The Study of e-HRM practices in Service Sector

3. Conceptual Framework:

3.1 Types of e-HRM:

Human resource management is distinguished in three ways: transactional HRM,

traditional HRM, and transformational HRM (Wright & Dyer, 2000). It is also classified
as operational HRM, relational HRM and transformational HRM. Thus e-HRM is
basically divided into 3 types:
a) Operational e-HRM.
b) Relational e-HRM.
c) Transformational e-HRM (Bondarouk and Ruël, 2006; Lepak and Snell, 1998).
a) Operational e-HRM: Operational human resource management is concerned
with streamlining operations (Lepak & Snell, 1998). It works in administrative
function like payroll, employee personal data, etc.
b) Relational e-HRM: Relational e-HRM is concerned with supportive business
process by the means of training, recruitment, performance management and so
forth. Within this type of HRM, there is a choice of whether to conduct more
complex HR practices, like recruitment and selection using e-HRM, or to use a
more traditional paper-based approach such as newspaper advertisements and
paper-based application forms (Bondarouk & Ruël, 2006).
Relational e-HRM also involves the automation of transactions through the use of
intranets and extranets, HR portals, employee self-service and manager self-
service, and operates with several application programmes (Martin et al., 2008;
Lengnick & Moritz, 2003). These technologies facilitate relationships between
users of the systems. The emphasis of relational HRM is not on the administration
of HR processes, but rather on the manner in which HR tools support basic
business processes such as performance management and recruitment and
selection (Bondarouk & Ruël, 2006).
c) Transformational e-HRM: This is the highest-level and the most complex form
of HRM. HRM shifts from a transactional to a transformational focus, whereby
the human resource functions are relieved of the operational tasks and redirected

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towards more strategic initiatives (Lengnick & Moritz, 2003). when using e-HRM
for strategic, transformational purposes, it is possible to create a change-ready
workforce through an integrated set of web-based tools that enables the workforce
to develop in line with the company’s strategic choices (Bondarouk & Ruël
,2006)

Figure 4: e- HRM landscape Source: (Foster, 2009)

3.2 e- HRM drivers:

The drivers of HR domain are identified at three levels:
i. The Operational Driver: To make HR cost effective by reducing the HR headcount,
lowering the transaction costs and brings about efficiency.
ii. The Relational Driver: To meet the growing demands of line managers, employees,
business partners and increasingly improved levels of service.
iii. The Strategic Driver: To be a strategic business partner by addressing the strategic
business objectives (Lepak & Snell, 1998).

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3.3 e- HRM evaluation:

The evaluation of the E-HRM department is based on six driving forces. The following
six forces must be developed by HRM departments that want to continuously increase
their value while reducing costs.

• Information technology- There is a digital future in front of HRM professionals. The

rapid growth in the field of computer hardware, software, networking, and telephony
services is enormously essential to the e- HRM movement.

• Processes reengineering- Strategic HRM managers are persistently looking for

behavior to streamline and improve core business processes to make them efficient. All
business processes especially those in the HRM department can be reengineered and
improved through the skillful application of information technology.

• High-speed management- In today’s competitive scenario, all companies must work

smarter and faster. e- HRM is definitely a smarter and more rapidly form of service
delivery than traditional HRM.

• Networked organizations- e-HRM departments are more likely to emerge in

networked organizations than in traditional and bureaucratic companies. The explosion of
information technology such as local area networks, e-mail, and corporate intranets are
the trademarks of a flatter networked company.

 Knowledge workers- In 21st century organization will compete on strategic

information and knowledge. These require staffed with self-directed and computer savvy,
knowledge workers. These workers will surpass at using information to quickly identify
and capture worthwhile business opportunities while also diligently identifying and
resolving costly problems.

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 Globalization- All companies must develop a global business strategy. This means that
HRM departments must be capable of providing services to their employees anywhere on
earth. Obviously, a technology assisted HRM department that is skilled at traversing the
information superhighway, is in the best position to support a globalize workforce
(Vickram & Mahimairaj, 2011).

