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The HR Report 2011/2012.

40 Competitive workforceHR Big 4 and Group strategy Service culture Talent agenda HR@2012 Employee participation: valuing opinions, putting change into practice. Feedback from the highly detailed employee surveys that take place every two years is promptly channeled into im- provement measures – after the last major survey in 2010 for example. Continual interim assessments keep our finger on the pulse as to whether employees have actually seen improvements. Employee survey and pulse check: employee participation as a success factor. The employee survey held every two years and the six-monthly pulse check are our most important organization- al Group-wide feedback tools. Acceptance levels are high and still rising. The next employee survey will be carried out globally once again in fall 2012. It gives all employees the chance to give detailed feedback and provides managers with valuable infor- mation about potential for improvement and necessary changes within their teams. Telekom was the first DAX-listed company to include detailed questions on mental and physical well-being in the 2010 employee survey. The 22 questions in our concise six-monthly pulse check help us ascertain which improvements resulting from the employee survey have actually been seen to have been made. Wide range of measures following the 2010 employee survey. 2011 was characterized by the follow-up measures derived from the 2010 employee survey. Topics such as “Trust in senior man- agement,” “Workload” and “Understanding the strategy” have been directly addressed by the detailed improvements intro- duced by our executives. The effect these measures are already having is shown by the positive results of the November pulse check. 65 percent of employees believe that the new measures have been successfully implemented. This success can also be seen in tangible areas such as employees’ workload, recognition and work-life balance. The pulse results show an improvement of at least nine percent here. The follow-up process focused on the topic of health, as clearly demonstrated by the spread of measures. At least 50 percent of all measures put into practice across the Group concerned em- ployee workload pressures and resources. Some key projects are already underway and particularly noteworthy: the Early Warning Cockpit for Mental Health and the good practice exchange proj- ect Your Voice – Your Chance. Type of follow-up measures: processes, workflows and vacancies. Figures for Group as a whole, in %. Improvements in workflows and planning processes Improved IT support 50 % 30 % 10 % 10 % Prioritization and discontinuation of tasks Change in or fast filling of management positions