Corporate Responsibility Report 2014
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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. -
Cover (Pdf, 191.2
Deutsche Telekom Selected financial data of the Deutsche Telekom’s major Group structure. Deutsche Telekom Group at a glance. !"§========= subsidiaries and associated companies. !"§============== Data communications Terminal equipment International Information and innovation management 100.00 % T-Data Gesellschaft für Datenkommunikation mbH, 25.50 % Electrocycling GmbH, 100.00 % Deutsche Telekom Inc., 100.00 % T-Nova Deutsche Telekom Innovationsgesellschaft mbH, Chairman of the Board Member Board Member Board Member Board Member Board Member Board Member Board Member Earnings position (billions of €) Changea 1999 1998 1997 1996 1995 1994b Bonn Goslar New York N.Y. (USA) Bonn Board of Product Sales and International Networks, Pur- Technology and Human Finance, 51.00 % DATUS elektronische Informationssysteme GmbH, 25.00 % Electrocycling Anlagen GmbH, 100.00% Deutsche Telekom (Canada) Inc., 100.00% Multimedia Software GmbH Dresden, Management Marketing Service chasing, Environ- Services Resources and Controlling Net revenue 0.9 % 35.5 35.1 34.5 32.3 30.5c 32.6 Aachen Goslar Toronto (Canada) Dresden mental Pro- Legal Affairs tection Changes in inventories and other own capitalized costs –4.3 % 0.9 1.0 1.6 1.7 1.7 1.9 100.00 % DeTeLine Deutsche Telekom Kommunikationsnetze GmbH, 100.00% T-Access Inc., 100.00 % DeTeCSM, Deutsche Telekom Computer Service Other operating income –9.6 % 1.9 2.1 1.9 2.0d 1.1 1.0 Berlin Information and communications systems Red Bank N.J. (USA) Management GmbH, Darmstadt Dr. Ron Detlev Josef Jeffrey A. Gerd Dr. Hagen -
WELCOME to the WORLD of ETSI an Overview of the European Telecommunication Standards Institute
WELCOME TO THE WORLD OF ETSI An overview of the European Telecommunication Standards Institute © ETSI 2016. All rights reserved © ETSI 2016. All rights reserved European roots, global outreach ETSI is a world-leading standards developing organization for Information and Communication Technologies (ICT) Founded initially to serve European needs, ETSI has become highly- respected as a producer of technical standards for worldwide use © ETSI 2016. All rights reserved Products & services Technical specifications and standards with global application Support to industry and European regulation Specification & testing methodologies Interoperability testing © ETSI 2016. All rights reserved Membership Over 800 companies, big and small, from 66 countries on 5 continents Manufacturers, network operators, service and content providers, national administrations, ministries, universities, research bodies, consultancies, user organizations A powerful and dynamic mix of skills, resources and ambitions © ETSI 2016. All rights reserved Independence Independent of all other organizations and structures Respected for neutrality and trustworthiness Esteemed for our world-leading Intellectual Property Rights (IPR) Policy © ETSI 2016. All rights reserved Collaboration Strategic collaboration with numerous global and regional standards-making organizations and industry groupings Formally recognized as a European Standards Organization, with a global perspective Contributing technical standards to support regulation Defining radio frequency requirements for -
§ 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. -
About the Authors
