25 Years of Excellence

In 1988, 14 business leaders shared a vision for the European industry. Japan and more recently the USA had deployed Total Quality Management in a structure manner. We needed a common approach based on European values to restore our competitiveness. This vision brought them and 53 other business leaders to Montreux, Switzerland, on October 19, 1989 to celebrate the establishment of the European Foundation for Quality Management.

Already 25 years!

 

 

 

25 Years of Excellence Book - the Forewordswww.efqm.orgshop.efqm.org

 

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Introduced by forewords of two Presidents of the European Commission as well as the EFQM Board, this publication gathers a broad spectrum of testimonies from organisations at different stages of their excellence journey. We hope they will inspire you in your quest for sustainable excellence. Here’s to the next 25 years!

This is your direct access to stories from various organisations. They are categorised by Fundamental Concept. This is optimised for tablet. Click on the "Columns to display" button to select your concepts of interest for a better screen view.

Adding Value for Customers Creating a Sustainable Future Developing Organisational Capability Harnessing Creativity and Innovation Leading with Vision, Inspiration & Integrity Managing with Agility Succeeding through the Talent of People Sustaining Outstanding Results
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25 Years of Excellence - The Stories

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Excellent organisations consistently add value for customers by understanding,
anticipating and fulfilling needs, expectations and opportunities.

 

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Excellent organisations have a positive impact on the world around them by enhancing
their performance whilst simultaneously advancing the economic, environmental and
social conditions within the communities they touch.

 

 

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Excellent organisations enhance their capabilities by effectively managing change
within and beyond the organisational boundaries.

 

 

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Excellent organisations generate increased value and levels of performance through
continual improvement and systematic innovation by harnessing the creativity
of their stakeholders.

 

 

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Excellent organisations have leaders who shape the future and make it happen,
acting as role models for its values and ethics.

 

 

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Excellent organisations are widely recognised for their ability to identify and respond
effectively and efficiently to opportunities and threats.

 

 

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Excellent organisations value their people and create a culture of empowerment
for the achievement of both organisational and personal goals.

 

 

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Excellent organisations achieve sustained outstanding results that meet both the
short and long term needs of all their stakeholders, within the context of their
operating environment.

 

 

The Story

Electrolux, a global leader in home and professional appliances, offers consumers and businesses thoughtfully-designed products with innovative solutions. Established in 1919, Electrolux provides products and services that are designed based on global trends and in-depth consumer insight. Innovation, design and sustainability are key factors that are embedded in the company’s culture and strategy. Electrolux sells more than 50 million products in more than 150 markets every year under its umbrella of esteemed brands including Electrolux, AEG, Zanussi, Frigidaire and Electrolux Grand Cuisine. In 2013, Electrolux posted sales of SEK 109 billion and employed 61,000 people.

During its 95-year heritage, the consumer has always been in focus and remains the fundamental driver of all Electrolux consumer-facing activities.

The Electrolux vision is to be the best appliance company in the world as measured by its customers, its employees and its shareholders. There are three core values that are fundamental for the company: Passion for Innovation, Customer Obsession and Drive for Results. Consumer Care is a key priority and the company’s aim is to translate consumer needs and expectations into attractive, relevant and sustainable value propositions for both existing and potential consumers.

Electrolux monitors consumer care experience and is able to trace, record and analyze every service visit request, through an integrated Quality Evaluation System. Global and local Consumer Satisfaction indexes are updated, evaluated and used to plan further improvements.

In the past four years, the global Consumer Care Satisfaction index has improved by more than 25%. Consumer care experience across all product categories indicate positive results annually, and this trend is set to continue for the coming four years.

Fundamental concepts of excellence promoted by EFQM represent a constant reference when revising plans to further improve Consumer satisfaction within Electrolux.

Electrolux estimates that today more than 1.3 billion people are using their products. It generates yearly more than 23 million contacts via phone calls, service visits, emails and other digital contacts.

These contacts present an exceptional opportunity to build and maintain a dialogue with the consumer based on openness and transparency by:

  • Helping the Consumer, by listening and resolving issues
  • Delighting the Consumer, by offering help and tips on getting the most from their products
  • Advising the Consumer, by providing relevant accessories and services enhancing the product experience

However, adding value is much more than addressing expectations of existing consumers. It requires attention in planning new products and a continuous means of monitoring competitors.

For this purpose, Electrolux has defined the concept of Consumer Quality, which aims to understand, monitor and improve the following Four Contributors to Quality as perceived by consumers:

  • Anticipate consumer expectations and needs during the phase of new product development, exposing concepts and early prototypes to continuous consumer feedback.
  • Define rules and criteria to be matched, internally and in comparison with competition, that relate to Fit, Feel and Finish appreciation by the consumer on the shop floor
  • Monitor comments and remarks from consumers about our products, not only through service visits but also voluntary satisfaction questionnaires about our products as well as product comments shared via social media, which are assuming a growing importance
  • Review and learn from all available information about Consumer Test Performances, managed by the various Consumer Associations and Institutes worldwide The Four Contributors to Consumer Quality are constantly monitored through a scorecard applied to all Sectors and Product Categories worldwide.

As a consequence of a rapidly changing world, consumers and their expectations are changing quickly:

  • New consumers are appearing in the arena
  • New technologies are generating different and new needs and expectations
  • Emerging markets are bringing new and different consumer requirements
  • Sustainability is playing an increasingly important role in product development and innovation

All these drivers determine trends in consumer needs and expectations that Electrolux captures and translates into products and services as a marketing-led company that anticipates consumer demands and behaviours.

In addition, Electrolux management is convinced that “People make the difference,” and with the right talent and leadership, Electrolux will be recognised as a champion of consumer care worldwide.

That is why we have intensive and ongoing training, a strategy to deploy best practices and a focus on building a continuous learning organisation that is dedicated to consumer care.

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The Story

We all know how frustrating it is to receive poor customer service – perhaps You have experienced a utilities provider unable to access your latest account records or a retailer with no record of a previous complaint. For businesses everywhere, this kind of issue can be the difference between securing happy customers who keep coming back or driving customers into the hands of your competitors. The one thing that underpins the relationship between a business, its customers, and their information are document processes: the core interactions that occur regularly and repeatedly throughout all businesses in critical areas such as HR, finance, procurement and accounts.

At Ricoh, this is where we are adding value to our clients and in turn it is how we support them in enhancing their own client responsiveness. In our daily interactions with our clients across Europe, we are often finding areas of untapped potential to optimise and streamline business document processes for improved business agility, customer service and employee knowledge sharing. Such activity is often left unexploited as organisations are challenged by keeping up with the speed of technology lead change. Their technology is evolving faster than the processes they have in place to use it and is contributing to frustrated customers as a result.

In fact, research by the Economist Intelligence Unit and sponsored by Ricoh Europe shows that 3/4 of European business leaders are not reacting to changes fast enough and just 24 % can rapidly take advantage of new opportunities or adapt to unexpected changes. Their key bottlenecks are unconnected technology platforms and out-ofdate business processes.

For many businesses, effectively capturing, storing and streamlining the growing amounts of information is also becoming a challenge. With the global growth of data increasing exponentially, and estimated to grow by 40 % year on year the Big Data trend is set to continue indefinitely. In anticipation of the future impacts of these changes, it is critical that organisations review and optimise their business critical document processes. Optimised processes in turn will enable them to react more quickly to customer needs, support employee knowledge sharing and ensure an agile and flexible business structure.

Business leaders can start with an audit of the business critical document processes, assessing the journey critical business information travels before it is turned into action and is adding business value. Employees should be able to access information quickly to support their core business roles. It is also essential to challenge the traditional ‘way of doing things’. There is no doubt the processes were efficient when first implemented but are they meeting business needs today? Questioning the status quo will enable organisations to uncover bottlenecks that are impacting business agility.

The workplace will continue to change but on-going audits will mean that businesses information processes are led by business needs, and can change with the organisation. This preventive approach can also reduce any unnecessary overheads created as a result of outdated document processes; improving information flow and ultimately driving savings across the entire organisation.

Companies of the future are not just innovative and enthusiastic adopters of new technology but also able to change core business processes to ensure true organisational change. Only by reviewing technology, processes and people in tandem will business leaders be able to evaluate the business as a whole and truly state that agility is a part of their culture and that they are operating with the DNA that is required to succeed and add customer value into the future.

About Ricoh
Ricoh Europe companies have successfully adopted the EFQM since 2000, with the goal to ensure the organisation is flexible and ready to transform to meet the changing needs of businesses into the future. It has achieved this while remaining a high performing business for the benefit of its employees and stakeholders. To date, Ricoh has undergone a significant transformation from a manufacturing lead operation to a product and document services expert, partnering with organisations around the world to manage and optimise their business critical document needs. Into the future, Ricoh will continue to remain a step ahead of its clients’ needs by focusing on developing product and service mixes for different industries and business sizes.

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The Story

Customers have always been at the heart of our company. Our ambition is to lead the express delivery industry in customer satisfaction by continuously adding value to our customers’ businesses. We deliver 4.4 million shipments each week. So it is essential for our people to recognise that each shipment is important, from an aircraft part to a medical supply to save someone’s life. Delivery on time and in perfect condition must be ensured, every time.

We heartily congratulate EFQM on its 25th anniversary and relentless effort to promote business excellence. Our long relationship, punctuated by prizes and awards, has helped us integrating customer satisfaction as a principle focus of our company. We have learnt a few lessons along the way, which I would like to share.

Listening to customers
We have learned the best customer service starts with listening. So we aim to understand and anticipate our customers’ needs. We have measured customer satisfaction for more than 20 years using industry best-practices. The Net Promoter Score, which measures how likely customers are to recommend our services, is our main standard. While we carefully analyse customer experience data to constantly improve, we also reach out to customers personally to ensure they receive the best possible service.

Adding value
In 2014 we launched a new Customer Value Proposition to articulate how we create value and benefits for customers. The Customer Value Proposition identifies five values connecting us to our customers: Choices, Control & Visibility, Convenience, Expertise and Reliability. These values are supported by 17 customer benefits, delivered through 60 service features, such as track and trace, customs clearance, e-invoicing, service recovery solutions and Customer Service Care Centre support.

TNT exists because customers buy our products and services, so we are alert to their needs. We provide special options while leveraging our core network services. Our Special Services menu offers customers extra choices for unusual shipments. We set up dedicated teams of experts for certain global customers on request. When customers tell us they see TNT as an extension of their business, we know we have succeeded.

Customer-focused culture

At TNT, we encourage managers to lead by example. Board Memberspersonally sponsor Strategic Accounts to ensure these customers are happy with our service. We constantly ask customers to tell us how we can improve. For example, customers were invited to our Global Convention this year as panellists, to tell senior managers how they experience their partnership with us.

Service quality drives customer experience. It is the first agenda item during our business review meetings and every morning, managers across TNT Express receive a text message with the previous day’s service quality results to further enable focus on service.

Striving for perfection As part of our Outlook strategy we launched Perfect Transaction, a company-wide initiative touching all functions to enhance our end-to-end process. Perfect Transaction aims to achieve a flawless cycle – perfect customer understanding, order process, delivery, and invoicing – every time, for every customer.

To achieve this ambition, we must simplify processes, adhere to them and get it right the first time. We are rolling out customer-focused training to employees worldwide to reinforce the importance of serving customers, and serving colleagues who service customers.

As a customer, you expect perfection, so this is our focus. The Perfect Transaction programme encourages people throughout TNT Express to take a close, honest look at how we all affect customer service to make the improvements needed so each customer enjoys an easy, hassle-free experience.

About TNT Express
TNT Express is one of the world’s largest express delivery companies. On a daily basis, TNT Express delivers close to one million consignments ranging from documents and parcels to palletised freight. The company operates road and air transportation networks in Europe, the Middle East and Africa, Asia-Pacific and the Americas. TNT Express made € 6.7 billion in revenue in 2013.

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The Story

In the past decade Cedar has more than doubled its customer base; providing services to over 2,100 people with disabilities in 2013/14. This level of growth is a result of Cedar’s longstanding commitment to adding value for customers. Growth has not compromised quality and customers have expressed consistently high levels of satisfaction (>94%) with services.

Cedar’s customers are people with complex physical, sensory and learning disabilities. Cedar works with people with congenital and acquired disability, the latter including people who have survived a brain injury often as a result of road traffic accidents, falls or strokes. Customers also include those with emerging needs, such as Autistic Spectrum Disorder and those who have sensory disabilities such as visual impairments.

Cedar uses three key approaches to add value for customers:

  • Understanding needs and expectations;
  • Tailoring services around individuals; and
  • Investing in the talent of staff.

Cedar designs its services based on their knowledge of the needs and expectations of people with disabilities. In the 2007 EFQM Excellence Awards process Cedar won the special prize for Customer Focus. The assessors cited Cedar’s innovative and role model approach to identifying and meeting customer needs and expectations through its User Forum. The Forum is an independent, autonomous body of service users which facilitates an open and transparent dialogue with customers. It allows Cedar to gain an invaluable insight into customer needs, expectations and potential requirements. As a result Cedar is able to design and deliver innovative, attractive and sustainable services that are in high demand.

Seven years on, the Forum remains key to Cedar’s approach, operating regionally and being core to Cedar’s governance structure. The Forum is central to the development of new and innovative service. For example, Back Home a ground-breaking project which is developing and applying brain-neural computer interfaces to assist people with complex disabilities to control their environment through the power of thought.

All Cedar services are person centred programmes being tailormade to meet individual demands and preferences. Services improve quality of life for whole families and add value to individual members. For example, Andrew and Michael are eight year old twins; they live at home with their parents and older brothers. Both have significant disabilities and complex health care needs. The whole family works hard to keep the boys happy, safe and well. Specially trained Cedar staff provide customised play therapy two or three times a week helping the boys to have fun and giving their parents a break to spend time with their other children and attend to other things. This personalised support provides a lifeline for the whole family, adding value week by week.

Cedar is a Gold Standard Investor in People Champion recognising that its ability to add value to customers is dependent upon the talents of staff delivering services. Cedar invests significantly in training and development and in ensuring that their people have the necessary resources and autonomy to deliver services that exceed expectations. Skills and resources around new and emerging technology are a good example of this. Following her strokes, Pamela developed upside down and backwards reading and writing. She was finding it impossible to produce legible course work for her Diploma. Cedar’s ICT specialist was able to develop a computer programme which reversed the text Paula inputted, enabling her to produce work which was easily read by others.

Cedar maintains its customer focus by continually monitoring and reviewing the experiences and perceptions of its service users. This combined with the User Forum, person centeredness and investment in its people delivers added value for customers now and provides the bedrock for this to continue in the future.

About Cedar Foundation
The Cedar Foundation is a leading voluntary organisation in Northern Ireland focusing on inclusion for people with disabilities. Cedar is celebrating more than 70 years of delivering ground-breaking services to adults and children with disabilities. Cedar employs 330 staff to deliver services 24 hours a day; 365 days a year and has a projected turnover of £9.4 million in 2014/15. Cedar uses the EFQM Excellence Model, Investors in People, Investors in Volunteers and ISO 9001:2008 to pursue excellence. The EFQM Excellence Model and RADAR logic are central to how Cedar does business. The organisation is a previous winner of the 2005 Northern Ireland, 2007 European and 2013 Ireland Excellence Awards.

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The Story

‘Creating a sustainable future’ is highly connected to the Grundfos identity. Sustainability is one of our values, which means that we run our business in a responsible and ever more sustainable way. We make products and solutions that help our customers save natural resources and reduce climate impact. And as a social responsible company, we take an active role in the society around us. We take care of our people - also those with special needs.

Acting responsible comes natural to us
The focus on sustainability is often based on people saying it is important because; your surroundings increasingly are focusing on it; the political environment and laws focus on it, your reputation and brand relies on it, your employees focus on it and the society expect you to proactively act on sustainability and not only react.

Sustainability is neither a passing trend nor a “quick fix” to a better reputation – it is here to stay.

In Grundfos, sustainability has always been a part of who we are and how we do business. We believe that every day holds the possibility to participate in solving the urgent challenges of the world. Global warming, water scarcity and an increasing pressure on natural resources due to, for instance, growing populations and increasing urbanisation are some of the urgent challenges the world is presently facing. Every day we choose to take steps to care for our people, our planet and our business.

  • First of all, sustainability is part of our DNA and the way in which we have always done business. It is an essential part of our purpose and values.
  • Secondly, sustainability is a key concept and business driver in Grundfos. We see great business potential in being a provider of innovative and sustainable solutions.
  • Thirdly, sustainability is also a way to manage potential risks and reduce costs throughout our value chain.

Sustainability as a core part of our business
The Grundfos purpose is to be a global leader within advanced pump solutions and a trendsetter in water technologies. Grundfos wants to contribute to a more sustainable world by developing pioneering technologies to improve quality of life for people and take care of the planet.

The focus on the fundamental concept, ‘Creating a Sustainable Future’, is present in all 9 criteria in ‘The Grundfos Way’ – our Group Status Document. Working structured with the EFQM Excellence Model is a great way to ensure sustainability throughout the organisation.

The Sustainability Footprint in ‘The Grundfos Way’
Being a sustainable company is highly connected to our excellence journey. We admit that “absolute sustainability” is not in reach; however, we are on a continuous journey for achieving a higher degree of sustainability in all we do. The same acknowledgement and ambition can be seen in our relentless strive for excellence, where we constantly try to do things a little better than the day before.

