany the Total Tax Contribution was approx. 6.6 bn EUR, the Total Tax Contribution relating to all further material European tel- ecommunication group companies included in the study (except for Germany) combined amounted to approx. 2.5 bn EUR. The fol- lowing charts show the Total Tax Contribution of the group compa- nies addressed. Research and development As a future-oriented telecommunications business, we support and participate in ongoing research. We collaborate with various universities. For example, we established a professorship for soft- ware engineering (with a focus on blockchain) at the CODE Univer- sity of Applied Sciences in Berlin. We invest in various fields of research such as the Internet of Things (IoT). We invested a total of 33 million euros in research and development in the Group in 2020. We promote young and innovative business ideas: Start-ups benefit from our experience at our tech incubator hubraum. Click here to find out more about current hubraum projects.

Economy Suppliers 45 Sustainable Procurement ESG KPI The Sustainable Procurement ESG KPI remained on a stable level against the prior-year figure. The share of the procurement volume that has been risk-assessed momentarily amounts to 81 percent. Our aim to keep a coverage of at least 80 percent until 2020 was thereby achieved. As announced in the 2019 CR Report, we changed our sustainabil- ity performance metric for procurement in 2020 in order to meet the increasing requirements of our stakeholders. To this end, one of the steps we took was to define two new ESG KPIs: The “Procure- ment Volume Without CR Risk ESG KPI” and the “Order Volume Verified as Non-Critical ESG KPI”. The new KPIs replace the previ- ous KPIs “Sustainable purchasing” and “CR-qualified top 200 sup- pliers”. ESG KPI „CR-qualified TOP 200 suppliers“ The ESG KPI „CR-Qualified Top 200 Suppliers“ is an internal man- agement indicator which complements the ESG KPI “Sustainable Procurement”. While the ESG KPI “Sustainable Procurement” measures the share of procurement volume reviewed according to sustainability criteria, the KPI “CR-Qualified Top 200 Suppliers” reflects the share of suppliers from the Top 200 Suppliers pool. These are reviewed based on sustainability criteria according to Self-Assessments, Audits, Supplier Sustainability Workshops and Supplier Development Programs. The share of CR-qualified suppli- ers taken from the Top 200 pool amounts to 84 percent in 2020. Thus, our target to reach 75 percent by 2020 is exceeded. As announced in the 2019 CR Report, we changed our sustainabil- ity performance metric for procurement in 2020 in order to meet the increasing requirements of our stakeholders. To this end, one of the steps we took was to define two new ESG KPIs: The “Procure- ment Volume Without CR Risk ESG KPI” and the “Order Volume Verified as Non-Critical ESG KPI”. The new KPIs replace the previ- ous KPIs “Sustainable purchasing” and “CR-qualified top 200 sup- pliers”. We measure the degree to which our procurement volume is cov- ered by sustainable activities with the Sustainable Procurement ESG KPI. It measures the share of procurement volume we obtain from suppliers where one or several Group companies of the cor- porate group have been assessed for compliance with our social and environmental standards by way of self-assessments and/or audits. This also applies for audits carried out on subcontractors. In the coming years we expect our Sustainable Procurement ESG KPI to stay at a constant level. Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 412-1 (Human Rights Assessment) ƒ GRI 414-1 (Supplier Social Assessment) German Sustainability Code ƒ Criterion 1 (Strategy) ƒ Criterion 3 (Objectives) ƒ Criterion 4 (Depth of the Value Chain) ƒ Criterion 6 (Rules and Processes) ƒ Criterion 7 (Control) ƒ Criterion 17 (Human Rights) Global Compact ƒ Principle 5 (Abolition of child labor) Principle 1 (Support and respect for internationally proclaimed human rights) Principle 2 (No complicity in human rights abuses) European Federation of Financial Analysts Societies (EFFAS) ƒ V28-04 (Supply Chain) „Procurement Volume Without CR Risk“ ESG KPI As announced in the 2019 CR Report, we changed our sustainabil- ity performance metric for procurement in 2020 in order to meet the increasing requirements of our stakeholders. To this end, one of the steps we took was to define two new ESG KPIs: „Procurement Volume Without CR Risk“ and „Order Volume Verified as Non-Criti- cal“. The Procurement Volume Without CR Risk ESG KPI – for which the target is 95 percent by 2025 – measures the procure- ment volume from direct business partners on whom an estab- lished external service provider carried out checks in the reporting period for negative reports in the media and found no irregulari- ties. It also includes suppliers for whom irregularities were identi- fied, but where corresponding corrective action was taken. The share of this procurement volume subjected to a risk assessment amounted to 99.6 percent in 2020. The new KPIs replace the previous indicators “Sustainable pro- curement” and “Top 200 CR-qualified suppliers.”

Economy Suppliers 47 Due to Covid-19, we were not able to carry out all of the planned on-site reviews (> 100) of suppliers in 2020. If possible given the developments of the pandemic, we will catch up on these reviews in 2021. Number of reviews Number of findings Number of completed findings Social audits (by external audit firms) Mobile surveys * 76 13 EcoVadis (2014–2020) 353 CDP supply chain ** Total 222 664 665 248 - - - - - - - - * Mobile surveys with selected suppliers as a supplementary, innovative review method ** CDP’s supply chain program is used for direct suppliers with high emission intensity. Auditing procedures We focus our audit activities on strategically important and par- ticularly risky suppliers. They are routinely audited every two to three years. This group includes roughly 250 of our 20,000 or so active suppliers. Together, they cover around 80 percent of our procurement volume. These audits give us transparency about the risks in large parts of our supply chain. The majority of the audits are conducted within the scope of the Joint Audit Cooperation (JAC). The audits cover the following areas: ƒ Labor standards ƒ Social standards ƒ Living standards ƒ Environmental requirements The JAC Guidelines require, among other things, that our suppliers: ƒ Pay a fair wage that enables employees to enjoy a decent standard of living; ƒ Respect the right to freedom of association and collective bar- gaining, and provide a healthy, safe working environment and ƒ Do not exceed a 48-hour working week and a weekly maximum of twelve hours’ overtime, and grant at least one free day after six consecutive days of working. Compliance with all these requirements is reviewed regularly dur- ing our on-site audits. This also includes inspection of the features and quality of the working, sleeping, and cafeteria areas. Deutsche Telekom does not require its suppliers to obtain external environmental or social certification. But if suppliers cannot show any environmental and social responsibility certificates, we do expect equivalent management systems to be used. Our auditing Risk monitoring In Procurement, we work with a comprehensive supplier risk moni- toring scheme. subjecting our existing supplier basis to an extended risk analysis. In the first step, we assess the risks associ- ated with individual suppliers based on three criteria: ƒ Procurement volume ƒ Critical components ƒ Dependence on suppliers Depending on the classification, we then carry out either basic or active risk monitoring: ƒ Basic monitoring: An external auditing company evaluates all suppliers according to financial, CSR and compliance criteria, and gives them a score. ƒ Active risk monitoring: Suppliers exhibiting the greatest risk are also monitored with regard to other global risks (e.g., natural disasters, political risks). Our aim is to address deficits together with the supplier and take appropriate corrective action. Only if no solutions are possible do we have to cut ties with suppliers. 2020 supplier sustainability reviews (excl. T-Mobile US) In 2020, we conducted a total of 89 supplier reviews – 76 of which were on-site reviews (social audits) and 13 mobile surveys. 29 direct and 60 indirect suppliers were involved in the checks. For the on-site reviews,we let the supplier know the approximate time of our visit in advance (“semi-announced audit”). This is nec- essary to make sure that relevant contacts in key functions are present for the audit. The mobile surveys give our suppliers’ employees the opportunity to provide anonymous information about the social and ecological situation at their company. The surveys are primarily used to gain an initial impression of the local working conditions in order to then initiate further measures as needed, such as specific on-site reviews (social audits).

Economy Suppliers Area Findings at suppliers Initiated improvements Environment The factory did not identify opportunities/ measures to reduce greenhouse gas emissions and set reduction tar- get. Energy consumption related to greenhouse gas emis- sions is mainly due to the use of electricity and water. The company has set annual targets for electricity and water consumption and conducts monthly evaluations. Measures for energy saving and emission reduction have been elaborated. 49 Status (end of 2020) Closed According to documents reviewed and management interview, no systematic approach has been imple- mented to prevent pollution of stormwater runoff and illegal discharges and spills into the storm sewer. Implementation of a management system for stormwater and wastewater discharge and daily maintenance. Closed Business Ethics According to documentation reviewed and manage- ment interview, the facility did not have an adequate and effective process for monitoring, identifying, and ensuring compliance with applicable laws and business ethics regulations. A process for monitoring, identifying, evaluating, and ensuring compliance with business ethics laws and regu- lations was established. A list of business ethics laws and regulations and customer requirements has also been established. Closed Child Labour & Juvenile workers Despite an existing procedure for the protection of juve- nile workers that prohibits them from working overtime or night shifts, random sampling found juvenile workers working night shifts. It has been established that juvenile workers are given special protection (e.g., no night shifts or overtime). Closed Forced Labour None of the randomly sampled employment contracts contained information on working hours and compensa- tion. The employment contracts now require the signing of working hours and work compensation. Overtime work cannot exceed 36 hours, and hourly pay cannot be less than the local minimum wage standard. Closed Health and Safety Some of the chemicals were missing secondary contain- ments and valid safety labels (e.g., glue in the glue mix- ing rooms and ink in the packaging area). Secondary containments were installed in the packaging area and in the glue room, and valid safety labels for chemicals were attached. Closed Some emergency exits and evacuation routes were blocked. The emergency exits and evacuation routes have been cleared and can now be passed normally. Closed The production area of the assembly hall was not equipped with a fire alarm and emergency notification system. There was no evidence of regular technical maintenance of the fire alarm and warning system. Missing fire detection sensors installed. There was also a contract signed for fire alarm system maintenance with a nationally recognized company. Closed Working hours Workers‘ overtime hours exceeded legal requirement and their weekly working hours exceeded 60 hours. The workers‘ overtime hours are now in compliance with legal requirements. Closed Wages And Compensation During the audit, it was found that wage payments for workers were delayed. Wages of departed workers were also delayed. The date of salary payment has been adjusted in accord- ance with local law requirements. In addition, the leaving salary must now be paid within three working days. Closed

Economy Suppliers 51 Supplier Category Proportion of Spend % Number of Consolidated Suppliers Number of domestic subsi- diary suppliers Number of for- eign subsidiary suppliers Number of cri- tical subsidiary suppliers Number of risky subsidiary suppliers Building, facilities, furniture and rel. services Civil Works Consulting,contracting,temp. labour and service center Electrodomestic appliances Enduser communication techno- logy and equipment Energy, fuel, gas, water FinancialServices,insur,fees,inv estig,cert Fleet and travel Food and catering HR services, training and translation Information technology Logistics and mail Marketing, media, content, print, fairs Network capacity Network infrastructure Office equipment, office technolo- gy and stationery Service platforms Sim cards Tools and protection equipment Undefined/Undefined TOTAL 2,90% 14,40% 3,30% 0,00% 17,20% 2,80% 2,70% 0,90% 0,20% 0,80% 16,20% 1,20% 9,10% 11,00% 12,30% 0,20% 1,70% 0,10% 0,30% 2,70% 100% 2645 6122 1217 89 1320 220 776 534 282 2424 5516 587 4787 1801 2372 676 754 47 692 144 688 5504 333 21 504 94 195 196 46 1061 2154 258 2170 152 1099 390 341 45 314 82 2273 1625 976 73 1159 137 679 399 254 1639 4969 446 3183 2141 2157 382 576 25 462 66 147 390 62 80 107 12 54 31 27 164 434 42 318 136 201 46 70 4 42 12 1 1 0 0 0 0 1 2 0 6 9 0 4 1 3 0 2 0 0 0 Unique consolidated suppliers: 25149 Unique local/sub- sidiary suppliers: 31183 1810 20 In total with no regards to the corresponding category In total with no regards to the corresponding category Definitions and examples ƒ Consolidated supplier = Group level. ƒ Domestic subsidiary supplier = Subsidiaries of the corresponding company located in Germany. ƒ ƒ Consolidated suppliers are uniquely counted at group level; local suppliers are multiple counted in case of different business operations/locations. ƒ Critical supplier: compliance, finance and resilience risks Foreign subsidiary suppliers = Number of supplier subsidiaries which are located outside of Germany.

Economy Suppliers 53 When selecting suppliers and products, we review and evaluate the use of hazardous and conflict materials. The criteria were tested in 2020 as part of a pilot project and are to be applied in the future to the procurement of IT and network products. Reporting against standards Global Compact ƒ Principle 7 (Support a precautionary approach to environmental challenges) Principle 8 (Undertake initiatives to promote greater environmental responsibility) Principle 9 (Encourage the development and diffusion of environmentally friendly technologies) ƒ ƒ

Economy Sustainable and innovative products 55 Smart Innovation In this section, we will introduce some „Smart Innovation“ solu- tions. The associated business models are based on the most advanced technology and provide an immediate value-add for our customers. At the same time, these solutions are also making an ecological and/or social contribution to society. We are, for example, utilizing future-oriented and widely available technologies to make cities viable for the future and to develop solutions for social challenges. For this, we are relying on innova- tive NarrowBand IoT (NB-IoT) technology, with which we are pav- ing the way for the Internet of Things. NB-IoT devices have a large operating range and long battery service lives. Consequently, this technology provides the basis for many innovative uses that are both cost- and energy efficient. Particularly useful areas of appli- cation for NB-IoT are, for instance, smart parking, smart cities, smart meters, as well as transport and logistics solutions. One example is the networking of irrigation systems. In the field of smart parking, we are currently conducting two pilot projects in Hamburg and Pforzheim. The aim is to optimize traffic flows by providing parking spaces with sensors, thereby saving time and resources. End of 2020, NB-IoT was available in more than 6,000 cities and municipalities in Germany. Deutsche Telekom has rolled out NB-IoT in 10 countries. In most of them the countrywide rollout is completed: Germany, Greece, Croatia, Netherlands, Austria, Poland, Slovakia and the USA. #GoodMagenta and #GreenMagenta labels In 2019, we launched the “we care” label for more sustainable Deutsche Telekom products, services, and initiatives. Deutsche Telekom employees can suggest offerings that should receive the label. The suggestions are then reviewed by a committee of experts. To make our intense efforts toward achieving an increasingly sus- tainable business model even more clear, we changed this label in 2020 to #GoodMagenta and #GreenMagenta. The original idea of a separate label – to make our commitment more recognizable and create more transparency – remains the same. The compre- hensive process of awarding the label by a committee also remains. #GoodMagenta stands for more than 40 initiatives that promote media literacy and respectful cooperation, while #Green- Magenta demonstrates that we take climate change and its conse- quences seriously. As part of our sustainability program “We Care for Our Planet”, we address climate and resource protection along our value chain in a variety of ways. Accessible products and services Deutsche Telekom wants to make it easier for people with disabili- ties to have access to the knowledge and information society. To that end, we offer them specially tailored services. We also check our products for accessibility and modify them when necessary: One example from the reporting year is the Corona-Warn-App. In September 2020, we released an update that improves the app’s accessibility. Among other things, a note was added indicating that the app hotline supports Tess Relay services for the hearing impaired. The national companies also make a dedicated effort to make their services accessible to their customers. Further information is avail- able in the respective country profiles.

Economy Network expansion 57 Network expansion Our approach to infrastructural expansion Deutsche Telekom is Germany’s largest investor when it comes to expansion of the network infrastructure. We are continuously expanding our networks, increasing the efficiency of our network systems and further strengthening our role as a leader in network quality. We follow the coverage requirements of Bundesnetzagentur (BNetzA, Federal Network Agency) in expanding the mobile net- work. By the end of 2020, we provided almost 99 percent of households with LTE coverage. We will also continuously improve the coverage of traffic routes with bandwidths of 100 Mbit/s or 50 Mbit/s. At the same time, we began rolling out the new 5G mobile generation across the whole of Germany. Our goal: By the end of 2025, we will provide 5G coverage to 99 percent of the population. We have almost completed our FTTC (fiber to the curb) build-out in the fixed network. With our FTTH (fiber to the home) expansion, we are installing fiber-optic connections directly in customers’ homes. Our aim is to close gaps in the network in rural areas and provide urban centers with the high bandwidth they require. We want to continue this rollout efficiently and, to this end, are also participating in funding programs. Over the coming years, we will extend our FTTH expansion to reach an average of two million households each year. Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 203-1 (Indirect Economic Impacts) Progress in network expansion Part of our network strategy is to also systematically build out our mobile networks with 4G/LTE technology to increase transmission rates in all national companies. Thanks to investments in our 4G/ LTE network, our customers enjoy better network coverage with fast mobile broadband. In 2020, for example, we were already pro- viding approximately 98.7 percent of households in Germany with LTE coverage and 98 percent in Europe. Furthermore, more than 33 million households in Germany can already order a rate with up to 100 Mbit/s on our fixed network. This figure keeps growing daily. Our progress can be followed in our online expansion tracker. Updating and stabilizing the network architecture The migration of German fixed-network lines to Internet Protocol (IP) technology was completed by the end of 2020. A total of around 25.3 million fixed network customers now use IP-based lines. The fundamental aim is to operate our networks in the most stable and failure-free manner possible. Major events such as festivals and summits place the network under particular strain. We make sure, however, that voice calls and data are still transmitted in the quality our customers have come to expect by temporarily setting up extra mobile masts or laying additional fiber-optic cables. In the event of natural disasters such as floods, our Disaster Recovery Management team ensures those affected can quickly start com- municating again via the network. Rollout of the new 5G mobile generation We vigorously drove expansion of the new 5G mobile generation in 2020: Deutsche Telekom upgraded 000 antennas with 5G between January and December 2020. Residents in more than 4,700 cities and communities are already benefiting from this. Most of the antennas transmit on the 2.1 GHz frequency, both in large cities and in smaller communities and rural areas. And since the end of 2020, 5G is being transmitted on the 3.6 GHz frequency in 26 cities. That means Deutsche Telekom is providing particularly fast high-speed 5G in places where many people live in a confined

