DOCSLIB.ORG

DEUTSCHE TELEKOM the 2019 FINANCIAL YEAR = P Q 2

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

DEUTSCHE TELEKOM THE 2019 FINANCIAL YEAR = p q 2 SELECTED FINANCIAL DATA OF THE GROUP billions of € Change compared to prior year % 2019 2018 2017 2016 2015 2014 2013 2012 REVENUE AND EARNINGS Net revenue 6.4 80.5 75.7 74.9 73.1 69.2 62.7 60.1 58.2 Of which: domestic % 30.5 32.2 32.8 33.7 36.2 39.9 42.2 44.3 Of which: international % 69.5 67.8 67.2 66.3 63.8 60.1 57.8 55.7 Profit (loss) from operations (EBIT) 18.2 9.5 8.0 9.4 9.2 7.0 7.2 4.9 (4.0) Net profit (loss) 78.5 3.9 2.2 3.5 2.7 3.3 2.9 0.9 (5.4) Net profit (loss) (adjusted for special factors) 8.9 4.9 4.5 6.0 4.1 4.1 2.4 2.8 2.5 EBITDA 24.2 27.1 21.8 24.0 22.5 18.4 17.8 15.8 18.0 EBITDA AL 7.3 23.1 21.6 n.a. n.a. n.a. n.a. n.a. n.a. EBITDA (adjusted for special factors) 23.0 28.7 23.3 22.2 21.4 19.9 17.6 17.4 18.0 EBITDA AL (adjusted for special factors) 7.2 24.7 23.1 n.a. n.a. n.a. n.a. n.a. n.a. EBITDA AL margin (adjusted for special factors) % 30.7 30.5 n.a. n.a. n.a. n.a. n.a. n.a. PROFITABILITY ROCE % 5.1 4.7 5.8 5.7 4.8 5.5 3.8 (2.4) STATEMENT OF FINANCIAL POSITION Total assets 17.4 170.7 145.4 141.3 148.5 143.9 129.4 118.1 107.9 Shareholders’ equity 6.4 46.2 43.4 42.5 38.8 38.2 34.1 32.1 30.5 Equity ratio % 27.1 29.9 30.0 26.2 26.5 26.3 27.1 28.3 Net debt 37.2 76.0 55.4 50.8 50.0 47.6 42.5 39.1 36.9 Relative debt (Net debt/EBITDA (adjusted for special factors)) 2.65 2.4 2.3 2.3 2.4 2.4 2.2 2.1 CASH FLOWS Net cash from operating activities 28.6 23.1 17.9 17.2 15.5 15.0 13.4 13.0 13.6 Cash capex 14.9 (14.4) (12.5) (19.5) (13.6) (14.6) (11.8) (11.1) (8.4) Cash capex (before spectrum investment) 7.3 (13.1) (12.2) (12.1) (11.0) (10.8) (9.5) (8.9) (8.0) Free cash flow (before dividend payments and spectrum investment)a 62.4 10.1 6.2 5.5 4.9 4.5 4.1 4.6 6.2 Free cash flow AL (before dividend payments and spectrum investment)a 15.9 7.0 6.1 n.a. n.a. n.a. n.a. n.a. n.a. Net cash used in investing activities (0.5) (14.2) (14.3) (16.8) (13.6) (15.0) (10.8) (9.9) (6.7) Net cash (used in) from financing activities 119.1 (7.1) (3.3) (4.6) (1.3) (0.9) (3.4) 1.0 (6.6) EMPLOYEES Average number of employees (full-time equivalents, without trainees) thousands (1.6) 213 216 216 221 226 228 230 232 Revenue per employee thousands of € 8.2 378.4 349.7 346.2 331.4 305.9 274.5 261.8 250.4 T-SHARE – KEY FIGURES Earnings per share (basic and diluted) € 78.3 0.82 0.46 0.74 0.58 0.71 0.65 0.21 (1.24) Adjusted earnings per share (basic and diluted) € 8.3 1.04 0.96 1.28 0.89 0.90 0.54 0.63 0.59 Dividend per shareb € (14.3) 0.60 0.70 0.65 0.60 0.55 0.50 0.50 0.70 Total dividendc billions of € (14.3) 2.8 3.3 3.1 2.8 2.5 2.3 2.2 3.0 Total number of ordinary shares at the reporting dated millions 0.0 4,761 4,761 4,761 4,677 4,607 4,536 4,451 4,321 a And before AT&T transaction and compensation payments for MetroPCS employees. b Subject to approval by the relevant bodies and the fulfillment of to her legal requirements. c Subject to approval by the 2020 shareholders’ meeting concerning the dividend payments for the 2019 financial ey ar. For further information, please refer to Note 34 “Dividend per share” in the notes to the consolidated financial ts atements. d Including treasury shares held by Deutsche Telekom AG . millions Change compared to prior year % 2019 2018 2017 2016 2015 2014 2013 2012 FIXED-NETWORK AND MOBILE CUSTOMERS Mobile customers 3.1 184.0 178.4 168.4 165.0 156.4 150.5 142.5 127.8 Fixed-network lines (1.3) 27.5 27.9 27.9 28.5 29.0 29.8 30.8 32.1 Broadband customersa 4.0 21.0 20.2 18.9 18.4 17.8 17.4 17.1 16.9 a Excluding wholesale. The figures shown in this report were rounded in accordance with standard business rounding principles. As a result, the total indicated may not be equal to the precise sum of the individual figures. Changes were calculated on the basis of millions for greater precision. The IFRS 16 “Leases” accounting standard has been applied since January 1, 2019. This led to a change in the definition of some of our financial performance indicators. Prior-year