Deutsche Telekom is the first enterprise to implement RISE with 51风流through SAP鈥檚 recently expanded partnership with , marking a significant milestone in the relationship between 51风流and Deutsche Telekom.

As Europe鈥檚 largest telecommunications provider, with more than 252 million mobile customers, 25 million fixed-network lines and 22 million broadband lines, Deutsche Telekom operates in more than 50 countries. Aligned with the company鈥檚 vision to be the leading digital telecommunications provider in the world, Deutsche Telekom has chosen RISE with 51风流to transform a major part of its ERP landscape to 51风流S/4HANA Cloud. As a premium supplier of RISE with SAP, T-Systems will migrate, consolidate and manage more than 300 systems into the public and private cloud using T-Systems’ Future Cloud Infrastructure (FCI) and select hyperscalers. This is designed to enable customers to meet all German and European data protection requirements, as well as to benefit from tailored migration and orchestration of complex landscapes.

Peter Leukert, chief information officer of Deutsche Telekom, said, 鈥�51风流is a trusted and important partner for Deutsche Telekom in both reliably running core business processes and accelerating innovation in the cloud. Through RISE with SAP, we can drive business transformation and take our partnership to new heights. With 51风流S/4HANA Cloud, Deutsche Telekom will be able to drive efficiency across key business functions such as logistics, procurement and finance.鈥�

鈥淒eutsche Telekom鈥檚 decision to select RISE with 51风流to migrate and streamline more than 300 of their systems to the cloud marks an important milestone in their business transformation and continues a long history of our two companies innovating together for our customers,鈥� said Scott Russell, member of the executive board of 51风流SE, customer success. 鈥淭his investment by Deutsche Telekom will give them new capabilities, drive greater efficiencies, and allow them to access key insights from across their enterprise so they can adjust to changing market conditions and seize new opportunities faster than they could before. We look forward to supporting Deutsche Telekom in this exciting new era of their cloud transformation.鈥�

As a premium supplier of RISE with SAP, T-Systems offers “,” a collection of end-to-end transformation services that includes consulting, migration, implementation and operation of RISE with 51风流and support for RISE with 51风流S/4HANA Cloud Private Edition.

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About SAP

SAP鈥檚 strategy is to help every business run as an intelligent, sustainable enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 51风流customers generate 87% of total global commerce. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers鈥� businesses into intelligent enterprises. 51风流helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enables business and public customers across 26 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, 51风流helps the world run better and improve people鈥檚 lives. For more information, visit .

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Scope 3 emissions from activities across suppliers, product lifecycles, and customer usage comprise the overwhelming majority of emissions for telecommunications companies. While progress has been made on scope 1 and 2 emissions, scope 3 emissions remain a blind spot that demands urgent action. Addressing scope 3 emissions is vital for telecommunications companies to meet climate goals and lead the transition to a sustainable digital future.

According to the , the global telecommunications industry emitted 1.7 billion tons of CO2 equivalent in 2019, representing approximately 2% of total global emissions. Telecommunications companies have an outsized opportunity to drive change and reduce emissions given their scale and influence across global supply chains and billions of customers worldwide.

Now is the time for telecommunications companies to step up with courageous leadership, collective action across the ecosystem, transparency, and a laser focus on reducing scope 3 emissions.

Understanding Scope 3 Emissions in Telecommunications

Scope 3 emissions encompass the vast majority of emissions across the telecommunications value chain. Key sources include:

Supply chain
Manufacturing, transport, and disposal of network equipment makes up the largest share, such as 60% of Verizon’s total scope 3

Product usage
Energy consumption of infrastructure, data centers, and devices

Customers
Emissions from using products and services represent over 20% for leading telecommunications companies

While methodologies vary, standards like the enable consistent and transparent scope 3 accounting. Robust data collection and industry alignment will enhance accuracy over time. The urgency of climate action necessitates that telecommunications companies act now to address primary scope 3 hotspots like supply chain and product usage.