Economy Customer satisfaction 59 Customer satisfaction Our approach for top service quality “We strive to offer our customers impeccable service. That’s why our staff members are free to decide for themselves, based on the relevant circumstances, how to best help our customers and ensure they enjoy a positive experience. Our solution consists of devoting more time to customers, answering their queries on the spot and with a smile, and being there when they need us. In this way, we transform contact with customers into genuine client rela- tions. Always available – even in the crisis Since 2017, we have been able to cut the number of customer complaints in Germany by a total of 75 percent. Despite the COVID-19 pandemic, our service technicians were always there for our customers in the reporting year, switching and fixing lines. In 2020, we reduced the proportion of missed technician appoint- ments to less than one percent. Also in 2020, callers to our hotline had to wait less than two min- utes on average to speak with their service team member. The only difference: A total of 16,000 service employees worked from home due to the pandemic, providing customers with continuous and reliable support even during the lockdown. Customer service from the region for the region Following a pilot project in Frankfurt, we also set up “Regio- centers” in 2020 in Düsseldorf and Meschede. The teams at the Regiocenters address the needs of their regional customers. From in-house and technical customer service to field service – all the service expertise required is available locally. We automatically forward customers from a region to their Regio team, where they will find a solution to all their needs – mobile network, fixed net- work, service disruption, or a field service request – with no detours. Promoting skills We continuously provide our service employees with training on products and services. They can learn about and try out the latest solutions in specially equipped rooms at our service centers. We have also intensified our personal coaching by team leaders in everyday work. Knowledge databases also make it easier for our employees to deal with our customers’ requests even faster. The high quality of our services has been independently verified by numerous successes in tests. They show that we are on the right track. Improving contact and process quality We want to give all customers the best service experience. To meet that goal, several million responses from our customers are annually collected and analyzed by our quality management team. Customer satisfaction and resolving their request on first contact are our top priorities. Our surveys are conducted either directly after a contact (for example, via the hotline, in a shop, on a field service call, or after an online inquiry by email or chat) or a completed process (for exam- ple, after service provisioning). If a customer tells us in a survey that their request has not yet been resolved, a callback offer is made to clarify the request once and for all. The results of customer surveys are also used for internal training of our customer advisors. Regular test wins in comparison tests by leading trade journals corroborate the excellent quality of our customer service. Measuring customer retention and endorsement We use the TRI*M index to gauge customer retention and regularly participate in benchmarking. The recorded data is based on a customer survey conducted in all markets and segments (expect T-Mobile US). To measure the TRI*M value, customers are asked four standardized questions – for example, whether they would recommend Deutsche Telekom to others; their answers are com- piled in a key performance indicator. The TRI*M value for the Deutsche Telekom Group is calculated as an overall value from the individual measurement results of the countries or segments. The Group-wide TRI*M index was 72.2 points in the 2020 report- ing year, which constitutes a significant improvement compared to the benchmark value of 67.9 and means the Group exceeded the slight increase it had hoped for. All three operating segments - Germany, Europe, and TSI - contributed to the positive develop- ment with improvements in customer loyalty. At 66 points, the TRI*M index for Germany was significantly higher than the prior year (63.5) and is more than two points above the competition overall. We also increased the figure in the EU from 65.3 to 69.1, and in TSI from 82 to 89. That means we exceeded our goal of a slight increase. Our goal for 2021 is to achieve a further increase for the Group as a whole. Customer satisfaction and loyalty scores are factored into both the long-term variable remuneration scheme for our board members

Economy Consumer protection 61 Consumer protection Our approach to consumer protection Consumer protection is a multi-faceted topic at Deutsche Telekom. A core element is keeping our customers’ data safe and secure. Data protection and data security are therefore top priorities for us. Children and young people, in particular, need to be shielded from dangers online. That’s why protecting children and young people also plays a big part in what we do.We take youth protection aspects into consideration in our product and service design. When we develop services that are relevant in terms of youth pro- tection in Germany, we consult our youth protection officer for suggestions of restrictions or changes. We have appointed a child safety officer (CSO) at each of our national companies within the EU who is responsible for issues pertaining to the protection of minors. The CSO acts as a central contact for stakeholders from the community in the respective country and plays a key internal role in coordinating issues related to youth protection. We thereby strengthen Deutsche Telekom’s lasting and transparent commit- ment to protecting minors. Above and beyond this, we strive to ensure the safety of our net- work and mobile devices: We respond to the latest scientific research on mobile communications and health, and provide our customers with transparent updates in this regard. Our approach to protection of minors in the media We want to protect children and young people when using digital media. We pursue a three-pillar strategy to do this: ƒ We provide attractive, age-appropriate offers for children. We give parents and guardians filters that they can use to prevent minors from accessing harmful content. ƒ We participate in combating child abuse and its depiction to the extent that this is permitted within the national legal frame- work. ƒ We implement various measures to ensure that young people acquire media skills and can interact safely with online content. child pornography on the internet throughout the European Union. Dasselbe Ziel verfolgt auf globaler Ebene der Verband der Mobil- funk-Anbieter GSMA, dem wir seit 2008 angehören. To better coordinate our activities within the Group, we have been following binding general guidelines since 2013 for our activities to help protect minors from unsuitable media content, thereby setting new standards in our markets. In consideration of their par- ticular cultural situation and business model, each international subsidiary in the European Union can further specify these meas- ures and adopt additional measures to determine their own strate- gic focal points. Cooperation with organizations for the protection of minors Protecting minors from unsuitable media content poses a chal- lenge that affects many industries. We therefore work together with different organizations for the protection of minors and par- ticipate in coalitions that coordinate the involvement of companies and organizations from the internet and media sector. ƒ For example, we are a member of the “Alliance to better pro- tect minors online”, which has set out to make the internet a safer place for kids.. ƒ We have also taken a leading role in the “ICT Coalition for Chil- dren Online.” In this coalition, we pursue a comprehensive and cross-industry approach based on six principles that expressly includes helping young people learn media skills. In 2013, as part of both coalitions, we announced plans to imple- ment an EU-wide set of measures based on the principles of the ICT Coalition. We provide transparent and regular information on its implementation, most recently in 2019 in our ICT Coalition report. The ICT Coalition had first published an annual report in 2014 on the implementation of corresponding measures at all of the companies represented in the ICT coalition. This report was written by an independent expert from the Dublin Institute of Technology, and comes to the conclusion that Deutsche Telekom’s approach to implementing the ICT Coalition’s principles is exem- plary. We also collaborate closely with prosecuting authorities and NGOs as well as other partners from business, politics, and society to ban online content that is harmful to children and young people. We have anchored our commitment to protecting minors from unsuit- able media content in Germany in relevant codes and introduced minimum standards. In 2007, we committed ourselves to fighting Online Park – A social experience During the coronavirus pandemic, everyone is using the internet more – including children. In a social experiment, Telekom Roma- nia wanted to raise parental awareness about the risks their chil- dren are exposed to: The national company brought online dan- gers into the real world with the “Online Park”. Daunting online

Economy Consumer protection 63 In its statement, it concludes that the current threshold values for EMFs ensure that mobile communications technology can be used safely but that further research is required. In 2020, after evaluat- ing current scientific research, the ICNIRP once again confirmed the protection concept for EMFs, as they occur in mobile commu- nications. According to ICNIRP, the threshold values ensure com- prehensive protection for people and the environment. This also applies to frequency ranges used by 5G, because, like earlier net- work types, 5G requires high security standards. Safe operation of mobile communications technology in Germany is therefore ensured. Deutsche Telekom has made a commitment to actively address scientific research on mobile communications and health. We provide detailed information on our Group website on the latest technology and scientific risk assessments published by expert committees. In 2020, for instance, we updated our „Fakten zu Mobilfunk und Gesundheit” (“Facts about mobile communications and health”) brochure and our flyer, which contains answers to the 14 most important questions regarding mobile communications and health. In addition, we published explanatory videos in the reporting year – on issues such as threshold values, health protec- tion, and on our cooperation with municipalities when planning new sites. Together with the three other 5G licensees - Telefónica Germany, Vodafone, and 1&1 Drillisch - we provide support for Informationsz- entrum Mobilfunk (mobile communications information center). The portal provides scientific facts about basic issues relating to mobile communications, some of which are subject to controver- sial public debate – health and safety, technology and network build-out, environment and sustainability, and politics and legal questions. In 2020 the information center joined forces with the German Association of Towns and Municipalities (DStGB) and published two new brochures on „5G“ and „Information and dialog on network build-out“. Further information on this subject can be found under “CR facts”.

Economy Data protection and data security 65 Reviewing our products Data privacy and security play an important role that starts during the development of our products and services. Our Privacy and Security Assessment (PSA) procedure allows us to review the security of our systems in each step of the development process. This procedure applies to newly developed systems as well as existing systems that undergo changes in technology or in the way data is processed. We use a standardized procedure to document the data privacy and data security status of our products through- out their entire life cycle. Reporting against standards Sustainability Accounting Standards Board (SASB) ƒ Code TC-TL-220a.1 (Data Privacy) ƒ Code TC-TL-230a.2 (Data Security) Transparency report As a telecommunications company, we are legally obliged to assist security agencies. This includes, for example, monitoring and recording telecommunications connections of certain criminal suspects or providing information about subscriber s. International legal framework conditions differ considerably. In some countries it is illegal to disclose security measures, while in others surveillance is directly conducted by the authorities without the involvement of telecommunications companies.. You can find details of the different situations in the relevant countries on our website. Every year since 2014, Deutsche Telekom has published a trans- parency report for Germany; since 2016, we have also published an international transparency report. Here, we reveal the nature and extent of information we had to disclose to security authorities to the extent legally permitted. We consider it the responsibility of the authorities to ensure transparency regarding security meas- ures, a claim we also made in our ten-point program in 2015. Until state authorities meet our demands, we will strive to provide the necessary transparency ourselves to the extent legally possible. Reporting against standards Sustainability Accounting Standards Board (SASB) ƒ Code TC-TL-220a.4 (Data Privacy) Cybersecurity Effective July 1, 2020, we transitioned our Telekom Security unit into an independent company - Deutsche Telekom Security GmbH. This company with its many years’ experience in the Group’s inter- nal security processes also provides our customers with the per- fect security solutions along the entire value chain – from product development and applications through to secure, high-perfor- mance networks and high-security data centers. We want to enhance collaboration in the area of digital defense and therefore regularly host the Cyber Security Summit together with the Munich Security Conference. In addition, we collaborate with research institutes, industry part- ners, initiatives, standardization committees, public institutions, and other internet service providers on a global scale. Together, we want to fight cybercrime and improve online security. We collabo- rate, for example, with the German Federal Office for Information Security (BSI) throughout Germany and with the European Union Agency for Network and Information Security (ENISA) at a Euro- pean level. We also provide up-to-date information about all of our security and data protection activities on our Group website. Reporting against standards Sustainability Accounting Standards Board (SASB) ƒ Code TC-TL-230a.2 (Data Security)’ Our cybersecurity infrastructure Cyber Emergency Response Team We are always working to develop new ways to defend against attacks. We launched a Cyber Emergency Response Team (CERT) in the mid-1990s, which is responsible internationally for manag- ing security incidents for our information and network technolo- gies. Since then, we have continued to expand our activities in relation to cyberdefense, and promote more information and infor- mation sharing. Since 2020, our CERT has been officially certified according to the SIM3 standard (Security Incident Management Maturity Model). It is now one of only two German CSIRT (Com- puter Security Incident Response Team) / CERT organizations that comply with this standard. Cyber Defense Center The defense center of Deutsche Telekom Security GmbH is the largest integrated cyber defense and security operations center (SOC) in Europe, analyzing around one billion pieces of securi- ty-relevant data from 3,000 data sources, almost fully automati- cally. Our security specialists identify attacks in near real-time, defend against them, and analyze the approach adopted by the attackers. Up to 70 million attacks on Deutsche Telekom honeypot systems – traps deliberately set for attackers – are not uncommon nowadays. In addition, we are the only internet provider in Europe to actively tackle botnets (interconnected computers infected with malware) in the Deutsche Telekom AG network. This is how we protect our infrastructure, and hence also our customers’ data. Some 200 security experts work round the clock at the SOC in Bonn and its affiliated national and international locations. In the same way, we also provide other companies with our meas- ures to fight cyberattacks: More than 30 German DAX companies and SMEs employ our services for their own protection. Increasing connectivity and digitalization can also harbor risks, which is why we develop targeted measures for combating poten- tial new security risks and preventing some threats from even aris- ing in the first place. Reporting against standards Sustainability Accounting Standards Board (SASB) ƒ Code TC-TL-230a.2 (Data Security)

Economy Data protection and data security 67 Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 418-1 (Customer Privacy) Global Compact ƒ Principle 1 (Support and respect for internationally proclaimed human rights) IT encryption solution in 2016. It is a simple, free way to encrypt emails. The keys are generated on the user’s device. The user is the only person with access to them; they are not sent to the infra- structure operator. To use the encryption, users only need to install the software and identify themselves as part of a simple one-time process. We operate the infrastructure at a high-security data center. This product supports the federal government’s digital agenda. What’s more, we fulfill the requirements of the “Charta zur Stärkung der vertrauenswürdigen Kommunikation” (charter for the promotion of trustworthy communications), which was proposed and signed by representatives from the business and scientific communities as well as by political representatives. Other projects can be found in our CR facts. IT security & data protection A random sample of 50,000 Telekom employees are surveyed on the topics of data protection and IT security every two years. The findings of the survey are used, for example, to determine the Security Awareness Index (SAI) and the Data Protection Award indicator. The indicators help us to review the effectiveness of our measures in the areas of IT security and data protection. The data protection award indicator was last measured in 2020 and stood at 86 percent (without T-Mobile US). In the last survey in 2018, security awareness reached 80.3 (without T-Mobile US) of maxi- mum 100 points (which is higher than for all other companies in the benchmark). The Data Protection Award indicator measures the level of data protection within the units on a scale of 0 to 12. It is calculated based on what the employees said they thought, did and knew about data protection. The Security Awareness Index measures our employees percep- tion of IT security at Deutsche Telekom. The assessment is based on Deutsche Telekom employee answers on management aware- ness of the topic, the security culture, the influence of security requirements on their own work, and their personal responsibility for and attitudes towards IT security. The index includes a scale from 0 to 100 – the higher the value, the higher IT security is rated at Deutsche Telekom.

Economy Financial personnel indicators 69 Financial personnel indicators Revenue per employee In the year 2020, revenues per employee increased to EUR 452,000 groupwide – this represents an increase of about 20 per- cent. In Germany, the revenues per employee has increased by 5 per- cent. Outside Germany, revenues per employee increased by about 20 percent.You can find further information in the HR Fact- book. The development of this rate serves as a benchmark for company business. In the Group as a whole, the personnel expenses ratio in 2020 fell slightly compared with 2019. One driver for the 2.7 per- centage point improvement in the adjusted personnel expenses ratio in the Group is the significant increase in Group revenues. The disadvantage of the personnel cost ratio is that it ignores external personnel costs. Therefore the total workforce costs ratio is more meaningful for the management of personnel costs at Deutsche Telekom. HR EBITDA (Ratio) The so-called „HR EBITDA“ of Deutsche Telekom Group (without T-Mobile US) puts into ratio the calculated earnings per employee with the investments in training per employee. Personnel costs and personnel cost ratio By personnel costs we mean basic personnel costs (salaries) and incidental personnel expenses. The indicator is adjusted for special factors in conjunction with personnel restructuring meas- ures (individual downsizing instruments). The personnel cost ratio represents personnel costs as a proportion of revenue. Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 404-1 (Training and Education) ƒ GRI 404-2 (Training and Education) German Sustainability Code ƒ Criterion 16 (Qualifications) European Federation of Financial Analysts Societies (EFFAS) ƒ S02-02 (Training expenses per employee)

Environment Climate strategy 71 Climate strategy Climate strategy We are helping to mitigate climate change and contributing to compliance with the Paris Climate Agreement. In 2013, we adopted a Group-wide climate protection target for the first time: By 2020, we planned to reduce CO2e emissions by 20 percent compared to the base year 2008 (excluding T-Mobile US). We have achieved this target. Our current climate targets for the period after 2020 were adopted by the Board of Management in 2019 and their ambition level was raised in March 2021: ƒ By the end of 2021, we intend to source 100 percent of the electricity used by the Group from renewables (Scope 2). In Germany, we have already reached this goal by the end of 2020. ƒ By the end of 2025, we want to achieve climate neutrality in the company. To achieve this, we want to reduce our CO2 emis- sions by up to 95 percent compared to 2017 (Scope 1 and 2) and offset remaining emissions through suitable offsetting measures. In addition to switching to renewably sourced elec- tricity, we plan to achieve this especially by implementing energy efficiency measures. ƒ Over 80 percent of our CO2 footprint arises from the produc- tion and use of our products. We plan to achieve a 25 percent reduction per customer in these emissions by 2030 (versus 2017) (Scope 3, categories: goods and services acquired, capi- tal goods, use of sold products, rented or leased equipment). We maintain a close dialog with our suppliers in order to reduce the emissions generated during production and to ensure the products manufactured consume less energy dur- ing the utilization phase. ƒ From 2040, we want to be net-zero and leave no carbon foot- print across all three scopes. These targets were developed on the basis of the “Science Based Targets initiative” (SBTi). The SBTi officially confirmed in May 2019 that we are the third DAX-listed company to contribute toward implementing the Paris Climate Agreement through our climate protection targets. We have thus followed our national companies in the United States and Hungary, whose targets were already endorsed by SBTi in 2018 and at the start of 2019, respectively. Integrated climate strategy Our integrated climate strategy is based on four pillars: Emissions from the value chain, renewable energy, energy efficiency, and enablement: positive climate protection effects for our customers. We have defined objectives and/or key performance indicators for each of the four pillars. Emissions from the value chain We record all direct and indirect emissions using the globally rec- ognized “Greenhouse Gas (GHG)” Protocol. Most of our emissions are caused by the use of electricity. To reduce our emissions, our primary focus is on increasing the share of renewable energies in the electricity mix (see “Renewables”). We will also reduce emis- sions produced through the use of gas and oil, for instance. In addition, we will improve efficiency in areas with particularly high energy consumption, especially in our networks and data centers. This has already allowed us to reduce our emissions over the past few years – despite rapidly growing data volumes and the neces- sary network build-out. Indirect emissions from the upstream and downstream value chain (Scope 3 emissions) make up the largest share of our total emissions. We maintain a close dialog with our suppliers in order to reduce the emissions generated during pro- duction and to ensure the products manufactured consume less energy during the utilization phase. Renewable energy By the end of 2021, we will obtain all our electricity needs from renewable sources, and hence also convert the entire Deutsche Telekom network, across the entire gamut from mobile telecom- munications to the high-speed DSL network, to use electricity entirely from renewable sources. To that end, we aim to expand our own production and conclude power purchase agreements (PPAs). In 2020, a PPA was signed in Germany for the first time for a wind farm in Mecklenburg-Western Pomerania. We are currently draw- ing up a guide for the entire Deutsche Telekom Group, the purpose of which is to support our various national companies in choosing the ideal solution for their individual needs by providing informa- tion on the various options they have available for the purchase of green electricity.