figures have not been adjusted; however, for the redefined ek y performance indicators we show comparatives for 2018 calculated on a pro forma basis. The key parameters used by Deutsche Telekom are defined in het section “Management of the Group” in the combined management report. For further information on the IFRS 16 accounting standard, please refer to the section “Initial application of standards, interpretations, and amendments in the financial ey ar” in the notes to the consolidated financial ts atements. Deutsche Telekom. The 2019 financial ey ar. CONTENTS TO OUR SHAREHOLDERS 4 Letter from the Chairman of the Board of Management 6 Supervisory Board’s report to the 2020 shareholders’ meeting 14 Corporate Governance Report 2019 20 The T-Share 22 Highlights in the 2019 financial year SUSTAINABLE DEVELOPMENT GOALS COMBINED MANAGEMENT REPORT 30 Deutsche Telekom at a glance 32 Group organization 35 Group strategy 40 Management of the Group 44 The economic environment 50 Development of business in the Group 64 Development of business in the operating segments 76 Development of business at Deutsche Telekom AG 80 Corporate responsibility and non-financial ts atement 94 Innovation and product development 99 Employees 104 Forecast 114 Risk and opportunity management 131 Other disclosures CONSOLIDATED FINANCIAL STATEMENTS 147 Consolidated statement of financial position 148 Consolidated income statement 149 Consolidated statement of comprehensive income 150 Consolidated statement of changes in equity 152 Consolidated statement of cash flows 153 Notes to the consolidated financial ts atements RESPONSIBILITY STATEMENT INDEPENDENT AUDITOR’S REPORT BOARDS, SEATS, AND FURTHER INFORMATION 281 Members of the Supervisory Board of Deutsche Telekom AG in 2019 284 Members of the Board of Management of Deutsche Telekom AG in 2019 286 Glossary 289 Disclaimer 290 Financial calendar Deutsche Telekom. The 2019 financial ey ar. = p q To our shareholders 4 TO OUR SHAREHOLDERS LETTER FROM THE CHAIRMAN OF THE BOARD OF MANAGEMENT DEAR SHAREHOLDERS, DEAR FRIENDS OF THE COMPANY, 2019 was a successful year for Deutsche Telekom. Net revenue grew once again. In the United States. In Europe. Our results in Germany were up too.We surpassed our annual targets for adjusted EBITDA AL and free cash flow AL in 2019. The three most important financial performance indicators are ahead of our medium-term guidance for 2017 through 2021. The figures now presented demonstrate very clearly that Deutsche Telekom is on a profitable growth course. We have achieved this despite pouring a record EUR 13.1 billion primarily into building out and upgrading our digital networks worldwide.This is on top of the EUR 2.17 billion we spent in connection with the spectrum auction in Germany.The auction went on for too long and cost us a great deal of money that we would have preferred to invest in the network build-out to benefit our customers. Other countries seem to have a much better handle on the process. The market environment in the European telecommunications sector is far from straightforward.Yet, despite the heavy regulation and inconsistent competitive situation, we emerged from the year just ended even stronger.Not only that, but we are once again the leading European telco, based on both revenue and market value. That was and remains our overarching goal. Let’s take a look at what we achieved in 2019. Overall, net revenue came in at EUR 80.5 billion. That is an increase of 6.4 percent. In organic terms – in other words, assuming constant exchange rates and the same Group structure – revenue grew by 2.8 percent.Adjusted EBITDA AL increased by 7.2 percent to EUR 24.7 billion compared with the prior year.This puts us well ahead of our guidance, which we had already raised in the course of the year to EUR 24.1 billion. Here, too, in organic terms, we surpassed our medium-term forecast.Free cash flow AL tells the same story, up 15.9 percent from EUR 6.1 billion to EUR 7.0 billion and also exceeding our expectations.
Recommended publications
  • Employee Satisfaction Company List

