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EFQM Excellence Award 2016

The objective of the EFQM Excellence Award Programme is to recognise Role Model organisations in Europe and beyond, whether private, public or non-for-profit. These are excellent organisations with an indisputable track record of success in turning strategy into action and continuously improving their performance.

The EFQM Excellence Award Programme is supported by one of the most challenging assessment processes. To assess organisations and identify role model practices, an international team of 5 to 7 experienced, specifically trained managers spend one week on site and an average of 500 hours in total per applicant. They review the management system and interview individuals as well as groups to analyse how effective the organisation is against the EFQM Excellence Model. The feedback report prepared by the assessors provide a wealth of value adding input to help the organisation improve at a strategic level. The reports are then presented to an independent jury that decides the level of recognition for each Nominee.

EFQM Recognition Book 2016

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Foreword Léon Tossaint,

Chief Executive Officer EFQM

This recognition book is our proud evidence of the globally wide spread of the EFQM Excellence Recognition Programme, based on the EFQM Excellence Model. We are delighted to recognise all organisations which received an EFQM Recognition in the past year. In 2016 we also celebrate the Model’s 25th anniversary.

The value provided by assessments based on the EFQM Excellence Model is extraordinary, especially the ones of the EFQM Excellence Award Programme. More and more organisations are inspired to initiate the journey towards Excellence, culminating with the participation in the unique EFQM Excellence Award Programme, the recognition of global role-model organisations.

Sixteen high performing organisations participated in the 2016 EFQM Excellence Award Programme. They received value-adding strategic feedback from assessors coming from a diverse range of organisations, from the private and public sectors, from SMEs to global multi-nationals, from industry and services. The 110 Award Assessors from 2016 brought a wide range of experience and knowledge of role model practices.

We are thrilled to announce that the EFQM Excellence Award Jury decided to give the highest recognition, the EFQM Excellence Award to a municipality in Spain, Ayuntamiento de Alcobendas. In addition, 8 organisations were recognised as Prize Winners and 6 as Finalist for their outstanding performance. Congratulations to all of them!

Special Thank You for all the assessors and team leaders for their commitment and contribution, as well as the Jury members and the team at EFQM.

The EFQM Excellence Award Programme will continue evolving to embrace the participation of organisations around the globe. We would like to encourage organisations worldwide to experience this exciting journey.

Excellent Regards,


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Winners Overview Ayuntamiento de Alcobendas Award Winner Spain

Robert Bosch GmbH, Blaichach Plant Prize Winner Germany

Bradstow School Prize Winner England

Aéroports de Lyon Prize Winner France

City of Glasgow College Prize Winner United Kingdom

GC Europe N.V. Prize Winner Belgium

General Directorate of IETT Prize Winner Turkey

Glasgow Housing Association Prize Winner United Kingdom

Stavropol State Agrarian University Prize Winner Russia

ADHOLD Czech Republic, a.s. Finalist Czech Republic

Bosch Security Systems, S.A. Finalist Portugal

Coca-Cola İçecek Supply Chain Finalist Turkey

Hospital Universitario Infanta Elena Finalist Spain

Recupel vzw Finalist Belgium

Tarsus Belediyesi Finalist Turkey


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Ayuntamiento de Alcobendas Award Winner

The city of Alcobendas has a population of 113,919 and can be found in the north of Madrid. It ranks highly in quality of life and living standards and offers excellent urban facilities on par with the very best cities of Europe. Alcobendas City Council is the public body that manages and runs the city, comprising the City Council itself and three boards: The Municipal Sports Council, the Board for Society and Culture and the Social Welfare Board. In total, it has 1,322 civil servants.

Congratulations! You have won the EFQM Excellence Award! How does it feel? Alcobendas City Council is the first local government body in Europe to be handed over the EFQM Excellence Award. It illustrates our tireless commitment to quality and continuous improvement and confirms the excellence of the management model employed by Alcobendas City Council. Through passion and hard work, we have managed to make Alcobendas City Council a leading public institution in Spain and across Europe when it comes to quality management.

