Knowledge Base

  • Development of Water Consumption culture

    EFQM
    15 July 2011

    Vodokanal of St Petersburg - Russia

    The State Unitary Enterprise "Vodokanal of St. Petersburg" (hereinafter – “Vodokanal”) provides water and wastewater services to the city of St. Petersburg. For twenty years “Vodokanal of St. Petersburg” has been carrying out an active work with customers in order to reduce (to be correct, optimize) city-specific water consumption.  The Good Practice at a glance...

  • Taking Responsibility for a Sustainable Future

    EFQM
    15 July 2011

    Umicore Precious Metals Refining - Belgium

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

  • Continuous Improvement Process - CIP

    EFQM
    15 July 2011

    Bosch Car Multimedia Portugal

    Bosch Car Multimedia Portugal uses Value Stream Mapping tool to identify areas which need to be improved regarding to the business requirements. Value Stream Maps show quality, cost and delivery (QCD) requirements for each value stream of the company.

  • Adding Value for Customers

    EFQM
    15 July 2011

    Ricoh Deutschland - Germany

    Great team spirit developed and real belief and ownership of customer issues. Customer Service Centre staff do not like the word call centre, which is a significant factor in reflecting the correct attitude from the staff employed.

  • Ricoh's Sustainability Optimisation Programme

    EFQM
    15 July 2011

    Ricoh Europe

    Ricoh has found through a lifecycle analysis that the largest share of environmental impacts of a copier/printer is in the “In-use” phase, when a machine is being used by customers. It accounts for nearly 70% of the total carbon emissions of a copier/printer, coming from paper, electricity, supplies, spare parts, and service engineer travel. In Ricoh’s environmental philosophy, we have a shared responsibility with customers to reduce the environmental impact including the “In-use” phase.   The Good Practice at a glance...

  • Leading with Vision, Inspiration & Integrity

    EFQM
    15 July 2011

    CoPlaning S.a.r.l. - Luxembourg

    COPLANING is led by a passionate, dynamic and inspirational leader who together with his top team has created a vision “To be the European Leader in delighting customers through business excellence”.

  • Bosch Bamberg - The driving spirit

    EFQM
    15 July 2011

    Robert Bosch GmbH Bamberg Plant - Germany

    BaP has defined one of seven mission fields as 'Bosch Bamberg - The driving spirit'. This mission field is tied to the specific strategic goal of 'Enhancing motivation and qualification of our associates'. This strategic goal is part of the BaP scorecard and, therefore, areas such as associates' motivation, idea-generation and competency management directly impact strategic performance.

  • Sharing Knowledge in the Organisation

    EFQM
    15 July 2011

    DB Schenker Poland

    DB Schenker Poland provides a full range of transport solutions including storage and modern IT technologies. DB Schenker Poland introduced a system to collect improvement ideas from employees in order to: increase employee engagement and their interest in corporate issues, share knowledge and good practices internally, integrate people involved in business excellence.

  • Leading with Vision, Inspiration & Integrity

    EFQM
    15 July 2011

    Bosch Chassis Systems Control - Germany

    CC Bosch has a vision to save lives translated into three consecutive steps to realise: from injury free – through accident free – to achieve autonomous driving. Translating this vision into an integrated divisional planning based on shared values and customer focus all processes are targeted at achieving this outcome.

  • GWP's process of gathering the needs of their stakeholders

    EFQM
    15 July 2011

    Grundfos Pumpenfabrik GmbH - Germany

    GWP has implemented a well-established process of gathering and understanding the needs of their stakeholders (see picture 2). Through PESTEL analysis, stakeholder mapping, SWOT analysis and the confrontation matrix used to analyse and understand all indicators, GWP can develop and review their strategy and supporting policies.

  • Adding Value for Customers and Society

    EFQM
    15 July 2011

    Umicore Precious Metals Refining - Belgium

    UPMR has developed a unique business model. This business model is based on (supplier) customer relations and the service process (precious metal refining) with the use of world-class environmental standards and business ethics, sustainability of results driven by the profitability of the supply rather than by the growth of the market share.

  • Managing by Processes

    EFQM
    15 July 2011

    Robert Bosch Gmbh Bamberg Plant - Germany

    BaP has defined one of seven mission fields as “Processes: We consequently use lean processes and adapt them to changes in a target-oriented way”. This mission field is tied to the specific strategic goals of “Driving the Bosch Production System” and “Using process management efficiently”. These strategic goals are part of the BaP scorecard and, therefore, process management directly impacts strategic performance.

  • Bosch's Suggestion Programme

    EFQM
    15 July 2011

    Bosch Car Multimedia Portugal S.A.

    The aim of the Suggestion programme is to involve all associates in improvements for the increase of productivity, improving the products, rising of quality and improving working conditions. It has different levels of motivation and therefore different award levels. For each suggestion accepted, the associate receives five points to use in the Bosch shop. The best suggestions are selected twice a year. The winners are awarded for their innovation and contribution to the company’s objectives.

  • Adding Value for Customers

    EFQM
    15 July 2011

    Red Electrica de Espana - Spain

    The quality of the service delivered is demonstrated by much recognition obtained by REE in the area of corporate responsibility and as evidenced by its measures on reputation, including sustained excellent scores in customer management from the DJSI Index and an outstanding position in MERCO also in this regard.

  • Building Partnerships

    EFQM
    15 July 2011

    Liverpool John Moores University - United Kingdom

    LJMU has developed their "World of Work" programme in partnership with some of the UK's largest employers to ensure their students have the skills & competencies required for today's workplace.

  • Succeeding through People

    EFQM
    15 July 2011

    REGTSA - Spain

    Results of the past 10 years show very clearly that REGTSA managed a "turnaround" from a publicly funded tax collection agency to a self-funded (even saving!) public agency which even has become an innovation motor for their customers, the municipalities of the Salamanca province.

  • Customer Experience Management

    EFQM
    15 July 2011

    Coplaning SArl - Luxembourg

    COPLANING is active in craft and trade business industry , more specific in the field of house sealing products/services. Recognising the impact of customer delight on effective customer management, COPLANING defined 6 critical elements to achieve customerdriven business excellence.

  • Customer orientation

    EFQM
    15 July 2010

    Pirktl Holiday GmbH & Co KG, Alpenresort Schwarz - Austria

    Customer orientation is the main focus of all activities in The Schwarz and therefore linked to vision and mission. The methods established within the Schwarz for acquiring, managing and using information about the guests clearly helps the hotel to maintain an outstanding way of inspiring all guests and an atmosphere of heartiness and friendliness.

  • Bradstow School's Gentle Teaching

    EFQM
    15 July 2010

    Bradstow School - United Kingdom

    Bradstow is a distinctive Residential Special School which provides living and learning opportunities for fifty-two students aged from 5 to 19 years, who experience Autistic Spectrum Disorders and/or Severe Learning Difficulties, and with a focus upon the most complex and behaviourally challenging needs. The impact of the school's "Gentle Teaching" integrated framework approach becomes clear soon after children enter the school.

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