Talent Risk-Management - Wie ungewollte Fluktuation minimiert werden kann - KKAG
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Developmental Coffee Break
Talent Risk-Management
Wie ungewollte Fluktuation minimiert
werden kann
Guido Betz
CEO Lead1ng AG, Holding von KKAG, CI-L, LS-S
Leadership Support GmbH | Kölner Straße 4 | 56626 Andernach | Germany | Tel.: +49 2632 46933 | Fax: +49 2632 1833 | info@ls-s.com | www.ls-s.com
Agenda
1 Warum Fluktuation und Mitarbeiterbindung immer wichtiger werden – und klassische Ansätze zu kurz greifen
2 Wie sieht ein umfassender (aber einfacher) Ansatz zur Risiko-Einschätzung aus ?
3 Wie die Führungskräfte für das Thema Fluktuation und Mitarbeiterbindung sensibilisieren?
Simulation – Leadership-Training – App – integriertes System
4 Datenschutz – Betriebsrat – IT-Abteilung: Stichworte zum Umgang mit potenziellen „Show-Stoppern“
Kostenfreier App-Download:
Weitere Informationen
auf der Produkt-Website:
ls-s.com/de/talent-portfolio
5/19/22 Talent Risk-Management Copyright © KKAG. All rights reserved. This material is the confidential intellectual property 2
19.05.22 of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.
Kurzvorstellung Ihrer Gastgeber:
Lead1ng AG
Leadership Development Change Management
Hamburg • Berlin • Andernach • Aschaffenburg • Stuttgart • München Change Maßnahmen und Mobilisierung weltweit
Irland • Deutschland • Österreich • Bulgarien • Italien
#3.2.1
#3.2.2
Instrumente & Digitalisierung Eigene Offsite-Locations:
Qualifizierung für
Weltweites HRD • OD • LS • CM Österreich / Salzburg-Pinzgau
Personalentwickler & Trainer
Sofia, Stuttgart, Andernach Italien / Toscana-Elba
Stuttgart Trainernetzwerk
Ivan PETROV
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programmer
3
of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.
12, Chiprovtzi Str.
1000 Sofia, Bulgaria
(201) 124 456 7892
contact@example.com
leandigitalsolutions.com
LDS Logo Proposals #3.2
Portfolio
Wir stärken die Führungskompetenz.
Ihr Leadership-Portfolio weiterentwickeln. Leadership Development
Gute Führung ist keine Raketenwissenschaft, die nur wenigen Begabten vorenthalten
bleibt. Gute Führung ist erlernbar und zwar von jedem, der den Willen und die
Leidenschaft dazu mitbringt.
Setting the Leadership Scene
Wir gestalten mit Ihnen die optimalen Rahmenbedingungen, damit Ihre
Unternehmensstrategie durch zielgerichtetes Führen nachhaltig umgesetzt wird.
Leadership Support
Basierend auf den Anforderungen der Führungskräfte konzipieren wir Maßnahmen und
stellen Instrumente zur Verfügung, die den Führungskräften helfen, Ihre
Herausforderungen noch besser zu meistern.
Change Management
Erfolgreiches Change Management basiert auf dem Mut für Veränderungen. Damit
sich dieser Mut am Ende auszahlt, sollten Sie einen erfahrenen Change-Handwerker
an die Seite bekom- men, der jeden Schritt in die richtige Richtung begleitet.
Academy
We enable you to successfully operate as a professional in the market or to optimally
expand your market position. Our trainings and coachings support you on your career
path: You do not only invest in professional training, but also in your professional future!
Digital Tools
Wir befähigen Sie, erfolgreich als Profi am Markt tätig zu werden oder Ihre
Marktposition optimal auszubauen. Unsere Ausbildungen und Coachings unterstützen
Sie auf Ihrem Karriereweg: Sie investieren nicht nur in eine fachliche Ausbildung,
sondern in Ihre berufliche Zukunft!