What does this mean to you and your city? Being one of the few organisations that have managed to secure Europe’s most prestigious accolade in relation to management quality is an achievement that fills us with pride and joy. This international recognition clearly shows that we are doing things right. We have been singled out for our excellent management and this is down to our local workforce and the residents of Alcobendas. We are extremely excited to be starting this new stage in life with improved exposure for Alcobendas on the international stage and new things to learn as we move further along the path to becoming a modern and transparent government body geared towards citizens. We gladly accept our new role as Ambassadors of European Excellence.


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How and when did this pursuit of excellence get started? We have been working tirelessly with the EFQM Excellence Model for many years now. Alcobendas City Council secured the European Seal of Excellence 400+ before reaching 500+ in 2005, having successfully renewed it since then. This shows that the city has a strong tradition in excellence, having spent more than ten years seeking the highest possible standards of quality.

Alcobendas, Actual city vs Ideal City An impressive 98% of residents feel fortunate to live in Alcobendas, a figure making it one of the leading cities in Spain and across Europe. Residents of Alcobendas are proud to belong to the city and score their satisfaction with living there at 8.1. The most highly valued aspects are apparently the relative ease of finding jobs, sports facilities and health services, efficient government services and public transport. (score 1-10)


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Why would you recommend the Model to other organisations and local councils? Using the EFQM Model as a benchmark allows for structured management and lets us set up an internal culture of excellence and a global vision to drive and stimulate continuous improvement. Applying the model generates value added on the path to better and improved processes. It also allows us to share knowledge and exchange experiences and good practices with other leading organisations when it comes to quality management. Therefore, working with a European Model is extremely satisfying for any organisation, whether public or private.

Residents with the Alcobendas card Alcobendas card. Combining personal identification, information and management services. The improvement reveals a steady shift towards the integrated use of different municipal services and facilities.

Alcobendas City Council Plaza Mayor, nº 1, 28100 Alcobendas, Spain

www.alcobendas.org

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Bradstow School

Prize Winner in Adding Value for Customers & Creating a Sustainable Future

What do you see as the success factor of your organisation? Ours is a unique organisation offering highly specialised education and care to key stakeholders who each have their own individual needs. It is vital for us to have a clear, shared vision that is young person-centred. For Bradstow to succeed, we rely upon excellent staff who have a passion to support the school and its young people; each of whom invest in the ethos or approach of Gentle Teaching at all times. We continue to strive to improve the environment for all our young people to help enrich their experiences at every opportunity. We believe there is a direct correlation between emotional wellbeing and personal development of our staff and outcomes of the children and young people in our care.

What have you learned through the Award Assessment process? As a school we embrace external opinions and seek the advice from experts in our field. We are always looking for ways to improve our processes. We have continued to work with the Excellence Model, which supports our management and improvement structures. The continued growth of the school and its development rests on the foundation of the EFQM Excellence Model. “Everybody learns at Bradstow – not just the children and young people. We are a learning community that is positive and purposeful. Our approach is proactive, individualised, holistic, collaborative and multi-disciplined.” [Sarah Dunn] If you had to start again with the EFQM model, what would you do differently? We would have initially educated all staff in a more systematic way, introducing the entire organisation to the Excellence Model; ensured every member of staff bought in to the model through a greater understanding of what it meant in relation to their job roles, and how they each play an integral part in ensuring continual improvement across the school.

Bradstow is a residential special school for children with severe intellectual disabilities and autism. Registered as a children’s home, it is situated by the sea in East Kent and maintained by the London Borough of Wandsworth. Many of our children and young people have associated communication difficulties and emotional/behavioural challenges associated with their disabilities and medical problems.


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Consequently, there could have been increased delegation of objectives and less of a top-down approach. However, we do note that, as a public funded organisation, we do have limited resources that must be offset against the day-to-day requirements of meeting our obligations to our key stakeholders. In turn, this limits our capacity to provide dedicated roles in supporting all objectives.

What has been the most important outcome for your school using the EFQM Excellence Model? The Excellence Model has provided the school with a structural framework to apply our strategic thinking and planning across all levels of the organisation from the Board of Governors down. It provides us with a methodology to which we can systematically apply measures and metrics to our operational activities whilst enabling to keep our young people (our customers) at the heart of everything we do. Through having clearly defined ways to measure our performance we are able to set ourselves targets that are stretching whilst remaining realistic and having the ability to assess the impact of our strategic decisions that help us to shape our future objectives.