About the Authors Bettina Arnegger is a Global Automotive Sales Manager at NVIDIA, working in the field of Autonomous Driving. Prior to that, she has been employed with ZF, where she held positions in Corporate Market Development and Car Powertrain Technology. After graduating from the executive Master program “Mobility Innovations” at Zeppelin University, she recently entered a PhD program at the Chair of Univ.-Prof. Dr. Wolfgang H. Schulz for Mobility, Trade, and Logistics. Clemens A. Aumann, Managing Consultant at Detecon International, contributes since 1992 to the rise and evolution of telecommunications. Combining visionary sight with the ability to deliver on site, he strives for end user value-add and pushes for the (re-)invention of the classic telecommunications business model. Jörg Borowski, Managing Partner at Detecon International, has been advising clients in the telecommunications and ICT industry for more than 20 years. His main field of expertise revolves around the optimization of the interface between technology and business. In addition to network economy issues, he examines future technologies in networks and their impact on process and organization structures. Edgar B. Cardozo Larrea, Managing Consultant at Detecon International, has more than 16 years of experience in telecommunication markets. During his career, he gained profound expertise in regulatory matters and wholesale strategies, with a focus on network economics, financial modeling, and cost modeling for mobile and fixed operators as well as for regulators in Europe, Asia Pacific, the Middle East, and Latin America. Christian Dietze, Partner at Detecon Consulting in Abu Dhabi, has more than 12 years of consulting experience in the international telecommunications industry. -
The Organisational Structure of Telecommunications Companies
Volume 2 ♦ Issue 2 ♦ December 2010 The Organisational Structure of Telecommunications Companies Case study: The OTE Group Madelaine Pepenel ”Constantin Brâncoveanu University”of Piteşti, [email protected] Ioana-Iulica Voicu ”Constantin Brâncoveanu University” of Piteşti, [email protected] Abstract: Transnational corporations today are proving to be an important driver of the world economy. In turn, companies that offer mobile communications services have become important means to build bridges between people and between companies, regardless of their location. To maintain optimal functioning of these organizations, a strong and also flexible “backbone” is needed. A transnational company that is important to the Balkan region, operating in the telecommunications area, is the OTE SA company, based in Greece. The company formed together with its subsidiaries the OTE Group. The OTE Group carries out activities in Romania through the mobile subsidiary Cosmote Romania, which was imposed in our country as a major mobile operator. Keywords: Transnational company, telecommunications services, mobile communications. JEL classification: A10; E00; F23. 1. Introduction: Group structure and organization of OTE Telecommunications Company Hellenic Telecommunication Organization SA (OTE SA) is a traditional supplier of telecommunications services in Greece, which forms, together with its subsidiaries, one of the leading telecommunications companies in South East Europe - OTE Group. The group provides fixed telephony services, broadband Internet, data transmission, leased lines and mobile services in Greece, Romania, Albania and Bulgaria. OTE Company SA holds 54% of the shares of RomTelecom, the incumbent telecommunications operator in Romania, providing services through fixed line (voice, broadband Internet, leased lines) and Satellite TV Service, as shown by Figure no. -
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N0 1 N0 2 OTE GROUP FINANCIAL PERFORMANCE: OTE’S IMPROVED PERFORMANCE CONTINUES WITH SOLID CASH FLOW AND REDUCED DEBT IN 2013 Revenues (€ mn) Pro forma EBITDA* (€ mn) 4,330.3 1,515.9 4,054.1 1,456.3 35.9% 35.0% N0 4 N0 3 2012 2013 2012 2013 Pro forma EBITDA* (€ mn) Pro forma EBITDA margin % * Excluding the impact of Voluntary Retirement Programs and Restructuring Plans Earnings per Share (€) Adjusted Free Cash Flow* (€ mn) (from continuing operations) 1,205.3 € 0.90 1,171.4 € 0.59 734.1 723.6 2012 2013 (447.8) (471.2) 2012 2013 Adjusted Net Operating Cash Flow* Adjusted. Free Cash Flow* Adjusted Capex* * Cash Flow excluding discontinued operations, Voluntary Exit Programs, 14 Restructuring