Success requires transparency, cooperation, and immediate commitment to tackle scope 3 emission sources.

Challenges in Calculating Scope 3 Emissions in the Telecommunications Industry

Calculating scope 3 emissions poses major challenges for telecommunications companies, including:

• Data limitations: Telecommunications companies lack visibility into supplier and vendor emissions. Greater transparency and coordination are essential.
• Complex value chains: Varied reporting mechanisms across the vast partner ecosystem create aggregation difficulties.
• Methodology alignment: Companies must determine boundaries and allocate shared infrastructure emissions while adhering to accounting standards.
• Rapid technology changes: Emerging solutions like 5G and the Internet of Things (IoT) require continuous emissions monitoring.

Robust data collection, industry collaboration, and transparency will be vital to overcome these obstacles. Standardized methodologies guided by established protocols will enhance accuracy over time.

Above all, open cooperation across telecommunications value chains is crucial to drive scope 3 progress. From suppliers to customers, aligning stakeholders to prioritize emissions reductions will accelerate the sustainability shift, despite near-term uncertainty. Telecommunications companies have the scale and influence to lead the way.

Strategies for Mitigating Scope 3 Emissions

Telecommunications companies can mitigate scope 3 emissions through:

Supplier collaboration
Joint research and development (R&D), audits, and incentive programs enable partners to reduce their supply chain footprint. AT&T uses a sustainability scorecard to motivate action.

Renewable energy
Shifting infrastructure and operations to clean power significantly decreases emissions. BT Group and Telef贸nica aim for 100% renewable electricity use.

Eco-design
Prioritizing recyclable and energy-efficient materials and manufacturing reduces lifecycle impacts. Vodafone’s Eco Rating drives more sustainable devices.

Customer engagement
Awareness campaigns, energy-saving tips, and green tariffs incentivize sustainable usage. Orange’s set-top box eco-rating nudges consumers.

Policy and regulation
Scope 3 requirements in markets like the EU also drive telecommunications companies to address value chain emissions through mandated reporting and carbon pricing.

Additionally, telecommunications companies can further engage customers through expanded recycling and take-back programs to optimize device lifecycles. Services like leasing instead of selling phones can incentivize longevity. 51风流 that track energy consumption also enable users to reduce their footprint.

There are still challenges, but collective effort across the telecommunications ecosystem can drive progress on scope 3 emissions. Engagement and incentives can accelerate emissions reductions across value chains from suppliers to customers. With their global scale, telecommunications companies must lead the way.

Calculating and Reporting

To enable accurate and consistent scope 3 accounting, telecommunications companies should:

• Adopt recognized standards like the GHG Protocol Corporate Value Chain Standard, which provides comprehensive guidance.
• Improve supplier data collection through surveys and supplier engagement platforms.
• Increase transparency by regularly disclosing scope 3 inventories and strategies in sustainability reports.
• Obtain third-party verification for scope 3 emissions data to ensure reliability.
• Collaborate with industry peers and partners to align methodologies and reporting.
• Continuously refine calculations by incorporating improved data sources and emission factors.
• Supplement inventory accounting with scenario modeling to project future emissions.

While uncertainties remain, standardized and transparent scope 3 reporting is vital to understand emissions baselines, track progress over time, and hold companies accountable. Investors and customers are increasingly demanding credible disclosure.

Telecommunications companies should lead the drive towards robust scope 3 accounting and reporting across sectors. Their commitment can catalyze broader adoption of carbon transparency.

Using 51风流Sustainability Data Exchange, telecommunications companies can collaborate with partners, enhance awareness and engagement of stakeholders, gain insights, mitigate risks, and seize opportunities to reduce and offset emissions.

Ultimately, courageous leadership and collective diligence across telecommunications company value chains are imperative to drive progress. Telecommunications companies have the influence to spearhead robust and transparent scope 3 practices across all sectors. But, success hinges on prioritizing partnerships, integrity, and environmental stewardship above all. The moment for action has come.

