Have the projects generated any measurable results yet?
Well, for example, we had a substantially higher response rate for our TUIgether survey. Ten per cent more employees participated this year. That is definitely because there was a more dynamic follow-up process. We made a point of chasing things up and presenting initial solutions. I think our employees now feel that they are being taken more seriously. It is clearly reflected in the Employee Engagement Index, which rates job quality in the company. Last year we scored 73, which is not a bad result in itself. But we wanted to see a tangible improvement. Why? TNS, the institute that carries out this survey for over 3,000 companies, worked out that very successful companies have an engagement index of 80 or more. Of course, we won’t hit that mark overnight. But this year we have already managed to score 77. Those are the first steps and achievements on the road to our goal, which is to be top employer.
So that was the start. What else do you want to achieve?
We have defined the focal points for our strategy and agreed on common corporate values. Now we have to breathe life into the strategy. To turn theory into practice, we need concrete action. I look forward to it. I want to see the satisfaction level among our employees rise even further as they discover the advantages of working for an integrated tourism group for themselves, recognise the opportunities for their own personal development, and engage. In the final analysis, it is this positive attitude that carries over into customer satisfaction.