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Leadership Development seit 1982
Wir freuen uns auf das gemeinsame Gespräch über Ihre Herausforderungen
Die Kommunikations-Kolleg AG berät, konzipiert und setzt um. Dabei bringen wir unsere internationale Erfahrung,
innovative Ideen sowie einen prallge- füllten Methodenkasten mit ein. Unsere Konzepte wurden mehrfach ausgezeichnet,
u.a. mit dem Best HRD Practice Award der International Federation of Training and Development Organization (IFTDO).
Wir sind auf dynamische große und mittelständische Unternehmen spezialisiert, die pragmatische Lösungen wollen.
Macher beraten Macher.
Referenzen
Kommunikations-Kolleg AG
Kölner Straße 4
56626 Andernach
Telefon: +49 (0) 26 32 / 49 69 809
Fax: +49 (0) 26 32 / 18 33
info@kkag.com
www.kkag.com
www.twitter.com/kk_ag
www.xing.com/net/alumnikkag
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of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.
57 Länder, in denen wir bisher für unsere Kunden tätig waren
§ Australien § Kroatien
§ Österreich § Kanada
§ Belgien § Tschechien
§ Brasilien § Dänemark
§ Bulgarien § Ägypten
§ Columbia § Estland
§ China § Frankreich
§ Griechenland § Jordanien
§ Ungarn § Kuwait
§ Indien § Malaysia
§ Indonesien § Mexiko
§ Iran § Niederlande
§ Italien § Neuseeland
§ Japan § Norwegen
§ Polen § Schweden
§ Rumänien § Schweiz
§ Russland § Thailand
§ Singapur § Taiwan
§ Südafrika § VAE
§ Südkorea § Vereinigtes Königreich
§ Spanien § USA uvm.
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Digital Instrumente
Maßgeschneiderte Digitale Lösungen und Tools für Personalentwicklung,
Organisationsentwicklung und Leadership
Digitale HR und Leadership Lösungen
Wir digitalisieren Workflows für Führung und Personal-/
Organisationsentwicklung durch innovative Tools und Apps, so dass
Unternehmen wachsen und sich ständig weiterentwickeln können!
Wir unterstützen Sie umfassend in den folgenden Bereichen:
• Feedback-Systeme
• Mitarbeiterbefragungen
• Messung von Soft-Skills
• Digitalisierung von Trainings
• Strategieplanung
• Teammanagement
• Smart Leadership
https://ls-s.com/de/
Wir digitalisieren Workflows für Führung, Personal- und
Organisationsentwicklung und bieten innovative Tools & Apps zur Steigerung
des Unternehmenserfolges an: Spezifisches 360°Feedback,
Mitarbeiterbefragung, Talent Portfolio App, Values Indicator
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property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.
01 Warum Fluktuation und Mitarbeiterbindung immer wichtiger werden – und klassische Ansätze zu kurz greifen
Ist die “neue Fluktuation” anders? Exhibit 5 shows where the disconnect between employers and employees was most
acute. It highlights how employees were far more likely to prioritize relational factors,
whereas employers were more likely to focus on transactional ones.
Attrition could get worse, since employees are willing to Web 2021
quit without a job lined up
McKQ-TheGreatAttrition
Exhibit 5B of 5B — STATIC VERSION
September 2021
Exhibit 5
Among the employees in our survey, 36 percent who had quit in the past six months did Employers do not fully understand why employees are leaving.
so without having a new job in hand (Exhibit 3). This is yet another way the Great Attrition
differs fundamentally from previous downturn-and-recovery cycles—and another sign Factors that are important to employees versus what employers think is important
that employers may be out of touch with just how hard the past 18 months have been for More important to employees Less important to employees As important to employees
‘Great Attrition’ or
their workers. than employers appreciate than employers think as employers think
‘Great Attraction’?
