Knowledge Base

  • 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.

  • Taking Responsibility for a Sustainable Future

    EFQM
    15 July 2011

    Red Electrica de Espana - Spain

    Since several years a comprehensive set of perceptions, outcomes and indicators, addressing all stakeholders and being consistent with strategy and policies, is being used and covers technical, economical, people, societal, and environmental dimensions.

  • 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.

  • 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.

  • Achieving Balanced Results

    EFQM
    15 July 2011

    Red Electrica de Espana - Spain

    Two of the most important stakeholders of REE are the Spanish Government and the Regulatory bodies. The transmission growth plan, the operation of the power system and consequent compensation framework are regulated. The outcome of regulatory practice is an investment plan articulated with investment program measures and targets, timing, technical and geographical characteristics and a consequent regulated revenue measures and targets.

  • 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.

  • Leading with Vision, Inspiration & Integrity

    EFQM
    15 July 2011

    Liverpool John Moores University - United Kingdom

    LJMU has established a transparent reporting system implemented by leaders, and since several years a comprehensive set of results, key outcomes and performance indicators, is being utilised by the LJMU. The leadership approaches of LJMU have been developed over time providing solutions for the local needs of the students, research partners, employers & society as well as the teaching & other staff.

  • 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.

  • Leading with Vision, Inspiration & Integrity

    EFQM
    15 July 2011

    Robert Bosch GmbH Bamberg Plant - Germany

    At BaP, leaders are role models of a culture of excellence in the way in which they set a clear strategic direction and communicate that effectively, consistently and regularly throughout the Bamberg Plant to ensure alignment and a shared culture so that all associates are clear about the role they play towards that strategic direction. BaP’s vision, mission and values are closely aligned to the Bosch Group and the Diesel and Gasoline divisions within the Automotive Business Unit. There are clear Bosch values which form the basis of the BaP leadership principles and standards.

  • LJMU's World of Work WoW

    EFQM
    15 July 2011

    Liverpool John Moores University - United Kingdom

    For LJMU World of Work WoW (Trademark) is the main and single unique selling proposition (USP) in a more and more competitive Higher Education market in UK. It is cited by UK Government as best practice and other universities seek to emulate the success of WoW. The main target of WoW is better employability of graduates (students = customers).

  • Equipping students for the World of Work

    EFQM
    15 July 2011

    Liverpool John Moores University - United Kingdom

    Since becoming a university in 1992, LJMU has grown substantially, in line with the policy of successive governments, to extend the scope and accessibility of higher education in the UK. World of Work is a programme developed to ensure that graduates are ‘ready to work’.

  • CO2 free

    EFQM
    15 July 2011

    Minerva - Italy

    The company is now a leader in the design and delivery of facility management, which it has successfully applied to hospital services and also to the shipbuilding sector. Minerva CO2 Free is a development which has enabled the company to become self-sufficient for its energy needs with zero environmental impact, in addition to becoming a role model of sustainability in the region.

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