3.4 e- HRM Practices:

3.4.1 e- Recruiting: - Recruiting the right person for the right job is the most critical
aspect of human resource management. Starting with high caliber people is the first step.
Only then, this can be followed by effective performance management and employee
development. The main objectives of the e- recruitment process is to share the job
vacancies with the biggest amount of potential candidates. e- Recruitment simplifies this
process by providing a sophisticated web-based solution that manages the process of
recruitment from start to finish (Sanayei & Mirzaei, 2008).

e- Recruitment simply means the recruitment process through internet. It is an online

strategy for attracting talents. In order to facilitate the recruitment process, organizations
are increasingly using electronic human resources (e-HR) systems, including web-based
job sites, portals, and kiosks to attract job applicants (Stone et. al., 2003)
One of the main objectives of the e-recruitment process is to share the job vacancies with
the biggest amount of potential candidates, this means, attract and filter the key
applicants with the necessary skills for the job offered. Through online recruitment
systems, organizations can not only share important details about the positions available
but also more specific information such as job descriptions, organization’s culture or
brand identity and job incentives (Stone and Lukaszewsky, 2006).

The most common practices used for online recruitment involve –

i) Adding recruitment pages to existing organization websites,
ii) Using specialized recruitment websites such as job portals, online job
boards.

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iii) Developing interactive tools for processing applications

iv) Using screening techniques (Galanaki, 2002)

e- Recruitment allows storing great amounts of CVs online, which makes the process
unconstrained by geographical locations. Online job advertising allows companies to
open all the information regarding job to the applicants since the first contact (Ravindra
and Pallavi, 2011).

Figure 5: e-Recruiting process (Source: Cedar, 2002)

e- Recruitment can be divided into two types of uses: corporate web site for recruitment
and commercial jobs boards (such as monster.com) for posting job advertisements (Parry
and Wilson, 2009). Corporate websites are a company’s own website with a link for job
posting/career options where candidates can log into for current openings. If the company
advertises its vacant positions on other website that specialize in recruitment such as -
naukri.com, timesjob.com, monster.com, etc., the companies would be adopting
commercial job boards for recruitment. Firms generally adopt a recruitment method that
suits their size and budget for recruitment. Further, the size and nature of the fraction that

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applies for an organization’s vacancies will be affected by how (and to whom) the
organization communicates its vacancies (Conard and Ashworth, 1986).

3.4.2 e- Performance appraisal: - Electronic or online performance appraisal refers to

the use of technology necessary to create systems and processes by which the employees
are evaluated and rated, according to their performances on the tasks needed within a
company. Transparency is easily achieved with online PA systems, as well as the
continuity of the process (with the help of archived data). Previous research has shown
that online performance appraisal systems reduce companies’ costs and increase the
speed of the process. Additional advantages of those systems include the storage of
historical data that helps managers to compare the employees’ results and evaluations for
the last years in an easier way. Online performance systems may help the perception of
information being kept secure, instead of being placed in employees’ files in offices
(Payne et al., 2009)

Figure 6: Features of effective appraisal. (Source: Piggot-Irvine, 2003)

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3.4.3 e- Training/e-Learning: - An additional component of relational e-HRM is e-

learning or e-training. This process is being implemented in companies since it does not
have the limitations of traditional training, such as time and location (Bell, 2007). e-
Learning is also less expensive than traditional training because companies do not have to
book training rooms, pay for travel costs and trainers (Strother, 2002). The American
Society of Training and Development defines e-learning as a wide set of applications and
processes, such as web-based learning, computer-based learning, virtual classrooms, and
digital collaboration (Kaplan-Leiserson, 2002).

e- Learning is a term covering a wide set of applications and processes, such as web-
based learning, computer-based learning, virtual class room, and digital collaboration. e-
Learning can convey information through such mottled formats as graphics, videos,
audios, animations, models, simulations and visualizations (Federico, 1999).It includes
the delivery of content via Internet, intranet/extranet (LAN/WAN), audio-and videotape,
satellite broadcast, interactive TV, CD – Rom, and more. A characteristic of e-learning
that can be of advantage over traditional training is that the mentor and the learner do not
go through the learning process face-to-face.

In the first stage of mentoring, the apprentice can be intimidated and show lack of
openness due to the instructor’s higher status. e- Training may decrease those initial
feelings because the interaction is done through a computer or other technological tools.
In addition, since the interaction between the parties does not occur at the same time, the
trainee has time to think about the response he or she will give and can be more reflective
(Kasprisin, et al., 2003).

Advantages of e-Learning:

 It is self-paced. Trainees can proceed on their own time.