    Employee Satisfaction Company List

    Employee Satisfaction Company List Spense is futilitarian and hydrogenising diffusively as soul-destroying Adrick tinct vastly and emcee anesthetically. Sometimes tropic Nathaniel axe her defamer lovably, but axiological Bobby jawbones restrictively or prehends giddily. Unpopulous and diplomatic Hakim dotes almost satisfactorily, though Simon acierate his pipeworks pelts. Office suite executives we can predict which generation firewalls, employee satisfaction levels of the over Traits Employers Really Want service You Glassdoor. What is up most needed job? The dawn also included a spot to measure employee satisfaction The combined scores determined for top companies and the final. It again possible that successful workers enjoy evening at successful companies however the Watson Wyatt Worldwide Human. Moving to companies on lists can plan to build and technology in a for input is the training their achievements. This jumper may go of different names depending on the platform you choose. The gamble Guide to Employee Engagement Survey. Compare the research Employee Satisfaction Surveys companies and businesses TalentKeepers Employee Engagement and Retention Solutions Rating 5. Austin workplace satisfaction? What capacity the Causes of Job Satisfaction in the Workplace. The salt's rich the blend keeps turnover issue and employee satisfaction. Best companies to weigh for exercise your employer make virtual list. Do you get in lists are adhered to satisfaction is instilled from the third most interesting to nuts solution provider can a variety of. In feeling they've been on this list every child since 2014. The blade also included a survey crew measure employee satisfaction. This company has seven major principles for companies offer comprehensive solutions that satisfaction or index uses cloud.
  • Statement of Investment Holdings Dec. 31, 2016

    Statement of Investment Holdings Dec. 31, 2016

    1 DEUTSCHE TELEKOM AG STATEMENT OF INVESTMENT HOLDINGS IN ACCORDANCE WITH § 285 HGB AS OF DECEMBER 31, 2016 1. Subsidiaries Shareholders’ equity Indirectly Directly Total thousands of Net income/net loss Reporting No. Name and registered office Via % % nominal value Currency reporting currency thousands of € currency Note 1. 3.T-Venture Beteiligungsgesellschaft mbH (3. TVB), Bonn 1.93. 100.00 25,000 EUR 6,382 764 EUR e) 2. Antel Germany GmbH, Karben 1.105. 100.00 25,000 EUR (119) (48) EUR i) 3. Arbeitgeberverband comunity, Arbeitgeberverband für EUR - - EUR Telekommunikation und IT e.V., Bonn 4. Assessment Point (Proprietary) Limited, Johannesburg 1.125. 100.00 100 ZAR (3,192) (6) ZAR e) 5. Atrada GmbH, Nuremberg 100.00 150,000 EUR 3,220 (2,210) EUR e) 6. Atrada Trading Network Limited, Manchester 1.5. 100.00 1 GBP 0 0 GBP e) 7. BENOCS GmbH, Bonn 1.327. 100.00 25,000 EUR 94 (765) EUR e) 8. Benocs, Inc., Wilmington, DE 1.7. 100.00 100 USD - - USD 9. CA INTERNET d.o.o., Zagreb 1.129. 100.00 20,000 HRK 228 11 HRK e) 10. CBS GmbH, Cologne 1.19. 100.00 838,710 EUR 18,055 0 EUR a) e) 11. CE Colo Czech, s.r.o., Prague 1.232. 100.00 711,991,857 CZK 854,466 88,237 CZK e) 12. COMBIS - IT Usluge d.o.o., Belgrade 1.14. 100.00 49,136 RSD (112,300) (9,378) EUR e) 13. COMBIS d.o.o. Sarajevo, Sarajevo 1.14. 100.00 2,000 BAM 5,297 969 BAM e) 14.
  • Investor Presentation Magyar Telekom Group – July 2013 Strategy, Outlook and Guidance Overview – Magyar Telekom Group at a Glance