Employees in the United States were the most likely to say they had left their old jobs
without a new one (40 percent). At the industry level, 42 percent of healthcare and
Thesocial-assistance
choice is workersyourswho quit did so without having a new job—a reminder of the Most
+2 Valued by
organization
pandemic’s toll on frontline workers. One-quarter of white-collar employees who quit said Valued by
important
A record number of employees are quitting or thinking
they had done so without having a job lined up, a finding that held across income levels. manager
about doing so. Organizations that take the time to
learn why—and act thoughtfully—will have an edge in Work–life
attractingThis trend talent.
and retaining not only is poised to continue but could get much worse. Among employees Sense of belonging balance
who said they are at least somewhat likely to leave their jobs in the next three to six +1
by Aaron De Smet, Bonnie Dowling, Marino Mugayar-Baldocchi, and Bill Schaninger
months, almost two-thirds added that they would do so without lining up new jobs. Potential for Unmanageable Inadequate
Having caring workload
and trusting advancement compensation
Web US
More than 19 million 2021
workers—and counting—have quit their jobs since April 2021, Somewhat Feel
McKQ-TheGreatAttrition important teammates
a record pace disrupting businesses everywhere. Companies are struggling to address engaged Looking for
the problem, and Exhibit
Exhibit 3 5 to struggle for one simple reason: they don’t really
many will3continue
of
by work Poor a better job
understand why their employees are leaving in the first place. Rather than take the
time to investigate the true causes of attrition, many companies are jumping to well- Flexible work schedule health
Attrition may accelerate, as people are willing to quit without another job
intentioned quick fixes that fall flat: for example, they’re bumping up pay or financial Care for family
Employees 0
lined up.
perks, like offering “thank you” bonuses without making any effort to strengthen the
Negative
relational ties people have with their colleagues and their employers. The result? Rather
Safe environment interactions1 Development
than sensing appreciation, employees sense a transaction. This transactional relationship
reminds them that their real needs aren’t being met.
opportunities
Share of respondents, %
Ability
If the past 18 months have taught us anything, it’s that employees crave investment in Doing meaningful work
the human aspects of work. EmployeesEmployees who
are tired, and many arehave
grieving. They want a Employees who are at least ‘somewhat likely’ to work
Ability to work
renewed and revised sense of purposerecently quit
in their work. They(n = social
want 845)and interpersonal to quit in next 3–6 months (n = 1,960) remotely Poached
autonomously
connections with their colleagues and managers. They want to feel a sense of shared by another
identity. Yes, they want pay, benefits, and perks, but more than that they want to
company
feel valued by their organizations and managers. They want meaningful—though not Less –1
necessarily in-person—interactions, not just transactions. important
Would only leave 36
By not understanding what their employees are running from, and what they might with a job in hand
gravitate to, company leaders are putting their very businesses at risk. Moreover, because Access to
many employers are handling the situation similarly—failing
Had another offerto invest in a more64
fulfilling technology
–2 Living in a Starting a
desirable location business
Would leave without 64
a job in hand
–2 –1 0 +1 +2
Did not have 36
another offer Less Somewhat Most
important important important
Employers
Note: Standardized scores are reported for both employee and employer perspectives. Employees were asked to respond to the following question: To what
extent did the following factors impact your decision to leave your last job? (Not at all, slightly, moderately, very much, extremely); employers were asked to
respond to the following question: Why do you think employees are choosing to leave your organization now? (select all that apply)
Otherwise satisfied employees may also be tempted to 1
Includes clients, customers, patients, and students.
Copyright © Leadership Support Ltd.. All rights reserved. This material is the confidential intellectual 9
5/19/22 Talent Risk-Management
quit as their options expand property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.
CEOs may be tempted to take solace in the fact that 60 percent of the employees in Start turning attrition into attraction
our survey said they were not at all likely to quit in the next three to six months. But
employers shouldn’t consider this 60 percent “safe” from the prospect of attrition either. Our research underscores the many ways the pandemic has irrevocably changed what
Options are increasing, and with more and more employers offering remote-work choices
people expect from work. The landscape will continue to change as companies try out
for hard-to-source talent, these employees could change their intentions.
new hybrid-work approaches. If you’re a CEO or a member of a top team, your best
move now is to hit “pause” and take the time to think through your next moves. A heavy-
Führung nach wie vor der entscheidender Faktor
Web 2022
NewWarForTalent
March 2022 Exhibit
Exhibit 1 of1 4
Employees have left the workforce for a number of reasons, including lack of
personal and professional support.