It became clear to the leadership of the school that a more creative and flexible approach was required to both sustain the school into the future and to effectively plan the education and care of individual young people who may require extended residential care, short term breaks and day provision. The graph demonstrates how, by becoming registered as a children’s home, we have created sustainable year round provision from within our annual cohort through being. This registration, a legal requirement, enabled our Extended Provision to be fully implemented. Rated as ‘outstanding’ our extended provision is a key strength.

Bradstow School 34 Dumpton Park Drive, Broadstairs, Kent, CT10 1BY, United Kingdom

www.bradstow.wandsworth.sch.uk [email protected]

0102030405060

Diverse range of provision and growth in 52 week placements

38 Week 52 Week Day


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Robert Bosch GmbH,

Blaichach/Immenstadt Plant Prize Winner in Sustaining Outstanding Results &

Creating a Sustainable Future

The Bosch Group is a leading global supplier of technology and services. The company employs roughly 375,000 associates worldwide, and generated sales of 71 billion euros in 2015. With a workforce of about 3,300 people, the Bosch Blaichach/Immenstadt plant is the biggest industrial employer in the Allgäu region and manufactures mainly electronic brake control systems (ABS and ESP®), injection components and sensors for powertrain technology. You won two prizes this year; what does this achievement mean to you? To win two prices in the 2016 award process makes us very proud. The recognitions for ‘Sustaining Outstanding Results’ and ‘Creating a Sustainable Future’ reflect our continuous improvement aligned with our strategy and the feedbacks from previous assessments. Our future-proof strategy “WE at BhP” is widely accepted by our stakeholders and is brought to life day by day by our associates. The prizes also show, that we took effective measures in the change process we went through from 2012 to 2015, resulting in outstanding business results - not only in Blaichach/Immenstadt but also in the entire International Production Network for which BhP is responsible as a Lead Plant.

What is the one thing you are exceptional in? Significant to our plant is the innovative spirit & improvement culture. “Just do it” is not only a saying but a real mindset for us. This is reflected in a wide and deep technology know how: Our “all under one roof” concept enables us to manage the whole product life cycle and a robust innovation process, thus contributing to achieve our strategic targets and by that to secure the future of the plant. Another piece of our innovation efforts is our Industrie 4.0 approach that is “so far a role model not only within the Bosch Group”, as our assessor team put it in the feedback report. And by the way: we’re one of the first companies/plants with a successful implementation of Industrie 4.0 with measurable results.

Corporate Video

http://bit.ly/1lz0bkf


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You already have experiences with the Award Assessment Process from the year 2015. Why would you recommend applying for the EFQM Excellence Award? In this year’s EFQM Excellence Award we again experienced a highly competent assessor team. Their ‘outside-in’ perspective on our activities and their valuable feedback are vital for us as input to further improvement, strengthening our position towards our stakeholders. In addition to the assessment process, we utilise the good practice visits we hosted in 2015 and 2016 to share our knowledge and get feedback from the EFQM community members. What does the future look like for Robert Bosch GmbH plant in Blaichach? At the moment, WE at BhP are looking into a bright future: our production capacities continue to be intensively utilised and our innovation pipeline is very well filled with new products. The good prospects also lead to an increase in employee numbers. A main enabler for future business success is our capability to

deeply analyse the data we generate with our Industrie 4.0 approaches. We’ll further enhance the capability of our assembly lines and their software to use the complex data for forward-looking process improvement, anticipation of breakdowns and proactive operator support. WE at BhP have come a long way but we are not yet “there” - we’ll keep on going with our “just do it” attitude.

The successful change process 2012-2015 including the new strategy in 2013, visible improvements in competitiveness (new products) and extensive communication lead to the significantly improved results in our 2015 associate survey, showing an even higher level than the good results in 2012.

Bosch Blaichach/Immenstadt has significantly improved the productivity. The strong cooperation of our manufacturing experts, machinery and process engineers and the extensive use of data generated with our Industrie 4.0 approaches enabled this positive result in our plant and the entire international production network (IPN) where we are in the lead.