To be able to reach an as high degree of sustainability as possible, it is essential to “walk the talk” and start by setting clear targets, which are understandable for the whole organisation. In Grundfos our target is to not emit more CO2 than in 2008 even though Grundfos is growing year by year. This ambitious target also relates to our Water Usage and Energy Consumption, where the results are collected and communicated in the yearly Sustainability Data Report.

In the work with the Excellence Model we thereby both focus on integrating sustainability into the whole organisation, encourage all to reflect on their contribution to the wider society, and at the same time save money and resources, and create an even stronger value proposition for our products.

About Grundfos
Grundfos is one of the world's leading pump manufacturers that offer sustainable pump solutiobns to the world market with an annual production of more than 16 million pump units. We strive to integrate sustainability systematically across the Grundfos organisation and everyone in Grundfos is invited to take part in making the world better, because only through a joint global effort will we be able to keep our core promise: to be responsible, to think ahead and to innovate the future.

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Imagine you work as a project manager in developing country ‘X’. A need has been identified to build schools and your organisation has been approached to submit a proposal. Specialists in Infrastructure, Project Management and Procurement services, you have an array of technical expertise at your disposal and know that you could deliver to time, cost and quality. It would immediately appear to be a simple decision. Frankly, in the past UNOPS would swiftly spring to action without much hesitation. Today, we first pause as a matter of course and give more thought to how we can bring not only our expertise but also our values to bear.

UNOPS straddles the world of high level development assessments integrating international best practice norms and the world of context-specific local solutions. We make sure to engage with all stakeholders to fully understand their expectations and shape the best possible solutions. This includes local communities to represent their needs, government to more fully integrate with development plans, donors, the private sector and specialist organisations (UN agencies or NGOs).

As a UN Agency that is both cost recovery and non-profit, serving people in need and working with multiple actors, we have a unique insight into the interplay of drivers and incentives which are all too often seen as competing. We take seriously our responsibility to increase the sustainability and quality of our engagements as we know that while people in need might not always be the ones making the initial investment, they normally are expected to pay for the upkeep and they will certainly pay the price for misguided projects.

It is when UNOPS operates as an honest broker that we add real value, safeguarding the interests of people in need, while understanding the constraints of the public sector to provide basic services and appreciating the value of private sector investment, technical expertise and job opportunities.

To render us fit-for-service in this role, we are currently honing our approach to business development and project engagement. We both seek the right engagements in the first place, and ensure that implementation contributes to development ambitions. A central part of our sustainability approach is the application of our ‘Sustainability Marker’ which guides our project teams to identify gaps and dependencies as well as maximise opportunities and minimise harm when developing projects across the social, environmental and economic dimensions of sustainability. Applying the Sustainability Marker even prior to project start-up gives teams a chance to influence project design.

As well as having technical expertise and exercising considered judgement, part of the job description for an honest broker is the demonstration of consistent excellence. At UNOPS we are committed to the adoption of international standards as our quality assurance. This is now part of our DNA as an organisation, interwoven into all that we do. In our projects we strive to comply with industry standards, such as those accredited by the ISO. Not only are we in some cases the first in the UN system to do so but we are also often able to introduce them in countries where these would not be normal practice. Corporately, through adherence to the EFQM Excellence Model, we routinely assess and ensure our continued relevance and competence. We have found this really helpful in aligning approaches and results.

In conclusion, as an honest broker, when we accept projects such as the school in this article, we will reduce the environmental impact in the construction, build the schools to the appropriate international standards with context-sensitive design, incorporate components for equitable social inclusion, reduce running and on-costs and where possible use local labour and materials to support livelihoods. We will also be very intentional in developing local and national capacity through sharing the skills, knowledge and behaviour underpinning excellence, to assist private or public sector institutions to manage projects like these themselves.

Ultimately, if we are really serious about our mission, our greatest contribution to a sustainable future will be to not only demonstrate excellence in what we do and how we do it, but while doing so work ourselves out of a job.

About UNOPS
UNOPS is an operational arm of the United Nations, helping a range of partners implement $1 billion worth of aid and development projects every year. By implementing around 1,000 projects for our partners at any given time, UNOPS makes significant, tangible contributions to results on the ground. UNOPS mission is to serve people in need by expanding the ability of the United Nations, governments and other partners to manage projects, infrastructure and procurement in a sustainable and efficient manner. UNOPS vision is to advance sustainable implementation practices in development, humanitarian and peacebuilding contexts, always satisfying or surpassing partner expectations.

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The Story

Can we envision a day when a critical mass of companies is investing in a better world? Where business is delivering value for the long-term – not just financially, but also socially, environmentally and ethically? Over a decade ago, it was hard to imagine, but we can now say with confidence that a global movement is underway.

It was this fragile state of the union between business and society that led the UN Secretary-General in 1999 to propose that business and the United Nations jointly initiate a “global compact of shared values and principles, to give a human face to the global market.” From 40 companies that came together at our launch in 2000, the Global Compact has grown to 8,000 companies and 4,000 non-business signatories based in more than 145 countries. We now have 100 country networks that are convening likeminded companies and facilitating action on the ground, embedding universal principles and responsible business practices in all continents.

EFQM has played a critical role in the development of the Global Compact. Our partnership, formed a decade ago, introduced us to the continuous performance model, which inspired the Global Compact’s Communications on Progress (COP) methodology. EFQM’s mission and the Global Compact’s aspirations are strategically aligned. As the business and society agenda has evolved significantly over the past decade, a stronger collaboration between the two organisations promises to build a healthier balance between businesses, citizens and the planet.

The reality is that environmental, social and governance challenges affect the bottom-line. Market disturbances, social unrest and ecological devastation have real impacts on business vis-à-vis supply chains, capital flows, and employee productivity. We also live in a world of hyper-transparency, with people now more empowered than ever to hold Government and the private sector accountable for their actions. There has been a fundamental shift as companies come to realise that it is no longer enough to mitigate risk, but that they are expected to contribute positively to the communities in which they operate.

More persuasive than the risks are the opportunities that come with going global. As economic growth has migrated East and South, more companies are moving from being resource takers, to market builders. Now, when faced with complex issues – extreme poverty, lack of education, gender inequality, environmental degradation – responsible companies see themselves as equal stakeholders for the long run, knowing that they cannot thrive in societies that fail. This has encouraged business to collaborate and co-invest in solutions that produce shared value for business and society.

While we have seen a great deal of progress, there is much work to be done. Companies everywhere are called on to do more of what is sustainable and put an end to what is not. We need corporate sustainability to be in the DNA of business culture and operations. The priority is to reach those who have yet to act, and especially those actively opposing change. Governments must create enabling environments for business and incentivise responsible practices. Financial markets must move beyond the short-term, where long-term returns become the overarching criteria for investment decisions. We need clear signals that good environmental, social and governance performance by business is supported and profitable.

What will the future look like? The pieces are in place to achieve a new era of sustainability. The good news is that enlightened companies – which comprise major portions of the global marketplace – have shown that they are willing to be part of the solution and are moving ahead. Decisions by business leaders to pursue sustainability can make all of the difference. We can move from incremental to transformative impact, showing that responsible business is a force for good.

About United Nations Global Compact The United Nations Global Compact is a call to companies everywhere to voluntarily align their operations and strategies with ten universally-accepted principles in the areas of human rights, labour, environment and anti-corruption, and to take action in support of UN goals. Endorsed by chief executives, the UN Global Compact is a leadership platform for the development, implementation, and disclosure of responsible corporate policies and practices. Launched in 2000, it is the world’s largest voluntary corporate sustainability initiative, with 8,000 corporate signatories in 145 countries, and Local Networks in 100 countries.

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Recycling
Recycling is an eco-efficient way of reintroducing valuable materials into the economy and of closing the loop. It makes metals and materials available for the manufacturing industry from consumer goods, called urban mining. Recycling contributes to resource efficiency, improves waste management and lowers environmental impacts due to metal production. As the processing of recycled material requires less energy than the processing of ore, recycling also saves on carbon emissions.

In the plant in Hoboken (Belgium), Umicore recovers 17 metals out of a wide and complex range of materials. The processed materials are by-products from other nonferrous industries or originate from secondary sources, such as mobile phones, laptops, auto catalysts.

Umicore recovers metals in a sustainable way. It has invested over € 500 million in the Hoboken plant since 1995. The site has undergone an extensive technological and environmental transformation. Sustainability is always embedded in all our processes.

Sustainibility is key
Umicore pays great attention to the concepts of corporate social responsibility and sustainability and has improved its approach of these concepts over years. Social responsibility towards the community and environment is part of the Umicore culture and is widely shared by employees at all levels in the organisation.

Umicore Precious Metal Refining has partnerships such as cooperation with NGOs about reuse and recycling, focused (financial) support of regional projects and cultural cooperation with authorities. We raise awareness about the environment and recycling with 12 and 18 year old students in a playful way with our Ecomagic presentation. These approaches are owned by members of the management team. They are heavily involved in the implementation of relevant programmes with external stakeholders. Health and safety are key aspects in all business processes. Umicore has improved the communication and relationship with the neighbouring society through a number of projects and a transparent policy.

With the help of the EFQM Model
We use the EFQM Excellence Model as the tool to manage the complex requirements to our processes. The Model helps us to determine the areas for improvement but also to benefit from the synergy between the projects. One of the threats in a business environment is that people do not understand the need for agility and cannot follow the pace of change because of the amount of projects launched. The EFQM Model helps us to position those new projects and insights so that our people and our stakeholders see that we learned from previous projects and continuously improve our activities and processes.

About Umicore
Umicore is a global materials technology and recycling group. It focuses on application areas where its expertise in materials science, chemistry and metallurgy makes a real difference. Its activities are centred on four business areas: Catalysis, Energy Materials, Performance Materials and Recycling. Each business area is divided into market-focused business units offering materials and solutions that are at the cutting edge of new technological developments and essential to everyday life. Umicore generates the majority of its revenues and dedicates most of its R&D efforts to clean technologies, such as emission control catalysts, materials for rechargeable batteries and photovoltaics, fuel cells, and recycling. Umicore’s overriding goal of sustainable value creation is based on an ambition to develop, produce and recycle materials in a way that fulfils its mission: materials for a better life.

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Congratulations! For 25 years the EFQM Excellence Model has served many businesses around the world to establish a multi-stakeholder, process-driven method for incrementally improving a company’s results. Many CSR activities have – through the application of the EFQM approach – helped companies to reduce their impacts and improve the responsibility of their operations.

However, we now see that to create a sustainable future we first have to be able to envision a future that is radically transformed from the world we know today. That means that the first step for any organisation wanting to ‘become sustainable’ is to have a vision of what their activities, products, or services would look like if they were, in fact, ‘sustainable’. Sustainable, not just in terms of the impacts and dependencies on the people and resources a company requires, but also with regard to the broader environmental and societal impacts of its activities.

The World Business Council for Sustainable Development (WBCSD) is a CEO-led organisation of forward-thinking companies that galvanise the global business community to create a sustainable future for business, society and the environment. Vision 2050, published in 2010, collected many of WBCSD’s members’ visions of what a sustainable future would look like – a groundbreaking piece of work, it was the first time that global business stated that business as usual was no longer an option. Our combined vision is incredibly simple: that by 2050, 9 billion people will be able to live well, safely within planetary boundaries.

Vision 2050 outlines pathways that map a transformational change of existing systems to achieve this overarching goal. WBCSD’s current Action 2020 work concentrates on addressing nine, science-based priorities with business solutions that can result in measurable positive impact at scale.

The nine priority areas for action were selected ranging from climate change to ecosystems and land use, and from basic needs and rights to sustainable lifestyles.

These science-based actionable priorities, and the societal goals associated with them, form the core of WBCSD’s Action2020 work platform. With our members, we are working to develop business solutions that can have a measurable and significant impact towards achieving 2020 societal goals. They need to be scalable, replicable, beyond business as usual, and most importantly, able to overcome barriers that will inevitably appear in their way.

Of course, business cannot do everything by itself. It is in a unique position – it can bring innovative products and services, management and technological capabilities, and financial resources. But to achieve ambitious and audacious societal goals, business will need the support of forward-looking policy, capital markets and education, and above all, a collective acceptance of the need for change at all levels of all global societies.

Part of this change will be redefining Value. We need to move away from a model where shareholder value is the only criteria for measuring business performance, to a model where financial, social and natural capital are measured and managed in an integrated way. The EFQM Model has laid the groundwork for this new approach that is now called ‘integrated thinking’.

Our members are leading companies that see that the combination of science-prioritised business solutions, combined with an integrated thinking-based management system, is the route to securing a sustainable future for their businesses, society and the environment.

Reaching the age of 25 in a human life is often considered as the point at which we are ready to start getting serious. I wish the EFQM a sustainable life; by taking all that it has learnt in its first 25 years, it will be able help guide companies to a vision of a better and more sustainable future. We will face many environmental and societal challenges over the next 25 years. The world needs the integrated compass that the EFQM can provide.

About World Business Council for Sustainable Development (WBCSD)
The World Business Council for Sustainable Development (WBCSD) is a global CEO-led coalition of forward-thinking companies striving to create a sustainable future for business, society and the environment. The WBCSD comprises some 200 companies from 35 countries and 22 sectors. The Council uses thought leadership, effective advocacy, and shared action to generate constructive business solutions for a sustainable world. We also benefit from a Global Network of 66 independent national and regional business councils and partner organisations, involving thousands of business leaders, two-thirds in developing countries and emerging economies.

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As a leading microelectronics corporation in worldwide competition, Infineon is subject not only to constant pressure concerning efficiency and cost, but naturally also to the high speed of innovation in the industry sector. At the same time we place highest priority on the top quality of our chips and systems for applications in the areas of energy efficiency, mobility and security.

Maintaining a constant balance in the rectangle “Quality - Cost - Innovation - Speed” makes it possible to win growing market shares with satisfied customers around the world. In this context, Infineon Austria has used the EFQM Model as a management method for more than ten years, with the objective of being a learning organisation that constantly remains in motion and improves each year, e.g. through management assessments. We want our pursuit of excellence to embrace every potential and to make us the vanguard for EFQM in the Infineon Group.

Innovation management is an integral component of this approach and innovation culture is the core of our strategy. All business areas (Research and Development, Marketing and Sales, Production, as well as support functions) define and inspect their contribution to this joint innovation strategy. This has resulted in significantly more open and more interdisciplinary collaboration. Of course this philosophy is primarily lived out and called for by our leaders.

Whether in innovation workshops with customers aimed at jointly defined projects resulting in products, or with occasional input from outside the industry that helps us look “beyond the horison”: Innovation lives on discontinuities and challenges from partners.

In this context, Infineon Austria has developed a well-conceived partner network linking research institutes with universities and corporations. The high degree of complexity and outsourcing in our industry makes our suppliers indispensable on the road to innovation. Our procurement experts provide our suppliers with information involve them and evaluate them in essential innovation topics. This also applies to the social environment, which we try to involve by raising enthusiasm for targeted innovation and the opportunity to shape the future, in order to overcome the fear of change.

It is, however, our highly dedicated leaders and employees who form the heart of our innovation success. Supported by the innovation manager, they not only contribute ideas, but also accept responsibility for their realisation. Whether in the competition for the annual Innovation Award, at the internal Innovation Days idea fair, or through individual suggestions for improvement (known as YIPs: Your Idea Pays); the intent is always to provide a platform for successful technical and business-oriented innovations, as well as to recognize and reward our employees also financially.

These activities have been supported by the development of a new, more open learning and error management culture in the company. Supported and evaluated by university institutes, we can measure the tangible success of this cultural transformation.

By systematically applying the EFQM Model in the area of innovation, Infineon Austria has been able to emerge as the largest R&D company in Austria and has become one of the most significant sites within the highly successful Infineon Group.

In this context, we would like to offer our heartfelt congratulations on the occasion of EFQM’s 25th anniversary and wish you continued decades of success, to the benefit of the European industry as a whole!

About Infineon
Infineon Technologies supplies semiconductor and system solutions for automotive, industrial electronics, chip card and security applications and, in so doing, rises to the three central challenges that face society today: energy efficiency, mobility and security. Infineon’s products stand out for their reliability, their quality excellence and their innovative and leading-edge technology in analog and mixed signal, RF and power as well as embedded control. Headquartered in Villach, Infineon Technologies Austria AG belongs to the Infineon Technologies Group. In recent years, it has established itself as a key Austriabased company and is vested with global responsibilities. Infineon has expanded its activities in Austria in all the business segments: Automotive, Power Management & Multimarket, Industrial Power Control and Chipcard and Security. An international team from some 60 nations is engaged in the research, development and production of microchips, and contributes to the company’s global success at the Villach, Klagenfurt, Graz, Linz and Vienna sites.

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Most EDF branches or divisions have had units which are either Prize winners, Recognised for Excellence (R4E) and Committed to Excellence (C2E) or have begun the process. For instance, in 2007, the nuclear plant of Golfech was the first European nuclear plant to be R4E 5*. It was the first 5* in France.

This is a good example of how EFQM can help industrial units who often focus only on technical issues. EFQM ensures they also focus on customers, the environment and CSR, and of course on people.

The lesson we have drawn is: continuous improvement is a whole. And to achieve long-lasting performance, nothing can be done without people and their talent. Over the last twenty years, it has become increasingly evident that sound, sustainable management requires reconciling financial, environmental and social goals. The human dimension is a key issue to enable us to respond effectively to all the challenges we have to meet.