Gone for now, or gone
Top reasons why people left a job without another in hand,¹ % of respondents
for good? How to play 0 10 20 30 40 50 60 70 80 90 100
the new talent game Uncaring leaders
and win back workers Unsustainable work
performance expectations
Lack of career development
Nearly half of the employees who voluntarily left and advancement potential
the workforce during the pandemic aren’t coming
back on their own. Employers must go and get them. Lack of meaningful work
Here’s how to start.
Lack of support for employee
by Aaron De Smet, Bonnie Dowling, Marino Mugayar-Baldocchi, and Bill Schaninger health and well-being
Inadequate total compensation
package
No, you aren’t imagining it: workers are leaving your company faster than you can
replace them. According to the US Bureau of Labor Statistics, more than 4.3 million
people voluntarily quit their jobs in December 2021, slightly below a record high in Lack of workplace flexibility
November 2021.
Unreliable and unsupportive
Their departures have left a huge hole in the labor market. The number of current job
openings (10.9 million) exceeds the number of new hires (6.3 million). And in our own
people at work
recent survey of almost 600 workers who voluntarily left a job without another in hand,
44 percent said that they have little to no interest in returning to traditional jobs in the Unsafe workplace environment
next six months.1
Noninclusive, unwelcoming,
In the past, spikes in voluntary attrition often signaled a competition for talent, where
in-demand workers left one job for a similar but better one at another company. This
and disconnected community
most recent wave of attrition is different. Most are leaving to take on very different Inadequate resource
roles—or just leaving the workforce entirely. They have been operating under extreme
circumstances for extended periods and have been unable to find an adequate balance
accessibility
between work and life—so they are choosing “life” until they absolutely need to go back.
Lack of geographic ties and
1
We conducted an online survey of 1,364 individuals who indicated that they had left a job without another in hand anytime
unreasonable travel demands
between December 2020 and December 2021. A subset of 587 respondents indicated that they had voluntarily left
(versus being furloughed or laid off). Data were collected from individuals working in a range of industries in Australia,
Canada, Ireland, New Zealand, Spain, the United Kingdom, and the United States. ¹Based on top three ranked choices from respondents to McKinsey’s Great Attrition, Great Attraction survey who left a job between Dec 2020 and Dec 2021
without another job offer in hand (n = 587).
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more time with theirproperty
children. AmongAG.
of Lead1ng those who reproducing
Copying, quit, attrition was mostthis
or forwarding apparent
material isinstrictly
the prohibited.
consumer and retail, healthcare, and education sectors—industries that have felt some of
the greatest social and economic pressures during the pandemic.
Why are some employees returning?Menti zur ungewollten Fluktuation in unserer Organisation
Ungewollte Fluktuation ist bei uns
in den vergangenen 12 Monaten
• gestiegen
• konstant
• gesunken
Unsere Führungskräfte
• sind sich ihrer Rolle nicht bewußt
• managen Fluktuation eher reaktiv
• brauchen noch mehr Sensibilität & Skills
• gehen Mitarbeiterbindung proaktiv an
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property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Talent Portfolio klassisch – leider kein Risk-Management Tool
hoch
? Question marks ?
Stars / Asse
(„Potenzialträger /
(„Goldfische“)
Einsteiger“)
Potenzial
„Dead Wood“
Work horses
(„Überforderte /
niedrig („Leistungsträger“)
innerlich Gekündigte“)
niedrig Leistung hoch
Quelle: Klassiker aus dem angelsächsischen Raum
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property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.02 Wie sieht ein umfassender (aber einfacher) Ansatz zur Risiko-Einschätzung aus ?