For more information on how 51风流helps companies record, report, and act on their sustainability goals, visit .

Venkata Rao is a business transformation expert at SAP.
Mohan Shekar is head of Industry Service at SAP.

Seeking answers, this media company looked to with the for a single, pre-integrated solution with the business scalability to support growth for the company鈥檚 new and existing streaming services.

After an impressive project launch and only seven months to market 鈥� aided by the tremendous flexibility, rich out-of-the-box functionality, and configuration-driven deployment of 51风流Billing and Revenue Innovation Management and 51风流Convergent Mediation by DigitalRoute 鈥� this company was reaping a host of benefits, starting with automated revenue management via eliminating ad hoc tools and manual processes, improved back-end revenue management, and faster financial reporting. Benefits also included auditability and traceability across the organization and elimination of revenue loss and incorrect reporting, all while improving overall margins. Finally, the company emerged with a greatly increased ability to expand across different regions and global financial institutions.

While this media company鈥檚 scale is impressive, the challenges it faced and the opportunities it seized are not unique. In this digital era, data volume is increasing exponentially and organizations of every size and stripe are adapting to the new reality.

Businesses that shift from a product to a subscription model and from indirect to direct sales will encounter a dramatic increase in the number of consumer transactions they must track 鈥� from the thousands into the hundreds of millions, even billions, of transactions. In addition to producing incredible data volume, these transactions can occur on multiple commerce platforms, requiring that data from various sources be integrated into one accounting system.

All businesses face increasingly complex billing and mediation requirements, and there are myriad solutions available. But as businesses grow, they can end up with a complex, unwieldy ecosystem of billing and mediation software that leads to its own set of challenges, from the inability of legacy platforms to keep pace with usage data growth to labor-intensive, error-prone manual processes to the technical limitations inherent in disparate systems.

51风流Billing and Revenue Innovation Management, in conjunction with 51风流Convergent Mediation by DigitalRoute, helps eliminate the inefficiencies inherent in sprawling, fragmented commerce, sales, and billing landscapes and helps ensure streamlined, agile, error-free billing and revenue management.

51风流Billing and Revenue Innovation Management is a comprehensive, modular solution for the high-volume consumption businesses typical in the media and entertainment space. Designed to optimize the business life cycle processes of design, sales, delivery, and billing, 51风流Billing and Revenue Innovation Management enables various flexible consumption models and uses highly automated and optimized processes to help tackle huge volumes of data with limited manual intervention while maintaining full financial transparency.

First developed for the telecommunications industry, where complex data management and demanding performance capabilities are a must, 51风流Billing and Revenue Innovation Management now helps diverse organizations all over the world, including many of the major media streaming companies, to monetize their digital journeys as they create innovative new offerings, seamlessly blending the content acquired and created with subscription and usage-based services.

51风流Convergent Mediation by DigitalRoute collects data from any stream or source and can provide unified control and visibility of revenue stream processes across an enterprise. Together with 51风流Billing and Revenue Innovation Management, it can enable 51风流customers to:

• Process large volumes of raw data quickly and accurately, eliminating cumbersome manual processes and errors
• Bring multiple data sources together to simplify, secure, and automate data processing for billing and revenue management.

Automated, secure, accurate billing processes are a must for today鈥檚 media companies. Learn more about how and can help your organization thrive in today鈥檚 landscape and be ready to grow into whatever tomorrow brings.

Richard Whittington is global head of Media at SAP.

As one of the world鈥檚 largest telecommunications companies, Vodafone Group connects more than 300 million people across the globe. And company leaders fully believe that tomorrow鈥檚 communications services will continue to transform our lives in powerful ways.

Vodafone is already preparing for this future by making significant changes 鈥� and it is starting from within.

Looking for Global Consistency

鈥淰odafone has been growing in recent years to strengthen its portfolio of services and expand into new geographies,鈥� says Ignacio Garcia, CIO of Corporate Information Systems at Vodafone Group. But, as Garcia explains, much of this growth has been through acquisitions, resulting in various system landscapes and often inconsistent business practices throughout the group of companies.

