Knowledge Base

  • Social Media @Virgin Media

    EFQM
    30 July 2012

    Virgin Media - United Kingdom

    Virgin Media's objective was to build a new team for Social Media in the heart of the business, an active listening post where they can listen and participate in the conversation. They wanted to create the right processes, deploy the right technology and hire the right people, they wanted this team to be highly visible both internally and externally and most importantly they wanted to enhance the customer experience in a Virgin way. By listening to the conversation they will continue to develop and grow as the world of Social Media grows; so remain agile and innovative and willing to embrace the new.

  • 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.

  • Corporate Responsible Behaviour

    EFQM
    15 July 2012

    Alcan Iceland Ltd

    Alcan Iceland Ltd. (ISAL) is an aluminium producer and one of the largest companies in Iceland. Company's main goals are to increase production and productivity by investing in equipment and people. ISAL is convinced that the focus on health, safety and environment is a prerequisite for excellent performance.

  • Sharing Knowledge in the Organisation

    EFQM
    15 July 2012

    BMW Plant Regensburg - Germany

    With its focus on business excellence, BMW Regensburg has created a comprehensive excellence approach comprising both process and product excellence. The company is striving for leadership with regard to quality, time and costs for the benefit of the customers.

  • Leading with Vision

    EFQM
    15 July 2012

    BMW Plant Regensburg - Germany

    BMW Plant Regensburg is driven by an inspirational leadership team which is leading the plant towards a clear vision: helps driving changes in performance as well as managing the global economic impact.

  • Grundfos Value Website

    EFQM
    15 July 2012

    Grundfos - Denmark

    Grundfos is the world’s leading manufacturer of pumps and pump solutions. The company is based in Denmark, but has global activities and employs more than 17,000 people. Grundfos believes that to reach its short and long term strategic goals it is essential that every person in the company has a shared sense of purpose and direction. They know that their 2025 dream can only be realised if Grundfos remains one united company with clear vision and common values.

  • 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.

  • 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.

  • 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.

  • BrgP technology innovation and development

    EFQM
    15 July 2011

    Bosch Car Multimedia Portugal S.A.

    BrgP plant navigates in a highly competitive environment balancing between a continuous cost reduction focus and at the same time nurturing the creativity and innovation required for continuous development and implementation of new technologies required to deliver the product and solution roadmap defined by Bosch Car Multimedia division.

  • Grundfos' Culture of excellence

    EFQM
    15 July 2011

    Grundfos Pumpenfabrik GmbH - Germany

    There is a genuine "culture of excellence" within Grundfos Wahlstedt Production (GWP). The leaders have created a culture of openness and creativity; based on the Grundfos company values there is an unconditional trust and belief in the direction set by the leadership team.

  • 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.

  • 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.

  • 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...

  • 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.

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