Environment Climate strategy 73 Alignment with the recommendations of the TCFD The United Nations Climate Change Conference hosted in Paris in 2015 saw the launch of the “Task Force on Climate-related Finan- cial Disclosures” (TCFD), which sets out to develop voluntary, con- sistent climate-related financial risk disclosures. In 2017, the TCFD published specific recommendations for putting these disclosures into practice, which companies can use as a guideline to inform investors, lenders, insurers, and other interest groups about the risks climate change presents for their business model. Deutsche Telekom welcomes the aims behind the TCFD. Among the risks that climate change harbors, meteorological extremes are one we are already experiencing. This is having a direct effect on our stakeholders, e.g., our customers, suppliers, and employees. The risk is assessed in relation to the continuation of operations as part of risk management and is managed at an operational level in the business units. In addition, we evaluate internally how report- ing on climate-related financial risks and opportunities can be aligned with the recommendations of the “Task Force on Cli- mate-related Financial Disclosures” (TCFD). This should build on the existing approaches for strategy, controlling, and risk manage- ment. Reporting against standards Task Force on Climate-related Financial Disclosures (TCFD) ƒ The most important key figures for measuring and managing climate-re- lated opportunities and risks Reporting against standards Task Force on Climate-related Financial Disclosures (TCFD) ƒ The most important key figures for measuring and managing climate- related opportunities and risks

Environment Climate strategy Strategy 75 Disclosures Guidance Input a) Describe the climate- related risks and oppor- tunities the organizati- on has identified over the short, medium, and long term. ƒ Description of what they consider to be the relevant short, medium, and long-term time horizons. ƒ Taking into consideration the useful life of the organization’s assets or infrastructure and the fact that climate-related issues often manifest themselves over the medium and longer term. ƒ Description of the specific climate-related issues for each time horizon that could have a material financial impact on the organization. ƒ Description of the process used to determine which risks and opportunities could have a material financial impact on the organization. b) Describe the impact of climate-related risks and opportunities on the organization’s busi- nesses, strategy, and financial planning. ƒ What is the impact on the business and strategy in the following areas: ƒ products and services ƒ supply chain and/or value chain ƒ adaptation and mitigation activities ƒ investment in research and development ƒ operations (including types of operation and location of facilities). ƒ Description of ƒ how climate-related issues serve as an input to their financial planning process ƒ the time period(s) used ƒ how these risks and opportunities are prioritized. ƒ The impact on financial planning in the following areas: ƒ operating costs and revenues ƒ capital expenditure and capital allocation ƒ acquisitions or divestments ƒ access to capital. ƒ Description of climate-related scenarios, if they were used to inform the organization’s strategy and financial planning. ƒ ICT olutions have the potential to facilitate the transformation to a decarbonized society. DT is therefore participating in the studies of the GeSI (Global e-Sustainability Initiative) so as to systematically eva- luate potential. For more details, please refer to the latest issue of the study. ƒ We are currently evaluating internally how reporting on climate-rela- ted financial risks and opportunities can be aligned with the recom- mendations of the Task Force on Climate-related Financial Disclosures (TCFD). This is to be based on the existing approaches to strategy, controlling and risk management. ƒ In 2020, we held various workshops with experts from technology, purchasing, and strategy & risk management to define the main cli- mate-related opportunities and risks and to make an initial weighting. On the one hand, we considered the consequences for our business activities that could result from the physical effects of progressive cli- mate change. We also analyzed the impact of political, technological and social developments that could accompany the transition to a low-carbon economy. Further Details can be found in the CR-Report. ƒ Considerations of physical risks to network infrastructure, e.g. due to extreme weather, are part of our Business Continuity Management, Technical Planning and Telekom Security, as well as the regular plan- ning process for networking. ƒ Dialog is held with major suppliers on climate protection issues (e.g. Scope 3 emissions) and energy efficiency. Telekom was also repea- tedly included in the CDP A List. ƒ Several programs have been launched to improve energy efficiency at our sites and operations. ƒ As part of our „We Care for our Planet“ initiative, we have examined our value chain for opportunities relating to greater resource effici- ency and CO2 reduction. Ten key areas for action have been identified for future measures leading to a more sustainable company in general. ƒ As part of that program, the #GoodMagenta and #GreenMagenta label is awarded to products that have been approved by a com- mittee of internal experts. This label is intended to help customers to identify customer-facing examples in our sustainability program. ƒ The impact on our R&D budget follows the “win with partners approach”, using suppliers and especially start-ups to develop new innovative sustainable products and services in order to help our cus- tomers reduce their carbon emissions. ƒ Please note: We are currently evaluating internally how reporting on climate-related financial risks and opportunities can be aligned with the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). This is to be based on the existing approaches to strategy, controlling and risk management. c) Please note: We are currently evaluating internally how reporting on climate-related fi- nancial risks and oppor- tunities can be aligned with the recommenda- tions of the Task Force on Climate-related Financial Disclosures (TCFD). This is to be based on the existing approaches to strategy, controlling and risk management. ƒ Description of ƒ how resilient their strategies are to climate-related risks and opportunities (taking into consideration a transition to a lower-carbon economy consistent with a 2°C or lower scenario) and ƒ scenarios consistent with increased physical climate- related risks. ƒ Organizations should consider discussing: ƒ where they believe their strategies may be affected by climate-related risks and opportunities ƒ how their strategies might change to address such potential risks and opportunities and ƒ the climate-related scenarios and associated time horizon(s) considered. ƒ DT set a Science-Based Target that is consistent with a 1.5°C scenario (for Scope 1+2) and signed the UN Global Compact net zero pledge. ƒ We are currently evaluating internally how reporting on climate-rela- ted financial risks and opportunities can be aligned with the recom- mendations of the Task Force on Climate-related Financial Disclosures (TCFD). This will build on the existing approaches to strategy, control- ling and risk management. ƒ In 2020, we analyzed - initially as an example - 500 Deutsche Telekom AG sites in Germany with regard to their physical climate risks. The risk exposure for the respective sites was considered in two climate scenarios of the Intergovernmental Panel on Climate Change (IPCC): a business-as-usual scenario (RCP 4.5), in which the global temperature increase will be over two degrees, and a 4-degree scenario (RCP 8.5). Further details can be found here in the CR Report.

Environment Climate strategy Metrics and Targets Disclosures Guidance Input 77 a) Disclose the metrics used by the organization to assess climate- related risks and opportunities in line with its strategy and risk management process. b) Disclose Scope 1, Scope 2, and if appropriate, Scope 3 green- house gas (GHG) emissions, and the related risks. c) Describe the targets used by the organization to manage clima- te-related risks and opportunities and performance against targets. ƒ Key metrics used to measure and manage climate-rela- ƒ Key metrics used to measure and manage climate-related risks and opportunities are: ƒ Scope-1-3 emissions ƒ Share of renewable energy ƒ Energy consumption ƒ Energy Intensity KPI ƒ Carbon Intensity KPI ƒ Enablement Factor ƒ Furthermore, we calculate our sustainable revenue quota and continually analyze the sustainability benefits of our products. ƒ Historical emission data for all DT subsidies can be found in the CR- report’s interactive benchmarking tool. ƒ The achievement of individual goals and/or targets related to an area of responsibility for selected relevant functions is part of target related remuneration, as well as targets based on the ESG KPI „Socially Respon- sible Investment“ and the target „Listing of the T-Share in the sustainable indices/ratings“ which reflect climate change issues and the directly rela- ted CR KPIs „Energy Intensity“ and „Carbon Intensity“. ƒ The introduction of an internal price on carbon is currently being evaluated. ƒ Telekom annually discloses Scope 1-3 emissions in its CR Report and Annual Report. ƒ Scope 1 and 2 emissions are calculated in line with the GHG protocol. The Scope 3 emissions calculation is based on the GHG protocol. ƒ Carbon Intensity ratios are also published annually in the CR Report and Annual Report. It puts CO2 emissions in relation to the volume of data handled. ƒ Historical emission data for all DT subsidies can be found in the CR- report’s interactive benchmarking tool. ƒ DT’s climate emission targets can be found in the CR Report. ƒ Our targets based on energy efficiency are disclosed here. ƒ We also calculate the positive CO2 effects facilitated for our customers through the use of our products. ƒ Furthermore, we calculate our sustainable revenue quota and continually analyze the sustainability benefits of our products. ƒ We also publish targets for sustainable procurement here. ted risks and opportunities. ƒ Metrics on climate-related risks associated with water, energy, land use, and waste management (where rele- vant). ƒ Description of whether and how related performance metrics are incorporated into remuneration policies. ƒ Where relevant: ƒ the internal carbon price ƒ climate-related opportunity metrics (e.g. revenue from products and services designed for a lower-car- bon economy). ƒ Metrics for historical periods to allow for trend analysis ƒ Description of the methodologies used to calculate or estimate climate-related metrics (where not apparent). ƒ Scope 1 and Scope 2 emissions ƒ Scope 3 emissions and the related risks. ƒ Calculation of GHG emissions in line with the GHG Pro- tocol methodology to allow for aggregation and compa- rability across organizations and jurisdictions. ƒ As appropriate, related, generally accepted industry- specific GHG efficiency ratios. ƒ GHG emissions and associated metrics for historical periods to allow for trend analysis. ƒ Description of the methodologies used to calculate or estimate the metrics (where not apparent). ƒ Description of the key climate-related targets (e.g. those based on GHG emissions, water usage, energy usage, etc.) in line with anticipated regulatory requirements, market constraints, or other goals. ƒ Other goals may include: ƒ efficiency or financial goals ƒ financial loss tolerances ƒ GHG emissions avoided throughout the entire pro- duct life cycle ƒ net revenue goals for products and services designed for a lower-carbon economy. ƒ A description of the targets should include the following: ƒ a definition of the target as absolute or intensity based ƒ timeframes over which the target applies ƒ the base year from which progress is measured ƒ key performance indicators used to assess progress against targets. ƒ A description of the methodologies used to calculate targets and measures (where not apparent).

Environment Climate strategy 79 We also take possible consequences of climate change into account when planning our future business activities. For example, our network infrastructure is set up to be better protected from storm conditions, changes in temperature, and high winds. Financial risks Climate change also carries financial risks, whether from levies on CO2 emissions or an increase in energy costs. Our contribution to the mitigation of these risks includes measuring our own energy efficiency and developing measures for improvement. To prevent infrastructure failure due to extreme weather events, additional investment in a more robust infrastructure might be necessary. Prevention We also help our customers reduce their own carbon footprint, thus helping to mitigate climate change, by providing them with innovative solutions. Possible examples include projects in the area of sustainable urban development and mobility, and also a real-time solution for agriculture (“Precise Positioning”). It can be used, for instance, to correct GPS data that is often too inaccurate for agricultural purposes and transmit precise location data in real time – using 5G mobile technology. Our low-threshold, compara- tively inexpensive solution helps farmers deploy their machinery with greater precision to reduce emissions, dose fertilizer and seeds more accurately, and increase their yields. That way we can also make an indirect contribution to achieving the second sus- tainable development goal (SDG) of “zero hunger”. We also help our customers deal with the adverse effects of cli- mate change (adaptation). In the event of an imminent catastro- phe, our infrastructure can be used, for example, to send alerts via early warning apps. Reporting against standards Task Force on Climate-related Financial Disclosures (TCFD) ƒ The most important key figures for measuring and managing climate- related opportunities and risks

Environment Our environmental program 81 We use communication campaigns like “Sustainable with IoT” to inform our customers about sustainability issues: The campaign focuses on the potential of Internet of Things solutions for busi- ness and corporate customers to contribute to ecological sustain- ability. Our range of sustainable products and services will be fur- ther expanded in 2021. Implementation at the national companies We also offer a variety of sustainable products and services at our national companies: For example, T-Mobile Polska introduced a series of green products in 2020, including recycled mobile phones. In Romania, customers can rent routers and modems so that they can be reused after they are replaced. “Green rates” are offered by Maygar Telekom in Hungary and T-Mobile in the Nether- lands, among others. In 2020, we offered several Deutsche Telekom-branded products in sustainable packaging in Germany, including the Smart Speaker Mini and the MagentaTV Box. We also use sustainable product packaging for devices that we do not manufacture ourselves but source from third-party suppliers; by the end of 2022, we also want to use sustainable packaging for these third-party products. We are currently examining the sus- tainability of existing packaging as part of our quality audits. If our sustainability standards are not met, we will discuss this with the manufacturers. Some manufacturers do not yet fully meet our requirements, but have introduced promising plans for sustainable packaging. In 2020, more than 20 percent of all smartphones sold by Deutsche Telekom in the EU (as of Q4/2020) used sustainable packaging. Measuring progress with KPIs We measure our progress in expanding our sustainable product portfolio using various key performance indicators (KPIs), e.g., unit sales or revenue and gross profit for sustainable and refurbished equipment in the mobile and fixed-network segments. We also specify the ratio of sales from sustainable products to total sales of all devices. In addition, we collect KPIs on the collection of devices for recycling purposes and on the compensation of CO2 emissions through shipping with DHL GoGreen and tree planting campaigns. Sustainable product packaging We have set ourselves the goal of reducing packaging materials. From 2021, we want to use only sustainable product packaging for all newly launched Deutsche Telekom-branded products through- out the entire value chain. To that end, we have developed and defined appropriate sustainability criteria in a packaging guideline. This is part of our “Standard Design Specifications”, which also include requirements for product components and design. All product manufacturers must meet these criteria when developing Deutsche Telekom devices. In particular, we are eliminating plastic as a packaging material. We carried out a comprehensive analysis to examine the potential for replacing plastic. The result: In 2021, we expect to be able to save more than 60,000 square meters of plastic film in Germany - the size of nearly 8.5 soccer fields. By producing packaging based on demand, we have already been able to reduce paper consump- tion by 80 percent. By introducing a cardboard scrap/shredding machine, we have been able to lower the use of additional paper for filling material by a further 50 metric tons per year. We are also increasingly using PaperFoam, a biobased and biodegradable alternative to conventional packaging materials. PaperFoam is non-toxic, recyclable in paper recycling streams, and reduces the carbon footprint by up to 85 percent compared to other materials. Our “Standard Design Specifications” will also be applied in our national companies (with the exception of T-Mobile US) in the future. The new media receiver and router in the European hard- ware portfolio already complies with the specifications and has a sustainable design and packaging. We also want to make logistics more sustainable and optimize parcel packaging, for example. To that end, we are involved in internal dialog with our international companies, and are developing innovative concepts. Paper-free and low-paper work Running a large company like Deutsche Telekom involves high paper consumption. We have gradually been reducing our paper consumption for several years. With the Paperless Office project, we aim to completely eliminate paper by 2025. Given the immense paper consumption of around 4,000 metric tons currently at our German locations alone, and the large num- ber of processes that require paper, it is a very ambitious goal to achieve a paperless Deutsche Telekom. To minimize our consump- tion, we implemented various measures in Germany in 2020: ƒ Correspondence with our millions of customers is one of the biggest levers for saving paper. Thanks to online billing and increasingly digital communication, we sent out around 28 mil- lion fewer items in 2020 than in 2019. ƒ In our shops, paper bags were replaced by bags made from recycled PET bottles. ƒ By reducing paper bags, “thank-you folders” and other paper materials, we saved 75 metric tons of paper. ƒ Our internal HR processes are also being gradually digitalized: salary statements, sick notes, etc. can be retrieved and submit- ted digitally. This saved around 25 metric tons of paper in 2020. ƒ We are also raising awareness among our employees to print less. Flipcharts, notebooks and the like are also increasingly being shifted to digital alternatives. ƒ Until we reach our target, we will obtain our paper from sustainable sources and use certified paper.

Environment Our environmental program 83 Reducing T-Systems’ own carbon footprint T-Systems aims to consistently lower its own CO2 emissions. To that end, a baseline was established and the largest emissions sources were identified. Further analyses followed, including impact assessments for products and the inclusion of waste. These will identify areas that present particular potential for reducing the ecological footprint. Reducing CO2 in operations The Group-wide conversion of all our own buildings to renewable energy by the end of 2021 does of course also include the T-Systems data centers. We are also gradually making the data centers more energy-efficient and sustainable, for example, with the aid of innovative technologies, photovoltaic systems, and artificial intelligence. At T-Systems’ largest office location in Lein- felden-Echterdingen, a pilot project is currently underway to expand it into a sustainable development site. This will produce findings for other T-Systems sites. Raising employee awareness Employees also play an important role in improving our carbon footprint at T-Systems. In this connection, we are reducing travel and making increasing use of digital meetings – and will continue to do so even after the coronavirus pandemic. T-Systems is also raising employee awareness for thinking and acting sustainably (e.g., by taking part in sustainability-related workshops or through tips on saving electricity). The goal is to establish the sustainable mindset and corporate culture among employees in all T-Systems countries and production sites. International activities at T-Systems The Mill Park building at IT Services Hungary in Budapest received LEED certification in 2020 and uses around 25 percent less energy than traditional office buildings. Employees at T-Systems Mexico can bring their private waste to the company for recycling. In 2020, this helped recycle around 60 metric tons of PET bottles, paper, and cans. In addition, laptops were donated and ener- gy-saving measures implemented in T-Systems’ office buildings in 2020. In Spain, a new SmartCity platform was introduced that includes services such as air monitoring, lighting, and energy effi- ciency in buildings. More information on the topic of green IT at Deutsche Telekom can be found here. Around 500 rapid charging stations are planned over the next three years. They are not part of the existing telecommunications infrastructure and will be set up at Deutsche Telekom locations with medium-voltage installations, which give users up to 150 kW of power. This enables charging for an approximately 100-kilome- ter range in just ten minutes. We also offer installation and main- tenance services for wall boxes/wall charging stations (44 kW) for business customers. Some of them are also provided and operated by Comfort Charge. E-mobility is also being promoted at our national companies: in Croatia, for example, a digital charging service for electric vehicles via app has been offered since July 2020. Charging columns have been installed in front of the T-Systems Netherlands building in Utrecht. We measure our activities to promote greener mobility at Deutsche Telekom using various KPIs, which we reported for the first time in 2020. ƒ Amount of standard e-charging stations (AC) | standard chargers ƒ Amount of high-power e-charging stations (DC) | fast chargers ƒ Enabling: Saved CO2 emissions per customer in Germany In the reporting year, we provided a total of 569 e-mobility rapid charging stations and 1,542 standard charging stations. Ecological sustainability program at T-Systems As part of the Deutsche Telekom Group, T-Systems has also com- mitted itself to the Group-wide climate targets and integrated sus- tainability into its strategy, setting up its own program to support the Group goals. The fundamental areas and goals are: Enablement of our customers T-Systems wants to increasingly identify sustainability aspects and present them transparently to customers so that they can take them into account in their purchasing decisions. For example, to determine the carbon footprint of its products, T-Systems uses an impact measurement approach that also includes social and eco- nomic factors. It looks at the entire value chain. An important fac- tor in impact measurement are the positive CO2 effects produced for our customers through the use of T-Systems’ ICT products.

Environment Employee initiatives 85 ƒ Deutsche Telekom IT RUS and T-Systems RUS (Russia): The “Think Green” community with a core team of seven employ- ees is committed to reducing plastic, recycling, and promoting a “green corporate culture”. ƒ Employee communities are also active or in the process of being established at other national companies such as T-Mobile Czech Republic, Hrvatski Telekom (Croatia), Magenta Austria, T-Systems Limited (United Kingdom), Crnogorski Telekom (Montenegro), and Telekom Romania. To find out more about the involvement of their employees and corporate responsibility in our national companies, please visit the relevant profiles. management. Once an initiative and budget have been approved, the board of management initiates the implementation. There are now commissions on waste reduction and mobility. Both commis- sions contribute to meeting the goals of the T-Systems CR strat- egy. IT Services Hungary (Hungary) At IT-Services Hungary, the “ITSH Environmentally Conscious Club” community aims to raise awareness among employees in order to reduce electricity, water and paper consumption, and pro- mote more effective use of the vehicle fleet and waste recycling. In addition, IT-Services Hungary is currently in the process of establishing an internal environmental network to make it easier for employees to connect with their colleagues regarding environ- mental concerns and ideas. OTE Group (Greece) The “Green Ambassadors”, a team of employee volunteers, were established in 2019. Ten members of the Corporate Communica- tions Department work to create a green culture, inspire OTE Group employees, collect ideas and provide information about projects such as #ZEROPLASTIC and recycling programs. Since 2019, more than 2,000 employees from nine departments have undergone 75 training sessions on #ZEROPLASTIC and recycling programs. Magyar Telekom (Hungary) Magyar Telekom was the first company in Hungary to introduce the “Community Solar Project” in 2019. As part of the project, 100 Magyar Telekom employees could rent a solar panel from the com- pany for one year. As a reward for their contribution to Deutsche Telekom’s climate protection activities, the donors received bene- fits such as an additional day off. The solar modules were installed on our training building; the energy generated is used on site. The panels cover a quarter of the building’s energy consumption. The project was continued in 2020: Within a record time of about 38 minutes, all the solar panels had been rented. Other national companies committed to a more sustainable corpo- rate culture include: ƒ T-Systems Singapore: Similar to the Green Pioneers in Ger- many, there are 20 change agents in Singapore dedicated to sustainability. ƒ T-Systems Mexico: The “Count on Me Committee” in Mexico, with around 20 active members and 100 temporary support- ers, organizes long-term, sustainable projects that provide solutions to various social problems thanks to the employees involved and their links to NGOs. ƒ DTSE Europe: The DTSE Green Pioneers team motivates employees to participate in environmental activities (e.g., volunteering, workshops, etc.) and identifies opportunities for sustainable improvements within the company.