Robert Bosch GmbH, Blaichach/Immenstadt Plant Robert-Bosch-Str. 1, 87509 Immenstadt, Germany

www.bosch.de +49 (8323) 20-0


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Aéroports de Lyon

Prize Winner in Managing with Agility

Aéroports de Lyon, a limited-liability company, operates 2 platforms: Lyon-Saint Exupery, a multimodal platform for commercial aviation, and Lyon-Bron for business aviation. ADL with less than 500 people animate an ecosystem of 5,500 employees representing 220 companies and has developed expertise and assistance services with ADLMS SAS, a subsidiary in foreign airports and CargoPort-Freight. Lyon-Saint Exupery Airport handles nearly 9 million passengers a year in the 2nd economic region in France. With terminal 2 mainly operated by Air France KLM/Skyteam and a new terminal 1 offering 70,000 square meters dedicated to the low-cost segment and international routes, we will be able to handle more than 15 million passengers. 900 hectares of land availability for development, a high –speed multi modal train station, Lyon-Saint Exupery has an ambition: to become the 2nd largest airport gateway.

What does winning the prize for Managing with Agility means to you? We operate in such a changing environment (security constrain, standards, large spectral customer needs) that being agile is necessary at the platform and at the ecosystem level, where Aéroports de Lyon has to be a role model, a leader face to 220 company working with us. That’s why this Prize makes us feel very honoured and very proud.

Even if the market is growing, the competition between airports is stronger and stronger, air transport regulations are more and more demanding and obviously passengers have more and more expectations, just like all of our main stakeholders. The starting point of our change and agile management is the clear and focused strategy management process, made in a participative and transverse way with managers and people, regularly translated in projects and actions. Expected key results are regularly monitored through solid reviewing analysis and fact-based process. Finally, this Prize recognises our challenge, still in movement to the next step.


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It is the 1st time that you are in the Award Assessment Process; what have you learned from this process? First of all, we want to mention that this is a unique and unforgettable human professional experience. From the early preparation time with the recommendations of EU colleagues and experts, the writing of the Management Document that concentrates all our intangible capital and results, the site visit preparation with the Lead Assessor, preparation for which we focused on training and story-telling, team spirit and …English, to the site visit itself with 5 professional assessors in front of more than 100 people proud to be interviewed “among 500 airport addict”. We were always in cooperation, cross support, and it’s still here! The very good feedback report will allow us to go further in the European airport competition. It’s hard but a great job!

What has been your main motivation to use the EFQM Excellence Model? We use the Model since ten years now. At the beginning, we adopted it because we launched our 1st solid 5 year-strategic plan, a very balanced strategy according to our main stakeholders. The EFQM Model offered us an efficient framework to deploy it. Meanwhile, we have improved the progress plan based on the ISO programme and thanks to the certification approaches. Since 2010 we naturally and progressively based our management system on holistic EFQM approach, which has one main aim: deploy and monitor our strategy goal in a human framework based on “wellbeing at work”.

Perception of passenger experience(pts)

In a context of global traffic growth worldwide and in France (+2,8% in 2015), Aéroports de Lyon has maintained pace with other airports while reducing its dependency on the Air France group, the aiports’ historical operator. These diversification efforts have enabled Aéroports de Lyon to achieve excellet financial ratios. Traffic (Passengers)

AÉROPORTS de LYON B.P. 113, 69125 Lyon-Saint Exupéry Aéroport, France

www.lyonaeroports.com [email protected] Tél. : 33 (0)4 26 007 007 Tél. : 0 826 800 826

0

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2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Global LYS NCE MRSTLS Objectif


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City of Glasgow College

Prize Winner in Sustaining Outstanding Results

City of Glasgow College is Scotland’s newest and largest college and one of the biggest professional and technical college campuses anywhere in Europe. With 29,000 students, 1200 staff and a portfolio of 2500 courses that cover a huge variety of subjects, its new £228million (€273) twin-site super-campus has technologically advanced industry standard facilities and heralds a new era in tertiary education.

