Future working practices Strategy for tsn

1. Future working practices Strategy for tsn Bonn 18.07.2013, Heinrich Schnorrenberg – internal – H. Schnorrenberg/ TSI Strategy for TSN

2. HR T-SYSTEM GLOBAL ROADMAP 2013 WORKSTREAM TOPICS T-Systems 2013+ Growth Quality Efficiency People & Culture Telekom IT • IMPLEMENT TSI 2013+& OTHER STRATEGIC PROGRAMS • Optimization Market Unit TSI => TSI 2013+ • Optimization SMART FC • REVISED PERFORMANCE MANAGEMENT & AGILE LEADERS • Prepare for implementation of revised performance management system for executives • Conceptualization of accompanying leadership initiative • DIVERSITY & INTERNATIONALIZATION • Internationalization • Gender Equality • GLOBAL SKILLING & QUALIFICATION MANAGEMENT • Adaption of QdP towards ipf • Support main strategic initiatives and transformation programs by proper skill qualification programs • Reflect and build global Learning strategy • Efficient utilization of training budget • FUTURE WORKING PRACTICES • Communities of Practice • Working Virtually • Knowledge Management • REDUCE TOTAL WORKFORCE QUOTA • To ensure that TWQ and TWC are within budget as per IPF • Simplify global reporting as per business unit • Increase of Near-/Offshore quota • FUTURE HR • Maturing of Business Partner Transformation Program nat. (e.g. Pooling of HR BPOs, interfaces to Shared Services) • Robust and internationalized Competence Center s • Successful implementation of HR Shared Service Center Europe – internal – H. Schnorrenberg/ TSI Strategy for TSN

3. Future working PRACTICEscore elements of the program – internal – H. Schnorrenberg/ TSI Strategy for TSN

4. COMMUNITIES OF PRACTICEVISION AND MISSION Communities of Practice (CoP) in TSI provide a collaborative learning environment beyond organisational and national boundaries • Align CoPs to our corporate strategy with executive sponsorship, nominated leadership, clear goals and objectives that support business goals. • Enable transparency for collaboration and sharing between people, content and processes through online networks and knowledge bases regular web-conferences, call and events. • Enable international connectivity. • Drive an open collaborative behaviour of we are in this together - “One T-Systems – One Team” – internal – H. Schnorrenberg/ TSI Strategy for TSN

5. COMMUNITIES OF PRACTICE DISTRIBUTION OF TSN USER (AS OF JULY 17th 2013) Overall users66245 – internal – H. Schnorrenberg/ TSI Strategy for TSN

6. COMMUNITIES OF PRACTICEStatus • CoP’s were established in T-Systems since July 2011 • CoP´s are gaining momentum with: • clear role definitions • scope for communities • infrastructure established • strong governance model. • Community Leadership is strategic and a driving force behind the success with Executive Sponsors for each community enabling participation and funding for activities. • Community work is done by the people in the community focused on the topics. • Besides other Tools, TSN is one enabler for effective collaboration in CoP´s – internal – H. Schnorrenberg/ TSI Strategy for TSN

7. COMMUNITIES OF PRACTICEDemands on tsn • The aim of tools is to support the business and so TSN should do. • In order for smooth integration and supporting daily work , it should: • follow and support the different working styles of the users • Everything, everytime, everywhere • Common interface on desktops, tablets and smartphones • Easy administration of communities • be integrated into the work environment and connected with other tools • Smooth office integration • Integration with document repositories and knowledge management tools • Easy integration of web- and phone conferences – internal – H. Schnorrenberg/ TSI Strategy for TSN

8. Workshop Tools & TechnologyA cultureshiftisneeded – internal – H. Schnorrenberg/ TSI Strategy for TSN

9. Backup – internal – H. Schnorrenberg/ TSI Strategy for TSN

10. COMMUNITIES OF PRACTICE – internal – H. Schnorrenberg/ TSI Strategy for TSN

11. Establish a Working Virtually Framework to shift us to an Open Culture where trust is a condition and focus is on effective collaboration, sharing, transparency and empowerment through effective virtual work Create understanding to operate with maximum efficiency and effectiveness when working virtually in different working situations (office, home, mobile working) Enable us to work, adapt and build a common company culture irrespective of our national or functional role culture Deploy on demand elearning modules for virtual leadership, team and community design, trust, conflict management, intercultural awareness, effective communications, tools for virtual work WORKING VIRTUALLYVISION AND MISSION – internal – H. Schnorrenberg/ TSI Strategy for TSN

12. EXECUTIVE SPEAKER PROGRAMVISION AND MISSION • Establish community of skilled, knowledgable employees able to position T-Systems prioritised topics at congress events in the marketplace. • Reducing the costs for speakerslots by synergies • Only application of certified speakers (Qualification and certification about the executive speaker program) • Coaching in presentation-techniques and rhetoric by external agency • Quality of lectures from T-Systems is rising • Professional and intrinsic value for speakers – internal – H. Schnorrenberg/ TSI Strategy for TSN