Knowledge Base

  • Sustainable Portfolio Management

    EFQM
    30 July 2011

    Solvay - Belgium

    Solvay is an international industrial group active in chemistry, offering a broad range of products and solutions that contribute to improving the quality of life.  Solvay sees sustainability as a central aspect of its strategy in a changing world.  Since a strategic review in 2008 the company has made a number of steps to accelerate its implementation of processes to improve sustainability, including detailed analysis and reporting and business planning that explicitly considers environmental objectives within product portfolio planning.  The Good Practice in details...

  • Ricoh's Sustainability Optimisation Programme

    EFQM
    30 July 2011

    Ricoh Europe

    Ricoh has a long establish record for sustainability.  Ricoh is determined to keep up its efforts to realize its target of reducing its environment impact to one-eighth of the fiscal year 2000 levels by 2050 in absolute terms.  The company's philosophy is that it is important to generate profits and remain a going concern so that it could continue to contribute to reducing environmental impact and to help realize a sustainable society.

  • DIGAME - Stakeholders' request attention service

    EFQM
    15 July 2011

    Red Electrica de Espana - Spain

    Red Eléctrica is part of the electricity sector. Their functional scope is: high voltage electric power transmission from generation plants to distribution substations and operation of the national power system. DIGAME's Acronym is "Stakeholder attention and External Multiservice attention Information Office" (Despacho de Información a Grupos de interés y Atención Multiservicio Externa). DIGAME in Spanish means “tell me”.

  • 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.

  • 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.

  • 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.

  • Participation Groups

    EFQM
    15 July 2011

    REGTSA - Spain

    REGTSA is an Independent Body reporting to the Salamanca Provincial Council. REGTSA’s main areas of activities are Tax Management, Tax Collection, and Information Management. With the means of Participation Groups, being clearly one of its key success factors, Regtsa boosts its business performance and innovation by fostering “swarm knowledge” and empowering ordinary people to do extraordinary things.

  • LJMU creates value for its customers

    EFQM
    15 July 2011

    Liverpool John Moores University - United Kingdom

    LJMU has put in place a series of processes which aim to create value for its customers, students and commercial customers. It engages actively with them to design and offer those academic programmes and commercial products that make the difference.

  • Plan It Green

    EFQM
    15 July 2011

    Edinburgh International Conference Centre - United Kingdom

    The world-class EICC has been delivering outstanding events to the global events marketplace for sixteen years. Plan-it green™ engages EICC's stakeholders in a collaborative approach to delivering sustainable events. It targets reduced emissions, reduced cost and it offers a unique carbon sequestration option for the local environment. The Good Practice at a glance...

  • COPLANING's driving ambition: delighting customers

    EFQM
    15 July 2011

    CoPlaning S.a.r.l - Luxembourg

    COPLANING's driving ambition is to delight its customers with the highest quality level of customer service and product.  COPLANING has a well-defined customer relationship management approach which it uses to effectively build strong, trusting and long-term relationships with its customers.

  • Solvay's Sustainable Portolio Management

    EFQM
    15 July 2011

    Solvay - Belgium

    Solvay is an international industrial group active in Chemistry, offering a broad range of products and solutions that contribute to improving quality of life. Solvay has developed an internal methodology (Sustainable Portfolio Management ‐ SPM) to visualize, at strategic level, two potential impacts of Sustainable Development on its activities.  The Good Practice at a glance...

  • Corporate Responsibility System

    EFQM
    15 July 2011

    Red Electrica de Espana - Spain

    Red Eléctrica is part of the electricity sector. Their functional scope is: high voltage electric power transmission (400 and 220 kV) from generation plants to distribution substations and operation (power production equal to consumption plus associated management) of the national power system. One of the Key Strategies of Red Eléctrica de España (REE) is: “Excellence and Responsibility in the development of its activities”, it defines all the key processes to manage the principles of the Corporate Responsibility of Red Eléctrica.

  • 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.

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