Environment CO2e emissions 87 Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 305-4 (Emissions) Task Force on Climate-related Financial Disclosures (TCFD) ƒ The most important key figures for measuring and managing climate- related opportunities and risks German Sustainability Code ƒ Criterion 13 (Climate-Relevant Emissions) We are currently examining various factors that will have an impact on our future energy consumption – and hence also on our emissions. The widespread introduction of the Internet Protocol (all-IP), for example, will reduce consumption. The switch to the new mobile communications standard 5G, wider network cover- age, and higher-quality fixed lines are expected to result in increases. Global Compact ƒ Principle 7 (Support a precautionary approach to environmental challenges) Principle 8 (Undertake initiatives to promote greater environmental responsibility) ƒ Data assured by PwC. For detailed assurance comments see „DT Group in Germany“ and „T-Mobile US“. European Federation of Financial Analysts Societies (EFFAS) ƒ E02-01 (Greenhouse gas emissions Scope 1-3) Total CO2e emissions (Scopes 1 to 3) We present our Scope 1 to 3 greenhouse gas emissions uniformly so that they can be compared with each other. To that end, emissions are converted into metric kilotons of CO2 equivalents (CO2e). We also break down emissions along our value chain. This gives us an overview of where most of the emissions are produced in our value chain. The successful business combination of T-Mobile US and Sprint to form the larger T-Mobile US had an impact on the environmental data of the Deutsche Telekom Group as a whole - both on absolute energy consumption and the resulting emissions. In 2020, mar- ket-based Scope 1 and 2 emissions throughout the Group amounted to around 2.5 million metric tons of CO2e, up more than 40 percent compared with last year. Without the merger with Sprint, emissions would have decreased by 11.5 per cent to 1.6 mil- lion tonnes CO2e. You can find out more about the business combi- nation in our current annual report for 2020. In 2020, Scope 3 emissions also increased compared to last year – by 8.3 percent to around 13.9 million metric tons of CO2e. Most of these emissions resulted from the manufacture of products and components (in particular devices and network technology), and from the use of our products and services (for example, sold or rented fixed-line and mobile phones, routers, and media receivers) by our customers. We also include emissions resulting from the use of our services by our customers’ own devices, such as laptops or televisions. Emissions from the manufacture and transportation of technology required for establishing our networks are also taken into account.

Environment CO2e emissions 89 Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 305-1 (Emissions) ƒ GRI 305-2 (Emissions) Task Force on Climate-related Financial Disclosures (TCFD) ƒ The most important key figures for measuring and managing climate- related opportunities and risks German Sustainability Code ƒ Criterion 11 (Usage of Natural Resources) ƒ Criterion 12 (Resource Management) ƒ Criterion 13 (Climate-Relevant Emissions) Global Compact ƒ Principle 7 (Support a precautionary approach to environmental challenges) Principle 8 (Undertake initiatives to promote greater environmental responsibility) ƒ E02-01 (Greenhouse gas emissions Scope 1-3) European Federation of Financial Analysts Societies (EFFAS) ƒ Total CO2e emissions (Scope 3) Deutsche Telekom Group The majority of our total emissions can be classified as Scope 3 emissions. Scope 3 emissions are all emissions from the upstream and downstream value chain, which are generated in the supply chain, by business travel, commuter traffic („upstream“) or at the customers premises by the use of products and services („down- stream“). Their recording is based on the globally recognized „Greenhouse Gas (GHG)“ protocol. The graph shows Scope 3 emissions from 2018-2020, classified by emission sources. Upstream emissions accounted for around 59 percent of Scope 3 emissions in 2020, while downstream emissions accounted for around 41 percent. The basic data used to calculate Scope 3 emissions are reported in the key figure tool. You will find more information on recording Scope 3 emissions along the value chain here. Total CO2e emissions (Scope 3) Deutsche Telekom EU* The majority of our total emissions can be classified as Scope 3 emissions. Scope 3 emissions are all emissions from the upstream and downstream value chain, which are generated in the supply chain, by business travel, commuter traffic („upstream“) or at the customers premises by the use of products and services („down- stream“). Their recording is based on the globally recognized „Greenhouse Gas (GHG)“ protocol. The graph shows Scope 3 emissions from 2018-2020, classified by emission sources. Upstream emissions accounted for around 39 percent of Scope 3 emissions in 2020, while downstream emis- sions accounted for around 61 percent. The basic data used to cal- culate Scope 3 emissions are reported in the key figure tool. You will find more information on recording Scope 3 emissions along the value chain here.

Environment Enablement Factor 91 Enablement Factor Enablement factor: Customers saving on CO2 emissions We enable our customers to reduce their emissions through our products and solutions. The enablement factor gives us the ratio between this savings potential for our customers and our own car- bon footprint, allowing us to assess our overall performance – both positive and negative – when it comes to climate protection. Since 2014, we have examined the savings potential for various products on the user side; we carried out 18 such assessments in 2020. Added to those from the previous year, we included emis- sion reductions from the installation of wall boxes. We identified the greatest potential in web and video conferencing, and in mobility. Other savings potential lies with cloud computing, which enables our customers to reduce their CO2 emissions by using our cloud services and outsourcing their existing infrastructure to our efficient data centers. Better servers, more energy-efficient data centers, and higher infrastructure capacity utilization can thus cut energy consumption and the associated emissions by up to 80 percent. ESG KPI Enablement factor for DT Group in Germany We use the “Enablement Factor” to measure our overall perfor- mance in climate protection. According to this, in 2020 in Ger- many the positive CO2 effects enabled by our customers were 605 percent higher than our own CO2 emissions (enablement factor of 7.05 to 1). The positive CO2 effects facilitated for our customers through the use of our products and solutions rose from 13.9 to 35.8 million tons in 2020. With the ESG KPI “Enablement factor” we calculate the positive CO2 effects that arise on the customer side through the use of our products. Our ambition: increase KPI Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 305-5 (Emissions) Task Force on Climate-related Financial Disclosures (TCFD) ƒ The most important key figures for measuring and managing climate-re- lated opportunities and risks German Sustainability Code ƒ Criterion 13 (Climate-Relevant Emissions)

Environment Energy consumption & efficiency 93 Energy consumption & efficiency In addition, SIF not only supports the development of solutions lie these; it also certifies them. In 2020, it recognized a solution used by Deutsche Telekom and its partner Cloud&Heat to cool servers using an innovative water cooling system. Energy intensity ESG KPI Deutsche Telekom Group Since 2016, we have reported on the Energy Intensity ESG KPI. In contrast to the existing Energy Consumption ESG KPI, the new ESG KPI shows energy consumption in proportion to the transmit- ted data volumes. Using data volume as a reference parameter makes it possible to create a direct link to the performance of our networks. Our ambition: decrease KPI Data assured by PwC. Data is partly based on estimates, assumptions and projections. The ESG KPI figure also takes into account total energy consump- tion for all energy sources – fuel, gas, district heating and electric- ity. The data volume is composed of the transmitted IP data vol- umes (including Voice over IP, Internet, IP-TV). Our approach to energy-efficient networks We operate our own fixed-line and mobile networks in Europe and the United States. The majority of our energy requirements come from operating this network infrastructure. To handle growing amounts of data and improve the speed and quality of data trans- mission, we continuously increase the capacity and performance of our networks. To ensure that our energy consumption grows much less than the amounts of data transmitted, we are pursuing various approaches: ƒ We are updating our network infrastructure, e.g., by migrating the fixed network to IP technology and removing equipment we no longer need, such as 3G antennas. The 3G network will be switched off on June 30, 2021. ƒ We have established specifications and requirements that firmly anchor energy efficiency in the architecture and design phase when selecting new technologies. ƒ We use more energy-efficient technology for our networks. This also applies to the lighting, monitoring and, above all, cooling of our plants. ƒ The energy management practices of our internal energy service provider Power & Air Solutions have been ISO 50001 certified since 2013. ƒ In 2020, we published an energy guideline applicable through- out the Group. It helps our national companies implement our Climate Protection Strategy 2030. The guideline compiles selected measures and proposed solutions for better energy efficiency, including operational energy-saving functions, optimized energy management, decommissioning of legacy systems, and/or the use of more energy-efficient technologies. By systematically reducing how much electricity our technology consumes, we were able to save around 137 GWh in Germany in 2020 with our cross-departmental Telekom Technik project. That corresponds to the annual consumption of about 34,000 four- person households. In 2020, we joined the Solar Impulse Foundation (SIF) 1000+ Solutions Alliance. The aim of the SIF is to identify more than 1,000 solutions that tackle environmental problems – especially as a result of climate change. For Deutsche Telekom, the focus is on developing technologies for the ICT industry that have a positive impact on reducing CO2 emissions, on energy management and energy efficiency, and on collecting and recycling digital devices.

Environment Energy consumption & efficiency 95 Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 302-1 (Energy) ƒ GRI 307-1 (Environmental Compliance) Task Force on Climate-related Financial Disclosures (TCFD) ƒ The most important key figures for measuring and managing climate- related opportunities and risks Sustainability Accounting Standards Board (SASB) ƒ Code TC-TL-130a.1 (Environmental Footprint of Operations) ƒ Reporting against standards German Sustainability Code ƒ Criterion 3 (Objectives) ƒ Criterion 11 (Usage of Natural Resources) ƒ Criterion 12 (Resource Management) Global Compact ƒ Principle 7 (Support a precautionary approach to environmental chal- lenges) Principle 8 (Undertake initiatives to promote greater environmental responsibility) German Sustainability Code ƒ Criterion 11 (Usage of Natural Resources) European Federation of Financial Analysts Societies (EFFAS) ƒ E16-05 (Alternative energy consumption) Global Compact ƒ Principle 7 (Support a precautionary approach to environmental challenges) Principle 8 (Undertake initiatives to promote greater environmental responsibility) ƒ European Federation of Financial Analysts Societies (EFFAS) ƒ E01-01 (Energy consumption, total) Decoupling Power Consumption and CO2 Emissions Deutsche Telekom was able to reduce the emissions generated by its electricity consumption to zero from 2008 to 2012 by purchas- ing RECS certificates (Renewable Energy Certificate System). However, we feel that these certificates have not had as positive an impact on the environment as we had hoped. Demand for cer- tificates was generally limited. As a result, RECS certificates do not make a noticeable contribution to encouraging the expansion of renewable energy sources. That is why we feel it makes more sense both in terms of ecological and economic aspects to invest in reducing our energy consumption and increasing our energy efficiency than to purchase RECS certificates. We are also increas- ingly purchasing electricity from renewable energies. Energy efficiency in buildings The goal of our energy management in Germany is to minimize the energy requirements of buildings. We continuously monitor con- sumption values and use this data to identify potential for improv- ing efficiency. Achieving this goal includes using the following measures: ƒ Through innovative location and office concepts, we improve space utilization in our buildings and hence reduce space requirements. We lease space that is no longer needed to avoid vacancies and save energy. ƒ To identify anomalies in energy consumption, we use specific indicators such as “kilowatt hours per square meter” to com- pare similar facilities. In addition, we analyze the course of energy consumption (load profile) of individual buildings. ƒ We use communication measures to raise awareness of energy consumption among our employees and motivate them to be energy-conscious at the workplace. ƒ We pay attention to energy efficiency during construction and renovation work on a building’s exterior. The Deutsche Telekom subsidiary Power & Air Solution Manage- ment GmbH (PASM) procures energy for the Deutsche Telekom Group companies in Germany. Its energy management system is certified as per the ISO 50001 international standard. In addition, Deutsche Telekom’s office buildings undergo an energy audit according to DIN standard 16247 every four years. Heating and hot water We regularly assess the need for repairs at our properties and con- duct profitability analyses to further reduce consumption, concen- trating on necessary and economically viable measures, such as: ƒ Energy optimization of heating systems (e.g., by replacing old burner technologies) ƒ Updating heat generators and related hydraulic components (such as pumps and valves)

Environment Energy consumption & efficiency 97 Reporting against standards Sustainability Accounting Standards Board (SASB) ƒ Code TC-TL-130a.1 (Environmental Footprint of Operations) Compliance with the EU Code of Conduct for Energy Efficiency in Data Centers The European Union (EU) introduced the “EU Code of Conduct for Energy Efficiency in Data Centers” in 2008. Its goal is to motivate operators and owners of data centers to reduce energy consump- tion and hence the negative impact on the environment, the econ- omy, and energy supply security. Companies can join this volun- tary initiative, which T-Systems did in 2014. The related EU Com- mission page provides transparent, detailed information about the participation of individual data centers. The T-Systems data centers are currently undergoing a transfor- mation as part of the “DC11@2018” consolidation program. The program involves consolidating data center capacity in FMO (Future Mode of Operation) data centers using the latest, signifi- cantly more energy-efficient IT technology. We currently operate a total of 14 FMO twin-core data centers in Europe at seven FMO twin-core sites – eight internally and six externally – in addition to five local customer-specific data centers. At the end of 2020, seven of our eight internal European FMO data centers and one external FMO twin-core data centers were listed in the EU Code of Conduct. By taking part in this EU Code of Conduct, T-Systems meets what is expected to be an important criterion of the new regulatory initiative for sustainable business activities (EU Taxon- omy). You can learn more about our commitment to the EU Taxon- omy here.

Environment Renewable energy 99 Reporting against standards Task Force on Climate-related Financial Disclosures (TCFD) ƒ The most important key figures for measuring and managing climate- related opportunities and risks Sustainability Accounting Standards Board (SASB) ƒ Code TC-TL-130a.1 (Environmental Footprint of Operations) Renewable energy in the Group We are committed to increasing our reliance on renewable energy throughout the Group. To this end all European national companies can also purchase renewable energy certificates if needed. We use the “Renewable Energies” ESG KPI to measure our pro- gress. It is calculated based on the share of renewable energy in total electricity consumption, and is compared here to the share of renewable energy in the national energy mix (country mix)a) for all national companies. Renewable energy in the national companies In the reporting period, the share of renewable energy at our national companies was an average of almost 30 percentage points above the respective country mixa). In determining the amount, the national companies can also include certificates (guarantees of origin) and power purchase agreements (PPAs) for electricity obtained from renewable energy. Our national companies in Germany, Greece, India, the Nether- lands, Russia, Spain and Hungary are already pioneers in this field: They cover 100 percent of their electricity needs with renewable energies. Deutsche Telekom in Germany purchases its electricity as part of a green tariff. Around 60 percent comes directly from renewable energies. The rest is covered by guarantees of origin, power purchase agreements (PPAs), and a small proportion by in-house generation. T-Mobile US intends to reach our Group target primarily with wind power, but with solar energy as well. To that end, the American national company has concluded long-term contracts (12-15 years) with wind and solar farm operators, Which gives the power producers security of investment. As a result, five wind farms and three solar farms in the U.S. already feed their energy into the grid or will do so by 2021. Reporting against standards Task Force on Climate-related Financial Disclosures (TCFD) ƒ The most important key figures for measuring and managing climate- related opportunities and risks

Environment Mobility 101 is made by the mineral oil manufacturers. This CO2 compensation aids projects that are certified according to recognized standards and ensures that the vehicle fleet is largely climate-neutral while we transition to zero emission mobility. These quantities are not included in emissions accounting according to Greenhouse Gas (GHG) Protocol, since the emissions are not avoided but offset by climate protection projects. Salary sacrificing scheme: bicycles or e-bikes Since 2015, our salary sacrificing scheme has enabled our employ- ees to sacrifice some of their salary for the purchase of resource-conserving and health-promoting bicycles or e-bikes, which they can lease from their employer for three years. The monthly payments are deducted from the employee’s gross salary. In 2020, so many employees wanted to use the salary sacrifice scheme that all bikes had been allotted after just eight weeks. For the start of the 2021 season, we have completely revised the sal- ary sacrifice scheme so that employees can choose their bike dealer and the time of their order more flexibly. As part of our mobility strategy, we are working together with our employees on intelligent solutions for a new, more sustainable mobility. In light of the impact of both work-related and private mobility on climate change, intelligent sustainable solutions are a must. We also communicate directly with our customers and use their feedback to continuously improve our products and services. Our goal is to make it a matter of fact that alternative forms of mobility are used at the Group; any decision about a particular means of transportation should be scrutinized. You can learn more about our activities to promote sustainable mobility here. Reporting against standards Global Compact ƒ Principle 7 (Support a precautionary approach to environmental challenges) Number of vehicles The total number of vehicles at our company decreased slightly year over year. For detailed comments on the figures for each indi- vidual company, please refer to the interactive benchmarking tool. You can read more about our Green Car Policy img, alternative engines and our goals for climate-friendly mobility here. The total number of our vehicles with alternative drive systems increased by around 76 percent compared to the previous year. When purchasing company and business vehicles, we continue to use alternative or low-consumption drive systems wherever eco- nomically feasible. Reporting against standards German Sustainability Code ƒ Criterion 11 (Usage of Natural Resources) Fuel consumption Overall fuel consumption fell by approximately 10 percent, and by 11 and 9 percent respectively for company cars and service vehi- cles. For detailed comments on the figures for each individual company, please refer to the interactive benchmarking tool. Reporting against standards German Sustainability Code ƒ Criterion 11 (Usage of Natural Resources) Job ticket In 2020, 10 000 employees of the Deutsche Telekom Group in Germany used a discount season ticket provided by their employer to commute by public transport. This reduction is mainly due to COVID-19 related constraints. We offer regional discount season tickets (monthly or annually) to our employees at many of our German Deutsche Telekom sites, especially in high-density population areas. The offer encourages our employees to use climate-friendly public transportation and helps them keep their commuting costs down.