So, the first two Guidelines of our Group HR Action Plan are “People are the core of the Group’s competitiveness and performance” and EDF wants to be “An employer of reference in terms of corporate responsibility and social performance”.

We have to train people and develop their skills, their empowerment and the necessary conditions for their involvement, in order for them to realise their full potential. But there is something else which is important to focus on: the difference in performance comes, of course, from how people are managed.

A few key points in people management: listening, trust, recognition and of course being exemplary

Listening
Managers do not listen enough to others. We can always learn from others.

Listening leads to questioning, to be sure we have really understood what was said. It’s also important to make sure we understand the feelings behind what is said.

Trust
Let us not be naïve about it. Trust does not mean we do not check what people are doing. We can not order confidence but we can create conditions for it, for instance by trusting people. If people feel we do not trust them, they only achieve half of what they could do.

When we question someone’s action we are not questioning their character, we are only interested in the facts. People will accept that we question their results or their actions. We must remain focused on the facts. That is the price of trust.

Recognition
Consideration and respect: all the little everyday deeds or gestures. That is to say: to be very thoughtful, to express thanks, to give encouragement.

There are at least three forms of recognition: financial, symbolic, social. These forms of recognition make sense for people working in a company.

And being exemplary
Setting a good example is like sweeping the stairs, we have to start at the top. We must behave as we want our employees to behave. These could be the first things we think of when we speak about being exemplary. All this is nothing new, it was in the Bible: “Do unto others as you would have them do unto you”.

It is a question of reliability: “we do what we said we were going to do”. Actions speak louder than words.

Convincing people is a daily task. Exemplary nature goes with conviction and conviction goes with commitment. The mistake is to believe that, because it is simple to understand, it is simple to do.

Human resources and human beings

It is not so easy to manage people because we have to deal with individuals: human beings. What are the implications for their lives? The impact will be on them. That will not alter our decision, but the way we manage the change. People are not only resources, not just a cost. People are above all forces, levers: an asset of the company.

People can give their best, when they are involved, committed: when we listen to them, we trust them, we recognise their contribution and, of course, when we offer them our own exemplary behaviour. We must keep practising and never give up: nothing must be taken for granted...

The company must be a living one, with living people. That is what makes sense, and creates the desire for success.

About EDF
EDF Group is a leading European energy company, with operations around the world, supplying electricity, gas and services, present in all sectors of the electricity industry: generation, supply and trading, transmission and distribution, and mainly focused on four countries in Europe: France, United Kingdom, Italy and Poland. Some key figures [2012]: Customers worldwide: 39.3 million EDF Group’s consolidated sales amounted to 72.7 billion Euros. Worldwide workforce: around 160 000 people Our generating capacity is 139.5 GW (nearly 100 GW in France, mainly from nuclear and hydroelectric power plants) generating 642.6 TWh with 84.7 % free of CO2.

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Innovators and entrepreneurs are not normally in the business of sharing their intellectual property. What then was Elon Musk, the Founder of Tesla, up to when he announced that Tesla will not initiate patent lawsuits against companies who want to use their technology. This conscious decision to open up the patents that his firm invested millions into is a perfect illustration of what I call Ecosystem Economics™. Musk and Co know that driving the economics for the ecosystem of the electric car market is the most important thing. By being altruistic and business savvy, he is going to cause his emerging industry to explode, and as a first mover, he will benefit massively.

The challenge for every CEO is to reimagine their industry as an ecosystem comprising companies, institutions and customers that interact for mutual benefit. Those players, who organise the economics of the ecosystem they operate in, become the winners in today’s business environment. This is how Apple moved the centre of the music industry to MacWorld from the corner offices of the record labels: they offered clear economics to the artists and rights holders, the consumers, the distributors, etc. So is this just a large company game at this point then? Can smaller, high-growth companies win? Yes, both the ‘digital Davids’ as well as the mid to large enterprises, Goliaths, whether they be banks, retailers, radio stations, oil & gas companies, etc have a ‘fight back’ strategy in the digital exponential world that we live in.

Every entrepreneur – every David - has a problem with customer acquisition. No venture capitalist is going to give him or her £50 m to acquire 50 million customers, so they need to find a distribution base. Think of them as a revenue generating, data aware, cloud/Saas algorithm or a digital car in search of a highway.

Goliath businesses are still structured linearly, not with networkbusiness models, but they have customers, brand, audience and reach. Engaged properly, they can help a David scale. Most of the world is not Amazon, Facebook, Apple and Google, and neither are they Uber, AirBnB or Tesla. They are run of the mill established, traditional businesses who are searching for a fight backstrategy to the digital disruption. And the answer is to engage the Digital Enablers. Embrace the disruption by dancing with the B2B Saas firms, the Digital Davids who cannot scale without a highway.

I am not suggesting that big companies should just buy small companies. Neither am I sanctioning the setting up of corporate venturing funds as the answer. If your company’s challenge is how to build a ‘Digital P&L’ ™, then the answer is not to take small equity stakes in a lot of baby companies. The answer might be at the end of experiments, trials and pilots where David is told that he/she has X % of the Goliaths customer base to apply their algorithm to achieve Y revenues in Z timeframe in order for the David & Goliath dance to yield a material amount of revenue.

This is the hard business of building digital revenues, establishing a ‘Digital P&L’™. If you are a Goliath, you must first be cloud-centric, mobile-enabled, and data aware.

One vision of the future is that the technology platform companies are taking over every industry as Facebook is going into banking, Google buying up drones businesses, and Yahoo entering the TV industry.

Banks, transportation firms, media firms must become platforms themselves. Why does this not happen more frequently?

Most people think linearly still, and do not ask themselves the basic question of: In whose interest is it for me to be successful? Who are my Natural Allies, and how do I make it in their interest to align with me. Your Natural Allies might be former competitors, or companies who need a new story, or firms in another industry.

On with the dance!

About Ariadne
Julie Meyer founded Ariadnein 2000, with the backing of 60 founding investors, amongst whom are the founders of some of the most successful internet and technology companies in recent history. Including the entrepreneurs behind WorldPay, Hotmail, Betfair, SES Astra and many more, these investors are committed to helping the next generation of entrepreneurs build world-leading companies out of Europe. Ariadne is fundamentally focused on people, engaging with businesses only where the founder and management are world-class. We believe that the founding entrepreneur is best placed to bring his vision to market and is the principal driver of value in the enterprise.

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To Novia Salcedo Fundacion (NSF), success consists of properly meeting the requirements of all its stakeholders (young people, host companies and organisations, NSF´s professional team, the society at large).

Despite the strong impact of the current crisis on the downward trend in the wealth of the whole of Spain, our management system based on data provide us with detailed information which demonstrates the positive development of NSF in each of these areas.

Our success is clearly due to people within our professional team. Many organisations claim that people are their most important asset. In NSF people are our only asset.

Such a challenging current and future context as the one we face requires equally challenging people strategies. NSF People Development and Teams Strategy 2014 – 2019, which is aligned with its overall strategy, is focused on achieving the following objectives:

  • We want NSF people to consider our foundation as the best place to work and to grow professionally and personally.
  • Sustainable growth aligned with the mission.
  • We strive to be more innovative through greater dynamism, flexibility, permeability to internal and external changes and proactivity.
  • We seek to be able to transform ourselves, and also transform the society through lifelong learning, as NSF does not deliver standarised products.
  • We want to share knowledge, not only internally but also externally, to integrate the new trends into our daily activity and also to increase our capacity to transform knowledge and good intentions into action.

But people themselves do not become active if the appropriate atmosphere and stimulus are not created to make it happen. They must work as a team. These teams are a space and a tool for NSF to train people and to learn from each other. At the same time, this allows them to identify strengths and areas for improvement of themselves, contributing to their professional and personal development;94% of NSF people are satisfied with the approach and the deployment of the teamwork methodology in our organisation (Source: NSF People Survey, 2013).

This simultaneously leads to the individual development of each person and his or her alignment with NSF´s mission as a result of belonging to the team.

The convergence of interests between each person and NSF is a key issue for us. This includes sharing some appropriate values, not in a theoretical way, but in a real way, i.e. values which are really being lived and applied in the organisation.

One main value, without which nothing would be possible, is transparency. There is no secret or inaccessible area for anyone from the organization (93% of NSF people are satisfied on this point).

Other key values are justice and equity. These principles are deployed in all areas of management are transparent and faithfully respected and followed. 100% of NSF people consider that in our organisation we all have the opportunity to meet our individual requirements, both personally and professionally, to be listened to and cared for, always in balance with the smooth running of the organisation.

Another key concept is that the person / position assignment is designed so that challenging tasks are assigned to each person and he/she is able to perform them in an appropriate way. This implies a philosophy of empowerment, transferring the power of making decisions to the place where the action occurs (89% of NSF people are satisfied on this point).

The deployment of these values to all people in the organisation , and to their ultimate consequences , is only possible with an ongoing dialogue between NSF and each individual: letting him/her participate in the formulation and the deployment of the strategy, making it known how each process and project contribute to the achievement of the organisation´s strategic objectives, promoting the engagement and taking them into consideration when making decisions that could affect them or their work, etc.. (90% of NSF people are satisfied on this point). In short, the ultimate goal is to obtain the highest commitment of NSF people, to the point where each of us do our best, and define our own destiny without producing any fragmentation, in line with the mission of the organisation, and through a strategy which combines home grown timber with external talents (94% of NSF people are satisfied on this point).

By doing this, we ensure that knowledge does not turn into personal property but rather a common asset; and we provide more value to the organisation and to the society.100% of NSF people feel committed with the working in society that our organisation develops; 97% of NSF people consider that their day to day activities contribute effectively to the integration of young people into the labour market.

Other key results achieved:

  • 100% of NSF people wish to work in our organisation for a long time.
  • 97% of NSF people are confident about keeping their jobs.
  • 97% of NSF people consider that NSF is the best place to work comparing with other organisations in the closest environment.

About Fundación Novia Salcedo
Novia Salcedo Foundation (NSF) is a non profit private organisation, with 34 years of experience, whose main purpose is to promote the social and professional integration of young people, assisting them by providing information, guidance and training to achieve professional skills through internships in partner organisations, offering attractive training plans and acting as coaches. Moreover, we are active at raising awareness in society, and eventually transforming it into human and social values. Since NSF launched its Professional Internship Programme, in 1995, more than 9.000 young people have joined a company and around 1,246 companies have hosted them, raising around €49 million.

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Our mission at Glasgow Housing Association (GHA) has always been a simple one – to create ‘better homes and better lives’ for the 41,500 households we serve.

In 2008 the prospect of turning that mission into reality seemed a pipe dream. Customer satisfaction stood at just over 70%, performance was poor, a regulatory report told us we ‘must do better’ and our public image was at an all-time low. A further threat came in the shape of a tough economic climate - and there was worse still just around the corner. Plans by the UK Government to change welfare benefits would significantly reduce the income of our already hard-pressed customers.

Take a close look at GHA today and you see a very different picture. Customer satisfaction stands at over 90%, performance is up and our stakeholders regularly praise our work. “GHA is an organisation that is of iconic significance in Scotland and its extraordinary levels of customer and staff satisfaction are a substantial achievement,” said a leading civil servant recently.

So how was such a transformation achieved? The answer lies in developing capability across the organisation.

GHA transformed its culture by developing and empowering staff to put the focus firmly on the customer and to make decisions quickly and effectively every time.

The first phase of our journey to excellence came through Common Systems, Common Sense. In 2008 we began to use systems thinking to re-organise our core processes to strip out waste and focus on delivering results for customers. Performance improved substantially. For example, the number of days it took to let homes reduced by 70% and bad debt by 50%.

In 2009 our Leadership team committed to using the EFQM Excellence Model as the key framework to help us deliver our ambition. By 2011 we achieved the maximum five-star EFQM Recognised for Excellence rating and were awarded the Scottish Award for Business Excellence by Quality Scotland.

But the real shift came through Think Yes, our staff empowerment campaign designed to give staff the confidence and skills to deliver tailored solutions for customers. Out went the command and control style of management and the culture of escalation. The power to delight customers lay in the hands of frontline staff who were trusted to make the right decisions at the first point of contact. Leaders took on the role of enablers, supporting staff and removing issues stopping them saying ‘yes’ to customers. The campaign was launched with faceto- face events fronted by GHA’s Chief Executive Martin Armstrong and sustained through high-impact communications and a development programme for leaders.

More efficient working and empowered staff have enabled GHA to reduce layers of management and divert more staff to dealing directly with customers.

Advisors at our 24-hour customer service centre have been developed to handle a wider range of customer inquiries, freeing up staff in our communities to handle more complex issues.

But more had to be done if we wanted to continue our journey to excellence while delivering good value for money.

In Spring 2012, GHA formed a partnership with Cube Housing Association. This paved the way for a new parent company - Wheatley Group – to be formed in 2012. The Group now brings together four social landlords including GHA, a care organisation and two commercial subsidiaries.

By working together, sharing resources, services and expertise with others, GHA can do more to help customers than it ever could have done on its own.

The Group’s ability to attract financing from both public and private sources has been expanded with a proposed growth programme of over 4,500 homes.

And we are able to offer a wider range of innovative services to support tenants. That includes increased help to get into work, training or education, advice on money matters and a furniture recycling scheme to help tenants who do not have the means to furnish their house.

Last year EFQM recognised GHA’s record of continuous improvement with the “Leading with Vision, Inspiration and Integrity” prize at the 2013 EFQM Finals in Vienna, Austria.

Our journey to excellence continues but GHA is now well and truly on the road to turning its mission ‘to create better homes and better lives’ into reality.

About Glasgow Housing Association
Glasgow Housing Association (GHA) is one of the largest social landlords in the United Kingdom with 41,500 affordable homes for rent. A not-for-profit organisation, GHA is a registered charity, monitored and regulated by the Scottish Housing Regulator. GHA is part of Wheatley Group - Scotland’s leading housing, care and regeneration group. The Group spans 12 local authority areas across central Scotland, providing home and award-winning services to over 100,000 tenants and factored homeowners. Tenants are at the very heart of decisions as GHA creates ‘Better homes, better lives, a better Glasgow’.

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I was asked in 1992 to become the President of EFQM, in the footsteps of Raymond Levy whom I had replaced at the helm of Renault. I was delighted to accept the role and chaired the Board of EFQM for the following three years. These were exciting years for me.

Raymond Levy was one of 14 CEOs of leading European companies who, alongside European Commission President Jacques Delors, took on the challenge in 1988 to create conditions to drastically improve the competitiveness of the European industry. Japan had a significant lead with the Deming Prize. And the Malcolm Baldrige Award had recently been launched in the USA. Something had to happen in Europe so as to keep up in the global race.

We are now celebrating EFQM’s 25th anniversary. When it was created, the idea was to bring Total Quality Management (TQM) to as many companies as possible in order to drive performance improvement. EFQM had a significant role to play in promoting TQM in Europe. I remember the first European Quality Award (now EFQM Excellence Award) presented by King Juan Carlos I of Spain to Xerox in 1992. This Award was – and remains – a significant source of motivation for others, and provided public awareness on the benefits of deploying TQM. This still holds true today.

The EFQM Excellence Model was launched during my tenure, based on the analysis of the best performing organisations. This Model has not changed drastically since, which proves its robustness. Its 9 criteria continue to create the framework for describing and assessing how organisations operate. Yet one of these 9 criteria was unique at the time: “Impact on Society”. Whereas it was then perceived as somewhat peculiar, no one today would consider excellence without a keen focus on Society.

Self-assessment, the essential starting point for any value-adding continuous improvement process, were established. A number of other activities were created to help organisations deploy the Model and engage on a journey to improve their performance. They were mostly founded on the simple principles of learning, sharing and networking which still prevail at EFQM today.

Whereas neither the Excellence Model nor EFQM’s Mission have changed much over the years, the beneficiaries of the Model have. EFQM’s circle of influence is much larger today than initially envisaged. European business values, which are embedded in the EFQM Excellence Model, have generated interest in the public sector as well as outside Europe. This proves the universality of the Model and that of its supporting philosophy. The Model is relevant for any organisations, and brings benefits as long as the top management is fully engaged.

We deployed the EFQM Excellence Model in a number of units at Renault. It led to two engine plants applying to the EFQM Excellence Award; a Spanish and a French unit finished as Finalists respectively in 1999 and in 2002. The Model brought structure in devising, deploying and assessing our strategic initiatives just as I had anticipated when I started working closely with EFQM in 1992.

I wish a happy anniversary to EFQM and a successful deployment of the EFQM Excellence Model for 25 more years for the sustainable benefit of our economies.

Louis Schweitzer, Former Chairman and CEO of Renault (1992-2005), Former President of EFQM (1992-1994)
Born in 1942, Mr Schweitzer started his career holding office in the French administration, eventually as head of Prime Minister’s Cabinet from 1984 to 1986. He then joined Renault where he became Chairman and CEO in 1992. He held this position until 2005, then was Chairman of the Board until 2009. Mr. Schweitzer remains honorary Chairman of Renault. He is also vice Chairman of the Board of Veolia Environment and a director of L’Oreal. Mr. Schweitzer was the President of EFQM from 1992 to 1994, as Renault was one EFQM’s 14 founding members. He remains engaged in initiatives linked to investment and entrepreneurship in France, chairing or sitting on the board of several organisations

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What organisational system should be adopted to achieve a company’s objectives? This, of course, is one of the main concerns of all executives. In order to provide an answer, the Bouygues group proposes a threestage approach to its subsidiaries.

