21.12.20151 Employee Relations & Industrial Relations @ Deutsche Telekom AG.
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Transcript of 21.12.20151 Employee Relations & Industrial Relations @ Deutsche Telekom AG.
21.04.23 1
Employee Relations & Industrial Relations @ Deutsche Telekom AG.
21.04.23 2
History of Deutsche Telekom AG.From the discovery of voice telephony to an international company.
1861
German physicist Johann Philip Reis builds the first device that is capable of electrically transmitting the human voice. He names his invention the “telephone”.
1950
In West Germany, the “Deutsche Bundespost” is established.
1989
First phase of national postal and telecommunications reform creates “Deutsche Bundespost Telekom”.
1995
The second phase of the national postal and telecommunications reform marks the transition from Deutsche Bundespost Telekom to the initially state-owned stock company Deutsche Telekom AG.
1996
“Deutsche Telekom AG” goes public in Germany in November 1996.
2001
T-Mobile becomes the first transatlantic GSM operator with the takeover of the two U.S. mobile communications providers Voice-Stream and Powertel.
2007 to present
The proportion of international revenue in net revenue is consistently above 50 percent since 2007.*
*:Annual Financial Report 2010 of DTAG
21.04.23 33
International presence.
Selected international subsidiaries and majority shareholdings
AlbaniaArgentina
AustriaBelgium
BrazilBulgariaCanada
ChinaCroatia
Czech RepublicDenmark
FranceGermany
Greece Hong Kong
HungaryItaly
Japan
Republic of MacedoniaMexicoMontenegroNetherlandsPolandRomaniaRussiaSingaporeSlovakiaSpain/PortugalSouth AfricaSwitzerlandTurkeyUnited KingdomUSA
The portfolio will indicate a much stronger position on the market thanks to the planned sale of T-Mobile USA, which should be completed by the second half of 2012. Deutsche Telekom will be either number one or number two in almost all the markets in which it has a presence.
21.04.23 4
Deutsche Telekom AG in numbers.
USA
North America*
Net Revenue
Net Revenue
5,5 1,7 17,3 127,8
EBITEBIT Net Profit (loss)
Net Profit (loss) EBITDAEBITDA Total
AssetsTotal
Assets
62,4
South Africa2.181 FTE
South Africa2.181 FTE
Asia1.093 FTE
Asia1.093 FTE
Europe*73.303
FTE
Europe*73.303
FTE
South America
1.956 FTE
South America
1.956 FTE
North America*39.167
FTE
North America*39.167
FTE
Source: Personnel Report 2010/2011; Annual Financial Report 2010
Germany123.147
FTE
Germany123.147
FTE
(billions/€)2010
* North America (incl. T-Mobile US); Europe (without Germany)
21.04.23 5
5
Deutsche Telekom – a global leaderin “Connected Life and Work”
Deutsche Telekom – a global leaderin “Connected Life and Work”
Deutsche Telekom’s vision, aspiration and strategy.
Our strategy
Our vision
Our aspiration
The most highly regarded service company in our industry
The most highly regarded service company in our industry
FIX TRANSFORM INNOVATE
Improve performanc
e of mobile-
centric assets
Improve performanc
e of mobile-
centric assets
Leverage one
company in integrated
assets
Leverage one
company in integrated
assets
Build networks
and processes
for the Gigabit Society
Build networks
and processes
for the Gigabit Society
Connected life across all screens
Connected life across all screens
Connected work with unique ICT solutions
Connected work with unique ICT solutions
21.04.23 6
Board of Management Deutsche Telekom AG.
Reinhard ClemensReinhard Clemens
T-Systems
Direct Sales to Corporate Customers (T-Systems)
Product Development for Corporate Customers
ICT Solutions
Dr. ManfredBalz
Dr. ManfredBalz
Data Privacy,
Legal Affairs and
Compliance Data Privacy Data
Security / IT Security
Compliance Legal Affairs Group
Security Coordinator
Claudia Nemat
Claudia Nemat
Subsidiary management for european mobile and fixed-network companies
International Sales & Service
International Marketing
Europe
TimotheusHöttges
TimotheusHöttges
Thomas Sattelberge
r
Thomas Sattelberge
r
Controlling Treasury
and International Financing
Mergers & Acquisitions
Accounting and Taxes
Investor Relations
Internal Audit
Risk Management
Real Estate Shared
Services
Finance
Director of Industrial Relations
HR Strategy HR
Management
HR Development
Executive Staff
Vivento HR Services
Telekom Telekom
Training
Human Resources
RenéObermann
RenéObermann
Chairman of the Board of Managemen
t T-Mobile USA
Corporate Development Group
Strategy Group
Organization
Corporate Communications and Corporate Social Responsibility
Brand Management
Government Relations and Regulatory Law
Niek Jan van Damme
Niek Jan van Damme
Standard Market (consumers and business customers) in Germany Sales Customer
Care Marketing
Group Business Security
Germany
Edward R.Kozel
Edward R.Kozel
Technology and
Innovation
Technology IT Products
and Innovation (consumers and business customers)
Procurement
21.04.23 7
DTAG‘s commitments towards its employees, customers and stakeholders.