Environment Circular economy & resource efficiency 103 Circular economy & resource efficiency Our approach to resource conservation and environmental protection As a service provider, we use considerably fewer resources than manufacturing companies. The resource consumption for the manufacturing and use of our products and network infrastructure occurs in up- and downstream stages of the value chain – with our suppliers and customers. This is why we are committed to the responsible handling of resources within our value chain, and are pursuing the following measures: In Germany, we reduced the size of SIM card trays in 2019, saving more than 20 tonnes of plastic in the same year. In 2020, we intro- duced the half-size SIM card in all European national companies and were thus able to increase our savings even further. We use selected KPIs to measure and monitor continued improvements. The Cell Phone Collection ESG KPI measures, for example, the ratio of cell phones in circulation to the number of used devices collected (excluding T-Mobile US). We measure progress toward copper cable recycling with the “Copper Cable Recycling” KPI. ƒ We are consolidating our projects to conserve resources in our Group-wide environmental program, “we care for our planet”, which was adopted by the Board of Management in 2019. Our goal is to raise awareness surrounding sustainability issues and integrate sustainability in the Group along the entire value chain. ƒ Our internal sustainability ambassadors, the Green Pioneers, also act as role models for all other Deutsche Telekom employ- ees by organizing numerous campaigns inside and outside Deutsche Telekom. ƒ We promote the responsible use of raw materials and the reuse of materials among our suppliers. This includes reducing the use of plastic, paper, and packaging in key processes along the entire value chain. ƒ Resource efficiency is a priority at the workplace. To that end, we are reducing paper consumption through initiatives that call for less printing, for example; the digitalization of HR pro- cesses and use of white boards instead of flipcharts also sup- port this. ƒ Our International Waste Management Framework guarantees standardized guidelines for all of our national companies. They are required to use this framework as a basis for identifying their own measurable targets and then monitor target achieve- ment. This enables them to flexibly comply with general condi- tions specific to each country and company. With our health, safety, and environmental management system (HSE) we have made a commitment to continually improving our performance in these areas. The system is based on the interna- tional standards ISO 45001 on occupational health and safety, ISO 14001 on environmental management, and ISO 9001 on quality management. Our environmental guideline summarizes all of the current voluntary ecological commitments in effect throughout the Group. Reporting against standards Global Compact ƒ Principle 8 (Undertake initiatives to promote greater environmental responsibility) Principle 9 (Encourage the development and diffusion of environmentally friendly technologies) ƒ Resource efficiency at the workplace We also contribute to resource efficiency at the workplace: We try to use as many green office supplies as possible. In 2020, 26 per- cent of all catalog-based office supplies were sustainable. We also took the following measures in Germany: ƒ Our “IT Remarketing” project: Used IT hardware is refurbished so that it can be reused. ƒ Some of our office products bear the EU Ecolabel, the Fairtrade seal, the Organic Farming seal, the Blue Angel eco-label, or the FSC® and PEFC environmental labels. ƒ A total of 26 percent of the products in our office products ƒ We are committed to the reuse and proper recycling of cell catalog in Germany are classified as sustainable. phones. ƒ Office supplies are delivered largely in accordance with the ƒ We have introduced a Group-wide, mandatory policy on cop- per cable recycling. These cables are being partially replaced over the course of our fiber-optic rollout. carbon neutrality certificate.

Environment Waste management & recycling 105 Waste management & recycling We use the proceeds from marketing and recycling to support projects in nature conservation and environmental protection, as well as social projects organized by the partners of the cell phone collection center. Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 301-3 (Materials) “Take Back Mobile Devices” ESG KPI a) We are reporting the Take Back Mobile Devices ESG KPI based on the reference value “number of devices in circulation.” This makes it possible to more precisely illustrate the ratio of the number of cell phones brought to market to the number of used devices col- lected. When customers use the devices for longer periods of time, the environment benefits from this decision and, as a result, this has a positive impact on the KPI. More than 390,000 mobile devices were collected throughout the Group (not including T-Mobile US, AMC, Maktel, Crnogorski Telekom, DTSE units) in 2020, an increase of 4 percent compared to the previous year. The “Take-back of mobile devices” ESG KPI for the Group in 2020 is 45.9, which means that 4.6 percent of the end devices put into circulation were taken back through collection campaigns. Out of 1,000 devices put into circulation annually, we take back 46. Our ambition: increase KPI In 2020, about 5.9 million mobile devices were collected at TMUS alone. The KPI would be 86 for T-Mobile US and 82 group-wide incl. T-Mobile US. The aim of the scheme to take back old cell phones is to give them a second life and, if that isn’t possible, to properly recycle them to recover the valuable raw materials inside them. Thanks to this, over 3 million used cell phones have been reused or recycled in Germany since 2003, thus conserving resources. In this way, we have helped to improve the eco-balance of mobile devices. Mobile device collection In Germany, we voluntarily go beyond the legal requirements to collect used cell phones. Devices that can be refurbished and reused can then be resold. The remaining devices are profession- ally recycled. Deutsche Telekom took back a total of around 250,680 used cell phones and smartphones in Germany in 2020. Old mobile devices can be sent to us by mail or deposited in a Deutsche Telekom collection box. Everyone can get involved in cell phone collection via the online portal and order a free collection box. In the reporting year, we conducted a wide-scale cell phone col- lection campaign with the SWR3 radio station. During the cam- paign period in October 2020, the station boosted its reporting on sustainability, cell phone collection, and urban mining. We col- lected around 20,000 devices from SWR listeners. Deutsche Telekom donated the 10,000 euros in proceeds to an insect conservation project from the Lake Constance Foundation. We transport all collected devices in a controlled and safe manner to the Telekom Recycling Center. Each cell phone is then electroni- cally recorded and registered in a database. Around 10 to 15 per- cent of them can be reused. All of the previous users’ data from these cell phones and smartphones is carefully erased. Defective cell phones or devices, for which certified data deletion would be too costly, are properly recycled at the Telekom Recycling Center in Germany. Up to 100 percent of the materials are reused – as recycled metals or for energy generation. We work with collection specialist Teqcycle for our device collec- tion processes. Together, we are committed to secure, state-of- the-art solutions for the collection and transport of used equip- ment and data deletion. Deutsche Telekom maintains high security standards for data privacy; the entire collection process has been certified by the DEKRA testing company for data privacy. The joint collection system of Deutsche Telekom and Teqcycle via the cell phone collection center has also been awarded the official Blue Angel eco-label. As a central element in our environmental program, we developed a sustainable device recycling program, where users can sell their old, but still functional smartphone or tablet to Deutsche Telekom and have the price credited toward a new device. The old device is refurbished and resold. This is one way we can reduce the ecologi- cal footprint of newly bought smartphones.

Environment Additional ecological information 107 Additional ecological information We also cooperate with environmental and nature conservation organizations. Proceeds from our various cell phone collection campaigns have so far benefited the following organizations, among others: Landesbund für Vogelschutz Bayern e.V., Pro Wild- life e.V, projects for the protection of gorillas of the Frankfurt Zoo- logical Society, and species protection projects of Hellabrunn Zoo, Munich. In 2020, proceeds totaling 10,000 euros from the cell phone collection campaign we carried out with radio station SWR3 were donated to an insect conservation project of the Lake Constance Foundation. In 2020, electromagnetic fields resulting from mobile communica- tions were once again a topic of public discussion. There has been a great deal of discourse about their possible effects on animals and plants. The Federal Office for Radiation Protection has deter- mined that there is no scientific evidence that high-frequency fields below the legal limits endanger plant and animal life. In the fight against climate change, we support the international reforestation project of the Plant-for-the-Planet foundation. Trees store CO2, produce oxygen, regulate the water balance, provide a habitat for countless species, and thereby promote biodiversity. Many of our employees have become involved in the campaigns by donating trees or organizing tree plantings. We have combined existing projects in our “Magenta Forest” campaign and high- lighted that many small gestures add up to make a big difference. Anyone can get involved, have trees planted through internet cam- paigns, and donate. An interactive tree counter displays the grow- ing number of trees; donors can also have their names displayed in the “Magenta Forest”. At the end of 2020, Plant-for-the-Planet was a focus of criticism as two journalists questioned the correctness of the progress reported. We are closely monitoring the investiga- tion process together with our partner. Reporting against standards Global Compact ƒ Principle 7 (Support a precautionary approach to environmental challenges) Water consumption As a service provider, we almost exclusively use water within the scope of our office activities. Water consumption also plays but a minor role along our supply chain. For that reason, water is not a main focal area in our CR management activities. Nevertheless, our environmental guideline does include reducing our water con- sumption. We measure our annual consumption by means of our water consumption indicators. In the reporting year, Group-wide water consumption increased by 30 percent. The merger of T-Mobile US with Sprint was the main reason for this. We provide detailed information on the figures for each individual company in our interactive benchmarking tool. Protecting biodiversity One major cause of species extinction is the fact that more and more space is being taken up by industry, agriculture, and trans- portation. As a telecommunications company, we take up signifi- cantly less space compared to companies in many other indus- tries. However, our business activities can also impact biodiversity in other areas of our value chain – particularly our suppliers. This is why our suppliers must also comply with environmental regula- tions at all times. We verify this regularly during our on-site social audits. ICT solutions can help preserve biodiversity. Our project “Bee and Me” involves intelligent sensors that collect data from beehives and transmit it to beekeepers. The beekeeper simply needs to look at their smartphone or tablet app to find out whether the bees are healthy. They can then take action if they notice any anomalies. We set up a total of 32 bee hives at 10 sites across Germany and at 13 other sites in Europe – 15 conventional ones and 17 digital ones which are equipped with sensors. The bee hives are home to around 1.3 million bees.

Social Social commitment 109 Social commitment Our approach to social responsibility In focus: Driving digital participation With more and more areas of life now digital, interacting online has become part of everyday life for most people, making digital participation an important element of participating in society. We at Deutsche Telekom want everyone to #TAKEPART. That’s why, as part of our social commitment, we are working on enabling digital participation. In an equitable, digital society, everyone has access to the neces- sary technology and digital offerings – regardless of their age, disability or non-disability, education, income, or where they live. That means everyone can benefit from the diverse opportunities offered by the internet for education, work, networking, and cul- ture. It should be possible to consciously decide to opt out of digi- tal participation – and not due to a lack of finance or know-how, for example. We believe there are three crucial factors that allow people to participate equally in the digital society: technical access to fast networks, the affordability of equipment and services, and the ability to use digital media competently. ƒ Access: We are continuously expanding our network to enable technical access. ƒ Affordability: With different rates for every budget and our subsidizedl rate we are striving to make digital access afforda- ble for everyone. More than one million customers in Germany take advantage of these special plans each year. ƒ Ability/Competent use of digital media: We help people to use media in a competent, responsible, and critical manner, and in line with basic democratic values. In the reporting year, we therefore devoted special attention to the issue of online civil courage; but we also believe that digital participation requires the willing- ness to act responsibly online. Because in the spirit of our #TAKEPART promise, we not only stand for access to the internet, but are also committed to diversity, tolerance, and enjoyment in interpersonal interaction. Our brand promise is “We help society take part in digitalization.” Since 2020, digital participation has also been anchored in our Group strategy. It states, “To live responsibility means enabling digital participation, intensifying the willingness to change, meet- ing our climate targets.” It also highlights how closely our social commitment is linked to our core business: We have a sense of responsibility not only for our products and our network, but also for ensuring that people know how to use them properly. This allows us to put our expertise as a telecommunications provider to the best possible use for the benefit of society. Our commitment to fair and equitable digital participation also plays an important role in our positioning as an attractive employer. Volunteer work, sponsorship and international networking In carrying out our social commitment, we not only implement our own projects and initiatives, but also encourage the volunteer efforts of our employees. In addition, we provide financial support, for example, by being involved as a sponsor and supporting pro- jects and non-profit organizations that work for better coexistence and against exclusion. Our national companies carry out independent regional initiatives. We also work closely across national borders when it comes to our social involvement and share experience and best practices. Close cooperation with social players such as NGOs, associations, and initiatives also plays an important role. Measuring success We use a set of KPIs to measure our success: ƒ The Community Investment ESG KPI reflects our social com- mitment in terms of financial, human, and material resources. ƒ The Beneficiaries ESG KPI measures the number of active contributors as well as the target groups they reach. ƒ The Media Literacy ESG KPI highlights the percentage of pro- jects and activities that help people use media proficiently. It is highly relevant to us, as it correlates closely with our core business. Our measures are also based on the Sustainable Development Goals (SDGs) of the United Nations. We have listed the activities with which we are pursuing SDGs in an overview. Promoting media literacy and democratic competence 2020 opened our eyes to how important the internet has become in our everyday lives: During the coronavirus pandemic, many people found the internet was the only way to communicate with friends and family, to work or attend school from home, or shop. But digital communication also has its downsides: the unchecked spread of fake news and conspiracy theories, as well as the grow- ing hate that many people face online.

Social Social commitment 111 Deutsche Telekom Stiftung’s commitment Deutsche Telekom Stiftung is committed to better education in STEM subjects (science, technology, engineering, and mathemat- ics), with numerous programs and projects. It does so because it is convinced that a modern education system must give young people the best possible preparation for meeting global chal- lenges such as digital transformation, climate change, electro- mobility, and biodiversity. Community Investment ESG KPI We report a set of three KPIs for calculating the impact of our social commitment. They comprise the Community Investment ESG KPI, the Beneficiaries ESG KPI and the Media Literacy ESG KPI. Our activities are based on the methods employed by the London Benchmarking Group (LBG), which incorporate the aspects, „input,“ „output“ and „impact“. The Community Investment ESG KPI illustrates activities in which Deutsche Telekom was involved in the community either finan- cially, through its employees, or through donating materials. Our ambition: increase KPI The investment volume for our entire network infrastructure in 2020 was € 17.0 billion (with more than € 5.5 billion of this in Germany), and we are already providing LTE to 98.7 percent of the population in our national companies. What’s more, we operate the largest fiber-optic network in Germany, with more than 500,000 kilometers of cables, and are driving the expansion of a large-scale NB-IoT infrastructure for the cities of the future. Thanks to the Internet rollout, our investments are making an important contribution to facilitating access to fast Internet for large sections of the public. This, in turn, is the foundation for the positive devel- opment of our business KPIs, e.g. the Media Literacy ESG KPI. Fur- thermore, our products and services are contributing to climate protection and resource efficiency. Our products range from ICT solutions such as video conferencing and Industry 4.0 to sustaina- ble connected farming and Smart City concepts. Additionally, the Community Investment ESG KPI makes an impor- tant contribution to the Sustainable Development Goals. In 2020, about 67 million euros of the community investments have con- tributed to the SDG 4 (quality education). Connected schools For the past 20 years we have been offering free 16 Mbit/s broad- band lines to all general and vocational schools in Germany as part of the „Telekom@School“ initiative. In the fall of last year, around 22,000 schools had taken up this free-of-charge offer. Another 6,000 schools opted for chargeable, higher bandwidth lines, which are sponsored by Deutsche Telekom. We intensified our commit- ment to connected schools during the reporting year. In addition, we contacted around 17,000 schools to improve their access to modern IT infrastructure. They can now easily increase their inter- net speed to up to 250 Mbit/s by ordering an upgrade from ADSL to VDSL – which will be free of charge until August 2021. Around 10 percent of these schools have taken up our offer. Our consultancy subsidiary Detecon supports schools in drawing up media development plans and funding requests. In the report- ing year, we launched an educational flat rate for school operators, which receive unlimited data usage for a small monthly fee. In addition, they can equip disadvantaged students with equipment such as tablets or laptops, which are, for example, funded by the DigitalPakt initiative. This gives children and young people the opportunity to learn how to use digital media irrespective of their family background. Our Group Representative for Education has central responsibility for our commitment to schools. Since the beginning of 2021, we have been working with Microsoft to further boost digital work at schools through a comprehensive digital education package. Under this initiative, we provide laptops or tablets and special education licenses for the Microsoft MS365 software - sometimes free of charge. A team of Deutsche Telekom experts – specially certified by Microsoft – provides the service and helps set up the devices for a fee. Schools can use the MS365 software free of charge if they have an A1 license. In the United States, T-Mobile is also committed to connecting schools and students. The “Project 10Million” initiative was espe- cially important in 2020 after more than 50 million school children in the US were unexpectedly instructed to begin distance learning as a result of the coronavirus pandemic. Hundreds of US school districts were able to get students connected with their schools for free thanks to the initiative. T-Mobile worked with school districts, extracurricular programs, and local authorities to offer affordable internet access to more than 2.5 million students nationwide. In carrying out our social commitment, we not only implement central projects and initiatives, but also encourage the volunteer efforts of our employees. In addition, we provide financial support, for example, by being involved as a sponsor, and supporting pro- jects and non-profit organizations that work for better coexistence and against exclusion. The national companies carry out independent regional initiatives. We also work closely across national borders when it comes to our social involvement and share experience and best practices. Close cooperation with social players such as NGOs, associations, and initiatives also plays an important role.

Social Social commitment 113 Joint commitment with partners We have taken on the task of driving forward the social discussion on digital responsibility. To do this, we participate in various alli- ances and partnerships such as the “Corporate Digital Responsibil- ity” initiative run by the Federal Ministry of Justice and Consumer Protection. We emphasize our commitment by signing the Charter of Digital Networking and through our involvement in its supporting associa- tion. We have longstanding partnerships with many organizations, asso- ciations, and initiatives with whom we work as part of our social commitment These proved particularly important during the Covid-19 pandemic: In 2020, for example, call volumes at our longstanding cooperation partner, the Telefonseelsorge crisis hotline, were consistently around 10 percent higher than usual. The “Nummer gegen Kummer” youth counseling line has also seen increased need during the pandemic. Children and young people, parents and caregivers can call various numbers to share their concerns and needs with the counselors. Since March, there has been a 20 percent increase in the number of calls at both the parent line and the chat for children and young people, and the duration of calls is also significantly longer. we presented more organizations in our special feature on telekom.com, and held joint events, communications and discus- sions with many millions of people taking part. The more than 330 million contacts reached throughout the campaign demonstrate that the topic is highly relevant for society. And that is not the only reason we are continuing our commitment in this area beyond 2020. To make it even easier for people to reach our partners in order to engage in constructive dialog online, or who have been victims of online hate themselves or know of people impacted, we activated a Messenger chatbot on Facebook that guides users to potentially interesting partners by answering just a few questions. Facebook users were able to see the chatbot right away and many millions of people were made aware of it. Financial commitment and sponsorships In Germany we are involved in the fields of sport, culture, and social issues. The national companies are also engaged in these areas. In addition to providing funding, we help artists, athletes, event organizers, and associations with their communication and marketing activities. Our Sponsorship Policy provides the frame- work for sponsoring activities. Being involved in the regions where we are based is another important aspect. Examples of our involvement include: We have other partnerships, for example: ƒ Music sponsorship ƒ With Aktion Deutschland Hilft, ƒ Deutschland sicher im Netz e.V. (DsiN), to support activities aimed at IT safety and data privacy (among other things, we support the Digital Neighborhood project, in which volunteers provide tips and advice on digital opportunities and data security), ƒ With nebenan.de, ƒ With the “German Association of Senior Citizens’ Organizations” (BAGSO) to promote media literacy among older people. ƒ As a participant in the “Woche des bürgerschaftlichen Engage- ments” (Community Volunteering Week) sponsored by the National Network for Civil Society. In 2020, we gave special attention to our intensive partnerships with our campaign #TAKEPART – No hate speech. We worked to intensify 44 existing and new partnerships with NGOs and organi- zations that are dedicated to preventing hate speech online and, above all, that activate people to join us in combating hate online. Of course, victim support and follow-up of incidents also play an important role for us. We have added organizations to our portfolio to support these goals. We have communicated this involvement with our partners very clearly: We included a small selection of organizations in our commercial highlighting “Words must not become weapons”, which was seen by many millions of people; ƒ Competitive sport sponsorship with partners such as the DFB (German Football Association), FC Bayern Munich, Telekom Baskets Bonn, and Deutsche Sporthilfe, DFB’s Sepp Herberger Foundation, and the German National Paralympic Committee ƒ Recreational sport sponsorship ƒ Sponsorship of social activities associated with partnerships Additional information on the sponsorship activities of Deutsche Telekom AG is available here. Corporate giving Through our corporate giving program, we support the work of aid organizations worldwide – preferably in the form of long-standing partnerships – and provide rapid assistance in disaster situations. Our Group Donation Policy lays out the guidelines for these activi- ties. Our contribution to containing the coronavirus pandemic With the outbreak of the coronavirus pandemic, 2020 demon- strated the vast opportunities offered by digitalization for meeting social challenges: People have switched to working from home, online shopping, and contactless payment reduce the risk of infec- tion, physicians offer virtual visits, contact tracking apps help con- tain the pandemic – and people throughout the world get together by video chat.