Congratulations, you won the Prize in Sustaining Outstanding Results! What is it that you do that makes you special? City of Glasgow College has a structured approach to the implementation of its bold strategy to meet regional, national and international educational and skill needs. We involve all of our leaders in the development and deployment of our strategy to realise our aim of ‘Let Learning Flourish’ through ‘Inspiration→ Excellence→ Innovation’. We communicate relentlessly to ensure that all our people and stakeholders are crystal clear about our performance priorities and we use a customised Dashboard system. We are also very clear on the indicators that have a direct impact on our strategy and we understand their cause and effect relationships. Our key business outcomes have a positive trend over a sustained period of time and compare very favourably with European/global benchmarking.

What have been the highlights on your journey towards excellence? We were delighted to gain 5 Star Recognised for Excellence status in 2015 and then become an Excellence Prize Winner in 2016. The Awards reflect the commitment and ambition of our people who never stand still in their drive towards excellence.

The journey is an on-going highlight in our commitment to Inspiration, Excellence and Innovation across our college’s learning and teaching and for the 29,000 students we currently serve. The Model unites our college by challenging us to continually ask how we can improve our service to those in further, higher or degree study. A particular highlight has been working closely with staff to develop a structured clear customer focus, ensuring needs are met at each of the key ‘touch points’ within the college.

Why would you recommend using the Model to other organisations, especially education institutes? The EFQM Excellence Model has given us an unique strategic framework which encourages staff, students and stakeholders to collaborate and innovate to reach our shared purpose – to Let Learning Flourish. We have consistently implemented the Model for the past 7 years since our college merger, as we work together to deliver a world class learning experience for our students and wider stakeholders. It is critically important that we are measured against Europe’s top performers and judged accordingly.


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Comparing ourselves to the best in the world has definitely raised our game and provides us with an objective view to further improve. We would highly recommend the Model to all EU educational institutes (public or private) wishing to secure relevance and value in the ever increasing global community.

What have been the biggest changes since the implementation of the EFQM Excellence Model? Our strategy concentrates on delivering high quality education internationally and at home. The Excellence Model complements this and further focuses our efforts as we strive for excellence. Our vision has become ‘Our Way’ to show how central excellence is to achieving our Purpose of ‘Let Learning Flourish’ through ‘Inspiration→Excellence→Innovation’. The use of the Model has helped us to benchmark ourselves and compete effectively on a global stage. A fundamental change has been the adoption of the RADAR logic management tool as we determine which approaches have made the most impact. Integrating the Model has helped us to continually ask the most pertinent questions about our college during a time of major change in the UK economy.

Our students are central to everything we do. To provide sustained levels of satisfaction we need to have real and meaningful engagement with them. The graph above is an indicator of our consistently high student satisfaction rates achieved during the implementation of the Model. Our people are enthusiastic, professional and aligned with our purpose and our way with a shared culture to ensure our students ‘Get a Job, Keep a Job, Get a Better Job’.

City of Glasgow College City Campus, 190 Cathedral Street, Glasgow, G4 0RF, Scotland, United Kingdom

www.cityofglasgowcollege.ac.uk [email protected]


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GC Europe N.V. Belgium

Prize Winner in Leading with Vision, Inspiration and Integrity

You won the Prize for Leading with Vision, Inspiration and Integrity; how do you feel about winning this Prize? A tiny laboratory set up in Tokyo, Japan, 95 years ago, became a world’s leading dental company, which contributes to people’s oral health all over the world. The passionate devotion and strenuous efforts over the past 95 years lead to this successful growth. It is our belief that the secret of our success lies in our corporate culture – a culture that links people to the company’s system and allows everyone to grow and prosper together. Winning the Leading with Vision, Inspiration and Integrity Prize in the year we are celebrating our 95th anniversary means a lot to all associates of GC Europe because it is the proof that GC/GCE leaders have always been shaping the future and have been role models in TQM realisation.

