How are we really doing?

At DMK, people want to get involved, have their say and make a difference – there’s a strong emotional connection between many employees and the company. According to opinion researchers, that’s actually pretty rare in Germany – and a real achievement for DMK.

But what makes people not only show up for work but genuinely enjoy being part of a team? That’s what emotional employee engagement is all about: it happens when people feel seen, when their strengths matter, and when their work is more than “just a job”. It drives performance and, in DMK’s case, even helps achieve a higher milk price. And the best part: it can be measured.

With BUZZER, DMK runs a global employee survey every year to find out how well staff needs are being met at work. Since 2021, DMK has worked with Gallup on this. Gallup is a global research and polling institute that has been studying employee engagement for over 40 years. They developed the so-called “Q12” – twelve key factors that measure emotional connection in the workplace and form the basis for the BUZZER survey.

At DMK, many employees feel a strong bond with the company and see their work as much more than a job. That figure has more than doubled in the last four years. This is not only a great success but also a genuine strategic advantage for DMK. Emotional engagement boosts productivity and resilience in times of change – and that’s especially important right now, as DMK faces major changes like the merger. BUZZER means getting better together – through honest feedback, open team conversations and real actions based on the survey results.

Diana Sonnenberg from Gallup explains the survey results:

High participation

Employees want to be heard

For the fifth year running, employees want to have their say and help improve DMK. To me, that reflects the team spirit and the drive within DMK to keep pushing forward – even if things don’t always move as quickly as people might wish.

Employees are in it with heart and soul

Emotional connection

Since 2021, DMK’s survey average has improved by more than half a scale point – which counts as best practice compared to other companies. 45% of employees at DMK show a strong emotional connection to the company. That means their work is not just a job – they’re all in, giving that extra mile for colleagues and for the farmers.

Leadership goes beyond the Business Unit

CI Engineers driving better workplace culture

The TIGER programme has made work across the Units more efficient: CI Engineers champion better collaboration, fresh ideas through agile teams, and project work that spans Units. This builds personal accountability, sparks creativity, and keeps people motivated. On top of that, CI Engineers have been trained as Engagement Champions, actively supporting everything around BUZZER and employee engagement.

Feedback helps people grow

Annual appraisals for everyone

The feedback culture has improved significantly – and you can measure it. Nearly half of employees appreciate being seen as individuals, for example through managers talking with them about their progress. The idea: move away from the “boss” and towards the “coach” who spots strengths, sees each player, gives feedback and recognition, and shows development opportunities.

Feedback gets acted on

Learning through inspiration

Feedback from employees doesn’t just gather dust in notebooks. It turns into action plans that teams actually put into practice. Nearly 100 teams worked on measures last year and were able to make significant improvements to company performance in different areas.

Feeling part of the whole

Employees across all Business Units are getting more closely connected. The myDMK app is just one of many tools helping internal communication along. Digitalisation in operational areas is improving too, so colleagues know what’s going on and can really feel part of DMK. And that’s how friendships are formed. As a result, DMK is increasingly seen as an agile employer.

Openness from top management

Communication is king

CEO Ingo Müller himself stands for honest feedback and genuine suggestions for improvement. Having started in production, he knows the challenges on the ground and not only takes employee feedback seriously but actively asks for it. Especially in times of major change, like the upcoming merger, there are naturally questions and uncertainties across the business. The fact that top management shared information transparently has built trust.

„The survey results show just how much our culture and working environment at DMK have developed over the past years. I’m incredibly proud of what we’ve achieved together as #TeamDMK.”

Inga Stolle

HR Manager Projects & Policies, responsible for BUZZER DMK

„DMK has made the biggest leaps in the areas of feedback and recognition. Not everywhere and with everyone yet, but the direction is absolutely right to reach even more people.”

Diana Sonnenberg

Managing Director bei Gallup

„Driving change while keeping everyone in mind – from the milk truck drivers to the production sites right through to the offices – that’s one of DMK’s key cultural success factors.”

Jörn Eggemann

Global Head of Corporate HR

Michael Kraut (from the perspective of employee & manager) – Zeven

Naya and Emily (both trainees as industrial clerks) from Bremen