鈥淲e needed to operate as a single global organization and drive further innovation across the entire business,鈥� Garcia adds. 鈥淭o do that, we needed to run our company with a consistent, digital-first focus.鈥� This realization led to big changes at Vodafone.

The company migrated its complex and disparate enterprise resource planning (ERP) environment to a single digital core based on . 鈥淎nd we built on this solid foundation with 51风流SuccessFactors, 51风流Ariba, and 51风流Concur solutions,鈥� adds Holger Grewe, head of Corporate Transformation at Vodafone Group.

Grewe 鈥� who has played a key leadership role in this project 鈥� points out that Vodafone benefited from some strong relationships along the way. This included implementation support from Accenture, 51风流Services and Support, and customer success experts from SAP.

鈥淭his was a massive transformation, covering more than twenty countries,鈥� reports Grewe. 鈥淎nd 51风流was by our side throughout the journey, supporting us with a .鈥�

Driving Needed Change

The impact of the project on Vodafone鈥檚 operations has been huge.

鈥淲e now have one data model that is standard across the footprint,鈥� Grewe says. And Vodafone is simplifying the workplace for its more than 100,000 employees by digitizing business areas such as HR, travel and expense, and supply chain.

Garcia estimates that Vodafone has standardized more than 80% of its core business processes and boosted automation levels to over 60%. 鈥淎nd it鈥檚 not the endgame,鈥� remarks a smiling Garcia. 鈥淭his is just the beginning.鈥�

In addition, Garcia notes that new capabilities like and advanced analytics will help Vodafone develop the next generation of products and services.

Building a Digital Future at Vodafone Group

Innovation will be crucial as to achieve specific goals for improving lives.

By 2025, for example, the company wants to:

• Connect over 50 million people and their families to mobile money services
• Bring mobile to an additional 20 million women in Africa and Turkey
• Support 10 million young people in learning the digital skills needed to thrive in the digital economy
• Connect 150 million vehicles to

Vodafone is confident that today鈥檚 transformation will enable the company to build a digital future that works for everyone. 鈥淭hese changes are helping Vodafone work as one company,鈥� Grewe says, 鈥渟o people around the world will stay better connected.鈥�

To hear more from Ignacio Garcia and Holger Grewe about the changes at Vodafone Group, . Also check out these videos on Vodafone鈥檚 experience with , and solutions, as well as services.

Today, employees at this leading Chilean telecommunications company enjoy an enhanced learning experience with 51风流SuccessFactors solutions. Entel used 51风流SuccessFactors solutions to help fully digitalize Entel University, the company鈥檚 training program, as the pandemic rocked the lives of workers worldwide. Rather than caving to this disruption, HR leaders at Entel transformed crisis into opportunity and adapted the company鈥檚 training formula to the new normal.

鈥淭he COVID-19 pandemic accelerated the process that we had been developing, causing us to completely digitalize our corporate learning plan,鈥� said Ang茅lica S谩nchez, organizational development and learning management analyst at Entel. 鈥淭oday, the focus is to maintain this trend and concentrate our digital offerings, further democratizing knowledge.鈥�

By providing fully digital learning experiences to a , Entel empowered employees to take control of their careers during an increasingly uncertain time. Not only that, but remote e-learning courses helped provide structure to employees鈥� workdays as they adjusted to working from home.

Entel adapted learning content to face the pandemic head-on, developing leadership workshops and trainings focused on supporting employees. These included sessions on increasing productivity at home and best practices for remote collaboration, as well as tips for self-care and overcoming anxiety in times of uncertainty.