    Investor Presentation Magyar Telekom Group – July 2013 Strategy, Outlook and Guidance Overview – Magyar Telekom Group at a Glance

    INVESTOR PRESENTATION MAGYAR TELEKOM GROUP – JULY 2013 STRATEGY, OUTLOOK AND GUIDANCE OVERVIEW – MAGYAR TELEKOM GROUP AT A GLANCE International presence Overview Czech Republic Slovakia Leading telecommunications operator in Austria Moldova Hungary Slovenia Hungary, Macedonia and Montenegro CroatiaCroatia Romania BiH Serbia Serbia Montenegro Kosovo BulgariaBulgaria MacedoniaMacedonia Albania Majority owned by Deutsche Telekom (59.2%) Greece EUR 1.1.1. 222 bnbnbn market capitalization as at July 201 3 Incumbents in Hungary Stock exchange listings primary listing on the Budapest Stock Exchange Level I ADR program, ADSs traded on the OTC Market Magyar Telekom Invitel UPC Telekom 3 HUNGARIAN ECONOMIC ENVIRONMENT Growth structure and wages Contribution to GDP growth (%) Economic challenges 8 0.2% 6 Continued deleveraging keeps internal 4 demand low 2 GDP performance dependent on export 0 dynamics -2 continued decline in household spending -4 due to the weakening HUF and high -6 unemployment has put pressure on Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Q1 FY consumption 2010 2011 2012 2013 2013* MT financials strongly correlated with Consumption Net exports Investment trends in domestic demand Inflation GDP y-o-y growth * European Commission May 2013 forecast Tax burdens introduced to reduce budget Additional taxes levied on Magyar Telekom deficit HUF bn special, revenue-based sector tax levied 40 on a temporary basis between 2010-2012 30 8.7 traffic-based permanent telecom tax introduced from July 2012 and increased 20 ca. 25.0 from August
  • Mt-Code-Of-Conduct.Pdf

    Mt-Code-Of-Conduct.Pdf

    Code of ConduCt WHAT CHARACTERIZES US Thomas Kremer Manuela Mackert Tibor Rékasi What makes a company successful? A good product on necessary, the basic principles of the Code of Conduct are its own will not tip the scales toward success, nor is it the only specified in greater detail in internal policies and regulations. This element in a customer’s decision to buy. A company’s reputation understanding of values requires all our employees and can also influence this decision. Business success requires management staff to show mutual respect, acknowledgement something extra. Board members, managing directors, executives and appreciation in their dealings with each other. When and employees working for Deutsche Telekom and Magyar implementing the Code of Conduct, each business unit of Telekom (employees) are expected to behave in a manner that Deutsche Telekom and Magyar Telekom must observe both its complies with the legal obligations thus creating essentials such specific national legal obligation and, on the basis of these, the as trust, credibility, reliability and good reputation. individual culture of the country in which it operates respectively. That something extra also comprises integrity and each Yet it would not be sufficient to consider the Code of Conduct employee’s personal responsibility of his or her own actions. In simply as a general guideline. It must rather be filled with life and less abstract terms, all these qualities together constitute the most actively promoted by role models. It is primarily the company’s value­based culture of compliance. This is a factor that Executives of Deutsche Telekom and Magyar Telekom who must also influences the success of Deutsche Telekom Group and assume this function of role modeling, not only by showing Magyar Telekom Group (Deutsche Telekom and Magyar integrity, behaving in a legally compliant manner and exuding Telekom).
  • § 313 HGB Version 1 Final EN 20210201 Pohler.Xlsx