Talent Portfolio mit zwei anderen Aspekten
hoch Wertorientierte
Portfolio-Workers
Loyalisten
(„Partner auf Zeit“)
(„Getreuer Ekkehard“)
Commitment für
Unternehmen /
Arbeitgeber
Taktisch kalkulierende Gewohnheits-
Überläufer / Abtrünnige mitarbeiter
niedrig („Schnäppchenjäger“) („Trittbrettfahrer“)
niedrig Loyalität hoch Quelle: Sattelberger
1987 - 2002
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property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Talent Portfolio – Individuelle Betrachtung
5/19/22 Talent Risk-Management Copyright © Leadership Support Ltd.. All rights reserved. This material is the confidential intellectual 15
property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Talent Portfolio App
12 Reflexionsfragen mit einer 6-er Skala
Potenzial um auf höherer
Werden Anforderungen und Ziele der
Leistung Stellenbeschreibung erfüllt? Potenzial Komplexitätsstufe / mit größerer
Herausforderung zu arbeiten ?
Sind Wissen und Fähigkeiten Potenzial den Rahmen zu schaffen, in
Fachkompetenz vorhanden um die Anforderungen zu
100% zu erfüllen?
Führungspotenzial dem MA Leistung erbringen können
und wollen?
Gibt es Commitment zur Organisation Ambition zur persönlichen
Engagement und den Willen „die Extra-Meile“ zu
gehen?
Ambition Weiterentwicklung, verbunden mit
Flexibilität/Mobilität?
Gibt es Motivation und
Bekommt die Organisation Energie –
Motivation & Selbstvertrauen Selbstvertrauen die Ziele erfüllen zu
können und wollen?
Energie oder wird Energie absorbiert?
Gibt es emotionale Verbundenheit, Wie attraktiv sind Wissen, Skills,
Loyalität Hingabe und positiv/konstruktive
Kritik?
Marktattraktivität Erfahrung u. Persönlichkeit um einen
neuen Job zu finden?
Beitrag der Stelle zur
Wie einfach ist es, die Stelle intern
Strategische Relevanz Unternehmensstrategie / künftige
strategische Relevanz
Verfügbarkeit im Markt oder extern nachzubesetzen?
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property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Talent Portfolio –
Team-Portfolio
5/19/22 Talent Risk-Management Copyright © Leadership Support Ltd.. All rights reserved. This material is the confidential intellectual 17
property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Talent Portfolio –
Individuelle Betrachtung
5/19/22 Talent Risk-Management Copyright © Leadership Support Ltd.. All rights reserved. This material is the confidential intellectual 18
property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Talent Portfolio – Individuelles Risk Management
5/19/22 Talent Risk-Management Copyright © Leadership Support Ltd.. All rights reserved. This material is the confidential intellectual 19
property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Talent Portfolio – Team Risk Management
5/19/22 Talent Risk-Management Copyright © Leadership Support Ltd.. All rights reserved. This material is the confidential intellectual 20
property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Talent Portfolio – Beispielhafter Team-Entwicklungsplan
5/19/22 Talent Risk-Management Copyright © Leadership Support Ltd.. All rights reserved. This material is the confidential intellectual 21