Social Employee relationships 115 Employee relationships Our approach to shaping employee relations We pursue dialog-oriented employee relations throughout the Group and engage in trust-based, constructive collaboration with employee representatives and unions. The works councils, central works councils, and Group Works Council represent the interests of our employees at our Group in Germany. ƒ Virtual working ƒ Leadership ƒ Diversity ƒ Ban on discrimination ƒ Commitment and communication ƒ Collaboration with employee representatives Our partner representing the employees’ interests on a European level is the European Works Council (EWC). We also have execu- tive staff representation committees and disabled employee rep- resentatives at the unit, company, and Group levels. As the underlying laws and contracts vary from country to country, codetermination matters are managed locally together with trade unions and employee representatives. Group management is involved in all major issues as a matter of principle. We have set Group-wide standards for managing employee rela- tions. These were formalized in our Guiding Principles and our Group’s Employee Relations Policy. The Employee Relations Policy was extensively revised in the reporting year. You can find compre- hensive information about compliance with human rights at our Group in the human rights section and on a separate topic page. Updated Employee Relations Policy The Group-wide Employee Relations Policy (ERP) sets out 12 core elements describing what Deutsche Telekom stands for worldwide as an employer. It outlines our commitment to trust-based collab- oration with employee representatives as well as topics such as employee health, fair pay, or a ban on discrimination. The ERP is a framework that employees throughout the Group can refer to. Its aim is to enable them to contribute individually to the company’s goals and enhance shareholder value. The framework refers to our “Code of Human Rights & Social Principles” and explains which tools we use to ensure compliance. In 2020, we revised and updated the ERP and had it approved by the Board of Management in December. The basic character and core content remained unchanged. Because the working world and our processes have changed since 2011, however, we have added topics such as digitalization, freedom of opinion, and virtual work- ing. The new version of the policy addresses the following topics: ƒ Values ƒ Recruitment and development ƒ Responsible management of organizational change ƒ Healthcare, safety and sustainability ƒ Remuneration and recognition ƒ Work-life balance We monitor compliance with the ERP as part of a regular review process. If the review indicates that our voluntary commitments are not adequately implemented, we follow up on these indica- tions and initiate corrective measures. We publish reviews on the reports of our national companies on our Group portal under “Responsible Employer” Reviewed: Employee relations at our national companies What progress have our national companies been making in implementing our Employee Relations Policy? We examine this issue by means of special reviews. Two to three national compa- nies are subject to such a review each year. They use the results to further improve their relations with employees. The reviews also help us conduct a Group-wide assessment of employer/employee relations and any human rights risks involved in our business activ- ities. Due to the Covid-19 pandemic, it was only possible to review one company in 2020: Crnogorski Telekom in Montenegro. The result can be found online. If necessary, we formulate additional measures, including a “Human Rights Impact Assessment and Engagement”, a process for estimating the actual and potential effects of business activi- ties on human rights. The process also assesses the ability of the organization to prevent, mitigate, or eliminate these negative effects altogether. In this connection, we carried out a comprehen- sive human rights gap assessment at Group headquarters in 2020. The findings will be evaluated internally and used for additional measures. We are publishing the detailed results on our website. Since 2019, we have also been holding local workshops at our national companies to provide training on and raise awareness of human rights issues. Flexible working models for a wide range of needs at Deutsche Telekom in Germany Designing work so that it is flexible and meets individual needs makes it easier for employees to achieve a good work-life balance, and prevent stress and symptoms of overwork. That is why we encourage flexible working models. Our offer in Germany ranges from flexitime and part time to lifetime work accounts. This paid off especially in 2020: Our employees were able to structure their working hours flexibly and adapt to the challenges of the corona- virus pandemic.

Social Employee relationships 117 ƒ Family fund: We support employee projects that help them improve their work-life balance. ƒ Social fund: We provide fast financial aid to employees who find themselves in financial difficulties through no fault of their own. We also offer subsidies for recreational activities for severely disabled children. ƒ Welfare service: We provide support for children who have lost one or both parents, are committed to employees in crisis situ- ations and students from low-income families, and promote leisure activities for senior citizens. ƒ Recreation service: Employees can take advantage of low-cost family holidays, for example at one of our 18 holiday resorts. Our complete range of offers for a better work-life balance at Deutsche Telekom in Germany can be found at www.telekom.com/ work-life Work-life balance is also promoted at our national companies. In addition to mobile working and flexitime, we offer individual mod- els and measures: In Croatia, the SmartWork model was imple- mented in June 2020, allowing all employees to organize their working environment and conditions to suit their individual needs. In Hungary, we are also committed to maintaining a healthy work- life balance by reducing overtime or promoting flexible working hours. The most suitable working models are selected together with the employees. In Austria, there are company childcare facilities and holiday child- care programs for the employees’ children. The OTE Group in Greece offers summer camps with sports, entertainment and creative activities for children during the holidays. At our Croatian national company, it is a tradition for employees to bring their chil- dren to work on a special day and show them around their work- place. In addition, all first grade parents get the day off on their children’s first day of school so they can accompany them as they start this new stage in their lives. Employees in Singapore can go home early on one Friday in the month, and use this “Eat with Family Day” to have dinner with the family and spend more time with them. There are also a variety of initiatives to promote health, such as online yoga classes and back health care in Spain or fitness activi- ties as part of the “Healthy me” program in Romania. In 2020, we expanded our physical and mental health service offerings to give our employees special support during the coronavirus pandemic. In South Africa, for example, we launched the “We care” program aimed at making it easier for employees to deal with the new situ- ation and mobile working. In Greece, we also set up a medical hot- line to answer questions related to Covid-19, and created special mental and emotional counseling services. Digital collaboration The key to effective and transnational cooperation is simple, fast and virtual communication. Consequently, it is not surprising that in the pandemic year 2020, the volume of online conferences more than doubled (1.79 billion). Our „Chat & Messenger“-service „Jabber“ was completely replaced by „WebEx Teams“ last year. Here we can report 170,000 registered users. Dialog and cooperation with employee representatives We negotiated and adopted over 90 agreements in 2020 through constructive dialog with our works councils. The organizational measures “PVG 2020” and DT@ITMotion, and the continuation of “T-Systems Transformation” were key transfor- mation projects we conducted in 2020 in close coordination with the works councils. In addition, 75 collective agreements were concluded with the union ver.di during the reporting year. With the conclusion of the collective bargaining rounds, we gave employees employees covered by collective agreements security in the coronavirus crisis and sent a clear positive signal in economic terms. As part of harmonizing remuneration systems at the Group, we also agreed collective bargaining provisions for a global, uniform job architec- ture. Responsible collective bargaining plays an important role and has a long tradition at our company. The percentage of employees covered by collective agreements is published in the non-financial statement in our annual report. Constructive dialog As the underlying laws and contracts vary from country to country, codetermination matters are managed locally with trade unions and employees’ representatives. Group management is involved in all major issues as a matter of principle. Information is available in the 2020 annual report. Fair pay and benefits We offer our employees competitive, performance-based pay oriented to the relevant national labor market. Our remuneration policies are structured to guarantee equal pay for men and women and do not discriminate.

Social Employee satisfaction 119 Employee satisfaction Our employee survey Every two years we ask our employees across the Group how satis- fied they are with their work at Deutsche Telekom. This helps us to identify weaknesses and eliminate them. We use the responses to calculate the commitment index as a gage for employee satisfac- tion. The last employee survey took place in 2019. 76 percent of employees throughout the Group took part. The Group index score for commitment reached 4.0 points on a scale of 1 to 5 (with 5 being the highest). Twice a year: The pulse survey In addition to the employee survey, we also carry out a pulse sur- vey every six months to gage employee satisfaction. The pulse sur- vey in November 2020 saw a 77 percent response rate among employees. We included a special survey on the Covid-19 pandemic in our Group-wide pulse surveys in 2020. Among other things, we learned that our employees felt very well informed by the com- pany and had access to the necessary equipment and tools to be able to work. They were also very satisfied with Deutsche Telekom’s dealings with its employees and customers. Employee identification with CR commitment ESG KPI We use the Employee Identification with CR Commitment ESG KPI to determine the degree to which our staff identify with, or how satisfied they are, with our CR commitment. This is based on the Group employee survey (excluding T-Mobile US), which we con- duct every two to three years. The last survey has been conducted in May 2019. Our ambition: increase KPI

Social Diversity Diversity 121 Our approach to diversity and equal opportunity Diversity is our strength At Deutsche Telekom, women and men, young and old as well as people with different abilities and cultural backgrounds from some 150 countries work together very successfully. This diversity is our strength. It helps us remain competitive around the world with good ideas and outstanding products, and consolidate our posi- tion as an attractive employer. For us, diversity means that we offer our employees numerous opportunities to develop professionally and grow personally, regardless of their gender, age, sexual preference, health situation, ethnic background, religion, or culture. We are clearly committed to diversity and have a Group-wide approach for upholding that commitment: It is based on our Diversity Policy, the six Guiding Principles, the Employee Relations Policy and our Code of Human Rights & Social Principles. We are also a founding member of the corporate initiative “Diversity Charter” and aim to promote and use diversity both within and outside of the company. Violations of our Guiding Principles and corporate values can be reported at any time to our anonymous whistleblower portal “Tell me!” and our contact point for human rights. Right during the hiring process we emphasize diversity and con- sider options other than just traditional educational and life paths. Good examples of this are our entry-level training scheme for young people who are disadvantaged in terms of their social and educational background and our part-time apprenticeships/ degree programs for single parents. We support an effective work- life balance with an extensive work-life portfolio to allow our employees to realize their abilities in the best possible way. Diversity in figures At the end of 2020, 13.5 percent of employees covered by collec- tive agreements and 18.6 percent of Deutsche Telekom civil serv- ants throughout Germany were working part-time. 7.5 percent (as at December 31, 2020) of our employees in Germany are disabled, putting us well over the statutory quota of five percent. More than one percent of our apprentices and those in dual study programs in Germany are young people with disabilities. We are also above-average in this segment in view of the total number of disa- bled people in Germany. We presented the internal company Inclusion Award from the Group Representatives for Disabled Employees for the fourth time in 2020. This award honors internal company projects that were committed last year to supporting and keeping employees with severe disabilities at the company. Gender equality from the outset Gender equality is a particularly important issue for us. We have made it a priority for more than two decades. One of our central goals is to increase the number of women in expert and manage- rial positions; by 2025, we want to fill 30 percent of leadership positions on the Supervisory Board and in middle and upper management worldwide with women. The Board of Management agreed on this goal in October 2020 and initiated various meas- ures. Recognition for our accomplishments In 2020, Deutsche Telekom CEO Tim Höttges was named „Personality of the Year“ at the German Diversity Awards 2020. BeyondGenderAgenda is an initiative under the patronage of Federal Minister of Health Jens Spahn. Its goal is to promote diversity and inclusion in listed companies and SMEs. Tim Höttges donated the award to all employees who stand for diversity. In society, it is essential that everybody has equal opportunities. Irrespective of gender, skin color, origin, who one happens to love. It’s a human right, according to Höttges. Diversity Charter The Diversity Charter is an independent economic initiative that is supported by around 3,000 companies and institutions in Ger- many. Its goal is to create a work environment free of prejudice. All employees deserve respect and appreciation – regardless of gender, nationality, ethnic origin, religion or belief, disability, age, sexual orientation, and identity. Deutsche Telekom is a founding member of the initiative. Commitment to a larger share of women Our goal is to increase the share of women on the Supervisory Board, the Board of Management, and in middle and upper man- agement. We were not able to meet our goal of consistently reach- ing a 30 percent share of women worldwide by the end of 2020. We have therefore relaunched the target and initiated numerous measures. These will help us achieve a 30 percent share of women in positions in the above-mentioned areas worldwide by 2025:

Social Diversity 123 Percentage of women on the management board In 2020 we achieved the goal of 30 percent women in manage- ment positions. Since November 2020, a third woman has been appointed to the Board of Management. This puts us at the top of all DAX Groups with a female share of 37.5 percent. Deutsche Telekom is one of the few DAX Groups where women have been part of the Board of Management for several years now. In addition, more and more women are working in international management teams below the Board of Management level. Percentage of women on the Supervisory Boards In the supervisory boards of our fully-consolidated European sub- sidiaries, the percentage of women totals 31 percent (in Germany: 41.1 percent). You can find further information here and in the HR Factbook. Reporting against standards By reporting the percentage of women on the management board, we fully cover the GRI 405-1 (Diversity of governance bodies and employees) GRI indicator and the S10-02 (Percentage of women in managerial positions) EFFAS indicator and partially cover the S10-01 (Percentage of women in total workforce) EFFAS indicator. This data is also relevant for criterion 15 (Diversity and health) of the German Sustainability Code. It is also used for reporting on the Global Compact principle 6 (Elimination of discrimination). Global Reporting Initiative (GRI) ƒ GRI 405-1 (Diversity and Equal Opportunity) German Sustainability Code ƒ Criterion 15 (Equal Opportunities) Global Compact ƒ Principle 6 (Elimination of discrimination in respect of employment and occupation) European Federation of Financial Analysts Societies (EFFAS) ƒ ƒ S10-01 (Percentage of women in total workforce) S10-02 (Percentage of women in managerial positions You can find further information here and in the HR Factbook. Promoting the diversity of our young talent in Germany We are committed to diversity among our junior staff. That is why we encourage and support young people from different back- grounds and nationalities. In addition to offering a part-time train- ing program or dual study program, we also support disadvan- taged young people and refugees – with an entry-level training internship. We thereby offer all applicants the same opportunities when starting their careers. As of December 31, 2020, 7.94 percent of apprentices and dual students we employed were of non- German nationality; in total, 55 nations were represented. More diversity and inclusion for T-Mobile US In the fall of 2020, the Board of Directors of our national company in the United States adopted a new declaration of intent for more diversity and inclusion. The declaration of intent was also signed by six major American civil rights organizations with whom T-Mobile US plans more intensive collaboration. To that end, T-Mobile US has established a Diversity and Inclusion Council where each of the signing civil rights organizations has a seat. Other organizations are also involved with the council; a complete list is published on the T-Mobile US website. The council, which has a total of 14 members, has no decision-making powers. It does, however, help T-Mobile US define key topics and draft and imple- ment a strategic diversity plan. The council met for the first time in 2020; beginning in 2021, meetings will be held quarterly.

Social Human rights 125 Human rights Our approach to protecting human rights Deutsche Telekom has made an explicit commitment to the UN Guiding Principles on Business and Human Rights published by the United Nations Human Rights Council in 2011. These guiding principles require that we systematically identify the impact our operations have on human rights, and prevent, mitigate or com- pensate these negative impacts where necessary. In order to meet these requirements, we have developed an extensive program for the entire Group: We implement the UN Guiding Principles in an ongoing process that includes several interconnected measures and tools (see diagram). Mission statement on human rights In several basic policies, Deutsche Telekom commits itself to respecting human rights, individual rights and freedom of opinion – and to safeguarding the right to collective agreements and to guaranteeing diversity and equal opportunity: ƒ Guiding Principles ƒ Code of Human Rights & Social Principles ƒ Employee Relations Policy ƒ Diversity Policy Dealing with complaints on possible human rights violations We receive complaints about possible human rights violations at all times via the anonymous whistleblower portal “Tell me!” and our contact point for human rights, which has been in place since 2013. The contact point can be reached via the public email address humanrights@telekom.de. A complete overview of con- tact options can also be found on the “Tell me!” portal. We look into all tip-offs and reports received and introduce countermeas- ures as soon as the information is identified as plausible. You can find out how we handled the reports we received in 2020 here. In addition, we have also taken account of human rights aspects since 2013 in due diligence activities conducted in the context of mergers and acquisitions. Analysis of human rights risks and their potential impact To review the potential impact of our business activities on human rights, we prepare a central Human Rights & Social Performance Report every year. In 2020, all 121 of the companies surveyed declared in this report that they comply with the principles of the Code of Human Rights & Social Principles. The report indicated no violations for 2020. Human rights and employee relations at our national companies As needed, we also introduce special evaluation processes to assess employer-employee relations in the national companies. This is how we monitor implementation of the Group’s Employee Relations Policy. In this context, we also take into account the results provided by our Human Rights & Employee Relations Cock- pit. We use this cockpit to measure progress at our national compa- nies on the basis of five indicators pertaining to human rights: ƒ Employee satisfaction (source: semi-annual pulse survey) ƒ Willingness to recommend Deutsche Telekom as an employer (source: semi-annual pulse survey) ƒ Health rate (source: Health, Safety, Environment - HSE - cockpit) ƒ Number of employees giving notice (source: HSE cockpit) ƒ Country-specific human rights risks (according to “Human Rights Risk Index” from Maplecroft) Based on each indicator, we classify the respective national com- pany according to a traffic light system. The results are then dis- cussed with the regional managers of the respective national com- pany; if necessary, measures are agreed – such as “Human Rights Impact Assessments” (procedures that assess the actual and potential impact of corporate actions on human rights) or “Employee Relations Policy Reviews” (review of the Group policy on employer-employee relations). Ensuring the effectiveness and adherence of human rights in the supply chain We expressly require our suppliers to assume responsibility as a way of making sure human rights are also protected in our sphere

Social Human rights German Sustainability Code ƒ Criterion 17 (Human Rights) 127 Global Compact ƒ Principle 1 (Support and respect for internationally proclaimed human rights) Principle 2 (No complicity in human rights abuses) ƒ European Federation of Financial Analysts Societies (EFFAS) ƒ S07-02 (Percentage of total facilities certificated according to SA 8000 standard)

Social Demography and company pension scheme 129 Company pension schemes The increase in fund assets can be attributed to the payments of the increasing number of plan participants (as was the case in pre- vious years). Because the majority of participants in the 2001 pen- sion plan are still active, i.e., still paying into their retirement plans, this increase will remain steady over the next few years. Investments in the capital market made by Deutsche Telekom for company pension schemes and similar obligations in Germany are based on our sustainability principles. These principles were inte- grated into our socially responsible investment strategy for Deutsche Telekom pension providers, which we introduced in 2013, in the form of exclusion criteria. They prohibit investments in companies that produce NBC weapons, anti-personnel mines or cluster bombs or that trade in these or have repeatedly violated the UN Global Compact principles. Deutsche Telekom pension funds are also prohibited from purchasing government securities from governments that are subject to sanctions in accordance with public international law. Our pension providers agreed to our socially responsible investment strategy in 2013. This strategy was reviewed in 2017 and now incorporates Best-in-Class strategies and engagement approaches. We are convinced that putting this strategy into practice will help improve our financial risk indicators. This strategy will also pro- mote perception of Telekom as a socially responsible company. It will help us avoid high-risk, controversial investments and, instead, invest in long-term, stable values that are in line with our principles of sustainability. Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 201-3 (Economic Performance)