    § 313 HGB Version 1 Final EN 20210201 Pohler.Xlsx

    Summary of share property according to § 313 (2) HGB, consolidated financial statements of Deutschen Telekom AG at date December 31, 2020 Seq. No. Name and place of Business Via Indirectly Directly Total nominal value Currency Note 1. Included companies 1. ALDA Wireless Holdings LLC, Overland Park, Kansas City 1.46. 100,00% 1 USD 2. APC Realty and Equipment Co., LLC, Overland Park, Kansas City 1.306. 100,00% 1 USD 3. ATI Sub, LLC, Overland Park, Kansas City 1.38. 100,00% 1 USD 4. American Telecasting Development, LLC, Overland Park, Kansas City 1.38. 100,00% 1 USD 5. American Telecasting of Anchorage, LLC, Overland Park, Kansas City 1.312. 100,00% 1 USD 6. American Telecasting of Columbus, LLC, Overland Park, Kansas City 1.46. 100,00% 1 USD 7. American Telecasting of Denver, LLC, Overland Park, Kansas City 1.46. 100,00% 1 USD 8. American Telecasting of Fort Collins, LLC, Overland Park, Kansas City 1.46. 100,00% 1 USD 9. American Telecasting of Fort Myers, LLC, Overland Park, Kansas City 1.46. 100,00% 1 USD 10. American Telecasting of Green Bay, LLC, Overland Park, Kansas City 1.46. 100,00% 1 USD 11. American Telecasting of Lansing, LLC, Overland Park, Kansas City 1.46. 100,00% 1 USD 12. American Telecasting of Lincoln, LLC, Overland Park, Kansas City 1.46. 100,00% 1 USD 13. American Telecasting of Little Rock, LLC, Overland Park, Kansas City 1.312. 100,00% 1 USD 14. American Telecasting of Louisville, LLC, Overland Park, Kansas City 1.46.
  • The Data Science Revolution

    The Data Science Revolution

    Large Color Bar - Portrait (w/Bleed) This version will be placed on the cover of pieces that contain imagery such as Brochures and White Papers. MICHAEL RECCE Chief Data Scientist The Data Science Revolution How the new richness and accessibility of data, and advances in data science, are enhancing both quantitative and traditional fundamental investment research—and sparking a revolution in active management. So-called “big data”—the residue of information that we all leave behind as we buy things, sell things, browse Main Street and the internet, use our smartphones and generally live our modern lives—is proliferating. At the same time, advances in cloud computing, machine learning and artificial intelligence allow us to extract coherent, strategic insights from these digital residues. Combined, as data science, they have the potential to be a richly enhanced source of information about our world—information that is deeper and more detailed than we have ever had before, and yet also broader and more comprehensive. The Data Science Revolution is upon us. Harnessing its potential is the next big challenge for the active asset management industry. Five Things We Believe 1 Big data can be useful; data science can make it powerful 2 Data science makes our picture of the world both more detailed and more comprehensive 3 Data science brings extra breadth to fundamental research and extra depth to quantitative methodologies 4 Data science enhances the existing information flow between fundamental and quantitative research teams 5 A centralized research platform, feeding into both fundamental and quantitative strategies, can get the most out of a data science capability Spreading from its origins in technology and retail, data science is now making waves in the information- and research-driven world of finance and investment.
  • Consolidated Annual Report of Magyar Telekom Telecommunications Public

    Consolidated Annual Report of Magyar Telekom Telecommunications Public

    CONSOLIDATED ANNUAL REPORT OF MAGYAR TELEKOM TELECOMMUNICATIONS PUBLIC LIMITED COMPANY FOR THE YEAR ENDED DECEMBER 31, 2018 Consolidated Financial Statements and management report OF MAGYAR TELEKOM TELECOMMUNICATIONS PUBLIC LIMITED COMPANY FOR THE YEAR ENDED DECEMBER 31, 2018 1 INDEX TO THE CONSOLIDATED ANNUAL REPORT Consolidated Financial Statements ............................................................................................................................... 4 INDEPENDENT AUDITOR’S REPORT.......................................................................................................................................... 5 CONSOLIDATED STATEMENTS OF FINANCIAL POSITION ....................................................................................................... 12 CONSOLIDATED STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME............................................... 13 CONSOLIDATED STATEMENTS OF CASH FLOWS.................................................................................................................... 15 CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY ........................................................................................................ 16 NOTES TO THE CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY ............................................................................... 17 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS .................................................................................................... 19 1 GENERAL INFORMATION ................................................................................................................................................
  • Global Journal of Business Pedagogy Volume 4, Number 1, 2020