property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Agenda
1 Warum Fluktuation und Mitarbeiterbindung immer wichtiger werden – und klassische Ansätze zu kurz greifen
2 Wie sieht ein umfassender (aber einfacher) Ansatz zur Risiko-Einschätzung aus ?
3 Wie die Führungskräfte für das Thema Fluktuation und Mitarbeiterbindung sensibilisieren?
Simulation – Leadership-Training – App – integriertes System
4 Datenschutz – Betriebsrat – IT-Abteilung: Stichworte zum Umgang mit potenziellen „Show-Stoppern“
Kostenfreier App-Download:
Weitere Informationen
auf der Produkt-Website:
ls-s.com/de/talent-portfolio
5/19/22 Talent Risk-Management Copyright © Leadership Support Ltd.. All rights reserved. This material is the confidential intellectual 22
19.05.22 property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Zeit für Ihre Fragen & Diskussion
5/19/22 Talent Risk-Management Copyright © Leadership Support Ltd.. All rights reserved. This material is the confidential intellectual 23
property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.03 Wie die Führungskräfte für das Thema Fluktuation und Mitarbeiterbindung sensibilisieren? Simulation – Leadership- Training – App – integriertes System
4 Ansätze Führungskräfte fit zu machen
um Fluktuation zu optimieren
Übung im LS Plug-In
APP individuell
Simulation Development für
nutzen
Programm HR-System
Reine Sensibilisierung Beispielhafte Reflexion Systematische Reflexion Unternehmensweite
und vermitteln von Skills eigener Teammitglieder des gesamten Teams und Zusammenfassung aller
zum Thema MA-Bindung und kollegiale Beratung entwickeln von individuellen Reflexionen zu einem
anhand eines generellen Entwicklungsplänen weltweiten Talent Risk
Planspieles Management und gezielter
PE-Planung
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property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Menti
Das Thema “Talent Risk-Management” bei uns:
• da lassen wir lieber die Finger davon …
• Wollen wir angehen
• Haben wir bereits gut im Griff
Wir könnten uns vorstellen:
(Mehrfachnennungen)
• Simulation/Planspiel in der FKE
• Konkrete Übung in’s Ledership-
Development einbauen
• Individuelle App zur Reflexion nutzen
• ”Plug-in” für unser HR-System
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property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.04 Umgang mit potenziellen „Show-Stoppern“ Datenschutz – Betriebsrat – IT-Abteilung
Stichworte zum Umgang mit potenziellen “Show-Stoppern”
Datenschutz Mitbestimmung IT-Abteilung
Frühzeitige Einbindung aller Modularisierung : Was Nur „Plug-In“ für bereits
relevanten Stakeholder der reflektieren wir – was nicht? bestehende Lösungen (z.B.
Organisation (DS-Beauftragte, Workday, Success-Factors etc.):
Rechtsberater, Betriebsrat) Anpassung des Fragenkataloges keine zusätzlichen oder neuen
Systeme erforderlich
Pilot in Ländern / Zielgruppen mit
weniger ausgeprägter “Single sign on”
Mitbestimmung zum sammeln
von Erfahrungen BYOD – Nutzung auf privaten
Geräten möglich
Selbstbild durch Mitarbeitende
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property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Zeit für Ihre abschließenden Fragen & Diskussion
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property of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Gerne gehen wir zu allen Handlungsoptionen in einem
persönlichen unverbindlichen Online-Termin die
verschiedenen Möglichkeiten mit Ihnen durch - und zeigen
Ihnen auch die digitalen Lösungen live im Detail.
Kurze eMail an betz@leadag.com genügt J
Und: Im Herbst gibt es ein Follow-Up zu diesem Thema
Case-Study / Erfahrungsbericht eines
Kunden, der bereits das Plug-In für
Success-Factors erfolgreich im
Einsatz hat
Sie bekommen automatisch eine Einladung
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of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Live-Roadshow in Kooperation mit der DGFP
PE als Treiber einer
modernen Führungskultur
am 15. Juni 2022
von 14:00 bis 17:30 Uhr – Villa Michels, Andernach (bei Koblenz)
am 20. Juni 2022
von 14:00 bis 17:30 Uhr – Kommunikations-Kolleg AG, München
am 23. Juni 2022
von 14:00 bis 17:30 Uhr – Steinbeis-Haus für Management und Technologie, Stuttgart
Anmeldung unter:
https://kkag.com/hr-innovation-roadshow/
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of Lead1ng AG. Copying, reproducing or forwarding this material is strictly prohibited.Danke für Ihr Interesse und Ihre
Aufmerksamkeit
Points of contact:
Guido Betz Vivian Lorenz
betz@leadag.com Lorenz@kkag.com
Weitere Informationen
auf der Produkt-Website:
ls-s.com/de/talent-portfolio
Wir freuen uns über Fragen, Anmerkungen, Anmeldung
FKE-Anfragen und Ihre Einladungen zum Pitch! Newsletter unter:
https://kkag.com
Leadership Support GmbH | Kölner Straße 4 | 56626 Andernach | Germany | Tel.: +49 2632 46933 | Fax: +49 2632 1833 | info@ls-s.com | www.ls-s.comSie können auch lesen