The first stage is to properly identify the various goals pursued. In addition to customer satisfaction, which is clearly an organisation’s “reason for being”, respect for employees, shareholders and other stakeholders must also be factored into these goals. A full assessment of a company’s impacts must be carried out prior to the definition of the strategy and organisational skills needed to be developed.

The EFQM Excellence Model is the basis that the Bouygues group proposes to its subsidiaries to carry out this initial stage, coupled with a self-assessment tool called “Abby”, developed in-house just over ten years ago and which has been continually updated since. The second stage is to assess whether the initiatives implemented by the company enable it to achieve its objectives. The Abby process is based on a series of self-assessment seminars, held over a certain period of time, intended for the executive committees of Bouygues group entities. During these seminars, the committees review all the various sections of the EFQM Model, expressed in the terms the most adapted to the Group’s culture. A certain number of sub-questions are linked to each section. Each subquestion is formulated so that the wording can be understood very easily in different contexts.

A small team provided by the parent company is responsible for coordinating the process. Its role is to inform management teams of the emergence of new managerial practices or to develop new business models that offer value added creation potential whilst giving symbolic examples to illustrate its thinking. It is in the interests of all companies to regularly compare their management methods with current best practice in order to identify avenues for improvement.

More than 110 Abby sessions have been organised to date, involving more than 1,500 managers.

The third stage, made possible by the two previous ones, is to maintain the momentum of overall performance improvement via a management (or organisation) system continuous improvement policy.

The ingredients for this policy’s success are the precision contributed by the EFQM process and the spirit of dialogue and cooperation resulting from the Abby collective self-assessment approach.

About Bouygues
Bouygues is diversified French industrial group listed on Euronext Paris (CAC 40) and has a stable shareholding. Present in over 80 countries, it employs more than 128,000 employees. Created in 1952, Bouygues is driven by a strong and unique culture based on the principles of its Charter of Human Resources (respect, trust and fairness). Bouygues positions itself in markets with potential for growth over the long term. Its core businesses are construction (construction, real estate and roads), telecom and media. Bouygues is also the main shareholder of Alstom.

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For KHDA, sustaining outstanding results means defining our strategic objectives from the outset, continuously modifying and improving our approaches and working hand in hand with our stakeholders to achieve the desired outcomes.

We believe that quality education is a shared responsibility, which is why stakeholder engagement remains imperative to our success. We involve them in setting our strategy, developing services, creating legislation, and we continuously collect their feedback through surveys and focus groups.

Defining our strategic objectives and ensuring shared responsibilities among our employees is another key success factor for delivering the desired results. This is done through cascading the strategic objectives and related KPIs to the chief performance cards, departmental plans and the employee’s individual appraisal. In addition, to the establishment of various committees and panels to work towards the primary objectives.

The Strategic, Operational, System and Employees performance is measured and monitored through various tools and the frequency of reporting varies based on the approaches applied by KHDA and the needs of the stakeholders.

The results of the performance reviews and the inputs from stakeholders are used for enhancing the current systems adopted by the KHDA. For example, the feedback from parents, students and teachers is used for to adapt and improve our inspection framework, which has had a positive effect on school performance ratings.

We believe that learning from best practice is essential to establish and improve our systems. When analysing best practice, we develop it further to fit the organisational culture and needs. In addition, we encourage sharing of good practices among the education community, in line with KHDA’s aims to improve the overall quality of education in Dubai.

Being innovative in what we do and creating the next practice in our field is a key to achieving and maintain outstanding performance. Innovation is evident throughout the organisation, and we provide employees with platforms to foster creativity. This originality is reflected in the systems we have established, including an inspection framework catering to 15 different curricula and a truly unique customer experience.

Through stakeholder engagement, measurement, Improvement and Innovation, we were able to achieve outstanding results. This includes the inspection results, in which the number of Good and Outstanding schools are increasing, and the customer satisfaction index, which moved from 79% to 95% to be on top of all Dubai government entities as shown in the figures below.

About the Knowledge & Human Development Authority
The Knowledge and Human Development Authority (KHDA) is responsible for the growth, direction and quality of private education and learning in Dubai. We are a regulatory authority in the Government of Dubai which supports the improvement of schools, universities, training institutes and other human resource sectors. With a vision of Lifelong learning to fulfill Dubai’s aspirations, we co-ordinate with many different partners. Students, parents, teachers, the private sector and other Government bodies all play a role in Dubai’s education community. KHDA’s work is guided by the Government’s strategy and carried out in a transparent manner to make sure everything we do benefits our highest priority – our students.

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Novaled is a world leader in the OLED (Organic Light Emitting Diode) field providing unique materials and technology for new display and lighting applications. The company is headquartered in Dresden, Germany with major display customers in Asia and OLED lighting customers worldwide.

Our market fields like OLED or further organic electronics are still in its infancy and starting phases. Therefore it is essential for Novaled to offer innovative products with a short time to market according to customer’s expectations. To do so, we have a close presence to key customers, e.g. by Asian offices where we can provide fast onsite technical support.

On the other hand we have in Novaled a culture of creativity and innovation supported by processes. The Organic Electronic market is characterised by moves and instability; company priority is given to decision process rather than inflexible strategic plans. The key elements are:

  • vigilance
  • capacity to interpret the changes in the environment
  • reaction

Our strategy process is based on learning organisation and organisational understanding. The learning organisation approach considers the indivisible aspects of theory and practice, decision and action. Three elements are crucial:

  • perception of the weak signals
  • importance of the teaching from the past
  • rapid adaptation in case the teaching from the past does not allow the interpretation or the reaction to present signs and events.

Another important factor for a culture of creativity and innovation is the human factor. People are our main asset. Novaled put its focus on developing new products and consequently stays fabless. Therefore, creativity is at the centre of our companies’ priorities. We have an open door policy supporting discussions or the freedom of imagination. A clear goal setting and key performance indicators support the Novaled team to measure the progress towards organisational goals. They are quantifiable,e.g. through Business Balance Scorecard or Performance Progress Sheets reflecting the critical success factors of divisions, teams and individuals.

Everyone can see how their own and their team’s contribution translates into the company success. That is also linked to the bonus system.

We also have a clear management approach, e.g. through a Company Strategy (CSC) and Business Excellence Council (BEC). The CSC is a group of leaders with the mission to analyse any key business issues, to make proper recommendation, to survey alignments of development programmes with business approaches and to review the implementation of the company business decisions regularly. The BEC analyses and contributes to the company business practices targeting Business Excellence as per commitment to EFQM.

Thanks to the EFQM global quality approach we make sure that innovation applies not only to products but also to processes, marketing, organisational structures. We have been regularly amending our organisation along with the company growth as well as adapting our business model to the moving requests of our customers. Yearly EFQM-Self-Assessments help us to find out what we could do better, to permanently improve and to stay a learning organization. There is innovation everywhere in the company. Finally, product innovation is the visible face of creativity of each individual in Novaled.

We are a key supplier for the OLED corporate companies. We must have a double approach: a fast reacting attitude to rapidly offer innovative products together with a process driven organisation to guaranteeing the reliability and the quality of the deliveries. Thus, we can give a real token on our capability to create value to our customers’.

This global quality approach is reflected in our 6 company values: (i) customer satisfaction, (ii) respect and integrity, (iii) honesty and trust, (iv) creativity and innovation, (v) sustainable quality, (vi) flexible, dynamic and result oriented.

About OLEDs
OLEDs (organic light-emitting diodes) are solid-state devices composed of multiple thin layers of organic materials often only a few nanometres thick that emit diffuse light when electricity is applied to them. Because they are an area light source, OLEDs are a key part of fulfilling the dream of the rapidly growing flat panel display market: paper-thin, highly-efficient displays with brilliant colors and excellent design flexibility. OLEDs can also lead to new lighting products that combine colour and shape to create innovative decorative lighting applications and personalised environments. In addition, OLED lighting products have the potential to offer greater cost and energy savings than current lighting technologies.

About Novaled
Novaled GmbH is a leader in the research, development and commercialisation of technologies and materials that enhance the performance of OLEDs (organic light-emitting diodes) and other organic electronics. Novaled offers OLED product manufacturers a unique combination of proprietary technology, materials and expertise, and is currently the only company licensing and selling organic conductivity doping technology and materials for use in the commercial mass production of display products in the OLED industry. The company was founded in 2001 and is headquartered in Dresden with sales offices in Asia.

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Royal Philips was one of the founding companies of the EFQM in 1989. At that time, Philips was active in many different industries, with leading positions in Consumer Electronics, Semiconductors, Displays, Passive electronics and media (music distributor Polygram). The launch of the Compact Disk in the beginning of the 80’s was one of the many proof points of the innovative strengths of Philips. Many of its innovations had their origin in Philips’ central Research organization. Apart from a continuous flow of leading products, this has resulted in transformations of the Philips organization as a whole. Started as a lamp-making business, Philips expanded into medical devices (X-ray tubes), radio (tubes), and television in the first half of the 20th century.

After a financial crisis in the beginning of the 90’s, Philips continued re-inventing itself. Around 2000, focus was brought into the business portfolio. Health and Wellbeing became the central theme under the leadership of Gerard Kleisterlee. The EFQM Model was deployed company-wide, and selfassessments, peer assessments, and external benchmarking became common practices in most parts of Philips. Meanwhile strategic acquisitions and divestments re-shaped the company into its current three sectors: Healthcare, Lighting and Consumer Lifestyle. From a relatively small player in the medical device industry, Philips developed into a global top-3 player. The leading position in Lighting was sustained, even though the lighting industry itself was going through massive transformation because of LEDs replacing incandescent and fluorescent lighting in many applications.

In 2011, Frans van Houten took over as CEO of Philips. He started a new wave of transformation with the Accelerate! program, emphasizing end-to-end standardized business process management and a winning culture focused on excellence and customer centricity. Meanwhile, the traditional TV, video and audio industries of Consumer Lifestyle were spun-off, with a stronger focus on Personal Care, Oral Care, Kitchen Appliances, and Coffee.

Throughout all the above transformations, innovation has been one of the most important strongholds of Philips. Structured methods have been developed and improved to stimulate creativity in R&D, but also in design, marketing and manufacturing. Capturing ideas, claiming intellectual property and optimally leveraging this in products and services are practiced on a world-class level. Partnerships of various nature have been established with other innovative companies to co-create and bring innovations successfully to the market. Open innovation has been embraced as best practice for speeding-up access to external knowledge, and for optimally capturing value from ideas that fit less well in the proprietary industrial set-up or brand promise. Within a decade, the High-Tech Campus in Eindhoven transformed from Philips-owned research premises into a 3rd-party owned hot-spot of human-centered open innovation, accommodating more than 125 companies/organisations covering various parts of the innovation chain.

The relevance of local innovation increasingly is evaluated in joint initiatives with partners world-wide, recognising the value of cultural diversity as well as the need for dedicated solutions for customers and endusers with large differences in buying power. Cooperation with hospitals, knowledge institutes, local authorities and NGOs has become common practice. Deep people and cultural insights are at the foundation of our innovation process, with iterative collaboration, input and feedback with stakeholders as innovations move from ideas to market. Philips’ stakeholders range from medical professionals to consumers in mega-cities as well as rural areas.

Improving people’s lives through meaningful innovations has been selected as the mission of Philips in this most recent transformation process. Philips has defined its vision to improve the lives of 3 billion people by 2025. This promise will be kept, building on the proven creative talent in the company and understanding that innovation, sustainability, and customer centricity are key factors for future success. This has been underlined in the recent brand re-positioning of Philips: “Innovation and you”.

About Philips Benelux
Hans de Jong has been Chairman of the Board of Philips Benelux since May 1, 2012. Within Philips Benelux he is responsible for Marketing and Sales, business development, government relations and communications. Philips has approximately 17,000 employees in Benelux. Mr. de Jong is a member of the executive and general management of VNO / NCW and vice-president of Brainport Foundation.

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Realising a new car is a complex process involving all major units of a car company. In simplification the task is divided into three parts: strategic groundwork, preparation in product definition and finally implementation.

Within Volvo Car Group (Volvo Cars) a comprehensive analysis work is now under way to identify how new car projects from get go to start of production can be run in a smarter, more efficient way and thereby cut lead times, save resources and improve quality. A project should last no more than 20 months. In comparison, today a project stretches over about 30 months. Ekkehard Schwartz is Vice President Vehicle Engineering within Research and Development:

“A knowledge-based approach to product development and a corporate culture with less top-down management and more delegated responsibility enables us to shorten the project phase to 20 months. This supports our business in providing better quality in our products and internal processes, less re-work and less spending. That in turn enables us to invest even more in innovations and future products,” he says and continues:

“However, reaching this objective means we need to re-structure and re-think how we manage a new car programme, a huge task. The key is to build on experience based knowledge as well as capturing innovative creativity. We are a knowledge based company with an 87 year history of making cars. Yet we recognise there is always more to learn and we are now re-defining our very way of working. It all starts with a question: How can we do this differently?”

The objective is to achieve project duration of 20 months by the year 2020. Thus this transformation is named 202020 within the company. Now, employees of different backgrounds and expertise get together to find out what gaps there are in internal processes and how these can be closed. This focus on learning and networking between units are crucial elements to achieve a new way of managing the development phases. Considering all the major units within Volvo Cars are involved, a shift such as this requires a strong corporate culture, clear objectives and readiness from employees as well as external partners to embrace change.

“This is not about implementing something new but creating something new – and to do that all employees and partners need to be co-creators. At Volvo Cars each employee is encouraged to grow and contribute to improvement, they are the innovators.” says Ekkehard Schwartz.

Transformation has become a household word at Volvo Cars. Since 2010 when Zhejiang Geely Holding acquired the Swedish car manufacturer from Ford Motor Company, Volvo Cars has been embarked on a journey to become a standalone manufacturer in every sense. In 2011 the future objective to reach an annual volume of 800,000 cars was announced as well as the company’s dedication to develop in-house technology that would set new standards for its future products. Now, Volvo Cars is entering that new phase of the company’s history: In 2013 the four cylinder engine strategy topped with electrification was launched with the introduction of the new Drive-E powertrains, offering high performance and low fuel consumption. And early 2015 will see the market introduction of the all-new Volvo XC90, the first car to be based on the company’s new Scalable Product Architecture (SPA) which will further improve efficiency and economy of scale production.

“Innovation is at our core. The transformation of our company is in essence about capturing that unique Volvo way of looking at what possibilities a car can offer, how it can make our customers’ lives easier. For us, what we do is all about people – even when the issue is internal processes as in Transformation 202020,” says Ekkehard Schwartz.

Volvo Cars is currently developing the new Volvo Cars Management System, based on the EFQM Excellence Model. Transformation 202020 is part of and an example of the comprehensive improvement work that affects all business critical processes within the company and with focus on innovation and sustainable performance.

“We are a small player in a world of automotive giants. Yet we are convinced we will grow. To do that we make use of being a smaller company; we can collaborate more and act faster than the bigger companies can. But to capture innovation and creativity, we need a firm common ground where expectations and objectives are known to all stakeholders – that is the Volvo Cars Management System,” says Paul Welander, Senior Vice President Quality and Customer Satisfaction.

About Volvo Car Group
Volvo has been in operation since 1927. Today, Volvo Cars is one of the most well-known and respected car brands in the world with sales of 427,000 in 2013 in about 100 countries. Volvo Cars has been under the ownership of the Zhejiang Geely Holding (Geely Holding) of China since 2010. It formed part of the Swedish Volvo Group until 1999, when the company was bought by Ford Motor Company of the US. Volvo Cars has over 23,000 employees worldwide. Head office, product development, marketing and administration functions are mainly located in Gothenburg, Sweden. Head office for China is located in Shanghai. The company’s main car production plants are located in Gothenburg (Sweden), Ghent (Belgium) and Chengdu (China), while engines are manufactured in Skövde (Sweden) and Zhangjiakou (China).

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Enagás sharing value
One of the four drivers in the company’s 2013-2015 Strategic Update is Sustainability as a driver of business development. Enagás creates value in the present and for the future through its CSR Strategy, Vision 2020, and the Sustainable Management Model.

CSR Strategy (“Vision 2020”) defines three strategic objectives:

  • A safe, reliable company: excellence in administration and management, with sustainable results for our shareholders.
  • Sustainable business: boosting innovation and energy efficiency in creating corporate value.
  • Outstanding skills: we focus on our people and on ethical responsible behaviour in our international development.

The development of outstanding skills is essential for achieving strategic goals, both for current business and for the international expansion, as stated in Enagás’ Human Resources Policy and the company’s mission.

As a key part of Enagás Sustainable Management Model, several initiatives have arisen from the annual EFQM assessment process, aimed at generating and sharing value for our stakeholders through the development of capabilities and capacities.

Enhance internal capabilities
The most remarkable initiative implemented internally and addressed to enhance the capabilities of employees is Enagás Training School, an institution aligned with business strategy and oriented to the promotion and consolidation of the development and continuous training of employees. This initiative arises from the first EFQM assessment in 2009.

