Knowledge Base

  • Rehaklinik - Key Information

    EFQM
    21 September 2015

    Rehaklinik (CHNP) - Luxembourg

    EFQM Recognised for Excellence 4-Star 2015

    The psychiatric Rehaklinik is one of three independently organised entities of the CHNP. The aim of a temporary clinical rehabilitation in the Rehaklinik is to improve the social, cognitive and psychological resources of patients, in order to enable an appropriate (re)integration into society. Read here the Key Information section of their submission document to Recognised for Excellence.

  • 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.

  • Sanitas Hospitales, Spain - EFQM Finalist 2013

    EFQM
    23 October 2013

    EFQM Excellence Award Finalist 2013

    The management-team and the employees of Sanitas Hospitales (SH) have succeeded in creating an organization where everyone is dedicated to the Mission “of taking care of the client” to ensure their well-being while also keeping in mind the Vision of “Profitable Growth”.

  • 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.

  • 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.

  • Improving Service through Knowledge Management

    EFQM
    30 July 2012

    Comarca Bilbao de Osakidetza - Spain

    Comarca Bilbao Primary Healthcare District, or Bilbo Eskualdea (BiE) in the Basque language, is one of the 7 Primary Healthcare Districts under the direct governance of Osakidetza. In 2006, as a result of reflection and learning from the feedback report on external assessment, BiE opted for a new approach to knowledge management in the organisation. BiE decided to focus its approach on setting up a platform to enable the widespread sharing of knowledge throughout the organisation.

  • Customer Perception Surveys

    EFQM
    15 July 2012

    JSC Medicina Clinic - Russia

    Medicina Clinic was established in 1990 as an interdisciplinary medical center with a a polyclinic, an inpatient facility, a trauma section and a 24 hour ambulance. JSC 'Medicina' has a mission to provide its patient with a full-scale individual medical assistance and involve them in decisions regarding their health and well-being.

  • Nurturing Creativity and Innovation

    EFQM
    15 April 2012

    VAMED-KMB - Austria

    The VAMED-KMB Management Board is personally involved and committed within technology and innovation management and has set up the Platform Technology for People together with the General Hospital's Technical Directorate to align common strategic ambitions, to generate new ideas  and to coordinate projects.

  • Leading with Vision, Inspiration & Integrity

    EFQM
    15 April 2012

    VAMED-KMB - Austria

    The EFQM model was chosen as a management model because it appealed to VAMED-KMB for two reasons: on the one hand because it considers the balance between the stakeholders, on the other hand because of the Radar-logic which had already been part of the contract with the customer since 1991 and it is especially this Radar-logic that is necessary for the sustainability of services.

  • Adding Value for Customers

    EFQM
    15 April 2012

    VAMED-KMB - Austria

    Since 1985, agreed in the Technical Operations Management contract (TBV), VAMED-KMB is assigned the technical operations management of the General Hospital.  VAMED-KMB's strategic ambitions have a real focus on the customer, which is clearly embedded in the Vision and Mission Statement and the strategic objectives.

  • 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.

  • The effect of a consistent way of working

    EFQM
    15 July 2011

    Hospital Kirchberg - Luxembourg

    In a difficult and complex area of therapeutic care, the work done at this Unit is impressive. The effect of a consistent way of working, led and demonstrated by leaders at all levels, has ensured that the services provided for patients are both consistent and at a very high level. This ensures that the maximum manageable numbers of patients receive in-patient or out-patient care, and a careful record is kept of patients who, for any reason, have breaks in treatment, or relapses.

  • 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.

  • Taking Responsibility for a Sustainable Future

    EFQM
    15 July 2011

    Comarca Bilbao de Osakidetza - Spain

    BiE is looking to be a role model for CSR for society as a whole and especially for the public service: they see CSR as a priority for public services to safeguard sustainable wellbeing in society. To achieve this, CSR is integrated in the values of the organisation and is clearly linked to strategic objectives, which are monitored systematically.

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