Knowledge Base

  • Recognition Culture

    EFQM
    14 December 2015

    Robert Bosch, Rodez Plant

    2015 EFQM Excellence Prize Winner in Sustaining Outstanding Results and Developing Organisational Capability

    RzP “Recognition Culture “is a management approach that allows RzP to remain at a very high level of industrial competitiveness. The impact on performance is clearly visible for many years in the results of quality manufacturing and cost reduction, as well as in innovation and continuous improvement successes that have made RzP “lead plant” for some product lines. 

  • Everyday Hero Program

    EFQM
    14 December 2015

    Sanitas Hospitales 

    2015 EFQM Excellence Prize Winner in Succeeding through the Talent of People

    This best practise, the “Everyday Hero Program” is all about engaging staff with the values of the organisation which will in turn lead to delivering the strategic objectives. This program has enabled unprecedented levels of employee engagement, where each and every employee truly came across as having real belief in the company values and their impact on the company strategy. 

  • "Your View" Survey

    EFQM
    20 February 2015

    Siemens Congleton

    2014 EFQM Excellence Prize Winner in "Developing Organisational Capabilities" and "Leading with Vision, Inspiration and Integrity"

    The organisation has a number of feedback surveys used to generate improvements to people strategies, policies and plans. The Siemens Congleton “Your View” survey provides annual feedback on employee perceptions and shows sustained positive levels of performance over the last 5 years and positive comparison against targets and comparisons.

  • People’s development is one of the core aims of PGF

    EFQM
    17 February 2015

    Pompes Grundfos S.A.S.

    2014 EFQM Excellence Award Finalist

    People’s development is one of the core aims of PGF and this is one of the strategic challenges of PGF. PGF is using different tools which are aligned to each other, such as competences management, Leadership principles, Succession planning, Training plan, Employee Development Dialog, etc. to ensure that all employees can develop further.

  • People at the heart of the Company strategy

    EFQM
    16 February 2015

    Bosch Bari Plant

    2014 EFQM Excellence Award Winner

    People at BarP are and feel to be at the heart of the Company strategy. This leads to an impressive pride of being part of BarP and is actively sustained by a structured and comprehensive set of communication tools aimed at providing all associates with the news and information related to their job, the Plant , the environment of Bosch Group and that of the relevant stakeholders.

  • Development and learning from employees

    EFQM
    7 January 2014

    Alpenresort Schwarz - Austria

    2013 EFQM Award Winner and Prize Winner in "Adding Value for Customers" & "Succeeding through the Talent of People"

    There is a well-developed recruitment process and a thorough induction programme, aimed at ensuring that new employees are developed to fit with the resort ethos.

  • From people excellence for people

    EFQM
    4 November 2013

    Vamed-KMB - Austria

    2013 EFQM Prize Winner in "Succeeding through the Talent of People"

    “From people excellence for people” is at the core of the VAMED-KMB values and is synonymous with the skills, continuous education and talent of their people, being at the heart of VAMED-KMB’s current and future success.

  • Vamed-KMB, Austria - EFQM Prize Winner 2013

    EFQM
    23 October 2013

    EFQM Prize Winner in Succeeding through the Talent of People

    VAMED-KMB people dedicate their individual contributions, based on educational skills, knowledge, experience, talent and problem solving capability, as well as showing passion to allow Vienna General Hospital to operate and function in its daily business without interruptions and malfunctions.

  • "Think Yes"

    EFQM
    25 September 2013

    Glasgow Housing Association

    Glasgow Housing Association (GHA) is a Registered Social Landlord, a not-for-profit organisation, a limited liability company, and a registered charity. They provide services to almost 67,000 people across Glasgow, owning and managing 41,000 rented properties. Our leaders have set a clear direction through our vision of “Better homes, Better lives, a Better Glasgow.” Our customers matter to us - we want them to be happy with the services we provide. To build this trust and confidence with our people, we have created our “Think Yes” culture. “Think Yes” is reflected in everything we do from our leadership and management approach through to the ways in which we manage our policies and processes.

  • On the way to Enterprise 2.0 with Bosch Connect

    EFQM
    25 September 2013

    Robert Bosch GmbH - Germany

    The Bosch Group is a leading global technology and services company. Bosch already started some projects to allow the organisation a new way of working. Another project started in 2012 with the objective to transform the company into an Enterprise 2.0. For Bosch this means the use of Social Business software in the corporate culture to communicate, share knowledge and collaborate across local and organisational boundaries. This not only leads to a new way of working because of an IT-tool, but represents a cultural revolution for the whole organisation.

  • Live mobile and be socialised

    EFQM
    25 September 2013

    Bursagaz - Turkey

    Bursagaz, a natural gas distribution company located in Bursa, Turkey, provides natural gas distribution and customer services such as meter reading, contracting, subscription, gas activation, collection, supplies services for business and residential customer portfolio. Bursagaz has signed on the biggest mobile functionality project in the distribution market in Europe.

  • Involving Leaders in Management

    EFQM
    24 September 2013

    Mutualia - Spain

    Mutualia is one of 20 organisations currently authorised by the Spanish Ministry of Employment & Social Security to collaborate with the social security system in the management of work-related accidents and illness and financial benefits related to non-work related accidents or illness. The Lidera Project was launched not only to promote and extend the idea of more people becoming involved in the management of the organisation, but also to reach a consensus agreement with leaders on the leadership style to be adopted and as a forum for communication and generating opinion and ideas.

  • Driving improvement initiatives through team effort

    EFQM
    15 July 2012

    Municipality of Dzierzoniow - Poland

    Recognising the impact of team work on the successful implementation of organisation wide systems, Municipality of Dzierzoniow (MoD) set up the TGV team The main goals of the team is to plan, implement and monitor all activities necessary to implement the EFQM Model and improve the operations of MoD.

  • Succeeding through People

    EFQM
    15 April 2012

    VAMED-KMB - Austria

    VAMED-KMB has a number of approaches to align, develop, involve and value their employees. These enable them to work in partnership to ensure the success of the organisation.  VAMED-KMB aligns employees with its  business strategy and organisational structure through annual 'structured employee interviews' for all employees.

  • People. The formula for success

    EFQM
    15 July 2011

    Club Excelencia en gestion via innovation - Spain

    The Club Excelencia en Gestión, is a private, not-for-profit organisation providing services for its members. CEG has almost 300 member organizations on a national scale, drawn from both the private and public sector and from all fields of economic and social activity. The CEG found out that one of its strength was the high commitment of people and low staff turnover: the average time of employees working for the CEG is 10 years.

  • 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.

  • 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.

  • 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.

  • Worthington's Leadership focus

    EFQM
    15 July 2011

    Worthington Cylinders Austria GmbH

    The leadership focus on the Succeeding through People concept has, without doubt, been a major success for WCA. The imperative has been the need to recruit and retain the very best staff in an area where there is very little unemployment.

  • Succeeding through People

    EFQM
    15 July 2011

    Hospital Kirchberg - Luxembourg

    So deeply felt is the sense of belonging and contributing in the Unit, that it has almost become a part of their DNA. There is a strong capability and desire to succeed in patient therapy and in the same way to play a strong role as THE motor in the psychiatric reform in Luxembourg.