Since the launching of this school, the total investment in training per employee has tripled (1.192€/ employee in 2013) and the number of training hours received by employee has increased by 26% (52 hour/ employee in 2013) Additionally, in the last year, more than 98 employees have participated in the Training School as teachers sharing their knowledge and experiences to enhance the capabilities of other employees.

In 2011, the company took a further step on knowledge sharing among its employees with the creation of Enagás knowledge map, the development of Communities of practice and the launching of innovation awards Ingenia.

Enagás knowledge map includes critical knowledge disciplines and groups of experts within each discipline. The map was approved in 2011 and is reviewed on a continuous basis.

When defining the knowledge map, several critical disciplines were identified as involving several management areas of the company. This fact determined the need to develop cooperation environments to share knowledge and best practices among employees: Communities of practice.

To date, the company has three Communities of Practice. More than 50% of employees are actively involved in the specific forums created, providing documentation and sharing good practices.

Additionally, in order to encourage a culture of innovation and generate further knowledge, the company launches every two years the Ingenia innovation awards, through which employees propose ideas related to specific areas of interest of the company (energy efficiency, new businesses, etc), creating a culture of continuous improvement and innovation. In 2013, 30 employees participated in the awards proposing 36 initiatives.

Engaging with stakeholders in our value chain
Since 2010, Enagás has been working with customers, regulators, shippers, investors and employees in the development of new logistics services, mainly vessels loading services in LNG terminals for the international market.

As a result of this initiative, Enagás is not only a pioneer in vessel reloading in Europe but an industry leader. According to the International Group of LNG Importers, 51% of the world’s reloading operations are carried out in Spain.

In addition, Enagás has continued working with its main stakeholders to develop other new services focusing on increasing the use of natural gas: Bulk breaking and Small Scaling, Bunkering, etc.

In the same way, Enagás has engaged a cooperation initiative with its main suppliers to carry out joint projects to create shared value: “Suppliers’ Circle”. The areas of cooperation are cost efficiency, sustainability and applied innovation. Six of the main suppliers of Enagás are collaborating in this initiative and some initiatives are now being implemented.

About ENAGÁS
Enagas is Spain’s leading natural gas transmission, regasification and storage company and the technical manager of the gas system. It is also present in Mexico, Chile and Peru. The company is registered as a Transmission System Operator (TSO) by the European Union, making it equivalent to other European natural gas transmission network operators. With more than 40 years of experience, Enagas owns and operates over 11,000 kilometres of high-pressure gas pipelines, three strategic underground storage facilities and seven regasification plants. The Sustainable Management Model and CSR Strategy are key elements in the development of business. Enagas is a 5 stars EFQM company.

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Vision
GC’s vision is firmly rooted in its history as a 4th generation familyowned company, originating in Japan in 1921. Over the decades GC has worked tirelessly to create leading edge dental materials, refining their indications and finding new solutions that will boost the productivity of dentists while benefitting the health of their patients. As a result, GC has been transformed into an oral healthcare company with a remarkable global impact.

Established in 1921 and starting out with a single dental cement, which initially failed to establish itself in the market, GC has developed a culture of continuous improvement, overcoming obstacles through persistence and commitment to excellence. Today, GC is a leading dental materials company, manufacturing over 600 products, ranging from minimally invasive dental pastes, high quality filling materials through to worldrenowned dental cements, which are sold in over 100 countries.

Inspiration
The vision today, as it has been from the beginning, is to become the world’s leading oral healthcare company and all aspects of business operations are geared towards reaching this ultimate goal. The inspiration for this vision is entrenched in the scientifically proven concept that oral health is linked directly to general health. Therefore GC’s role in improving oral health forms part of a larger agenda that promotes global wellbeing and quality of life.

GC regards the 21st Century as the Century of Health, and hopes to make significant progress in this domain by the company’s 100th anniversary in 2021. All GC associates are inducted into the company with this manifesto which informs and inspires their daily work. Linked to this is principle of Semui – a Buddhist philosophy of doing unto others as you would have done unto you. By listening to customers and striving to always improve, associates are encouraged to adopt this approach in all their activities.

Integrity
For GC, commitment to excellence is not about paying lip service to lofty ideals. As a company GC holds itself accountable to reaching milestones and measuring up to international industry benchmarks. Total Quality management (TQM) has therefore become an integral part of how the company operates. Over the years GC has been awarded several accolades in the excellence arena, including being the first company in the dental industry to receive the internationally renowned Deming Award. This award is the highest honour in the area of quality, and is conferred upon companies, or individuals that have made a significant improvement in business results through TQM implementation.

GC was also the 18th company in the world to receive the Japan Quality Medal, regarded worldwide as the highest recognition for quality management in organisations. In Europe, GC has excelled in the EFQM Awards, most recently qualifying as a finalist in the 2013 EFQM Excellence Award. In addition, in alignment with global and European standards, GC has achieved a number of key Management Systems Certificates. By applying quality control systems and receiving international accolades, partners and customers can trust that GC products and services are delivered to the highest of standards. Ultimately, GC’s contribution to health and society is to raise standards of oral healthcare through its dental materials.

About GC
GC is the global market leader for dental materials and also the world’s largest provider of expertise, advancements, product quality and top customer service in the fields of composites, ceramic layering and adhesive systems. GC manufactures some 600 types of products, which are sold in over 100 countries around the world. GC’s international headquarters are based in Lucerne, Switzerland, and employs over 2500 associates globally.

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Our reasons for introducing a quality management system were the growth of the resort to 120 rooms and the expansion of the spa area, reallocation of roles within the family business and the knowledge that only utmost quality and consideration of all interest groups such as guests, employees, suppliers and the region can bring about long-term success. We decided for the EFQM Excellence Model and we started working with it in 2003 with a self-assessment and our first strategy conference. From the beginning we were supported by the EFQM very well. Vision and mission were formulated as well as our Schwarz Promise and our Schwarz Values that are characterising our business. Combined with a balance of continuity and innovation, this creates a foundation of trust and loyalty among customers, employees and partners.

Our Values are the basis for how we treat each other, both between management and employees, and within our departments. However, it is particularly important that we apply them for all groups involved, such as guests, partners and suppliers. The Values play an important role in our manual, the employee newsletter and the various team meetings. A Value of the month is chosen by the management during the monthly managers meeting and then communicated to all employees. The goal is for the employees to put the Values into practice and integrate them in their work. That has enabled us to create an open and respectful corporate culture, which involves all employees in the development of the company.

One Value is particularly important for us: Acting as a role model. Directors and management act as role models for their employees and guests. Constant exemplification of this Value is the foundation for the Schwarz Promise.

Family cordiality
Active hospitality and enthusiastic employees. Both, we as the host family and our team react to the wishes and needs of our guests, flexibly and individually, and seek personal contact and interaction with our guests. So we receive valuable feedback and we are able to note the wishes for the next visit.

Year-round diversity
We offer a wide range of options for individual moments of pleasure throughout the year and for all generations. The range of sports, leisure, Spa and health activities in a wonderful landscape forms the basis for it.

Lasting zest for life
Attentiveness and an active regional focus are our roots, which make inspiration and new ideas possible.

These Values increase health, vitality and allow us to enjoy our environment even more. We take our social responsibility seriously and inspire our guests to try new things.

After several milestones like the establishment of strengths and areas for improvement, creation of workflow descriptions, the establishment of the Schwarz Academy as an internal training centre and the foundation of our project groups (“Green Schwarz Flower” – social and sustainable responsibility, “Inside” – for employees, “Guests” and “Health”), accompanied by the EFQM, we applied for the EEA in 2010 the first time and reached the finalist status.

We received a detailed feedback report that was the basic for several improvements and for our work during the last years.

Successful measures to promote our Values and the Schwarz Promise:
An annual strategy conference – the management chooses the direction for the future, monthly managers meetings, regular innovation workshops, the comprehensive development of employees and partners and continuous improvement of internal and external communication structures.

A house for all generations:
As a third-generation family company, we want to be a welcoming environment for all generations both for our guests and employees. With our services and facilities, we cater individually to the needs of all age groups. That allows us to host all generations and a wide range of events, and a new generation of young regular customers encourages us in our efforts.

The significance of leadership with vision, inspiration and integrity will have an increasing impact on the company success. Interaction with integrity and esteem creates a foundation of trust, inspiration and sustainable success. Only companies whose corporate culture can generate comprehensive health and meaning for all interest groups will remain inspiring in future, and do so with integrity.

True to our mission – “Health and zest for life for all generations”.

Our way of excellence during the last 10 year was characterized by the good cooperation with the EFQM. We would like to thank the EFQM for their support. For us, the exchange of ideas, feedback reports, workshops, good practice examples... are very important and help us in our daily business.

About Alpenresort Schwarz
Alpenresort Schwarz***** is one of the most diverse tourist and spa resorts in the Alps and offers premium recreational and activity holidays for all generations focussed on health and unforgettable experiences. Genuine hospitality and enthusiastic employees are a key part of the company philosophy. Alpenresort Schwarz has been using the EFQM Model since 2003. In 2013, we were honoured to receive the overall EFQM Excellence Award (EEA), as well as the individual awards in the “Succeeding through the Talent of People” and “Adding Value for Customers” categories. The key performance indicators have improved significantly in almost all areas since we started using the EFQM Model. The EEA shows us and our employees that we are moving in the right direction. We are delighted to pursue excellence together with our team every day, and we congratulate EFQM on its 25th anniversary.

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As EFQM celebrates its 25th Anniversary, the institution that I have the privilege to head and represent is making preparations to celebrate its 20th Anniversary. This leads me to conclude that both our organisations have now reached their ‘post-teenage years’ with all the challenges that characterise them!

However, as we all know, reaching the adult stage of life is not an end in itself and change will and should continue to happen.

My two predecessors did an outstanding job at laying down a solid foundation for this institution. I am fortunate to be able to benefit from their work and commitment which were rooted in a strong vision to bridge the gap between the EU and its citizens, not only by making right the wrongs done to them by the EU administration, but also by proactively seeking to improve the way the EU administration operates and deals with the public.

Embedded in this heritage is a sound organisational structure, well defined functions and a willingness continually to re-think the way we do things by listening to our stakeholders, proactively asking them how we can do better, and seeking inspiration from the good practices of others.

Even before I took up office in October 2013, I was made aware, by the former Ombudsman, of the institution’s involvement with the EFQM and how this has contributed to bringing the institution to a new phase of maturity.

A concrete outcome of this cooperation has been the development of an Operating Framework, which brings together the main processes of the institution and shows how they relate to one another. This instrument proved its usefulness by helping identify weaknesses as well as strengths. It has provided a basis for rethinking our processes internally and for presenting what we do and how we do it to key external stakeholders, such as the EU budgetary authorities.

As I look ahead and strive to make the European Ombudsman an institution that has even greater visibility, impact and relevance, I am acutely aware of how important it is to lead with vision, inspiration and integrity.

First and foremost, I believe that my ambition for this institution can be achieved only if the people who work with me believe in its validity. My primary concern is therefore to communicate my vision clearly to them and to take account of their feedback so that we can collectively take ownership of it.

Second, the concepts of visibility, impact and relevance, which are at the core of my vision for this institution, are ones that require a high degree of flexibility. This means that we have to be prepared to react rapidly to changing circumstances, redirect resources to priority projects and actions, and be innovative in our approaches.

Third, if we want to get our message across; our institution has to be an exemplar for others to follow. In other words, we have to practice what we preach across the board and strive to be beyond reproach. It does not mean that we are not allowed to make mistakes, but rather that, when we do make mistakes, we acknowledge them and learn from them.

All the above I have shared and discussed with my staff partly in the context of a report by an external consultant whom I commissioned to review the core operations of the office. Interestingly, the report emphasises the usefulness of the EFQM Model in helping shape a strategy for the future.

So, as we begin to assemble the building blocks for the third decade of our institution, we will continue to seek and rely on the valuable support that the EFQM offers to its members and look forward to sharing best practices with others that pursue the same goals.

I conclude by congratulating the EFQM warmly on its 25th Anniversary and by wishing it continued success in its endeavour to help organisations and businesses alike achieve their full potential.

About the European Ombudsman
The European Ombudsman deals independently and impartially with complaints about maladministration in the EU institutions. The Ombudsman also works proactively to encourage transparency, promote the highest standards of behaviour and build trust through dialogue between citizens and the European Union. The current European Ombudsman is Emily O’Reilly. She was elected by the European Parliament in 2013 after serving ten years as national Ombudsman of Ireland.

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The aim of the BMW Group is to inspire its customers worldwide. Our three premium brands, BMW, MINI and Rolls-Royce, promise customers technological progress and groundbreaking design. For ten years now, we have been at the pinnacle of the world’s premium segment. We achieved this because we rely on the power of innovation and the highest level of flexibility.

The BMW i3 provides a good example of our innovative strength. It is the BMW Group’s first electricpowered production model, with a unique vehicle architecture, modern lightweight construction and highlyinnovative production processes.

Our flexibility is exemplified by our international production network of 28 locations in 13 countries. In the face of increasing model diversity, we are capable of building different models on the same assembly line. We can also reallocate vehicle models between plants in response to market demand. This gives us a huge advantage – especially during periods of economic volatility. In combination with our innovative work-time models, we are able to keep capacity utilisation at our plants high and evenly distributed.

The BMW Group’s production division has been using the EFQM Model since the mid-nineties.

We primarily manage our company on the basis of results. That is how we are measured by our stakeholders. As a company geared towards the long term, however, we strive for sustainable success and pursue a clear, long-term strategy.

The EFQM Model performs an important function in the implementation of this strategy: It provides a structured framework for the guidance of managers and employees, as well as concrete approaches for optimisation.

The Model is simply structured, but its systematic implementation and penetration across all levels is highly sophisticated. For this reason, we attach particular importance to consistent refinement of all enabler variables.

In this area, we consider excellent leadership behaviour a key requirement for the fulfilment of our targets. Our leadership culture should be characterised by constructive solutions, bold decisions and creativity – that is ownership for us.

It also includes identifying mistakes and deficits early on, resolving issues immediately and implementing lasting solutions. That is the only way we can continue to improve as an organisation.

The focus for our managers is on our shared corporate goals. This means that each and every one must take personal responsibility. Every manager must consider themselves part of the whole and contribute to our overall success.

We regard our employees as our company’s main success factor. They bring our production network to life. For this reason, we have introduced a standardised work organisation at our plants to create a working environment where our employees can contribute their personal strengths and ideas. The result is increased efficiency and quality.

In a rapidly changing environment, we rely on qualified training and professional development. Between 2007 and 2013, we invested 1.5 billion euros in this area – exactly the amount invested in the development of our Efficient Dynamics technology package.

Our customers have different needs and wishes – thus our vehicles are also becoming increasingly complex and sophisticated. This requires us to handle a growing number of model ramp-ups – which makes process stability even more essential.

We are supported in this area by our value-oriented production system (VPS). Our goal is process excellence – not only directly in production, but also in all related areas.

Our success is always determined by the customer. That is why we gear our processes strictly towards customer benefit. By offering our customers the highest level of quality, we make a vital contribution to the company’s results.

To secure our global competitiveness, we are constantly evaluating the steps we perform inhouse. Which services do we want to perform ourselves – and where can we cooperate with partners?

In addition to our own plants, we also make selective use of external production capacity to enhance our flexibility. Partnerships in the fields of drive train development and lightweight construction, for example, also secure our technological leadership.

At the BMW Group, we firmly believe that the EFQM Model supports our competitiveness. It covers all aspects of our business activities – including enablers, as well as results.

Consistent application of the EFQM Excellence Model is an important element in the excellence of BMW Group production.

About BMW Group
With its three brands BMW, MINI and Rolls-Royce, the BMW Group is the world’s leading premium manufacturer of automobiles and motorcycles and also provides premium financial and mobility services. As a global company, the BMW Group operates 28 production and assembly facilities in 13 countries and has a global sales network in more than 140 countries. In 2013, the BMW Group sold approximately 1.963 million cars and 115,215 motorcycles worldwide. The profit before tax for the financial year 2013 was € 7.91 billion on revenues amounting to approximately € 76.06 billion. As of 31 December 2013, the BMW Group had a workforce of 110,351 employees. The success of the BMW Group has always been based on longterm thinking and responsible action. The company has therefore established ecological and social sustainability throughout the value chain, comprehensive product responsibility and a clear commitment to conserving resources as an integral part of its strategy.

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Juergen Maier, Chief Executive, Siemens plc, talks about the importance of excellence and succeeding through the talent of people…

Q – How important is striving for excellence in Siemens?
Striving for excellence is the most important thing we do, because, ultimately, it is about being competitive against global competition and of course also locally. So always benchmarking yourself against the best and striving to be at least as good as that is vital.

Q – How important is the EFQM Excellence Model?
We live and breathe the EFQM Excellence Model because it covers all aspects of the organisation from leadership through to process excellence, through to what we do to best motivate our people and of course the results we get in our organisation. The reason we are so committed to it is because over the years we have shown that the businesses which use the EFQM Model very systematically are the ones which get the best business results over the long term.

Q – What value does Siemens place on its mood indicator?
Surveys are incredibly important because you need to be in touch with the mood of the organisation at all times, so we do two types of survey. There is an annual survey, which benchmarks us against other organisations in Siemens and externally. But, more important for us is capturing the mood every day of the week, so we have a snapshot survey once a week of 20% of our organisation, where we simply get a smiley face or a sad face, as well as some brief comments. This way we can quickly pick up on how effectively we have been communicating or how some of the initiatives we have launched are being received. This regular feedback gives us the opportunity to react quickly and proves extremely useful.

