Verificaciones y medidas de muestras aleatorias*

One Company to support a shared service culture. Whether in Germany, Croatia, Slovakia or Hungary: The customer-oriented integration of our fixed network and mobile operations is making rapid, target-oriented prog- ress. The next step is to bring the transformation to One Company to life in a shared corporate culture focused on the customer – at all levels of the hier- archy and in all areas of our Company.

Professional and high-quality Group-wide change management, which also encompasses employees’ emotional and subjective involvement, will promote the idea of One Company and helps take our employees with us through the radical, sometimes difficult changes toward the New Telekom and embed the new structures and the new culture in everyday working life. In 2009 and 2010, our HR department mainly focused on actively supporting One Company integration.

We have pooled our change tools and initiatives under the term Change House. Since 2010, Change House has helped us establish efficient, con- sistent Group-wide change management that also takes specific regional and local conditions into account.

Implementation of our Guiding Principles. On Guiding Principles Day, when we focused on our corporate values, a wide range of creative employee initiatives showed that our Guiding Principles have been taken on board globally. In the next step, we successfully demonstrated in 19 languages, 34 countries and 50 business units how our Guiding Principles are being

actively implemented. This sent a clear message that these principles play an important role in the development of our Company now and in the future. To further embed the Guiding Principles in the entire Group, their sustained validity has to be underlined, with our executives serving as role models. To this end, we have updated our Code of Conduct and started its international roll-out in Germany in January 2011 to illustrate what the Guiding Principles mean for employees and executives in everyday work, and to establish a code of conduct that can be put into practice across the entire Group. This ensures that all our employees worldwide work and behave according to the same principles.

We call on our executive staff to set an example of the conduct we expect from our employees. We specifically support our executive staff in their role as multipliers of the Group’s strategy, Guiding Principles and Code of Conduct. At Telekom Deutschland GmbH, for example, half of all German executives had already taken part in the workshops of the multi-stage program “Initiative 2010 Germany. Strategy and Integration – Guiding Principles and Leadership” by September 2010.

Top excellence in customer service. We want our customer service to be outstanding and continue to focus on this goal. One example of an international service initiative is the three-stage service culture program of the Croatian company Hrvatski Telekom. From 2009 to 2011, its technical staff are being trained in all aspects of service culture. The aim is to delight customers. In Germany we also continue to work on intensive service training. In our three service companies alone, employees completed more than 100,000 service training days in the reporting year. In addition, the workforce in the Germany operating segment overall participated in around 360,000 training days and over 14,500 days of IT/IP training. In other words, we offered each employee around 4.5 days of training every year, investing more than EUR 72 million in expanding the expertise of our workforce.

2009/2010 also saw the successful implementation of our human resources development initiative Service Career, i.e., a new career path precisely tailored to all three service companies. It offers our high poten- tials another valuable opportunity to develop professionally – through top performance in service. A total of 1,100 employees have commenced their training to prepare for their additional role, or new function or activity as part of Service Career. The training phase takes no more than ten months and qualifies employees for a range of activities in Sales and Service in Germany, for instance, as a customer service representative, team leader, top agent or workforce manager. With this initiative, we want to improve both our employees’ personal development opportunities and the solution and service competency of our employees for our customers.

To give our executives a better understanding of good service, we have built on the success of the German Service Academy, whose courses were attended by 1,913 executives in 2010.

Ideas management. Lively identification with the Company and creative, innovative exchange means active integration of employees. Ideas and proposals submitted by employees – ideally regardless of hierarchies – can lead to improvements in customer service, internal processes, and even product innovations. In 2010, we started two additional key, central activities in ideas management. First, we launched and expanded the Germany-wide standardized IT tool “genial@telekom.” It is now much simpler and easier to submit ideas – and the entire process has been made more transparent – from submission to evaluation. This is also reflected in the level of participation: 4,992 employees submitted ideas in 2010, taking the total number of ideas submitted to 10,498, a year-on-year increase of 88 percent. In addition, we supported the Group-wide sustainability ini- tiative “Big changes start small.” These initiatives have made today’s ideas management an important element of employee participation in driving the Company forward. With its interactive tools, ideas management also shows how Deutsche Telekom can open up even more, both internally and to the world outside.

Enterprise 2.0. We want to connect and enhance the knowledge of our employees, and to democratize access to such knowledge, entirely in keeping with an integrated Enterprise 2.0 strategy. To this end, we will also use comprehensive dialog and contact that is unrestricted in terms of time and space, e.g., with the Ideas Garden to be launched in 2011. In this virtual communication space, people can communicate and further develop rough ideas and approaches within a community.

Business excellence. In terms of customer satisfaction as well as the quality and efficiency of processes, we have also successfully employed the Six Sigma and Lean Management/Office Lean methods since 2006. The Six Sigma working group acts in close cooperation with the change management community. Several hundred employees throughout the Group have trained to become Six Sigma project managers and over 750 process managers were trained to use the Six Sigma tools. All business excellence courses include a certification concept, which was harmonized throughout the Group in the reporting year. The certification concept is to be inte- grated in the expert career system and in the performance review in the coming year.

109

Combined management report Employees