 It is interactive, tapping multiple trainee senses.
 Allows for consistency in the delivery of training.
 Enables scoring of services or assessments and the appropriate feedback.

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 Incorporates Built-in guidance and help for trainees to use when needed
(Shamina, 2011).

3.4.4 e- Compensation: - e- Compensation represents a web-enabled approach to an

array of compensation tools that enable an organization to gather, store, manipulate,
analyze, utilize and distribute compensation. The term e-compensation connotes web-
based software tools that enable managers to effectively design, administer, and
communicate compensation programs. E-compensation systems also allow managers to
develop budgets, model the impact of incentive systems, and ensure the fairness of salary
allocation decisions (Dulebohn & Marler, 2006). e- Compensation software and systems
provide HR professionals with the ability to manage their compensation systems in order
to meet the traditional compensation objectives of internal equity, external
competitiveness, individual equity and administration (Gueutal & Stone, 2006).
e- Compensation systems are used for such purposes as developing and implementing
pay systems, providing benefits, and evaluating the effectiveness of compensation
systems (Dulebohn & Marler, 2005; Stone et al., 2003). e- Compensation systems are
also used to communicate data about benefits options to employees, and give them the
opportunity to select benefit plans online (Gueutal & Falbe, 2005; Johnson et al., 2005).

3.5 e -HRM Goals, Objectives and Advantages:

Leveraging of technology to deliver HR solutions that brings about convergence in

human capital, processes, data and tools as a catalyst towards achieving business
strategies
1. Improving the strategic orientation of HRM,
2. Cost reduction/efficiency gains,
3. Client service improvement/facilitating management and employees.
4. To globalize the organizations with associated HR policies & practices.
(Ruël,2004)
5. You do not need so much HR managers, because the e-HRM eliminates the HR
middleman.
6. e- HRM also speeds up transaction processes, reduces information errors and
improves the tracking and control of HR actions (Lengnick & Moritz, 2003).
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7. e-HRM can improve employee satisfaction (Barker & Frolick, 2003)

8. e- HRM standardizes the HR work.
9. e- HRM does not confine Location and timeliness.
10. e- HRM offers data security and personal privacy.
11. It leads to a more transparent system.
12. Decentralization of HR tasks (Kaur, 2012).
13. To offer an adequate, comprehensive and ongoing information system about
people and jobs at a reasonable cost.
14. To provide support for future planning and also for policy formulations.
15. To facilitate monitoring of human resources demand and supply imbalances.
16. To automate employee related information.
17. To enable faster response to employee related services and faster HR related
decisions
(Jovita, 2008)

Figure 7: Objectives of E-HRM (Source: Kaur, 2012)

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3.6 Scope of e-HRM:

1. A decisive step towards a paperless office;

2. Higher speed of retrieval and processing of data;
3. More consistent and higher accuracy of information/report generated;
4. Fast response to answer queries;
5. A higher internal profile for HR leading to better work culture;
6. More transparency in the system;
7. Significant reduction of administrative burden;
8. Adaptability to any client and facilitating management;
9. Integral support for the management of human resources and all other basic
and support Processes within the company;
10. A more dynamic workflow in the business process, productivity and employee
satisfaction (Vickram and Mahimairaj, 2011, Jovita, 2008).

Figure 8: Approaches to e-HRM. (Source: Ruël et al., 2004)

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3.7 e- HRM outcomes:

It is logical that an organization that adapted e-HRM strategies, would expect visible
results and outcomes. These divided into four possibilities:
High commitment, related to motivation and understanding of the workforce;
High competence, that describes the abilities of employees to learn new tasks if
required;
Cost effectiveness, related to employee turnover rates and pay competitiveness
Higher congruence, concerned with the internal organization (Beer et al., 1984).
3.8 The Pre-requisites of e-HRM:
• Commitment to change management from the start of the project
• Presence of an IT Culture an important pre – condition
• Culture of Knowledge management
• Involvement of all the stakeholders early on to gain their buy-in
• Communication of the value of any technology solution to the users
• Clarity on the part of all users regarding the question- What’s in it for me?
• Adequate training to the users (Verma and Gopal, 2011).