and/or Spectrum payments N0 5 Operating Expenses breakdown* (€ mn) 7.2% Group 2,843.7 - Group 2,640.1 914.5 -10.2% 821.5 Personel cost Personel cost 510.5 -8.3% 468.2 Interconnection Interconnection & Roaming Cost & Roaming Cost -8.6% 990.8 905.3 N0 6 Other OpEx Other OpEx (Direct & Indirect) (Direct & Indirect) -2.9% 173.7 168.7 Commission Costs Commission Costs +8.7% 254.2 276.4 Device Cost Device Cost 2012 2013 * Excluding D&A, impact of Voluntary Retirement Programs and Restructuring Plans Total Capex as % of Revenues (continuing operations) 14.9% 11.7% 3.3% E 1.4% C AN L 10.3% 11.6% G A T A 2012 2013 2. 2013 2. 2013 Spectrum Payments as % of Revenues Adjusted Capex*as % of Revenues 15 * Excluding Spectrum payments N0 7 N0 8 Underlying Net Debt (€ mn) Underlying Net Debt/Pro forma EBITDA* 2,879.3 1.7χ 1,495.6 1.0χ N0 9 2012 2013 2012 2013 * Excluding -
Strategic Alliances in Greek Mobile Telephony
Journal of International Technology and Information Management Volume 16 Issue 4 Article 3 2007 Strategic Alliances in Greek Mobile Telephony Ioanna Stoili University of Macedonia, Greece Anastasios A. Economides University of Macedonia, Greece Follow this and additional works at: https://scholarworks.lib.csusb.edu/jitim Part of the Business Intelligence Commons, E-Commerce Commons, Management Information Systems Commons, Management Sciences and Quantitative Methods Commons, Operational Research Commons, and the Technology and Innovation Commons Recommended Citation Stoili, Ioanna and Economides, Anastasios A. (2007) "Strategic Alliances in Greek Mobile Telephony," Journal of International Technology and Information Management: Vol. 16 : Iss. 4 , Article 3. Available at: https://scholarworks.lib.csusb.edu/jitim/vol16/iss4/3 This Article is brought to you for free and open access by CSUSB ScholarWorks. It has been accepted for inclusion in Journal of International Technology and Information Management by an authorized editor of CSUSB ScholarWorks. For more information, please contact [email protected]. Strategic Alliances in Greek Telephony Journal of International Technology and Information Management Strategic Alliances in Greek Mobile Telephony Ioanna Stoili Anastasios A. Economides University of Macedonia, Greece ABSTRACT The mobile telephony market is a very competitive market. Mobile telephony companies try to expand by forming strategic alliances with companies from various industries. The objective of this paper is to analyze the motives, the actions and the results of the collaborations and alliances of two Greek mobile telephony companies (Cosmote and Vodafone Hellas). In addition, this paper illustrates examples of how the technology change and the technological convergence (Internet, computers, and mobile telephony) affected and activated the proliferation of these alliances. -
Digital Efficiency Digitale Technologien Als Instrument Für Effizienzsteigerungen Und Kostensenkungen
Lünendonk®-Studie Digital Efficiency Digitale Technologien als Instrument für Effizienzsteigerungen und Kostensenkungen Eine Studie der Lünendonk & Hossenfelder GmbH in Zusammenarbeit mit LÜNENDONK ® - STUDIE: DIGITAL EFFICIENCY Inhaltsverzeichnis VORWORT ................................................ 3 Kapitel 8 ......................................................... 25 MAßNAHMEN ZUR STEIGERUNG DER SUMMARY ................................................ 4 OPERATIONAL EXCELLENCE Kapitel 9 ......................................................... 30 DEMOGRAFIE ........................................... 5 VERÄNDERUNGSPROZESSE ERFORDERN NEUE Kapitel 1 ............................................................ 6 ZUSAMMENARBEITSMODELLE STANDORTBESTIMMUNG IN EINER VUCA-WELT FAZIT UND AUSBLICK ......................... 34 Kapitel 2 ............................................................ 9 EINSCHÄTZUNGEN ZUR LÜNENDONK IM GESPRÄCH MIT DEN WETTBEWERBSFÄHIGKEIT STUDIENPARTNERN ............................ 37 Kapitel 3 ......................................................... 12 Detecon International .............................. 38 INNOVATIONSZIELE Digital Efficiency: Datenbasierte Kapitel 4 ......................................................... 15 Entscheidungen machen den Unterschied DURCH DEN EINSATZ DIGITALER T-Systems Multimedia Solutions ........ 40 INNOVATIONEN BEREITS ERZIELTE Digitaler Change beginnt im Kopf VERBESSERUNGEN T-Systems International .......................... 42 Kapitel 5 ........................................................ -
