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.