3.9 e -HRM Applications:

Table 2 (Florkowski and Olivas-Lujan ,2006)

Interactive Voice Response (IVR) Ability to set up or change payroll Edit

systems
Self-service applications (SSA)
HR extranet applications (HREA)
HR portal applications (HRPA)
addresses for benefits and payroll Records
.Check job opportunities.
Update and use employee-specific Information,
online via a browser.
Personalized to an individual's role, experience,
work content, language, and Information needs.
Promotion agent for training providers. Online
services to identify suitable training, register,
negotiate, process and confirm sales of training

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services

Integrated HR suite applications (ISA) Manage benefits plans triggered via a web-
based interface
HR intranet applications (HRIA) Monitoring workforce demographics in line
and HR functional apps (HRFA) with recruitment and retention objectives.

Figure 9: E-HRM effectiveness portrayed model (Source: Sanayei and

Mirzaei, 2008)

3.10 The Challenges of e-HRM:

Among the most prevalent issues facing management are control, business
requirements, and best practices. Some of the major challenges that have been
identified are-
• Cost Implications: Costs tend to be proportional to requirements and the type
of organization. Given the costs, companies must e-enable only those operations
that are vital, essential or desirable.

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• Aligning the e-HRM system with the business requirements: ERP

applications vary widely in their allowance for a control, typically assuming either
a corporate or business-unit locus of control. Hence management must consider
the ERP’s stance on control to ensure it will meet the business requirements of the
company.

• Security of the information generated: A company needs to ensure that

outsiders or competitors should not access the information. In this context proper
vendor selection is a critical condition to ensure confidentiality.

• Managing the data: Managing the huge amount of data generated through
HRMS is a relatively new challenge for companies.

• ‘Overkill’ and loss of the ‘human touch’: Another challenge is the avoidance
of ‘overkill’ and loss of the ‘human touch’. It should not be the case that in a bid
being techno-savvy we neglect the human side.

• For traditional companies the task is more so difficult: E-HRM is more so a

challenge for the traditional companies which need to bring about a change in the
mindsets to a large extent. These companies as compared to those in the IT sector,
BPOs etc. are having a tougher time getting people to speed up on these e-HR
tools.

• Customization to be taken up in the right perspective: Most of the packages

are of international standards and based on best practices. Hence customization is
huge in the Indian context and needs to be taken up in the right perspective.
Customizations can also be costly and maintaining and upgrading it can be
cumbersome.

• Training the users a crucial issue: Training the users is many a time a long
drawn out process, as many people do not find them to be user friendly.
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• The Return on Investment (ROI) on an e-HRM project to be justified: The

ROI on an e-HRM project is the projected cost reduction brought about by the
system and its impact on revenue/profits overtime. The e-HRM initiative should
align itself with the overall HR and IT strategy and ultimately, with the business
strategy to ensure ROI.

• ERP to function along with other systems to be successful: Companies

wanting to integrate their value chains with the business activities of their
suppliers, business partners and customers typically have to implement systems
other than ERP like Customer Relationship Management (CRM) and others.

• Continuous monitoring and feedback: Continuous monitoring and feedback

are critical for the success of any e-HRM effort in an organization (Verma and
Gopal, 2011).

3.11 Service Sector:

The service sector is a vital component in the wheel of the Indian economy. The sector,
accounting for 60 per cent of the gross domestic product (GDP), grew 5 per cent in the
Fiscal Year 2013. The Indian service industry has emerged as one of the largest and
fastest-growing sectors on the universal landscape and hence has made substantial
contribution towards global output and employment. Growing at faster pace as compared
to agriculture and manufacturing sectors, Indian service segment comprises of wide range
of activities, such as trading, transportation and communication, financial, real estate and
business services, as well as community, social and personal services.
(http://www.ibef.org/industry/services.aspx)

In recent years, as the service sector proportion of national economies in both developed
and developing countries has increased, the focus has shifted to address the need to
pursue high quality services, via a set of sophisticated high cost and high skill
employment strategies (Francis and Green, 2005).The best practices of HRM in the
service industry is its new service management school, the soft side of HRM practices

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that emphasized on empowerment and teamwork with the intention of combination of

developing service culture and harmonizing the relationship between employer,
employees and customers (Korczynski, 2002). Instead, contingent and well conniving
hard HRM approaches are more often adopted by service firms in their utilization of
human resources (Lucas, 2002).