Q – What do you think of senior executives who are remote from customers?
Well in terms of remoteness or, as I prefer to call it, closeness to customers, there really is nothing more important because everything you do in your organisation should be designed to deliver the best product, the best innovation and the best service to your customer. So to get feedback on whether that is really being achieved, you have got to be out there and getting it directly from your customer. I spend at least two days of my working week out in the field with senior executive customers getting exactly that feedback.

Q – How does Siemens keep its customers central to process improvement?
The output of the process has to be very clearly measured and offer a better service for the customer. So you have got to have clearly defined metrics around the improvements you are looking to bring to the customer’s experience and then make sure that the process is designed very systematically to do exactly that.

Q – How important are energy and passion in achieving excellence?
Passion and really believing in what it is that your organisation is standing for is paramount. As a leader, if you can not show that enthusiasm and passion then it is unlikely the rest of the organisation is going to buy in and believe in a shared vision.

Siemens in the UK
Siemens was established in the United Kingdom more than 170 years ago and now employs 13,760 people in the UK. Last year’s revenues were £3.36 billion*. As the world’s largest engineering company, Siemens provides innovative solutions to help tackle the world’s major challenges across the key sectors of energy, industry, infrastructure & cities and healthcare. Siemens has offices and factories throughout the UK, with its headquarters in Frimley, Surrey. The company’s global headquarters is in Munich, Germany. For more information, visit: www.siemens.co.uk * Data includes intercompany revenue. Data may not be comparable with revenue reported in annual or interim reports.

Siemens Industry Sector
The Siemens Industry Sector (Erlangen, Germany) is the world’s leading supplier of innovative and environmentally friendly products and solutions for industrial customers. With end-to-end automation technology and industrial software, solid vertical-market expertise, and technology-based services, the Sector enhances its customers’ productivity, efficiency, and flexibility. With a global workforce of more than 100,000 employees, the Industry Sector comprises the Divisions Industry Automation, Drive Technologies and Customer Services as well as the Business Unit Metals Technologies.

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Experience teaches that securing real change ahead of emerging threats and/or opportunities materialising in the macro operating environments is rare, just as it is teaches that it is context specific, often a marathon rather than a sprint. Some sectors have however evolved to become hard wired to change. Such prescient capacity has been evident for the past two hundred years in Academia’s College sector, both within the UK and across Europe.

Scotland’s trailblazing City of Glasgow College is internationally recognised as a centre for excellence in the delivery and applied research of organisational change. It has established itself as the GO-TO Institution to study:

  • successful large scale complex multi-college mergers;
  • exemplary achievement in public/ private consortium financing and procurement as exemplified in our €300M world class campus development project;
  • lean staff restructuring programmes delivering €34M of efficiency savings without a single compulsory redundancy or industrial tribunal;
  • development of a super brand promoted across five continents;
  • and for pioneering personalised learning post-16 at technician, associate professional and higher professional levels delivered through innovative Industry Academies.

The fundamental concepts of EFQM have provided us with a framework over a period of many years through which we have been able to prioritise areas for quality improvement, set targets and measure and evaluate progress. The City of Glasgow College actively champions the transformative power of learning for individuals and organisations. We have identified 7 Cornerstone Capabilities for agile change management that, if nurtured would enable most organisations to deliver real change.These organisational capabilities are:

  • Constancy of Purpose
  • Communication
  • Core Values Driving Behaviour
  • Concurrent Project Management
  • Constant Performance Review
  • Concentration on Leadership
  • Can Do, Delivery not Delay, ethos.

Through development of these capabilities and enablers we strive to deliver what EFQM recognises as sustainable excellence. This commitment to long term excellence requires real focus with respect to planning and knowledge and understanding of our operating environment. The City of Glasgow College uses the 1STEEPLE approach to environmental scanning, crossreferencing this comprehensive analysis with very extensive stakeholder engagement. This in turn is widely debated to condense our strategic planning to a single page of Guiding Principles and 7 strategic priorities and an accessible planning document. Expressed clearly and succinctly this forms the bedrock of our shared Constancy of Purpose which is implemented through a balanced scorecards approach.

In defining the key concept of ‘Managing with Agility’, EFQM places emphasis on the ability of excellent organisations to respond efficiently and effectively to both opportunities and threats. Fundamental to this is our huge emphasis placed on timely and accurate communication. Communication directly from the top where I, as Principal & CEO, meet directly with every staff team on a roadshow format. In addition I meet all 1200 core staff together addressing their most pressing questions without the support of the experts from my senior management team. Additionally powerful communication is achieved by a team of enthusiastic volunteer staff Communication Facilitators anonymously brokering sensitive questions, publishing all answers on the intranet. Our focus is less on e-mail and more on team briefings establishing a culture of no surprises with transparency as a bedrock to our approach to change.

Professional project management protocols are adopted to plan, monitor and report on milestones in both ‘business as usual’ contexts and the integration of new systems and structures. Performance dashboard technology has also been introduced to track in real time key performance indicators amidst the deluge of data generated. These in turn help to focus us on results whether these are results be related to customers, business or any other of the key results quadrants.

Over the past few years as we sought to establish and expand our New College, now one of the largest in Europe, we stayed true to the wise words of excellence guru Stephen Covey who said: “The main thing is to keep the main thing the main thing”. Our students reported that our 4 way merger had not disrupted their learning.

My final reflection is to pay tribute to our amazing Team City, my leadership and staff team. Transformational change cannot be managed it can only be led, with a can do attitude from the top, middle and in the classroom.

Pace is its lifeblood, egos its Achilles heel and inspired people its heroes. A worldclass mindset is truly awesome.

About City of Glasgow College
Home to an international community of over 32,000 students and 1,200 staff, City of Glasgow College hosts over 2,000 courses and global links with academic institutions and employers. In 2015 and 2016, it will open the doors of its new £228m twincampus development in the heart of Glasgow – Scotland’s largest city. It will be one of the largest colleges in Europe, a powerhouse for innovation and skills development. The industry standard learning environments will incorporate cutting-edge specialist facilities including classrooms for the future, student-run shops, 360 degree ships’ bridge simulator, aircraft training cabin, renewable energy centre and ships engine room.

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Since 1999, we have started working using the EFQM Excellence Model. The experience of our University, which was chosen as a path to Excellence 15 years ago, shows that nowadays the information is constantly changing and is very quickly becoming outdated, thus it is important to keep pace with the new demands in business, education, science and industry. It can be realized not only through a constant perception of new information, the ability not only use existing knowledge, but also generate new willingness to permanently change and develop, grow in the desires, goals different areas of activity. The EFQM Excellence Model is a practical tool used by Stavropol State Agrarian University (SSAU) for different purposes: to find new market segments, identify and implement the necessary changes to reduce costs, which is especially important in today’s market.

The example of the strategy of long-term presence of the SSAU in the socio-economic area of Russia on the ground of the high level demand for highly skilled labour force for economic and social sphere (strategic flexibility) is the establishment of the Stavropol Branch Inter-Regional Resource Centre on the basis SSAU in 2011 (SBIRRC).

With a powerful material and technical base, competent staff in 2010 the SSAU developed a project for the modernisation of vocational training of workers and specialists for the agrarian sector of the economy of Russia. In 2011 the project received the state support in the amount of 2.5 million euros for its implementation. The SBIRRC united 28 technical schools and colleges of Russia, as well as 163 companies within the industry and agriculture of the Southern and North Caucasus Federal Districts.

Key results of the project:

  • 34 network programs for training of workers were developed and tested (contingent of students: 2808, performance growth: 12 - 15%);
  • 37 training courses of professional disciplines and 18 workshops were organised for employees of vocational training institutions (over 2,000 participants from 6 subjects of Russia) about the implementation of modern educational technologies, organisation of practical training were held.

Thanks to the SBIRRC activities the SSAU the following received benefits

  • drew into its field new categories of customers and increased the contingent of students to 5,000 people per year;
  • transformed the experience of creation and activity of 44 small innovative enterprises established by the staff of the University in partnership with the SSAU (total turnover - more than 750 thousand euros per year) into new training programs - “Venture funding of innovative projects”, “Development of youth innovations: trends and practice”, “Engineering and technological energy efficiency and resource conservation in agricultural production”. One of the programmes received the state support in the amount of 130 thousand euros, out of which 38 thousand euros is co-financing with agricultural enterprises - employers of the SSAU.

The project to develop professional standards of working professions of branches of agriculture in 2013 is an example of situational flexibility.

The SSAU is the only agricultural university in Russia, which won the contest giving the right to develop 16 professional standards (livestock breeder, poultry farmer, beekeeper, fur handler, specialist in ornamental horticulture, etc.) and received public funding in the amount of 82 thousand euros.

According to the results of this project the SSAU got the opportunity to occupy a new market segment (development of professional standards); improved the model of interaction with business organisations in the implementation of wishes of manufacturers regarding the content, level and quality of young workers and professionals training; expanded the staff experience in analytic generalization of real industrial processes and its transformation into the trainingmethodological support of the SSAU educational and research processes.

The realisation of such projects require flexibility in the implementation of each employee’s daily duties and enables the SSAU not only effectively respond to opportunities and threats, expand customer field, strengthen partnerships, attract investments for development, but also meet the requirements and expectations imposed by the state, customers, employers and society.

About The Stavropol State Agrarian University
The Stavropol State Agrarian University, founded in 1930, is the Russia’s leading centre for education, science and culture, educational, research and consulting and methodological activity. It is a state institution for higher professional education, located in the South of Russia, Stavropol.

  • Prize Winner of the EFQM Excellence Award (2010, 2013); Finalist (2008)
  • Russian National Quality Award (2011, 2005)

The University structure includes 9 faculties where 18 500 people get training. The staff includes 1384 people. 92,1 % of the teaching staff has academic titles. The University has partners from 66 countries, 136 strategic partners. The graduates’ employment rate is 97,5 %. It is the member of the Magna Charta of universities.

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POMIGLIANO METROLOGY CENTRE
ITALIAN EXCELLENCE
Innovative, efficient, widely imitated. A perfect case history. The focus today is on the Metrology Centre of the Fiat-Chrysler plant in Pomigliano d’Arco (Italy). It is a well known facility in the world of automotive manufacturing, adopting the most advanced quality control systems. Opened back in 2011 for the production of the new Fiat Panda, the Centre is a hub of top-class technologies and expertise that has revolutionised the way in which market requirements are met. This is confirmed by the World Class Manufacturing gold medal awarded in 2012 to the plant located in Campania, southern Italy, and by the Customers’ rating of the Panda - consistently ranking at the top of the list.

How has Pomigliano grown to become a centre of absolute excellence? With hard work, an efficient method, R&D and a pinch of Italian creativity. Ingredients generously poured in by Fiat-Chrysler engineers ever since 2008, when the plant was completely renovated to turn into the Group’s flagship factory in Europe. The upgrading strategy has focussed on technologies, process, and above all, human resources: well trained, motivated, and supported, back in Turin, by central staff who selected the most advanced control equipment to respond to increasingly demanding market requirements. More than by the facilities, the real difference was made by the people, directly involved in a project aimed at totally reshaping the old work process, replaced by a more dynamic, highly inclusive approach.

In 2011-2012, with the launch of the new Panda, the turnaround was completed: the Centre had tackled and won its biggest challenge. The high quality standards applicable to this model implied a relentless fine-tuning of methods and tools in the launch phase. This required considerable investment and the joint effort of sixty people, who during the startup phase were pulled in from other plants and other Group countries, working in three shifts.

The concept around which the Metrology Centre strategy was developed is that the new facility should be the venue of not just project compliance checks, but also of diagnostic activities for the whole factory - throughout the model life. Every day, the car bodies to be inspected are taken from the lines and brought to the metrology room. Here, they are examined in the finest detail (with two thousand measurements made), in order to detect even the tiniest faults. If any are found (consider that this model consists of four thousand parts), the Metrology Centre experts are trained to identify even the most remote causes of defects and to suggest solutions. This troubleshooting activity has one precondition – rapidity – and requires the rigorous application of a specific method – team work. The Metrology Centre technicians work “side by side” with line engineers, because this has been found to be the most efficient option. Cooperation ensures that causes and remedies are identified more quickly and effectively: this is what is being done, and this is what works.

This operating method is then completed by the use of the most advanced technologies - beginning with photometric scanning. Fiat-Chrysler technicians use sophisticated equipment which takes a number of high-definition photographs of the bodywork, then processed and digitised to create a map, which is compared to the reference map, highlighting its conformity to the sample according to a colour code. Integrated with other traditional equipment, it sets a standard of excellence in the field of measurement technologies. These methods and technologies are producing outstanding results, to the point that the “Pomigliano system” has also been extended to EMEA factories either recently built (Kragujevac - Serbia) or renovated (Melfi - Italy), and also applied worldwide to all new plants (Changsha - China, Pernambuco - Brasil).

When it comes to metrology, the Pomigliano engineers have become the reference specialists for the whole Group - and beyond.

About Fiat-Chrysler
“The Group designs, engineers, manufactures, distributes and sells vehicles for the mass market under the Fiat, Alfa Romeo, Lancia, Abarth and Fiat Professional brands and Chrysler brands such as Chrysler, Jeep, Dodge and Ram brand vehicles and vehicles with the SRT vehicle performance designation, as well as luxury cars under the Ferrari and Maserati brands. It also operates in the components sector, through Magneti Marelli and Teksid, and in the production systems sector, through Comau and in after-sales services and products under the Mopar brand name. Fiat-Chrysler is an international auto group engaged in industrial activities in the automotive sector through companies located in 40 countries and has commercial relationships with customers in approximately 150 countries.” In addition, the Group provides retail and dealer finance, leasing and rental services in support of the car business through subsidiaries, joint ventures and commercial agreements with specialised financing services providers.

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For ten years, the Ministry of Finance of the Slovak Republic has been operating in accordance with the EFQM Excellence Model. It should be noted we have seen outstanding successes in quality management over this period.

The Ministry of Finance of the Slovak Republic was the first central government authority in Europe to receive a five-star “Recognised for Excellence” EFQM certificate in December 2012, based on an independent assessment. Surely, we would not have won this award without exceptional, talented and responsible staff. The EFQM Excellence Model, which the Ministry decided to apply, is the most challenging quality management tool.

The Ministry of Finance launched the implementation of the EFQM Excellence Model back in 2003. The Ministry had to make internal improvements and attain highlevel qualitative indicators, comparable to European standards. An organisational, functional, process and information audit was performed and its conclusions applied in practice.

In 2004, the Ministry of Finance underwent an extremely challenging process of preparation, comparison and selection of a quality management system, the first selfassessment report was prepared, and the Ministry became an EFQM member on 1 January 2005. We have since gone a long way, with the last outstanding achievement being the reception of the 5-star “Recognised for Excellence” award mentioned earlier

Our success builds on the setup of real system-level measures and links to make sure that everyone thoroughly know their tasks and responsibilities and are able to accurately perform them to the maximum satisfaction of all stakeholders involved, with a precisely defined vision, strategies and objectives. At the same time, the quality management system is also responsible for measuring the performance and satisfaction of the Ministry’s customers, employees, contractors/suppliers and companies with our products and services, and comparing them with the “best in class” performers (benchmarking).

Despite regular election cycles and related personnel changes in the Ministry management team, the continuity in the implementation of the EFQM Excellence Model has been preserved. The whole process is implemented under the auspices of the Ministry office management to which the EFQM team, comprising a coordination committee and selfassessors, reports. The functioning and implementation of the EFQM Excellence Model at the Ministry is governed by an Internal Regulatory Act that is binding for all MFSR employees.

The employees are also encouraged to improve their working environment, having a chance to participate in the preparation of action plans, which further strengthens their active engagement. An intranet electronic form is available for them to propose changes concerning their official duties and responsibilities and/or improvements in the Ministry’s working environment. This has resulted, for example, in the introduction of a separate waste collection system, introduction of double-side printing of documents, ICT-enabled Ministry board meetings, etc.

Building on the vision that the Ministry serves as a watchdog for public finances and endeavours to keep and boost healthy financial conditions and prosperity in Slovakia, our performance must deliver increasingly better public services and benefits through continuous improvements in the quality and effectiveness of our operations. It is the best way an organisation can win enough respect and confidence among its partners for them to believe that the rules it promotes and the activities it carries out will yield desired results.

I am honoured to work and meet every day with people who are capable of addressing day-to-day problems and affect the lives of all of us. I firmly believe the Ministry of Finance can boast of an outstanding team of employees, excelling both personally and professionally. The Ministry of Finance is now an example and inspiration for other central government authorities as well. Therefore, winning the highest-level EFQM Excellence Award (formerly known as European Quality Award) is now another milestone and challenge on our way to excellence.

Simply said: “We like being better.”

About The Ministry of Finance of the Slovak Republic
The Ministry of Finance of the Slovak Republic (“MFSR”) is a legal entity with its registered office in the capital city of the Slovak Republic, Bratislava. The MFSR has been established by law; its competences, responsibilities and tasks are defined by the Constitution of the Slovak Republic and applicable legislation. The Ministry is led by Deputy Prime Minister and Minister of Finance of the Slovak Republic, Mr Peter Kažimír, who holds the office from 2012. The MFSR is a central government body for finance, taxes, fees, customs, financial control, internal audit, government audit, information society development, coordination of state assistance in the field of prices and price control. The MFSR is a state budgetary organisation with its revenues and expenditure linked to the state budget. The MFSR has a stable staff of around 660 employees.