    Global Journal of Business Pedagogy Volume 4, Number 1, 2020

    Global Journal of Business Pedagogy Volume 4, Number 1, 2020 Volume 4, Number 1 Print ISSN: 2574-0385 Online ISSN: 2574-0393 GLOBAL JOURNAL OF BUSINESS PEDAGOGY Raymond J Elson Valdosta State University Editor Rafiuddin Ahmed James Cook University Co Editor Denise V. Siegfeldt Florida Institute of Technology Associate Editor Peggy Johnson Lander University Associate Editor The Global Journal of Business Pedagogy is owned and published by the Institute for Global Business Research. Editorial content is under the control of the Institute for Global Business Research, which is dedicated to the advancement of learning and scholarly research in all areas of business. i Global Journal of Business Pedagogy Volume 4, Number 1, 2020 Authors execute a publication permission agreement and assume all liabilities. Institute for Global Business Research is not responsible for the content of the individual manuscripts. Any omissions or errors are the sole responsibility of the authors. The Editorial Board is responsible for the selection of manuscripts for publication from among those submitted for consideration. The Publishers accept final manuscripts in digital form and make adjustments solely for the purposes of pagination and organization. The Global Journal of Business Pedagogy is owned and published by the Institute for Global Business Research, 1 University Park Drive, Nashville, TN 37204- 3951 USA. Those interested in communicating with the Journal, should contact the Executive Director of the Institute for Global Business Research at [email protected]
  • Ready for Upload GCD Wls Networks

    Ready for Upload GCD Wls Networks

    LTE‐ LTE‐ REGION COUNTRY OPERATOR LTE Advanced Advanced Pro Eastern Europe 92 55 2 Albania Total 320 Albania ALBtelecom 100 Albania Telekom Albania 110 Albania Vodafone Albania 110 Armenia Total 310 Armenia MTS Armenia (VivaCell‐MTS) 100 Armenia Ucom (formerly Orange Armenia) 110 Armenia VEON Armenia (Beeline) 100 Azerbaijan Total 430 Azerbaijan Azercell 100 Azerbaijan Azerfon (Nar) 110 Azerbaijan Bakcell 110 Azerbaijan Naxtel (Nakhchivan) 110 Belarus Total 420 Belarus Belarusian Cloud Technologies (beCloud) 110 Belarusian Telecommunications Network Belarus (BeST, life:)) 100 Belarus MTS Belarus 110 Belarus VELCOM (A1 Belarus) 100 Bosnia and Herzegovina Total 300 Bosnia and Herzegovina BH Telecom 100 Bosnia and Herzegovina HT Mostar (HT Eronet) 100 Bosnia and Herzegovina Telekom Srpske (m:tel) 100 Bulgaria Total 530 Bulgaria A1 Bulgaria (Mobiltel) 110 Bulgaria Bulsatcom 100 Bulgaria T.com (Bulgaria) 100 Bulgaria Telenor Bulgaria 110 Bulgaria Vivacom (BTC) 110 Croatia Total 321 Croatia A1 Croatia (VIPnet incl. B.net) 111 Croatia Hrvatski Telekom (HT) 110 Croatia Tele2 Croatia 100 Czech Republic Total 430 Czech Republic Nordic Telecom (formerly Air Telecom) 100 Czech Republic O2 Czech Republic (incl. CETIN) 110 Czech Republic T‐Mobile Czech Republic 110 Czech Republic Vodafone Czech Republic 110 Estonia Total 330 Estonia Elisa Eesti (incl. Starman) 110 Estonia Tele2 Eesti 110 Telia Eesti (formerly Eesti Telekom, EMT, Estonia Elion) 110 Georgia Total 630 Georgia A‐Mobile (Abkhazia) 100 Georgia Aquafon GSM (Abkhazia) 110 Georgia MagtiCom
  • SUMMARY ANNUAL REPORT Contents T-Mobile C Zech Republic A.S