Our Employee Relations Policy describes our global understanding of Employee Relations based on specific core elements. It comprises our promise as employer towards our employees worldwide.
Implementation process has started in 2011
Our Employee Relations Policy describes our global understanding of Employee Relations based on specific core elements. It comprises our promise as employer towards our employees worldwide.
Implementation process has started in 2011
Our Code of Conduct is a group-wide framework which shapes DTAG‘s internal stakeholders behavior.
An update has taken place in 2011.
Our Code of Conduct is a group-wide framework which shapes DTAG‘s internal stakeholders behavior.
An update has taken place in 2011.
Our Corporate Responsibility Report expresses our appreciation towards our customers, employees, shareholders and the society. Deutsche Telekom reports annually about its objectives, its activities and the progress made in the relevant economic, ecological and social areas since 1996.
Our Corporate Responsibility Report expresses our appreciation towards our customers, employees, shareholders and the society. Deutsche Telekom reports annually about its objectives, its activities and the progress made in the relevant economic, ecological and social areas since 1996.
Our Guiding Principles help our employees by implementing the strategy in their ways of working and attitudes.
Established in 2009 in the present form
Our Guiding Principles help our employees by implementing the strategy in their ways of working and attitudes.
Established in 2009 in the present form
Our Social Charter represents the social standards of Deutsche Telekom.
Acting according to internationally accepted guidelines and standards, especially of the ILO, OECD and the UN Global Compact
The Social Performance Report is the annual review of the Social Charter.
Established in 2003
Our Social Charter represents the social standards of Deutsche Telekom.
Acting according to internationally accepted guidelines and standards, especially of the ILO, OECD and the UN Global Compact
The Social Performance Report is the annual review of the Social Charter.
Established in 2003
Code of Conduct Guiding Principles Social Charter
Corporate Responsibility ReportEmployee Relations Policy
21.04.23 8
The interconnection and hierarchy of DTAG’s commitments towards its employees, customers and stakeholders.
Code of ConductBehavioral framework for all employees
of Deutsche Telekom
Detailed descriptionof target behavior
Guidelines / Policies
Guiding PrinciplesGlobal design of corporate culture
Deutsche Telekom's voluntary commitmentto comply with defined policies and principles
Social Charter
Social Performance Report
Compliance by Group companies(reviewed annually)
Internal stakeholders(employees, managers)
External stakeholders(suppliers, shareholders, press, general public,…)
DT suppliers are expectedto be compliant
ER Policy
Framework for defining ER
Included in terms and conditions forsuppliers
21.04.23 9
Deutsche Telekom‘s Social Partners.
Social Dialogue
Committee of the
TelecommunicationsSector
(European level)
Social Dialogue
Committee of the
TelecommunicationsSector
(European level)European Works
Council (EWC)(Employee
representation on an
European level)
European Works
Council (EWC)(Employee
representation on an
European level)
Deutsche Telekom AG Supervisory
Board
Deutsche Telekom AG Supervisory
Board
Deutsche Telekom AG
Shareholders‘ Meeting
Deutsche Telekom AG
Shareholders‘ Meeting
Legal obligation3 of 10 employee representatives are officials of Ver.di or the
DGBVer.di: affiliated to UNI & the DGB
Legal obligation3 of 10 employee representatives are officials of Ver.di or the
DGBVer.di: affiliated to UNI & the DGB
Legal obligationEmployee representatives asking questions regarding working
conditions and rightsat work during the Shareholders’ Meeting
Legal obligationEmployee representatives asking questions regarding working
conditions and rightsat work during the Shareholders’ Meeting
Social-political obligation Advising the European Commission on social-political
initiatives and developments and the promotion of a social dialogue to continual improvement of working conditions of employees in this sector
Employees are represented by UNI or by local affiliates of UNI
Social-political obligation Advising the European Commission on social-political
initiatives and developments and the promotion of a social dialogue to continual improvement of working conditions of employees in this sector
Employees are represented by UNI or by local affiliates of UNI
Legal European obligation 32 members from 13 different European countries are
represented in the EWC of DTAG
Legal European obligation 32 members from 13 different European countries are
represented in the EWC of DTAG
21.04.23 11
Global business trends as challenges of the future for Employee Relations.
Borderless globalization of businesses & economies Standardization vs. Local Adaption
Globalization of values, labor & human rights Uniformity vs. Diversity
Digitization of communication and collaboration From a bipolar relationship between employer and employee
organizations to a Multi-Actor System. Labor markets change to talent markets worldwide
The power is shifting increasingly away from the capital to the talent owners.
Actors‘ self-concepts in the work system change The salaried workers will grow more and more into corporate citizen
characteristics; the trade unions, which have so far channeled the issues and in particular in the distribution topic, must turn to new topics, and the employers will have to deal with the fact that overall the Multi-Actor System takes away a piece of their freedom of maneuver.
21.04.23 12
Thank you for your attention.