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Bursagaz is the 2008 EFQM Award winning natural gas distribution company located in Bursa, Turkey operating in a regulated market and providing secure, continuous natural gas supply for more than 830.000 customers. Bursagaz encourages energy efficiency in the multiutility market and is the publisher of the first Turkish energy market GRI A+ Sustainability report. Investing in its people, Bursagaz is ranked within the 50 Best Employers in Europe and was awarded as the Best Employer in Turkey in 2014. Working with a high range of techology transferred from its German shareholder EWE, Bursagaz develops its technology based processes for excellent operations creating high mutual value for all stakeholders.

Change is a common dynamic for Bursagaz’s management style, from strategic planning processes to assessment of the approaches. The EFQM Model is the core approach deployed in every process in Bursagaz to create and share a more sustainable future. Bursagaz has 6 top themes where it defines change: Financial Success, Sustainable Service Quality, Technological Improvement, Operational Excellence, Social Sensitivity and Investment in People. All these themes are the outcome of our strategic input. Bursagaz operates in a very regulated but also changing market. When performing an external analysis, it is important to assess future competitors, so this is how a company could easily adopt to change. Market enlargement, potential customers and competitors, market price, monetary policies and resources all define the company’s future. The inclusion of all these dynamics into the scenarios show how flexible a company is and create initiatives for each new situation : This is “The Future Management” we drive in Bursagaz.

Strategies and the business plan are strongly linked to outcomes of the business model starting by the evaluation of the company’s vision, mission, ethics, values and principles. The contribution and feedback of the stakeholders in the formation of the strategies are important to Bursagaz, as it is a private company supplying a public commodity : Natural Gas. External, internal environment and stakeholders’ expectation analysis are part of the “ Company Check- Up “ every year. This company assessment provides a deeper look on every approach and expectation in and around the company which are the basis for short-term, midterm and long-term strategies and business initiatives.

Innovation and technology are like best friends running in the company. Recognising coporate capabilities and drilling them into departmental and individual capabilities are key factors for managing the future plans These capabilities are used as of inputs in Project Management. Bursagaz structures more than 10 projects every year, so Bursagaz workers can be involved in different projects shaping the future of the company. While these corporate projects make a difference with their innovative perspective they also contribute to the economic performance of the country, social employment and safety, as well as to the reduction of environmental impacts. In this sense, many innovations which have been accomplished are widely based on stakeholders’ management approaches stated as key element in the EFQM Excellence Model. While systems and models enable the availability of structured infrastructure and integration of customer information,and facilitate the management of stakeholders, it also allows to implement societal security by securing the environmental diversity, people management, economic contributions, social engagement which are all parts of an entire vision for the future.

Managing with agility is looking out for the future and future resources by planning today. Companies on paths to excellence always need to seek more sustainable strategies to refresh their existence.

About Bursagaz
Bursagaz was privatised in 2004 as Bursagaz Bursa S¸ehiriçi Dog˘ algaz Dag˘ ıtım Ticaret veTaahhüt AS¸ under the project of privatisation of the natural gas distribution companies. It was offered natural gas distribution service within the urban area of the Bursa Metropolitan Municipality as the license area. Bursagaz carries out the operations of manufacturing and commissioning of the distribution lines, operating the main inlet and local pressure reducing stations, managing the subscription and contract processes, providing gas supply and more in the districts of Nilufer, Osmangazi, Kestel, Yildirim, Mudanya and Gursu within the boundaries of Bursa urban area. With an annual 2.4 billion m3 gas volume that provides natural gas distribution service for 818.522 customers and 700.201 gas users today, Bursagaz continues their operations through a 5.156 km grid as committed to supply continuous and safe natural gas to their customers.

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ICT4D @ END OF LIFE
At end-of-life, IT equipment can pose serious environmental and health threats as e-waste. Much of the developing world lacks environmentally friendly disposal options for their IT e-waste. Polluting primitive recycling processes are often used to get valuable material out while the toxic and non-valuables are left behind contaminating the ground, air and water.

Close the Gap felt an ethical obligation to help these communities find a solution, and along with a small group of early supporters, founded WorldLoop in 2009. WorldLoop provides local SME’s with seed funding, technical assistance and facilitates the environmentally friendly treatment of the hazardous and complex fractions with best available technologies found in Europe that do not exist in Africa today. The safe recycling of ALL (valuable and non-valuable) e-waste fractions has a positive economic, social and environmental return.

Today, WorldLoop has recycled 25% of the volume of Close the Gap’s historic e-waste. New projects are even more sustainable with the inclusion of an e-Resource certificate for every asset donated. These certificates help fund the infrastructure development necessary to support sustainable e-waste recycling in these regions.

SUSTAINING “OUTSTANDING” SUCCESS THROUGH PARTNERSHIPS
Close the Gap’s 10 years of success would not have been possible without the strategic support of corporate partners and its local service partner model. Together, the mission to bridge to the digital divide is closer to being realised with more than 380,000 computers assets donated from over 325 European companies and deployed in 2,900 unique projects in developing countries. Building new local partnerships on the ground ensures greater stability of the IT projects. These partners provide beneficiary projects with a range of services including IT distribution, installation, maintenance and trainings.

When WorldLoop was founded, new international partnerships were needed with expertise in recycling and take-back processes. Such partners provide operational support, professional services and knowledge. Recupel, the Belgian e-waste takeback system, and Umicore, an end refiner, are two such partners. With such support, WorldLoop has been able to sustain outstanding success, growing from a pilot concept with one project in Kenya to a full-blown organization active in over 7 countries, recycling more than 800 tons e-waste, treating 90 tons of hazardous fractions. This equates to more than 1,000 tons of CO2 emissions avoided.

GREENICT4D, SUSTAINING OUTSTANDING SUCCESS & EFQM
Both Close the Gap and WorldLoop leverage EFQM internally as well as within their partnerships. The framework helps to develop sustainable business cases for strategic win-win partnerships and a management structure to support successful collaborations. EFQM’s principles have contributed to a long track record of successful engagements, a few of which even received nationwide recognition including Kauri and Business & Society’s 2014 Sustainable Partnership Award for the partnership between WorldLoop and Recupel, as well as the 2013 Belgian Business Awards for the Environment for WorldLoop and Umicore’s international engagement in e-waste treatment.

About GREEN ICT-4-Development
Information is seen as a major driver of economic and social development. Access to ICT makes information available on an unprecedented scale and reused quality equipment is an affordable option for the Base of the Pyramid. Close the Gap, founded in 2003, helps bridge the digital divide by giving donated high quality ICT equipment a second life in schools, medical centres, micro-finance institutes and other social projects in developing and emerging countries. The organisation collects decommissioned computers from companies and works with their strategic partner Arrow Value Recovery to ensure the highest standard of equipment refurbishment, including data sanitation and hardware configuration, after which, the assets are delivered to the beneficiary projects.

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Our Excellence journey, part of our DNA
St Mary’s has been striving to exceed world class standards since 1991 when former Principal Dame Geraldine Keegan put in place management structures based on Total Quality Management. As a result School Improvement programmes were put in place to better meet the needs of the pupils and encourage them to access further and higher education. St Mary’s introduced other standards such as Charter Mark, Investors in People and the Balanced Score card. That translated into St Mary’s going beyond compliance and becoming a Centre of Excellence in Education recognising the link between its Quality journey and its commitment to developing every pupil to their full potential.

St Mary’s recognised that the pupils are the best promoters of their standard of service and pupils are involved in reviewing their own learning in every class. The school’s commitment to customer service is now part of their DNA and has been externally validated through a detailed process of self evaluation, ethical procedures, audit and inspection reports and standards such as Investors in People, the ICT Mark and the Inclusion Quality Mark.

St Mary’s culture is a ‘can do’ attitude. Staff are clear about their roles and responsibilities and the role they play in planning for and achieving the overall school objectives and targets. Everyone has a great sense of pride in the work of the school.

“It is clear that the passion, dedication and commitment of hard working staff, placing pupils at the heart of everything is a key factor for St Mary’s College in adding value for their customers, enabling successful implementation of their approaches.“ EFQM Feedback Report 2013

“St Mary’s boasts several inspirational leaders and many very inspirational people at all levels in the organisation. St Mary’s College has a galaxy of stars and leadership is demonstrated at all levels.“
IIP Feedback report April 2013

As a result of their Excellence journey and their track record of using EFQM to improve organisational performance st Mary’s has achieved regional, national and international recognition, including

Recognition for Quality

  • EFQM Quality Award 2001, 2006, Prize winner 2013
  • UK Quality Award 2000
  • N-Ireland Quality Award 1998, 2001, 2006, 2008, 2012; NI EFQM Hall of Fame 2008
  • Ireland Excellence Award 2013 (First educational establishment to win the NI, UK and EFQM Quality Awards)

Recognition for People development

  • Investors in People 1995, 1998, 2001, 2004, 2007, 2010, 2013 (First organisation in NI and first public sector organisation in UK to achieve this)
  • IIP Champion Award Gold status 2004, 2007, 2009 2012
  • UK Millennium Excellence Award for people development
  • 2009 Irish News Training & Employment Award ‘Managing Talent’
  • 2013 Irish News Workplace Excellence Award

Recognition for customer Service

  • 5 CHARTER MARKS for customer focus from 1994

Recognition for social awareness

  • 2010 Fair Trade School status,
  • 2010 Inclusion Quality Mark
  • 2009 Deaf Awareness

Recognition as a Science Technology Engineering & Maths (STEM) Centre of Excellence

  • 2006 Science Specialist School Status
  • 2006 Microsoft Academy
  • 2010 Microsoft Pathfinder School status
  • 2011 Microsoft Mentor School status
  • 2010 Becta ICT Mark
  • 2012 BT Young Scientist ‘Best School in Northern Ireland’

Benefits of our Quality Journey

  • Consistently oversubscribed despite the decline in the school age population and the existence of four large Grammar schools in the city.
  • Successfully promoting STEM for girls helping to empower future generations and helping to grow a dynamic innovative economy.
  • Focus on Digital Technology with innovative Digi-Tech curriculum at Key Stage 3 and 1:1 computing in junior school.
  • Sustained improvement in Examination Results at both GCSE 2012-13 5+GCSE Grades A*-C 90% compared to 23% in 1993 2012-13 2+ A*-E A’level 100% compared to 93% in 2007-08 2012-13 3+ A*-C A’level 48% compared to 21% in 2007-08. (This is the Grammar school benchmark)

“Academic results demonstrate positive trends for more than 10 years including significant improvements in English and Maths since 2006 despite the increasing mixed ability levels of pupils and the socio economic deprivation many of them face“ EFQM Assessors’
Feedback Report 2013

About St Mary’s College
St Mary’s College opened its doors in 1959 on its original site in the Creggan area of Derry, N. Ireland. It caters for almost 900 girls in the 11-18 age group. In 2010 St Mary’s having just celebrated its Golden Anniversary it moved to its new hi-tech campus at the heart of the Digital Corridor on the Northland Road. Pupils now have access to state of the art facilities and vibrant learning spaces. St Mary’s College aspires to create an open, happy, stimulating and mutually respectful community environment in which young people are able to develop to the full range of their abilities and talents in a balanced, integrated and generous way.

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Xerox, known as Rank Xerox at that time, was extremely proud of winning the first EFQM Excellence Award in 1992 for our European Operations. We can still remember the tremendous excitement and motivation of our 26,000 employees in our 19 Operating Companies, our various Manufacturing Units and our European Headquarters. We were working together in an effort to demonstrate the way the company had fully embraced the Quality Process and Management, overcoming serious competitive threats and recovering a leadership position on the market place.

Winning the Award confirmed the strength of our Company and, thanks to the valuable feedback we received from the EFQM assessors, gave the whole team a comprehensive range of improvement suggestions to continue the journey towards reaching world class performance.

Looking backwards, we may reflect on what made us decide to run for the Award.

Firstly, it appeared that our Management principles, which were pervasive in most parts of the Company, were perfectly matching the nine criteria of the EFQM Excellence Model :

  • « Quality is the responsibility of everyone in the organisation » (Leadership)
  • « A clear vision of the future is a pre-requisite for success » (Strategy)
  • « The barriers which prevent people from doing a good job must be removed » (People)
  • « Innovating solutions, properly managed, will bring success » (Partnerships & Resources)
  • « Processes are controlled by people » (Processes, Products & Services)
  • « Unshakable commitment to Quality will result in satisfied customers » (Customer Results)
  • « People are our most valuable asset » (People Results)
  • « We must take responsibility for what happens in the world in which we live » (Society Results)
  • « Constancy of purpose towards improvement of product and service will ensure long term results » (Business Results)

Secondly, we had started implementation of our “Leadership through Quality strategy” almost a decade before, in support of a cultural change of the Company, leading to outstanding business results on all four priorities: Customer satisfaction, People satisfaction, Market share leadership and Financial strength. We wanted to secure longer term success and build future strength through a more integrated process.

Thirdly, but not the least, we learned that second only to Customer Satisfaction, comes motivation and satisfaction of the employees. The Management remains convinced that performance depends on the excellence of the people. This is why we have invested in training all our people in the principles, tools, processes of Quality, involving them in thousands of Quality Improvement Teams.

Applying for the EFQM Excellence Award was a fantastic way to involve all our people and teams. It provided them with external and very credible feedback on the impact of their efforts. We started implementing a very powerful approach to progress: self-assessment, performed at all levels of the organisation.

Winning the Excellence Award had a very positive impact on all our stakeholders in particular on our Customers. The impact on our people was extraordinary and had a long lasting effect. It provided the evidence of an external recognition for their efforts. As we know, employees have different levels of experience, different qualifications and different hopes and aspirations. Moreover, they were brought up in different educational backgrounds and languages. Leadership through Quality became their common culture, their unique method of working, business language and customer values. Appropriate surveys led us to develop and implement a company-wide approach to Employee Satisfaction and Engagement.

Self-assessment became the way to holistically manage progress from an existing status (today) towards a desired state (future), made of a vision and quantitative goals. We adapted it over the years and called it the “Business Excellence” model, the “Xerox Management” model, the “Managing for Results” model, the “Performance Excellence” process. All are based on a solid backbone of deployment and commitment. This is still the way of unifying the diverse parts of the organisation: countries, functions, specialised teams, various technologies and services channels.

Our sustained Journey towards Excellence has shown how Quality management can bring out the strengths of each part of our organisation and focus on a single goal. Whether in marketing, manufacturing or research and development, sales or services, it has allowed improvements not just to parts but to the whole. Quality Management has also proved how to bring out the strengths of the individuals and of the team. Doing so, decision making and action increasingly take place at the level where it can best exercised to meet the requirements of the Customer.

Consequently, no doubt that the Company is in a position of force to address today’s challenges such as worldwide management structures, remote teams a long way from their bosses, accelerated transition to service businesses, acquisitions of new companies with different cultures, offerings and customers, new and different competitors, very diverse multinational teams, extended organisations such as outsourced activities, remote and outsourced back offices, virtual teams, etc.

Quality, Excellence, an endless journey? That is what we have learned.

About Xerox
Since the invention of Xerography more than 75 years ago, the people of Xerox have helped businesses simplify the way work gets done. Today, we are the global leader in business process and document management, helping organisations of any size be more efficient so they can focus on their real business. Headquartered in Norwalk, Conn., United States, more than 140,000 Xerox employees serve clients in 160 countries, providing business services, printing equipment and software for commercial and government organisations.

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The Story

In order to sustain outstanding results, VAMED-KMB involves all relevant stakeholders into its company processes. The company’s major customer Vienna General Hospital – Medical University Campus participates in the customer satisfaction survey as well as in VAMED-KMB’s selfassessment. This requires an atmosphere of mutual trust and allows for open discourse and the planning of a common future.

Furthermore our employees are the center of many of VAMED-KMB’s activities. Numerous actions are being taken to meet the individual work-life balance needs of the employees, e.g. through “Club Lifetime” addressing health and well-being and improving the quality of living of the employees and people in their environment. Furthermore VAMED-KMB has established extensive opportunities for the employees to provide input for both strategic and operational matters, e.g. through the “Employee Orientation Platform”, the structured employee interviews and the employee satisfaction survey.

Living the EFQM Excellence Model helps us to meet and exceed our stakeholder’s expectations and supports our striving for sustainability. VAMED-KMB applies the EFQM Excellence Model since 2003, for more than 10 years. During this time it has received 8 national and international awards including three times the recognition as Prize Winner at the EFQM Excellence Award in various categories: “Succeeding through People” in 2010, “Nurturing Creativity and Innovation” in 2012 and “Succeeding through the Talent of People” in 2013.

These achievements reflect how much we value our employees and a cooperative mindset, pursuant to the company’s guiding principle “from people excellence for people”. Their loyalty – about 300 employees have been working for VAMED-KMB for more than 20 years – results from the company’s spirit. Offering our employees high quality training is an integral contribution to fostering their talents. Therefore VAMED-KMB conducts a pool of 60 in-house trainers. Our executives’ commitment to the EFQM Excellence Model is expressed by the fact that 167 completed the training to be qualified EFQM Assessors.