    SUMMARY ANNUAL REPORT Contents T-Mobile C Zech Republic A.S

    2019 republic a.s. czech T-mobile summary annual reporT T-mobile czech republic a.s. conTenT s CONTENTS 2 SUMMARY ANNUAL reporT conTenTs T-mobile c zech republic a.s. Foreword 2 report of the board of Directors on business activities and assets 6 report on relationships 22 Financial statements according to the international Financial reporting standards 52 consolidated Financial statements according to the international Financial reporting standards 92 independent auditor’s report 132 SUMMARY ANNUAL reporT 1 T-mobile czech republic a.s. inTRODucTion INTRO- DUCTION builiDinG FULLY DiGiTal CZECHIA Digitisation is one of the main challenges that the czech republic is facing. i am very honoured that T-mobile czech republic has played a very important role in this transformation process and that we can take part in the transformation into a truly digital society. With its expertise, technologies, services and investments, T-mobile has contributed and can continue to contribute to the building of a fully digital czech republic. i am aware of the great responsibility that comes with this, but we are prepared to further increase our participation in the digital transformation of the entire czech republic in the coming years. 2 SUMMARY ANNUAL reporT inTRODucTion T-mobile c zech republic a.s. 3 SUMMARY ANNUAL reporT 3 T-mobile czech republic a.s. inTRODucTion The task that lies before us could not be achieved without massive investments in the development of the existing technologies, rollout of the fibre-optic network, introduction of new services and making modern communication tools available to the entire population.
  • Deutsche Telekom AG

    Deutsche Telekom AG

    As filed with the Securities and Exchange Commission on March 1, 2007 UNITED STATES SECURITIES AND EXCHANGE COMMISSION Form 20-F È ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2006 Commission file number 001-14540 Deutsche Telekom AG (Exact Name of Registrant as Specified in its Charter) Federal Republic of Germany (Jurisdiction of Incorporation or Organization) Friedrich-Ebert-Allee 140, 53113 Bonn, Germany (Address of Registrant’s Principal Executive Offices) Securities registered or to be registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registered American Depositary Shares, each representing New York Stock Exchange one Ordinary Share Ordinary Shares, no par value New York Stock Exchange* Securities registered or to be registered pursuant to Section 12(g) of the Act: NONE (Title of Class) Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act: NONE (Title of Class) Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock as of the close of the period covered by the annual report: Ordinary Shares, no par value: 4,361,119,250 (as of December 31, 2006) Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes È No ‘ If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934.
  • Voices of Deutsche Telekom Workers: a Report on Operations Outside Germany

    Voices of Deutsche Telekom Workers: a Report on Operations Outside Germany

    Voices of Deutsche Telekom Workers: A Report on Operations outside Germany A Report by UNI Global Union December 2013 Voices of Deutsche Telekom Workers: A Report on Operations Outside Germany Table of Contents TABLE OF CONTENTS…………………………………………………………………………………………………………………. EXECUTIVE SUMMARY……………………………………………………………………………………………………………….. INTRODUCTION…………………………………………………………………………………………………………………………… DEUTSCHE TELEKOM, THE COMPANY…………………………………………………………………………………………. THE SOCIAL STANDARDS OF DEUTSCHE TELEKOM……………………………………………………………………… SURVEY METHODOLOGY…………………………………………………………………………………………………………….. “MY JOB MAKES ME SICK”…………………………………………………………………………………………………………… UNSAFE WORK…………………………………………………………………………………………………………………………... DT RESPONSE TO ILLNESS OR INJURY AT WORK…………………………………………………………………………. DISCRIMINATION AND BULLYING AT WORK……………………………………………………………………………….. ARBITRARY MANAGEMENT EXACERBATES HIGH-STRESS JOB…………………………………………………….. DT THWARTS WORKERS’ EFFORTS TO EXERCISE FREEDOM OF ASSOCIATION…………………………….. CHALLENGES FOR WORKERS IN THE DT GROUP OPERATIONS...……………………………………………….... REMEDIES TO ADDRESS CHALLENGES IDENTIFIED BY WORKERS IN THE DT GROUP…………………… CONCLUSION………………………………………………………………………………………………………………………………. Voices of Deutsche Telekom Workers Page 1 Executive Summary How do workers at Deutsche Telekom (DT) companies outside Germany experience their working conditions? Unions representing DT employees developed and administered a detailed survey about workers’ experiences on the job at companies in Bosnia and Herzegovina, Croatia, the Czech Republic, Greece,