3.11.1 Bank Sector: Banking undoubtedly is the most governing segment of the financial
system and plays a pivotal role in the development of a sound economy (Sharma and
Mehlawat, 2011). Banking is a service industry. The product manufactured by it is
service, which is multidimensional in nature. The Banking Regulation Act of India 1949
defines banking as accepting for the purpose of lending or investment of deposits of
money from the public, repayable or demand or otherwise and withdrawn by the cheque,
draft, and order or otherwise. Banking institutions are no longer expected to act as
traditional mobilizer of financial resources in a particular country. Now they have to act
as catalyst of change in service sector.

The banks in India are a major part of the financial sector and serve as a life blood for the
whole industry necessary to survive. India has become accepted as the lucrative location
of choice for the range of technology and back to back office functions (David, 2010). In
service industry the success and failure in its case more depends upon its human
resources. Those banks which have promoted the Human Resource Management
Strategies and Business Strategies in the field of Promotion, Training, Reward System,
Productivity, Job Security and Placement are performing better in the present time. The
result is that the impact of Business and HR strategies is much more on the bank's
performance (Sharma and Mehlawat, 2011).

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State Bank of India:

SBI is India's largest multinational banking and financial services company. It is a

government-owned corporation with its headquarters in Mumbai, Maharashtra. State
Bank of India (SBI) was created in July 1955 with the objective of extending banking
services across the newly established Republic of India. According to Annual report of
SBI 2012-13, it is a public sector Bank with a network of 14,816 branches and 5 associate
banks located even in the remotest parts of India namely State Bank of Bikaner & Jaipur,
State Bank of Hyderabad, State Bank of Mysore, State Bank of Patiala and State Bank of
Travancore. It had net profit (consolidated) of Rs. 17,916/- with 16.8% and (standalone)
of Rs. 14,105/- with 20.5% and assets of US$501 billion, including 157 foreign offices,
making it the largest banking and financial services company in India by assets
(http://en.wikipedia.org/wiki/State_Bank_of_India).

All branches and administrative offices throughout the country sponsor and participate in
large number of welfare activities and social causes. Its business is more than banking
since they touch the lives of people anywhere in many ways.
(https://www.sbi.co.in/user.htm). SBI is one of the largest employers in the country
having 228,296 employees as on 31st March 2013, out of which there were 46,833
female employees (21%) and 2,402 disabled employees (1%) (Source: Annual report
SBI, 2013).SBI has an account of become accustomed to transform, from the
computerization in the early 1990s to the till date in implementation of e- HRM.

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ICICI Bank:

ICICI Bank is India's largest private sector bank with total assets of Rs. 5,367.95 billion
(US$ 99 billion) at March 31, 2013 and profit after tax Rs. 83.25 billion (US$ 1,533
million) for the year ended March 31, 2013. The Bank has a network of 3,514 branches
and 11,063 ATMs in India, and has a presence in 19 countries, including India. ICICI
Bank was established by the Industrial Credit and Investment Corporation of India, an
Indian financial institution, as a wholly owned subsidiary in 1954 with the objectives to
support in the creation, expansion and modernization of private concerns; to promote the
participation of internal and external capital in the private concerns; to encourage private
ownership of industrial investment (http://wikipedia.org/wiki/ICICI_Bank).

ICICI Bank offers a wide range of banking products and financial services to corporate
and retail customers through a variety of delivery channels. The Bank currently has
subsidiaries in the United Kingdom, Russia and Canada, branches in United States,
Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance
Centre and representative offices in United Arab Emirates, China, South Africa,
Bangladesh, Thailand, Malaysia and Indonesia (http://www.icicibank.com).

3.11.2 Insurance sector: This sector in India has grown at a fast rate post -liberalization
in 1999. Indian Life insurance industry has emerged as the 9th largest life insurance
market in the world. A vigorous insurance sector is a windfall to a country’s economy.
The sector facilitates long-term funds for infrastructure development and simultaneously
strengthens the risk-taking ability of the country. (http://www.ibef.org/industry/insurance-
sector-india.aspx). Human Resource plays a very imperative role in Insurance industry
like in banking and other Services sectors. Its functioning is day-by-day becoming more
challenging and strategic in growing vicious market competition. Insurance Company
employers say that HR is the most important asset for the company and it has a
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significant impact on company’s overall performance & productivity. To remain survive

as a market leader Insurance company HR manager need to innovate & simplified its
existing policies in order to attract and retain competent workforce.