Future Telco Reloaded
Knowledge@Detecon Consulting Future Telco Reloaded Knowledge@Detecon DETECON Telekommunikationsunternehmen stehen vor großen Transformationsnotwendigkeiten. Neben Verkehrswachs- Strategien für eine tum und horizontalem Preiswettbewerb unter den Car- erfolgreiche Positionierung im Wettbewerb riern stellt der Wettbewerb mit den OTT-Anbietern die zentrale Herausforderung der Zukunft für Netzbetreiber dar. Kerngeschäftsfelder und Haupteinnahmequellen im Bereich der klassischen Kommunikationsdienste sind ebenso bedroht wie das vermeintlich sichere Infrastruk- turgeschäft und die Kundenbeziehung. Carrier laufen Gefahr, in die Rolle eines Bit- Pipe-Betreibers oder reinen Connectivity-Providers ohne Endkundenkontakt zurück- gedrängt zu werden. Hieraus ergeben sich dringliche Handlungsfelder. Ausgehend von der Betrachtung verschiedener Markt- szenarien empfi ehlt Detecon Telekommunikationsunter- nehmen Maßnahmen für die erfolgreiche Positionierung im Wettbewerb. Dazu gehören innovative Netzkonzepte, agile IT-Infrastrukturen, Ideen für eigene Innovationsak- tivitäten und Aspekte eines differenzierten Marktangangs. Consulting Consulting DETECON Reloaded Telco Future DETECON Knowledge@Detecon Future Telco Reloaded Strategien für eine erfolgreiche Positionierung im Wettbewerb Consulting DETECON Copyright by Detecon International GmbH Köln 2015 www.detecon.com Knowledge@Detecon Future Telco Reloaded Inhalt Vorwort 7 Telekommunikationsunternehmen am Scheideweg zwischen Bitpipe 8 und Schrittmacher der Digitalisierung Dr. Peter Krüssel 2018 and beyond: -
Download Spotlight
SPOTLIGHT Telco Mergers and Acquisitions Strategic Backgrounds, Use Cases and Future Developments This publication or parts there of may only be reproduced or copied with the prior written permission of Detecon International GmbH. Published by Detecon International GmbH. www.detecon.com Strategic Backgrounds, Use Cases and Future Developments I Detecon SPOTLIGHT Content What is it all about? 2 Telco M&A Trends 4 Summary 14 The Authors 15 The Company 16 Footnotes 17 05/2019 1 Detecon SPOTLIGHT I Telco Mergers and Acquisitions What is it all about? For years, we at Detecon have been actively supporting our clients in acquiring and integrating other organizations within the telecommunications industry. Thereby, our consultants have been observing worldwide transaction trends and mergers & acquisitions activities (M&A) in the global telecommunication markets. This “Telco Mergers and Acquisitions Spotlight” will highlight these observations from the past year and provide strategic insights into the most recent market developments, present selected use cases and explain the underlying rationale of those mergers. Finally, it will provide an outlook for possible M&A activities in 2019 and beyond. Mergers and acquisitions can be a valuable lever in building new digital business models or facilitating digital transformation. Furthermore, they are commonly used to generate growth, create synergies and reduce risk through diversification. Hence, it is not surprising that during a time characterized by increasing market uncertainty, the year 2018 has seen fewer transactions than in previous years. However, it was a record year for high-value M&A deals which can be seen in a comparison between 2017 and 2018 (Figure 1: Average deal value ($bn), 3Q17 vs. -
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.