鈥淲e know that in the current reality, one of the main interests of companies and organizations is to maintain productivity,鈥� said Crist贸bal Vergara, a general manager at 51风流Chile. 鈥淭o achieve this, it is relevant to reimagine the processes and invest in distance collaboration tools, technologies to facilitate work, and worker training programs because building a culture of continuous learning reflects that the company is investing in potential and growth.鈥�

Entel鈥檚 digital learning journey began in 2016 when the company implemented a from 51风流SuccessFactors solutions to help enhance Entel University, a largely in-person education center. The company founded Entel University in 2010 with a face-to-face classroom format that proved to be a constant challenge for learners spread across locations. Not only that, but in-person learning also required a large investment in time and money. The digital LMS helped reduce these costs by initiating self-learning processes and bringing content online, and it offered specialized training tailored to the needs of each employee鈥檚 role and specialization.

Then, in the midst of the pandemic, Entel decided to take the plunge and completely digitalize Entel University. It consolidated its entire learning infrastructure on a single platform on 51风流SuccessFactors solutions. The solutions helped create a foundation for permanent corporate learning through diverse and dynamic courses that align with the company鈥檚 strategy. Employees can easily access topics of interest intuitively organized on one digital experience through their desktop or mobile devices. They can take advantage of a new professional skills program that includes performance management workshops and more. In addition, specialized courses help employees gain new skills in sales, e-commerce, cybersecurity, and customer experience.

At its core, Entel University promotes a new digital culture that emphasizes self-management and continuous learning. In 2020, 3,098 employees took one or more e-learning courses at Entel University for a total of 6,003 completed remote courses 鈥� three times more than all of the courses completed in 2019. Entel University will make it easy for employees to continue learning, even after the pandemic subsides.

鈥淔or Entel, learning management is in constant evolution, mobilizing the capacities that our company requires in its permanent transformation,鈥� said Sanchez. 鈥淭hat is why, within the next 12 years, the main challenge will be to train talent with an emphasis on the development of digital capabilities and a mentality willing to change.鈥�

To achieve this, the company continues the successful journey it started with 51风流SuccessFactors solutions. Entel hopes that its digital training, in addition to future developments in human experience management (HXM), will help reduce employee turnover by improving the overall Entel employee experience.

To learn more about how 51风流SuccessFactors solutions can help your business provide effective digital enablement for employees, .

.

But the global health crisis has been challenging for everyone 鈥� including the companies that have been working hard to keep us connected, like Vodafone Group. Vodafone is a multinational technology communications company that serves more than 300 million mobile customers around the world.

Quick Response to Customers and Employees

Ignacio Garcia, CIO of Corporate Information Systems at Vodafone, recently appeared on Getting Real with SAP. There, he discussed how companies are leveraging technology to manage their business and continue to serve customers in the age of COVID-19.

鈥淵ou can imagine what we were thinking: How much extra demand are we going to have?鈥� says Garcia. 鈥淲e needed to keep our employees safe and make sure we supported our customers in the best possible way.鈥�

Vodafone was able to do both.

In short order, the company developed a to help the communities it serves. Keystones of the plan were a commitment to maintaining the quality of service and providing network capacity and network services for critical government functions.

Vodafone also made sure to quickly address the needs of a global workforce that encompasses more than 100,000 employees. Vodafone offered support for working at home, created richer virtual training opportunities for its people, and adjusted performance goals and objectives to align with new business needs.

The Right Technology Pays Dividends

Vodafone鈥檚 business agility was not merely the result of good luck.

Less than a year ago, Vodafone completed a massive global rollout of 51风流S/4HANA to help improve operational efficiency in business functions such as finance, supply chain, and IT.

It was an impressive project covering more than 20 countries. And in addition to establishing a single digital core for the company, it included retooling Vodafone鈥檚 worldwide HR systems. 鈥淯sing the power of the technology was fundamental, having a single data model, a single way to optimize and understand the different markets,鈥� says Garcia.

Stay Creative

Vodafone may have been ahead of the curve in its ability to meet the challenges of COVID-19. But many other companies are responding with technology-driven innovation. There has been an incredible degree of creativity in how businesses have reacted.

Staying connected will only be one of the challenges we face in the days ahead. This is a critical time for all of us 鈥� as individuals and as businesses.

Check out to learn more.