Life Insurance Corporation of India:

It is an Indian state- owned insurance group and Investment Company headquartered in

Mumbai founded in 1956. It is the largest insurance company in India with an estimated
asset value of 1560481.84 crore (US$240 billion). As of 2013 it had total life fund of
Rs.1433103.14 crore with total value of policies sold of 367.82 lakhs that year
(http://wikipedia.org/wiki/Life_Insurance_Corporation_of_India). LIC functions with
2048 fully computerized branch offices, 109 divisional offices, 8 zonal offices, 992
satellite offices and the corporate office. LIC’s Wide Area Network covers 109 divisional
offices and connects all the branches through a Metro Area Network in different cities of
India (http://www.licindia.in). It also has a network of 1,337,064 individual agents, 242
Corporate Agents, 79 Referral Agents, 98 Brokers and 42 Banks for soliciting life
insurance business from the public. LIC have 115,966 no. employees all over India.

Birla Sun Life Insurance Company Limited:

BSLI is a joint venture between the Aditya Birla Group, a well known Indian
conglomerate and Sun Life Financial Inc., one of the leading international financial
services organisations from Canada. With an experience of over a decade, BSLI has
contributed to the growth and development of the Indian life insurance industry, and
currently is one of the leading life insurance companies in the country. BSLI offers a
complete range of offerings, comprising of protection solutions, children's future

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solutions, wealth with protection solutions, health and wellness solutions, as well as
retirement solutions; it has an extensive distribution reach of over 500 cities through its
network of over 550 branches, over 1,05,000 empanelled advisors, and over 100
partnerships with corporate agents, brokers and banks. The AUM of Birla Sun Life
Insurance is close to Rs. 22,300 Crores and it has a robust capital base of over Rs. 2,200
Crores, as on 30th September, 2013 (http://insurance.birlasunlife.com).

3.11.3 Telecommunication Sector: Telecommunication has emerged as a key driver of

economic and social development in an increasingly knowledge intensive global
scenario, in which India needs to play a leadership role. The telecommunications business
is not only a capital-concentrated industry, in which accesses to capital is a key factor to
ensuring the development and expansion of a robust network but, also, one in which
management skills, competencies and the capabilities of qualified people are solid drivers
in accelerating the expansion and sustainability of the businesses (Guislain & Qiang,
2006). National Telecom Policy-2012 is designed to ensure that India plays this role
effectively and transforms the socio-economic scenario. NTP-2012 recognizes that the
rapid growth in the telecom sector requires to be supported by an enhanced pace of
human capital formation and capacity building. So, it is important that a firm adopts
HRM practices that make the best use of its employees.

Bharat Sanchar Nigam Ltd.:

It was incorporated on 15th September 2000 with its headquarter located in Delhi. It took
over the business of providing of telecom services and network management from the
former Central Government Departments of Telecom Services (DTS) and Telecom
Operations (DTO). It is one of the largest & leading public sector units providing
comprehensive range of telecom services in India. BSNL has introduced new telecom

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services with ICT applications in villages & winning customer's confidence. Today, it has
about 43.74 million line basic telephone capacity, 8.83 million WLL capacity, 72.60
million GSM capacity, 37,885 fixed exchanges, 68,162 GSM BTSs, 12,071 CDMA
Towers, 197 Satellite Stations, 6,86,644 RKm. of OFC, 50,430 RKm. of microwave
network connecting 623 districts, 7330 cities/towns & 5.8 lakhs
villages(http://www.bsnl.co.in). Market Share of BSNL is approx. 10.80 percent. Total
no. of employees in BSNL is 254,499 (as on 27 February 2013).

Bharti Airtel:

Bharti Airtel Limited is a leading global telecommunications company and largest

telecom service provider in India and operates in 20 countries across Asia and Africa
with its Headquartered in New Delhi. It was established on 7th July 1995. The company
ranks amongst the top 4 mobile service providers globally in terms of subscribers. It is
the first telecom service provider to achieve a Cisco Gold certification. Its Market Share
is 19.50 percent (http://www.airtel.in). Annual revenue of airtel is 419.31 billion and its
annual profit is 635.59. Total no. of employees in Airtel is 21,299(Annual report, 2012).

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