Social Training and development 131 Boosting leadership skills in the digital age We are also increasing the use of virtual solutions in our manage- ment development programs. The aim is to strengthen virtual leadership skills. As part of our “Lead to Win” performance and development process, our executives receive feedback on their current performance profile and individual development opportu- nities. The “Lead to Win” approach will be replaced by the new “WeGrow” performance development approach in 2021. This new process will help us increase the commitment of each employee through regular feedback, create clarity about tasks and expected results, and strengthen the trust-based relationship between man- ager and employee. In addition, the new approach will enable closer integration with other HR processes such as skills manage- ment, talent management, and succession planning and helps us meet our business targets. In addition, we use two uniform perfor- mance assessment tools throughout Germany: ƒ “Compass” for employees covered by collective agreements and civil servants, and ƒ “Performance & Potential Review” for managers and employ- ees not covered by collective agreements. Many national com- panies also use the tool. Agile transformation of Deutsche Telekom in Germany In Germany, we are focusing increasingly on agile working – espe- cially in the development of new products. The goal is to intensify our focus on the customer and speed up our delivery capability. This is supported by a comprehensive training and education pro- gram, including courses in agile working and four-month training courses. They provide skills for role profiles within the agile con- cept, such as “Product Owner” or “Scrum Master”. A leadership program on agile working is also available for managers. Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 404-1 (Training and Education) ƒ GRI 404-2 (Training and Education) Agile working and new learning concepts at T-Systems Agile transformation at T-Systems Against the backdrop of the Covid-19 pandemic, agile working at T-Systems continued to gain speed. We responded flexibly to the new circumstances and worked almost entirely from home during the lockdown phases in 2020. Our employees were assisted by “Agile Power Teams”, colleagues responsible for implementing agile working methods at T-Systems worldwide. The Agile Hub ensures the teams are connected and coordinated. It is made up of agile working experts. Among other things, they design training formats and support knowledge-sharing among the teams. In 2020, offerings included new and totally virtual training formats. “youlearn” at T-Systems In 2020, the Group-wide “youlearn” initiative was also continued at T-Systems; this also included a relaunch of the “youlearn Guide T-Systems” training platform. T-Systems also took part in the Group-wide “youlearn day”. The focus at T-Systems this year was on the “Digitize!” training initiative, which gives employees the skills they need to implement the digital transformation at the cus- tomer. It offers digital training on technological issues such as arti- ficial intelligence (AI) and big data, and the part-time “Digital Engi- neer Program” in cooperation with RWTH Aachen University. This program trains employees to become a pilot for digital transfor- mation within 10-12 months. 2020 marks the second time this program was offered. Graduates of the first training session were involved in the development of the Corona-Warn-App in 2020. Training program for cybersecurity professionals IT security experts are still in short supply on the German labor market, which is why we developed our part-time training program for cybersecurity professionals (certified by the Chamber of Com- merce and Industry) in 2014. The program is integrated into regu- lar work processes and supplemented by topic-based and general modules in a variety of formats (classroom courses, e-learning, blended learning). After successfully passing the examination at the relevant Chamber of Industry and Commerce (IHK), partici- pants receive an IHK certificate for IT security specialists. They can obtain credits in their Bachelor’s and Master’s program for the skills they have acquired as part of the training. We are continuously developing our training programs, taking into account current and future IT security requirements. In 2020, for example, we developed and deployed new technical modules in cryptography and web and application security. In addition, we incorporated the topic of “mental health” at the request of partici- pants and specialist companies and included a related workshop in the program. Despite the Covid-19 pandemic, we were able to carry out the full program in 2020. The contact restrictions simply meant that indi- vidual classroom events had to be carried out virtually. Given the demand, including from other companies and public agencies, we have opened up our training to employees from other organizations. Now in its seventh year, the program was held digi- tally due to the pandemic and had 22 participants, two of whom came from external organizations. Fourteen participants came from Deutsche Telekom Security GmbH and six from Deutsche Telekom IT GmbH. After six program sessions to date, we can give it a positive ver- dict: Four classes completed the training in full by June 2020 and were certified accordingly. The average age of the graduates was approximately 25. At 1.7 percent, the dropout rate among partici- pants was very low. We now count a total of 97 program partici- pants in seven years. All 40 graduates of the 2014 to 2017 classes were kept on at Telekom. Only two graduates decided to leave the company, one of whom returned after one year. Skills development at Telekom Training in Germany Deutsche Telekom offers its employees a range of advanced train- ing measures, which enable them to develop and brush up their skills.

Social Training and development 133 Employee recruitment Deutsche Telekom Group in Germany In 2020, Deutsche Telekom hired almost 800 new employees from the external labor market in Germany. In addition, we gave around 1,100 internal junior staff permanent jobs on completion of their vocational training or cooperative study courses. You can find further information here and in the HR Factbook.

Social Occupational health and safety 135 an above-average commitment to employee health and who pur- sue a forward-looking, sustainable human resources strategy. Win- ning the award is a special recognition for our H&S management, especially in 2020 with the economic and HR-related challenges of the Covid-19 pandemic. We also won international recognition in 2020: OTE Group Greece received six awards for individual health or safety topics. Psychosocial counseling as part of change management It is very important for Deutsche Telekom AG that the Employee and Executive Advisory Service (MFB) provides psychosocial sup- port for various transformation processes Group-wide. The goal is to help affected employees, managers and teams deal with pro- fessional and private changes, and prevent psychosocial crises. To this end, we offer free and anonymous individual counseling and consultation hours in Germany. After registering, employees can receive personal advice from experts. Immediate telephone advice is available through the “SPRECHZEIT” hotline from 8 a.m. to 8 p.m. Monday through Friday. If necessary, employees seeking help are referred directly to local experts or specialist agencies. The counselors have a duty to maintain confidentiality and are familiar with the specifics of the company. Due to the immense changes in 2020 caused by the coronavirus pandemic, we have expanded the range of services: SPRECHZEIT counsels on the impact and handling of reduced social contacts, and stress caused by closed care facilities and schools. In addition, a selected team of occupational physicians answers specific questions related to coronavirus. We have supported experts and executives for many years with appropriate tools, such as presentations and workshops on the topics of “Healthy leadership: possibilities and limits in leadership behavior”, “Shaping change successfully” and coping with psycho- logical stress factors. Courses on virtual leadership are also part of these offerings. Working in hybrid or distributed teams has long been part of everyday life for some segments of Deutsche Telekom. Neverthe- less, the shift of workplaces to home offices due to Covid-19 – combined with severely limited personal contact – poses an addi- tional challenge: Executives have to be sensitive to changes in teams and individuals and provide enough time for personal exchange, for instance, by planning regular video conferences. Digitalization and health – joint project launched with health insurer BARMER In 2017, together with one of our health partners, BARMER health insurance company, we launched the “Digitalization and Health” model project; the University of St. Gallen and IfOS in Cologne, among others, are lending us scientific support. In the context of digitalization, we are developing solutions that can improve employee health and enhance motivation and performance. Over the past three years, we have introduced various measures as part of the cooperation project and tested them together with Deutsche Telekom staff. In 2019, our employees also tested the “Digital Health Guide”, an online platform that helps employees select suitable health ser- vices and simplifies their use. Employees were also able to try out the NutriAssist app, which analyzes individual requirements for micronutrients such as vitamins, minerals, and omega fatty acids, and provides appropriate nutritional tips. The pilot project “Healthy and mindful leadership” was also launched in 2019. This is a multimodal course designed to improve the digital health literacy of employees. The project was initially aimed at managers as important multipliers. In the course of the pilot project, we were able to scientifically demonstrate the posi- tive training effects on health, stress perception, and mindfulness. Therefore, in 2020 we expanded the project nationwide as part of “My Health Journey” and offered executives a total of ten units comprised of 50 days each. So far, 90 people in senior manage- ment have taken part. In the meantime, additional positive effects have been demonstrated. Participants have also shown improved capacity to work, ability to cope with their work, and enhanced performance. As a result, the program will gradually be made available to other executives in 2021. With support from BARMER, we also continued to address the topic of nutrition in 2020. As part of a pilot project, nutritionists and two well-known top athletes offered virtual lectures on various key topics such as comfort food and food preparation. Team work- shops and additional services such as Weight Watchers Online were also available. The nutrition pilot project will be continued in 2021 with more campaigns and activities. Health rate Nationally, the health rate for the Deutsche Telekom Group in 2020 showed a slight improvement of 1.0 percent year-on-year, and stood at an average of 95 percent (including the long-term sick). Musculoskeletal disorders, respiratory diseases, and mental health problems account for the bulk of illness-related absenteeism at Deutsche Telekom AG. The health rate is reported to the Board of Management at the end of each quarter. The 2020 health rate excluding the long-term sick is 96.5 percent. We aimed to bring the Group-wide health rate up to 95.9 percent by 2020 (excluding long-term illnesses). Targeted health protection programs were implemented in the individual companies. Across all segments, management training courses on the topic of “healthy leadership” were either introduced or continued. The aim is to raise managers’ awareness of this issue and train them accordingly. Additionally, a structured absence management system will be put in place to ensure that employees and managers regularly communicate about illness-related absences so that appropriate action can be taken early on.

Social Headcount and part-time work 137 Headcount and part-time work Deutsche Telekom workforce 2000-2020 Our strategy to become the leading telecommunications provider in Europe is reflected in the trend in our international employee headcount. The number of employees working at sites outside Germany has risen notably since the turn of the millennium – albeit with fluctuations in some places. Whereas 78.9 percent of company employees were working in Germany in 2000, the rate has leveled at around 50 percent since 2015. The figure for 2020 was 39.3 percent. Workforce development worldwide The Group’s headcount increased by 7.5 percent compared with the end of the prior year, mainly due to the integration of Sprint employees in the United States. Development across the seg- ments was varied. The number of employees in our Germany oper- ating segment declined by 4.4 percent as a result of efficiency enhancement measures and the take-up of socially responsible instruments in connection with the staff restructuring. The total number of employees in our United States operating segment increased by 50.7 percent as of December 31, 2019 compared with the prior year, primarily due to the integration of Sprint employees. In our Europe operating segment, the headcount was down 7.1 percent compared with the end of the prior year. The headcount decreased in Romania, Hungary, and Greece in particu- lar. The number of employees in our Systems Solutions operating segment decreased by 4.7 percent compared with the end of 2019, mainly due to efficiency measures. The remaining headcount in this segment increased by 3.1 percent due to the insourcing of formerly external activities to realize cost savings at T-Mobile Netherlands. The headcount in the Group Headquarters & Group Services segment was down 4.1 percent compared with the end of 2019, mainly due to the ongoing staff restructuring at Vivento. Reporting against standards German Sustainability Code ƒ Criterion 15 (Equal Opportunities) Number of employees by country You can find further information in the HR Factbook. Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 401-1 (Employment) European Federation of Financial Analysts Societies (EFFAS) ƒ S01-01 (Percentage of FTE leaving p.a.)

Social Fluctuation & staff restructuring 139 Fluctuation & staff restructuring Socially responsible staff restructuring We must stay fit for the future and competitive in the long term – especially against the backdrop of digitalization and a dynamic and global market environment. That is why we support our employees in the best way possible on our way to the digitalized working world. These changes are also accompanied by complex personnel restructuring. We are creating new jobs in growth fields and are training qualified personnel to fill these positions. Other areas are the focus of restructuring activities involving workforce reduction. We make sure that all staff restructuring measures are imple- mented in a socially responsible way for our employees. The HR service provider Vivento has provided us with support for implementing staff restructuring in Germany for many years. Since 2013, Vivento has been exclusively responsible for providing sup- port and placement services for civil servants. 149 civil servants employed at Deutsche Telekom in Germany opted for a permanent transfer to federal, state, or local authorities in 2020. The focus was primarily on transfers of civil servants to the the armed forces, the Customs Office, and the Federal Police Force. Employees were assisted in finding positions with administrative authorities. Since Vivento was established 17 years ago, the HR service provider has helped more than 52,500 employees (full-time equivalents, FTEs; as at: December 31, 2020) to gain a new perspective. Surplus personnel have been looked after for several years in the segments, including T-Systems or Telekom Deutschland: They offer a special consulting concept for professional reorientation. They give employees in the change process prompt and compre- hensive support – with the goal of finding permanent new employment. Reporting against standards Global Reporting Initiative (GRI) ƒ GRI 401-1 (Employment) Job Service & Placement (JSP): Staff restructuring at T-Systems Deutsche Telekom’s systems solutions business is currently under- going a transformation. Job Service & Placement (JSP), our inter- nal service provider, advises and supports employees with a com- prehensive program and various initiatives through the necessary change processes. The aim is to place employees within the Group or externally. In addition, T-Systems supports restructuring in a socially responsible manner – for example, by offering phased retirement, early retirement, and severance payments. Holistic staff restructuring and transfer management at Telekom Deutschland GmbH Telekom Deutschland GmbH has implemented holistic staff restructuring and transfer management system since 2017. Its aim is to win employees over to the idea of a career change early on. In cases where tasks are being eliminated in the near or medium term, or different skills are required, the affected employees will be given advice proactively regarding opportunities for a profes- sional reorientation. Managers are also actively involved in the change process. Together with them, internal and external employ- ment alternatives are considered and personal labor market pro- files developed. In addition, assistance is provided for individual application processes and – where necessary – training offered. Since 2018, around 1,000 employees nationwide received advice in the Germany segment. Approximately two thirds of them were able to find new options through these measures. Tools for socially responsible staff restructuring Deutsche Telekom Group in Germany We continued our efforts to engage in socially acceptable staff restructuring. To this end, the Group continued to rely on the already proven tools of early retirement, severance pay and partial retirement in 2020. You can find further information in the HR Factbook. Reporting against standards German Sustainability Code ƒ Criterion 6 (Rules and Processes) ƒ Criterion 14 (Employee Rights)

Social Ideas Management 141 Ideas Management Valuable contributions to Group-wide ideas management With our Group-wide “Idea Generation Management” we encour- age our employees to send us their suggestions and ideas for con- tinued improvement at Deutsche Telekom. Due to the coronavirus pandemic, fewer employees took part in 2020 than in the previous year: Participation was lower, at 4,574 submissions, but the quality of the ideas was higher. The economic benefit amounted to 69.2 million euros in the form of savings or new business potential. Thanks to our intense efforts to develop and structure our IPR portfolio, the rights we hold are highly valuable and firmly in line with our Group’s strategic objectives. We have put in place a pro- fessional patent law management process to keep our IPR assets safe. Additionally, we are represented on various standardization bodies in our industry. We manage our IPRs on the basis of cost/ benefit aspects, filing only selected applications and de- registering patents systematically. Reporting against standards European Federation of Financial Analysts Societies (EFFAS) ƒ ƒ V04-05 (Number of patents registered within last 12 months) V04-06 (Percentage of patents registered within last 12 months in relation to total number of patents) Deutsche Telekom took second place in the “Occupational health and safety” category of the German Ideas Management Award presented by the German Institute for Ideas and Innovation Man- agement in 2020. The winning idea, to modify heavy-duty rails before they are installed, came from Andreas Thomas (Customized Hardware Service Individuell) and his colleagues. The idea gener- ates a value of 400,000 euros. Portfolio of Intellectual Property Rights By the end of 2020, we owned around 8,800 intellectual property rights (IPRs). We take a targeted approach to managing these IPRs in consideration of cost-benefit aspects. We regularly take stock of our IPRs and eliminate those that are no longer relevant. Patents are gaining more and more significance in the telecommu- nications industry. Market players and their areas of activity are changing, with a knock-on effect on our IPR (intellectual property rights) agenda. On the one hand, our Group’s scope for action must be maintained. On the other hand and alongside our own research and development activities, we want to pave the way to open innovation through collaboration projects and partnerships. National and international IPRs are vital for these types of activity. We are strongly dedicated to generating our own property rights. Industrial property rights include inventions, patent applications, patents, utility models and design patents.

About this report 143 meeting the criteria established by the Sustainability Accounting Standards Boards (SASB). The CR Report 2020 also serves as a Communication on Progress (CoP) from Deutsche Telekom as part of the United Nations Global Compact. Deutsche Telekom also issues an annual, detailed Declaration of Conformity with the German Sustainability Code. Independent assurance report Independent Practitioner’s Report on a Limited Assurance Engagement on Sustainability Information* To Deutsche Telekom AG, Bonn We have performed a limited assurance engagement on the dis- closures denoted with in the Corporate Responsibility Report of Deutsche Telekom AG, Bonn (hereinafter: “the Company”), for the period from 1 January to31 December 2020 (hereinafter: “Report”). Our engagement in this context relates solely to the disclosures denoted with the symbol . Responsibilities of the Executive Directors The executive directors of the Company are responsible for the preparation of the Report in accordance with the principles stated in the Sustainability Reporting Standards of the Global Reporting Initiative (hereinafter: “GRI-Criteria”) and for the selection of the disclosures to be evaluated. This responsibility of Company’s executive directors includes the selection and application of appropriate methods of sustainability reporting as well as making assumptions and estimates related to individual sustainability disclosures, which are reasonable in the circumstances. Furthermore, the executive directors are responsi- ble for such internal control as they have considered necessary to enable the preparation of a Report that is free from material mis- statement whether due to fraud or error. Independence and Quality Control of the Audit Firm We have complied with the German professional provisions regarding independence as well as other ethical requirements. Our audit firm applies the national legal requirements and profes- sional standards – in particular the Professional Code for German Public Auditors and German Chartered Auditors (“Berufssatzung für Wirtschaftsprüfer und vereidigte Buchprüfer“: “BS WP/vBP”) as well as the Standard on Quality Control 1 published by the Institut der Wirtschaftsprüfer (Institute of Public Auditors in Germany; IDW): Requirements to quality control for audit firms (IDW Qual- itätssicherungsstandard 1: Anforderungen an die Qualitäts- sicherung in der Wirtschaftsprüferpraxis - IDW QS 1) – and accordingly maintains a comprehensive system of quality control including documented policies and procedures regarding compli- ance with ethical requirements, professional standards and appli- cable legal and regulatory equirements. Practitioner´s Responsibility Our responsibility is to express a limited assurance conclusion on the disclosures denoted with in the Report based on the assur- ance engagement we have performed. Within the scope of our engagement we did not perform an audit on external sources of information or expert opinions, referred to in the Report. We conducted our assurance engagement in accordance with the International Standard on Assurance Engagements (ISAE) 3000 (Revised): Assurance Engagements other than Audits or Reviews of Historical Financial Information, issued by the IAASB. This Standard requires that we plan and perform the assurance engagement to allow us to conclude with limited assurance that nothing has come to our attention that causes us to believe that in the Company’s Report for the the disclosures denoted with period from 1 January to31 December 2020 has not been pre- pared, in all material aspects, in accordance with the relevant GRI-Criteria. This does not mean that a separate conclusion is expressed on each disclosure so denoted. In a limited assurance engagement, the assurance procedures are less in extent than for a reasonable assurance engagement and therefore a substantially lower level of assurance is obtained. The assurance procedures selected depend on the practitioner’s judg- ment. Within the scope of our assurance engagement, we performed amongst others the following assurance procedures and further activities: ƒ Obtaining an understanding of the structure of the sustainabil- ity organization and of the stakeholder engagement ƒ Inquiries of personnel involved in the preparation of the Report regarding the preparation process, the internal control system relating to this process and selected disclosures in the Report ƒ Identification of the likely risks of material misstatement of the Report under consideration of the GRI-Criteria ƒ Analytical evaluation of selected disclosures in the Report ƒ Inspection of processes for collecting, controlling, analyzing and aggregating selected data at specific sites of the Company ƒ Comparison of selected disclosures with corresponding data in the consolidated financial statements and in the group man- agement report ƒ Evaluation of the presentation of the selected disclosures regarding sustainability performance Assurance Conclusion Based on the assurance procedures performed and assurance evidence obtained, nothing has come to our attention that causes us to believe that the disclosures denoted with in the Compa- ny’s Report for the period from 1 January to31 December 2020 have not been prepared, in all material aspects, in accordance with the relevant GRI-Criteria.