Efficient process management supports VAMED-KMB in deploying its strategy in a systematic manner and attain its desired sets of results. To support the establishment of such targets VAMED-KMB operates a broad benchmarking platform. This enables us to compare our performance with the performance of other excellent companies.

Together with our holding company VAMED we target the whole life cycle of healthcare facilities. Besides technical operations we offer project management and building services. By offering our customers a long-term reinvestment planning we enable them to make decisions in advance and prioritise important measures. This approach puts VAMED-KMB and its customers in a position of sustainable progress.

To be fit for future developments in the healthcare sector VAMED-KMB emphasises its innovation management. If we know today what our customers will need tomorrow, it is an advantage for both sides. To adapt our knowledge to the specific needs of our customers we lead a continuous dialogue with their representatives, which additionally furthers the understanding for the customer’s expectations – present and future.

VAMED-KMB’s use of the EFQM Excellence Model is so successful, that it integrated its excellence into its contract with its major customer Vienna General Hospital. Achieving outstanding results – not only in the short term but in a sustainable manner – is a major goal of VAMED-KMB and it shares it with its stakeholders.

About VAMED-KMB
VAMED-KMB is a subsidiary of VAMED, the leading global provider of a full line of services for hospitals and other health care facilities. The VAMED group has implemented more than 650 projects in 72 countries on four continents. In the year 2013, VAMED was responsible for approximately 16,000 staff worldwide, generating a volume of business of 1.4 billion Euro. VAMED-KMB is a competent partner in Vienna’s healthcare system, providing valuable and sustainable operations management services with the focal points building services, structural engineering, medical technology, information and communication technology as well as infrastructural and commercial services. In addition, the company realises projects during ongoing hospital operation.

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Make it desirable not mandatory
Leading with vision, inspiration and integrity has played a major role at Bosch ever since its beginning. “I would rather lose money than trust” is one of the best known quotations from the founder Robert Bosch. Today this principle still remains valid. Even the smallest units of the international company are led with an entrepreneurial mindset. Associates are inspired to deliver superior results while adhering to high standards of legality and social responsibility as well as staying aligned with the next higher level of organisation. In the areas of automotive and industrial technology, consumer goods and building technology, sales of EUR 46.1 billion were generated in the fiscal year 2013.

As one of the founding members of EFQM, Bosch has also successfully applied the EFQM Model since 1989. Thanks to its unique universality, the company has adopted this method from plant to divisional level. Since then, a number of key performance indicators in business performance have improved – which is attested to by a considerable collection of awards. Nevertheless, there is still a lot of potential left for Bosch. Regardless, the management does not push when implementing new methods. “We favour a pull, which builds on intrinsic motivation to realise the advantages of this Model. We want to make EFQM desirable, not mandatory”, says Dr. Rolf Bulander, member of the board of management at Bosch and responsible for quality.

Leaders play an indispensable role in this strategy. Without their determination and enthusiasm, the pursuit of excellence would not be possible. Bosch’s leaders inspire, motivate and enable their associates to take on business opportunities and to be part of decision making. For this reason, the company fosters a culture in which responsibility is given to associates at all levels. Again this reflects the values of Robert Bosch, who said: “Where many people come together, cooperation is a must and each individual depends on the other”.

Looking back to Robert Bosch, the company has put its vision and values down in a document accessible to every associate. This “House of Orientation” conveys security, strength, and awareness in the company’s capabilities. It states where Bosch as a company wants to go and what drives the “Boschler” as an individual associate. Bosch values represent guiding principles which apply over national borders and regional cultures. Above all stands the strategic imperative “Invented for Life”: The Bosch group, as a leading global supplier of technology and services, wants to create products that fascinate and improve quality of life.

These values are already incorporated into the recruitment and training processes – which means that each of the 281,000 associates worldwide is already familiar with them right from the start. Bosch fosters an information, communication, and feedback culture throughout the whole organisation in order to strengthen identification with the company and to provide the required information to everyone. Processes are derived from the integrated divisional plans and then deployed throughout the organisation. This ensures the alignment of personal and organisational goals.

From a global perspective, the markets are becoming increasingly complex, dynamic, and volatile. In addition to long term predictions, every strategic plan must take into account disruptive events. The speed of change is increasing and this makes continuous adaptation necessary. Of course, this does not mean that successful principles should be fully replaced by new ones. Rather, Bosch needs to follow a dual track which combines efficient line organization with agile forms of collaboration. One outcome of this change is the new social business platform “Bosch Connect”, which was launched in 2013 and meanwhile connects more than 220,000 of our associates worldwide.

Especially in a rapidly evolving world, building an excellent organisation is a continuous process. The commitment to constant improvement dates again back to Robert Bosch: “We should all strive to improve on the status quo: none of us should ever be satisfied with what we have achieved, but should also endeavour to get better.” Through the last 25 years, EFQM has accompanied Bosch on its way to an excellent organisation and it will do so in the future.

About the Bosch Group
The Bosch Group is a leading global supplier of technology and services. In 2013, its roughly 281,000 associates generated sales of 46.1 billion euros. Its operations are divided into four business sectors: Automotive Technology, Industrial Technology, Consumer Goods, and Energy and Building Technology. The company was set up in Stuttgart in 1886 by Robert Bosch (1861-1942) as “Workshop for Precision Mechanics and Electrical Engineering.” The Bosch Group’s products and services are designed to fascinate, and to improve the quality of life by providing solutions which are both innovative and beneficial. In this way, the company offers technology worldwide that is “Invented for life.”

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Model 2013

Model 2013

EFQM Excellence Model 2013

The world does not stand still. It is changing ever more rapidly. The interdependencies between organisations, communities, countries and economies are strengthening and increasing in complexity. To remain competitive in this environment, any organisation needs to continually innovate and improve. Now, more than ever before, an organisation needs to understand, balance and effectively manage the needs and expectations of their stakeholders.

The EFQM Excellence Model is a framework to understand and manage this complexity. The Model is pragmatic and practical, developed by leading organisations to stimulate continuous improvement. The EFQM Excellence Model allows people to understand the cause and effect relationships between what their organisation does and the Results it achieves.

Regardless of sector, size, structure or maturity, organisations need to establish an appropriate management framework to be successful. The EFQM Excellence Model is a non-prescriptive framework that enables organisations to:

Whilst there are numerous management tools and techniques commonly used, the EFQM Excellence Model provides an holistic view of the organisation and it can be used to determine how these different methods fit together and complement each other. The Model can therefore be used in conjunction with any number of these tools, based on the needs and function of the organisation, as an overarching framework for developing Sustainable Excellence.



Should you be interested to learn more or implement the EFQM Excellence Model, you can:

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The Concepts

Model 2013

Fundamental Concepts of Excellence

The Fundamental Concepts of Excellence outline the foundation for achieving sustainable excellence in any organisation. They can be used as the basis to describe the attributes of an excellent organisational culture. They also serve as a common language for top management.

There are 8 Fundamental Concepts:

Adding Value for Customers

Adding Value for Customers.
Excellent organisations consistently add value for customers by understanding, anticipating and fulfilling needs, expectations and opportunities.

Creating a Sustainable Future

Creating a Sustainable Future.
Excellent organisations have a positive impact on the world around them by enhancing their performance whilst simultaneously advancing the economic, environmental and social conditions within the communities they touch

Developing Organisational Capability

Developing Organisational Capability.
Excellent organisations enhance their capabilities by effectively managing change within and beyond the organisational boundaries.

Harnessing Creativity & Innovation

Harnessing Creativity & Innovation.
Excellent organisations generate increased value and levels of performance through continual improvement and systematic innovation by harnessing the creativity of their stakeholders.

Leading with Vision, Inspiration & Integrity

Leading with Vision, Inspiration & Integrity.
Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics.

Managing with Agility

Managing with Agility.
Excellent organisations are widely recognised for their ability to identify and respond effectively and efficiently to opportunities and threats.

Succeeding through the Talent of People

Succeeding through the Talent of People.
Excellent organisations value their people and create a culture of empowerment for the achievement of both organisational and personal goals.

Sustaining Outstanding Results

Sustaining Outstanding Results.
Excellent organisations achieve sustained outstanding results that meet both the short and long term needs of all their stakeholders, within the context of their operating environment.

 

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The Criteria

Model 2013

The Criteria

The EFQM Excellence Model allows people to understand the cause and effect relationships between what their organisation does, the Enablers, and the Results it achieves.

To achieve sustained success, an organisation needs strong leadership and clear strategic direction. They need to develop and improve their people, partnerships and processes to deliver value-adding products and services to their customers. If the right approaches are effectively implemented, they will achieve the results they, and their stakeholders, expect.

ENABLER CRITERION
There are 5 enablers, pictures on the left-hand side of the Model. These are the things an organisation needs to do to develop and implement their strategy.

Leadership

Definition. Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and reach in a timely manner to ensure the on-going success of the organisation.

1a. Leaders develop the mission, vision, values and ethics and act as role models.
1b. Leaders define, monitor, review and rive the improvement of the organisation's management system and performance.
1c. Leaders engage with external stakeholders.
1d. Leaders reinforce a culture of excellence with the organisation's people.
1e. Leaders ensure that the organisation is flexible and manages change effectively.

Strategy

Definition. Excellent organisations implement their mission and vision by developing and deploying a stakeholder focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy.

2a. Strategy is based on understanding the needs and expectations of both stakeholders and the external environment.
2b. Strategy is based on understanding internal performance and capabilities.
2c. Strategy and supporting policies are developed, reviewed and updated.
2d. Strategy and supporting policies are communicated, implemented and monitored.

People

Definition. Excellent organisations value their people and create a culture that allows the mutually beneficial achievement of organisational and personal goals. They develop the capabilities of their people and promote fairness and equality. They care for, communicate, reward and recognise, in a way that motivates people, builds commitment and enables them to use their skills and knowledge for the benefit of the organisation.

3a. People plans support the organisation's strategy.
3b. People's knowledge and capabilities are developed.
3c. People are aligned, involved and empowered.
3d. People communicate effectively throughout the organisation.
3e. People are rewarded, recognised and cared for.

Partnerships & Resources

Definition. Excellent organisations plan and manage external partnerships, suppliers and internal resources in order to support strategy and policies and the effective operation of processes.

4a. Partners and suppliers are managed for sustainable benefit.
4b. Finances are managed to secure sustained success.
4c. Buildings, equipment, materials and natural resources are managed in a sustainable way.
4d. Technology is managed to support the delivery of strategy.
4e. Information and knowledge are managed to support effective decision making and to build the organisation's capability.

Processes, Products & Services

Definition. Excellent organisations design, manage and improve processes to generate increasing value for customers and other stakeholders.

5a. Processes are designed and managed to optimise stakeholder value.
5b. Products and services are developed to create optimum value for customers.
5c. Products and services are effectively promoted and marketed.
5d. Products and services are produced, delivered and managed.
5e. Customer relationships are managed and enhanced.

RESULTS CRITERION
There are 4 results areas, shown on the right-hand side of the Model. These are the results an organisation achieves, in line with their strategic goals. In all 4 results areas, we find that excellent organisations:

  • Develop a set of key performance indicators and related outcomes to determine the successful deployment of their strategy, based on the needs and expectations of the relevant stakeholder groups.
  • Set clear targets for key results, based on the needs and expectations of their business stakeholders, in line with their chosen strategy.
  • Segment results to understand the performance of specific areas of the organisation and the experience, needs and expectations of their stakeholders.
  • Demonstrate positive or sustained good business results over at least 3 years.
  • Clearly understand the underlying reasons and drivers of observed trends and the impact these results will have on other performance indicators and related outcomes.
  • Have confidence in their future performance and results based on their understanding of the cause and effect relationships established.
  • Understand how their key results compare to similar organisations and use this data, where relevant, for target setting.

Customer Results

Definition. Excellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of their customers.

People Results

Definition. Excellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of their people.

Society Results

Definition. Excellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of relevant stakeholders within society.

Business Results

Definition. Excellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of their business stakeholders.

 

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The RADAR

Model 2013

The RADAR

The RADAR logic is a dynamic assessment framework and powerful management took that provides a structured approach to questioning the performance of an organisation.

At the highest level Radar logic states that an organisation should:

Determine the Results it is aiming to achieve as part of its strategy.

Plan and develop an integrated set of sound Approaches to deliver the required results both now and in the future.

Deploy the approaches in a systematic way to ensure implementation.

Assess and Refine the deployed approaches based on monitoring and analysis of the results achieved and on-going learning activities.

To help support robust analysis, the RADAR elements can be broken down into a series of attributes, shown below:

Analysis of ENABLERS

Approach

Sound.
The approaches have a clear rationale,based on the relevant stakeholder needs, and are process based.

Integrated.
The approaches support strategy and are linked to other relevant approaches.

Deployment

Implemented.
The approaches are implemented in relevant areas; in a timely manner.

Structured.
The execution is structured and enables flexibility and organisational agility.

Assessment & Refinement

Measurement.
The effectiveness and efficiency of the approaches and their deployment are appropriately measured.

Learning & Creativity.
Learning & creativity is used to generate opportunities for improvement or innovation.

Improvement & Innovation.
Outputs from measurement, learning & creativity are used to evaluate, prioritise and implement improvements & innovations.

Analysis of RESULTS

Relevance & Usability

Scope & Relevance.
A coherent set of results, including key results, are identified that demonstrate the performance of the organisation in terms of its strategy, objectives and the needs and expectations of the relevant stakeholders.

Integrity.
Results are timely, reliable & accurate.

Segmentation.
Results are appropriately segmented to provide at least 3 years.

Performance

Trends.
Positive trends or sustained good performance over at least 3 years.

Targets.
Relevant targets are set and consistently achieved for the key results, in line with the strategic goals.

Comparisons.
Relevant external comparisons are made and are favourable for the key results, in line with the strategic goals.

Confidence.
There is confidence that performance levels will be sustained into the future, based on established cause & effect relationships.

 

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How EFQM can help you...

EFQM

 

 

Where are you on your Journey towards Excellence?

  1. Strategic Plan: a document that describes the key objectives and supporting actions for your organisation's future activities.

  2. Management Reporting: the system top management use to review the overall performance of your organisation.

  3. Customer Perception: a structured process to collect feedback from customers to gauge their level of satisfaction with your products and services.

  4. Employee Perception: a structured process to collect feedback from employee to gauge their level of satisfaction and / or engagement.

  5. Process Management: the processes required to deliver your strategic goals have been defined & documented.

  6. Sustainability: the policies you have developed to ensure the future sustainability of your organisation's business model.

HOW EFQM CAN HELP YOU...

 

Click on the following links for more information on the EFQM Training, Assessments and Recognition, of contact us at info@efqm.org.


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Assessment

Model 2013

Assessing using the Model

The Model can be used to assess an organisation's current capabilities. The output of an assessment is normally a number of strengths and opportunities to improve future performance. Identifying an organisation's strengths is important, not only so you don't stop doing the things you are good at but also because these strengths may help in addressing the issues identified.

By definitions, complying with a defined standard is not excellence. Excellence is about going beyond what is expected. Unlike auditing against a standard, an assessment gives the management team a number of opportunities, options. Which points they choose to address, had how they choose to address them, will depend on their strategic priorities.

Using a process EFQM calls Self-Assessment organisations have the possibility to produce a comprehensive picture of their overall fitness at a given moment in time. This picture, which gives valuable feedback on the effectiveness and efficiency the organisation’s approaches across all its activities, provides a powerful driver for great meaningful improvement.

Take this opportunity to do a Self-Assessment of your organisation as proposed below:

Quick Self-Assessment 2013 Self-Assessment 2013

"We have been using the EFQM Model now for over 5 years. It is clearly a mighty tool which assists us in leading our global company. From the annual assessments we win an objective view of the organisation. This helps us to set the right priorities for our business and facilitates our improvement activities because we know they are the right ones. The leadership of all our 14 locations, due to its proven success, is dedicated to the EFQM Model. The model nowadays is indispensable for us."
Dr. Werner Struth, President Bosch Chassis Systems Control - EFQM Prize Winner 2011

To support organisations on their excellence journey, EFQM run comprehensive awards and recognition programmes applicable to all sizes and sectors. These programmes are a great way to demonstrate to all your stakeholders that you are committed to increasing your performance and devoted to achieving Sustainable Excellence.

Committed to Excellence
Based on a self-assessment, you will identify, prioritise and implement improvement projects, which are validated by an external assessor after 6-9 months.

Recognised for Excellence
A full assessment against the EFQM Excellence Model provides your organisation with feedback, a plan for progress, and acknowledgement for obtained results.

EFQM Excellence Award
Compare your organisation against other world-class leaders based on complete assessment by an expert assessor team spending on average 500 hours on each application.

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Assessment

Model 2013

EFQM Quick Self-Assessment 2013

Take a look at how the statements for the Enablers and the Results apply to your organisation, and tick the box to agree or disagree with each of them.

A full report analysing all results of this quick Self-Assessment 2013 will be published by EFQM on a regular basis, or [click here] to view online the results so far.

Please note that the survey is best viewed in landscape.

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Assessment

Model 2013

EFQM Self-Assessment 2013

Take a look at how the following statements for each Model Criteria apply to your organisation, and tick the box to agree or disagree with each of them.

A full report analysing all results of this Self-Assessment 2013 will be published by EFQM on a regular basis, or [click here] to view online the results so far.

Please note that the survey is best viewed in landscape.