Imprint Imprint Adress: Deutsche Telekom AG Friedrich-Ebert-Allee 140 53113 Bonn, Germany District Court of Bonn HRB 6794, Registered Office Bonn VAT ID No. DE 123475223 E-Mail: impressum [at] telekom.de Telefon: 0228/ 181-0 145 Concept/research/design/programming: Deutsche Telekom AG Stakeholder Reporting GmbH, Hamburg yoocon GmbH, Berlin 1000°DIGITAL GmbH, Leipzig Photos: Frank Bauer Pictureworld, Deutsche Telekom Contact: Please use our contact forms for questions about the company or products and services provided by our business areas. The 2020 CR Report is available in German and English. The Eng- lish version of the CR Report is a translation of the German version of the CR Report. The German version of this CR Report is legally binding. Translated by DTAG Corporate Language Management. Authorized representatives: Timotheus Höttges Adel Al-Saleh Birgit Bohle Srinivasan Gopalan Dr. Christian P. Illek Thorsten Langheim Dominique Leroy Claudia Nemat Regulatory authority: Federal Network Agency for Electricity, Gas, Telecommunications, Post and Railway Tulpenfeld 4, 53113 Bonn, Germany Responsible: Deutsche Telekom AG Birgit Klesper Senior Vice President Group Transformational Change & Corporate Responsibility Friedrich-Ebert-Allee 140 53113 Bonn Further information on Deutsche Telekom's corporate responsibil- ity activities can be found at: https://www.telekom.com/en/corporate-responsibility and http://report.telekom.com/annual-report-2020

Corporate Responsibility Bericht 2020 GRI-Index Global Compact Communication on Progress

GRI-INDEX GENERAL DISCLOSURES 3 Indicator Reference Strategy and analysis Checked Reference Indicator Stakeholder engagement Checked 102-14 Statement of the Board of Management 102-40 Stakeholder groups engaged � Management & facts > Strategy > Foreword > Statement by � Management & facts > Strategy > Materiality > Material sus- the Chairman of the Board of Management tainability topics: systematic process 102-15 Impacts, risks and opportunities � Management & facts > Strategy > CR strategy & management > Risk and opportunity management SASB-Topics & key figures TC-TL-230a.2 TC-TL-520a.3 TC-TL-550a.2 Ethics and integrity 102-16 Values, principles, standards and norms of behavior � Management & facts > Strategy > CR strategy & management > Values and Guiding Principles 102-17 Internal and external procedures on ethical and lawful conduct and procedures for reporting concerns regarding non-ethical or unlawful conduct � Management & facts > Strategy > Compliance > Holistic com- pliance management system 102-41 Employees covered by collective bargaining agreements As of December 31, 2020, 72 percent of employees in Germany were covered by collective agreements. We record the Group- wide coverage rate every two years. As of December 31, 2020, it stood at just under 46 percent. 102-42 Identification and selection of stakeholders � Management & facts > Strategy > Stakeholder management > Formats for stakeholder engagement 102-43 Approach to Stakeholder Engagement � Management & facts > Strategy > Stakeholder management > Formats for stakeholder engagement We work with various feedback formats that are difficult to clas- sify due to their variety. Because we have informal discussions with our stakeholders at dialog events, the feedback cannot be broken down according to the stakeholder groups. � Management & facts > Strategy > Compliance > Systematic 102-44 Key topics and concerns raised by stakeholders handling of infractions Governance 102-18 Governance structure � Management & facts > Strategy > CR strategy & management > Business activities and organization � www.telekom.com/en/company/company-profile 102-19 Delegating authority � Management & facts > Strategy > CR strategy & management > Business activities and organization � www.telekom.com/en/company/company-profile 102-20 Responsibility for sustainability topics � Management & facts > Strategy > Materiality > Material sus- tainability topics: systematic process � Management & facts > Strategy > Stakeholder management > Formats for stakeholder engagement Identified material aspects and boundaries 102-45 Entities included in the consolidated financial statements � www.telekom.com/en/company/worldwide 102-46 Defining report content and topic boundaries � Management & facts > Strategy > Materiality > Key issues for sustainable business development � Management & facts > Strategy > Materiality > Material sus- � Management & facts > Strategy > CR strategy & management tainability topics: systematic process > Business activities and organization � Management & facts > Strategy > Materiality > Material top- � www.telekom.com/en/company/company-profile ics matched with GRI aspects 102-24 Selection processes for the highest governance body and its committees 102-47 List of Material Topics All skills and abilities required and useful in effectively enacting the responsibilities of a position are taken into consideration dur- ing the selection process. The requirements of a position are identified using a skills list. The selection process is conducted by the Supervisory Board, which acts in the interests of stakeholders and shareholders. � Management & facts > Strategy > Materiality > Key issues for sustainable business development � Management & facts > Strategy > Materiality > Material top- ics matched with GRI aspects

GRI-INDEX TOPIC-SPECIFIC STANDARDS 5 Topic-specific Standards Reference Indicator GRI 203: Indirect Economic Impacts GRI 103: Management Approach 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evalu- ates the management approach. � Management & facts > Economy > Network expansion > Our approach to infrastructure expansion 203-1 Infrastructure investments and services sup- ported � Management & facts > Economy > Network expansion > Our approach to infrastructure expansion GRI 204: Procurement Practices GRI 103: Management Approach 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evalu- ates the management approach. � Management & facts > Economy > Suppliers > Our approach to sustainable procurement � Management & facts > Economy > Suppliers > Supply chain management � Management & facts > Economy > Suppliers > Responsible raw materials sourcing 204-1 Proportion of spending on local suppliers at significant locations of operation As an ICT company, Deutsche Telekom works with suppliers worldwide. That is why we do not have Group-wide policies giving priority to local suppliers at our locations. � Management & facts > Economy > Suppliers > 2020 spend analysis GRI 205: Anti-corruption GRI 103: Management Approach 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evalu- ates the management approach. � Management & facts > Strategy > Compliance > Holistic com- pliance management system Checked Indicator Reference Checked 205-1 Total number and percentage of operations as- sessed for risks related to corruption and the significant risks identified The following risks of corruption were identified as the most likely within the scope of our risk analysis: 1. 2. 3. 4. Acceptance of a benefit in connection with a specific busi- ness decision (e.g., a supplier invites an employee to a pres- tigious sports event, where there is a close material and tem- poral correlation between the event and the upcoming renewal of an existing agreement). An employee formulates selection criteria in favor of one supplier/consultant. Procurement has no choice other than to include this supplier/consultant in its selection. Alterna- tively, an employee influences an auction/tender in favor of one bidder. In return, the employee receives a benefit from the supplier/consultant. An employee makes an agreement with a supplier to add 10 percent to a bill. The supplier pays half of the extra amount charged into a private bank account of the employee. A benefit is granted to a business partner’s employee or rep- resentative in connection with a specific forthcoming busi- ness decision in order to gain an unfair competitive advan- tage (e.g., inviting a decision-maker on the customer side to a prestigious sports event in order to sway them into renew- ing the existing framework agreement that is coming up for renewal). 5. An employee awards a contract in return for something with- out first obtaining a comparative bid from a competitor, which represents a breach of duty. It makes no difference whether or not the competitor’s bid would actually have been lower. Each year, we carry out a Group-wide compliance risk assessment (CRA) to determine compliance risks and develop tailored com- pliance measures. In 2020, the CRA included 80 companies and thus covered just over 97.27 percent (based on the number of employees). 205-2 Communication and training on anti-corruption policies and procedures We use regular training measures to inform and raise awareness among our employees about compliance. In addition to class- room courses, we also use various interactive e-learning formats. In addition, customized classroom courses on compliance and anti-corruption are given to members of the management boards and executives. Managers are addressed about their extraordi- nary responsibility and informed about trends and changes in the law.

GRI-INDEX TOPIC-SPECIFIC STANDARDS Reference Indicator GRI 305: Emissions GRI 103: Management Approach 7 Checked Indicator Reference Checked 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evalu- ates the management approach. � Management & facts > Environment > Climate strategy > Cli- mate strategy � Management & facts > Environment > CO2e emissions > Scope 3 emissions along the value chain � Our approach to sustainable products and services 305-1 Direct GHG emissions (Scope 1)  � Management & facts > Environment > CO2e emissions > Car- bon Intensity ESG KPI � Management & facts > Environment > CO2e emissions > Total CO2e emissions (Scope 1 & 2 emissions) � Management & facts > Social > Fluctuation & staff restructur- ing > Share of civil servants in the Group workforce � Management & facts > Social > Fluctuation & staff restructur- ing > Staff restructuring in a socially responsible way The number of employees entering retirement, an important component of natural employee churn, is not recorded within the scope of the annual workforce structure report. We therefore can- not provide a breakdown of natural churn according to gender and age. The time and effort involved in more detailed data col- lection would exceed any insights gained. GRI 402: Labor/Management Relations GRI 103: Management Approach 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evalu- ates the management approach. � Management & facts > Social > Employee relationships > Our 305-2 Indirect GHG emissions (Scope 2)  approach to employee relationships � Management & facts > Environment > CO2e emissions > Car- bon Intensity ESG KPI � Management & facts > Environment > CO2e emissions > Total CO2e emissions (Scope 1 & 2 emissions) 305-3 Other indirect GHG emissions (Scope 3)  � Management & facts > Environment > CO2e emissions > Total CO2e emissions (Scope 3) 305-5 Reduction of GHG emissions 402-1 Minimum notice periods regarding operational changes This indicator cannot be used for Deutsche Telekom as a global corporation because of the extensive effort involved in compiling all country-specific regulations, an effort that exceeds the benefit of such activities. The relevant works council committees are informed of significant operational changes and involved accord- ing to the legally applicable provisions such as the German Works Constitution Act (Betriebsverfassungsgesetz). We also regularly engage in dialog with employee representatives at a national and European level. � Management & facts > Environment > Climate strategy > Cli- mate strategy GRI 403: Occupational Health and Safety � Management & facts > Environment > Our environmental pro- gram > We Care for Our Planet GRI 103: Management Approach GRI 401: Employment GRI 103: Management Approach 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evalu- ates the management approach. � Management & facts > Social > Training and development > Our approach to training and development � Management & facts > Social > Fluctuation & staff restructur- ing > Staff restructuring in a socially responsible way � New way of working > New world of work page 401-1 New employee hires and employee turnover � Management & facts > Social > Headcount and part-time work > Development of headcount worldwide � Management & facts > Social > Fluctuation & staff restructur- ing > Staff churn rate 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evalu- ates the management approach. � Management & facts > Social > Occupational health and safety > Our approach to health and occupational safety 403-1 Workers representation in formal joint manage- ment-worker health and safety committees Deutsche Telekom in Germany has created a number of commit- tees for occupational health and safety management: At Group level, the Central Health Working Group comprises employer representatives from Group headquarters and Group companies, occupational health and safety experts, and also rep- resentatives of the Group and General Works Councils and of employees with disabilities. At Group company level, General Health Working Groups have been established with equal num- bers of representatives from additional local occupational safety committees and Health Working Groups.

GRI-INDEX TOPIC-SPECIFIC STANDARDS 9 Reference Indicator GRI 405: Diversity and Equal Opportunity GRI 103: Management Approach 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evalu- ates the management approach. Checked Indicator Reference Checked 406-1 Incidents of discrimination and corrective actions taken � Management & facts > Social > Human rights > Human Rights & Social Performance Report � Management & facts > Social > Human rights > Information and questions about human rights � Management & facts > Social > Diversity > Our approach to GRI 407: Freedom of Association and Collective Bargaining diversity and equal opportunities 405-1 Diversity of governance bodies and employees: Percentage of individuals within the organization’s governance bodies in each of the following diversity categories: gender, age group, other indicators of diver- sity where relevant (such as minority or other vulnerable groups) GRI 103: Management Approach 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evaluates the management approach. � Management & facts > Social > Diversity > Commitment to � Management & facts > Social > Human rights > Our approach increasing the proportion of women to protecting human rights � Management & facts > Social > Diversity > People with a disa- � New way of working > Human rights > Human rights page bility � Management & facts > Social > Demography and company pension scheme > Age structure Deutsche Telekom is an international corporation that is only rep- resented by a majority interest in some of its national companies. For that reason it is not possible to break down these values based on employee category. 405-2 Ratio of basic salary and remuneration of women to men We have been comparing the pay of male and female employees for several years now. We were unable to identify any significant gender-based differences in pay for our employees in Germany. In the past, studies (e.g., Logib-D, "eg-check") confirmed that women and men who do the same job receive the same pay. In March 2021, we received the "eg-check" certificate from the Federal Anti-Discrimination Agency of the German Confederation. The "eg-check" took into account key requirements such as knowledge, skills, communication, cooperation and responsibility - criteria that are also part of Telekom’s evaluation procedures. The methods used included statistics, pairwise comparisons, and a detailed regulation check. It was not possible to record the pay of our male and female employees at all of our international locations due to data una- vailability, relevance to competition, and the time and effort involved. GRI 406: Non-discrimination GRI 103: Management Approach 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evaluates the management approach. � Management & facts > Social > Human rights > Our approach to protecting human rights � New way of working > Human rights > Human rights page 407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk, and corrective actions taken To our knowledge, there are no cases of this nature. Deutsche Tel- ekom recognizes the fundamental right to freedom of association and the right to collective bargaining within the scope of national regulations and existing agreements. These principles form an integral part of the Code of Human Rights & Social Principles, are binding for the entire Group, and must be confirmed in writing annually by the Group companies. We likewise expect our busi- ness partners and suppliers to comply with these principles as long as they do not contradict national legislation. GRI 409: Forced or Compulsory Labor GRI 103: Management Approach 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evaluates the management approach. � Management & facts > Social > Human rights > Our approach to protecting human rights � Management & facts > Social > Human rights > “Code of Human Rights & Social Principles” � Good stewardship > Supply Chain > Supply chain page � Management & facts > Economy > Suppliers > Our approach to sustainable procurement � Management & facts > Economy > Suppliers > Improving sus- tainability in the supply chain

GRI-INDEX TOPIC-SPECIFIC STANDARDS 11 Reference Indicator GRI 418: Customer Privacy GRI 103: Management Approach Checked 103-1,103-2,103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evaluates the management approach. � Our approach to data protection � Management & facts > Economy > Consumer protection > Our approach to consumer protection 418-1 Substantiated complaints regarding breaches of customer privacy and losses of customer data � Management & facts > Strategy > Compliance > Systematic handling of infractions GRI 419: Socioeconomic Compliance GRI 103: Management Approach 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evaluates the management approach. � Management & facts > Strategy > Compliance > Holistic com- pliance management system 419-1 Non-compliance with laws and regulations in the social and economic area � Management & facts > Strategy > Compliance > Systematic handling of infractions

GRI-INDEX FURTHER GRI ASPECTS REPORTED 13 Indicator Reference Checked The new indicator will be as follows: Coverage of the Procure- ment Volume Using the CDP Supply Chain Program by Means of Verified Responses to Scope 1, 2 & 3 Emissions – Target: 70 Per- cent by YE2025. In the future, these new ESG indicators will replace the existing Sustainable Procurement, CR-Qualified TOP 200 Suppliers, and CDP Supply Chain Coverage ESG KPIs. � Management & facts > Economy > Suppliers > CDP Supply Chain Coverage ESG KPI � Management & facts > Economy > Suppliers > Procurement Volume Without CR Risk – Target: 95 Percent by YE2025 ESG KPI � Management & facts > Economy > Suppliers > Procurement Volume Verified as Non-Critical – Target: 60 Percent by YE2025 ESG KPI 308-2 Significant actual and potential negative environ- mental impacts in the supply chain and actions taken � Management & facts > Economy > Suppliers > 2020 audit results GRI 408: Child Labor GRI 103: Management Approach 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evaluates the management approach. � Management & facts > Economy > Suppliers > Our approach to sustainable procurement � Management & facts > Economy > Suppliers > Supply chain management � Management & facts > Economy > Suppliers > 2020 audit results 408-1 Operations and suppliers at significant risk for incidents of child labor, and corrective actions taken � Management & facts > Economy > Suppliers > 2020 audit results No significant risk of child labor was identified at our direct busi- ness facilities, business partners, and suppliers. GRI 415: Public Policy GRI 103: Management Approach 103-1, 103-2, 103-3 Explain why the topic is material and provide its boundary. Explain how the organization manages the topic. Explain how the organization evaluates the management approach. � Management & facts > Strategy > Political advocacy > Politi- cal advocacy

GLOBAL COMPACT COMMUNICATION ON PROGRESS 15 Principle 6: Elimination of discrimination in respect of employment and occupation � Management & facts > Strategy > CR strategy & management > Values and Guiding Principles � Management & facts > Strategy > Compliance � Management & facts > Social > Diversity � 2020 Annual Report > Management report > Employees � 2020 Annual Report > To our shareholders > Corporate Governance Report Principle 7: Support a precautionary approach to environmental challenges � Management & facts > Strategy > CR strategy & management > CR strategy � Management & facts > Strategy > CR strategy & management > Our management tools – the ESG key performance indica- tors � Management & facts > Strategy > CR strategy & management > Governance � Management & facts > Strategy > Political advocacy � Management & facts > Strategy > CR strategy & management > Risk and opportunity management � Management & facts > Environment > Climate strategy � Management & facts > Environment > Our environmental pro- gram > We Care for our Planet � Management & facts > Environment > Circular economy & resource efficiency � Management & facts > Environment > Energy consumption & efficiency � Management & facts > Environment > Additional ecological information > Protecting biodiversity � Management & facts > Environment > Waste management & recycling > Mobile device collection � Management & facts > Environment > Additional ecological information > Additional ecological information � 2020 Annual Report > Management report > Risk and oppor- tunity management Principle 8: Undertake initiatives to promote greater environmental responsibility � Management & facts > Strategy > CR strategy & management > Values and Guiding Principles � Management & facts > Strategy > CR strategy & management > CR strategy � Management & facts > Strategy > CR strategy & management > Our management tools – the ESG key performance indica- tors � Management & facts > Strategy > CR strategy & management > Governance � Management & facts > Strategy > Political advocacy � Management & facts > Environment > Climate strategy � Management & facts > Environment > Our environmental pro- gram > We Care for our Planet � Management & facts > Environment > Circular economy & resource efficiency � Management & facts > Environment > Energy consumption & efficiency � Management & facts > Environment > Additional ecological information > Protecting biodiversity � Management & facts > Environment > Circular economy & resource efficiency > Our approach to resource conservation and environmental protection � Management & facts > Environment > Mobility > Our strategy � Management & facts > Economy > Suppliers > Our approach for climate-friendly mobility in Germany for sustainable procurement � Management & facts > Economy > Suppliers > Supply chain � Management & facts > Economy > Sustainable and innovative management products � Management & facts > Economy > Suppliers > Auditing � Management & facts > Economy > Suppliers > Our approach procedures for sustainable procurement � Management & facts > Economy > Suppliers > Responsible � Management & facts > Economy > Suppliers > Supply chain procurement of raw materials management � Management & facts > Economy > Suppliers > Auditing � Specific absorption rate procedures � Management & facts > Economy > Suppliers > Responsible procurement of raw materials https://www.telekom.de/hilfe/geraete-zubehoer/handy- smartphone-tablet/allgemein/sar-werte?samChecked=true � Annual Report 2020 > Management report > Risk and oppor- � Management & facts > Environment > CO2e emissions > Car- tunity management bon Intensity � Management & facts > Environment > Energy consumption & efficiency > Energy Intensity � Management & facts > Environment > Waste management & recycling > Waste management and volume