What has been the mayor benefit for your organisation using the EFQM Excellence Model? From the start in 1972, GC Europe has shown continuous growth, consistently faster than the average growth of the dental market. However, we have also always been aware that a number of our strengths’ have not been visible enough. The EFQM Excellence Model has helped us to actively implement further improvements identified in various assessments and has helped us to dig out our unique strengths and make them visible to ourselves and to the outside world. We believe that the EEA Prize will help us in being seen as a role model for other companies and organisations and will have a significant impact on GC Europe’s reputation and brand in the world of dental professionals and as such support further growth.

GC has been known for more than 95 years among dental professionals for consistently high product quality, ease of handling and the highest standard of customer service. At the GC Europe headquarters in Leuven, Belgium, we produce, fill, package and deliver our products which are distributed by our dealers across the EMEA region. Our Leuven operations also support the activities of our 12 regional branches.


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If you had to start again with the EFQM Model, what would you do differently? Since we have embarked on the EFQM journey for Business Excellence in 2005, we have achieved a number of important recognitions. Since the beginning we perform annual assessments in alignment with the EFQM Model, alternating between self-assessments and assessments by EFQM assessors. This approach has helped us in systematically reviewing all processes, starting with the critical ones. Step-by-step we redesigned them using an assessment and design tool that combines EFQM and re-engineering elements. Our overall performance and the fact that we constantly keep out-performing the market mean that we are on the right track. We strongly believe that being part of the EFQM network has played an important role in that and we would not do it differently if we had to start again.

What does the future look like for GC Europe N.V.? Historically, GC’s strength has been based on certain traditional material for dentists and technicians. In more recent time, GC Europe has gained an excellent reputation for its composites and ceramics. With the Minimum Intervention concept, GC has entered the market for diagnosis, prevention and restorative treatments with a strong focus on the replacement of amalgam. Through recent M&A’s, GC started to operate in the markets for fibre-reinforced products and digital dentistry. In the near future products and treatment concept for an aging society based on the principles of MI will be introduced. With regards to future business scenarios we will need to create the answers to deal with practices that are combining purchasing power, to deal with the growing impact of corporate dentistry and to react to major mergers of our competitors.

GC Europe N.V. Researchpark Haasrode-Leuven 1240, Interleuvenlaan 33,3001 Leuven, Belgium

www.gceurope.com [email protected]

Over the years GC Europe has built close relationships with our preferred dental dealers. Customer satisfaction has been measured by an annual customer survey since 2007 exceeding benchmark level consistently for product quality, ease of business, expertise know-how and responsiveness. The increase in scoring demonstrates our constant attention to our customer needs (Semui), making GC Europe the preferred manufacturer of key distributors in the dental industry.

Between 2006 and 2014 GC Europe improved its market position in the relevant markets from No. 5 to No. 2, by growing faster than the overall dental market, by winning market share and by continuously increasing sales volumes. The outstanding trend of the GCE’s market performance, sustained over the years, is the result of our commitment to excellence, which allows us to constantly exceed customers’ expectations.


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General Directorate of IETT

Prize Winner in Adding Value for Customers Istanbul Electricity Tramway and Tunnel (IETT) Enterprises General Directorate is a public institution operating under İstanbul Metropolitan Municipality (IMM) and offers urban public transport services within the city boundaries. IETT, serving to the people at every point of city with more than 12.241 stops, carries everyday 3.7 million passengers on the 729 bus line with 2.736 its own buses and 3.225 private buses. IETT

provides public transport services on the bus lines along the spine of the city 24 hours with 469 metrobus operating with 10 maintenance depots, 5 parking garages and 1 engine overhaul plant. You won the prize for Adding Value to Customers; What is it that you do that makes you so special? We developed a vision and strategy with a strong focus on customers to create added value and to meet the customer’s needs, even “the uncovered ones” with sound approaches. Interactive passenger information system where our customers access necessary information via web and mobile devices and the customer perception meetings where our passengers express their expectations are only two examples of many integrated approaches. We provide tools and resources to increase the customer orientation awareness of our personnel. One innovative good practice that we introduce within this context is the “Empathy Week”. Once every quarter, employees of IETT, including all management team up to the GM, are invited to use public transportation services and collect impressions, experiences and improvement opportunities from customers’ point of view. Additionally, directors and managers get in direct contact with bus drivers to understand problems and challenges they are facing during their work, showing interest and care and thus increasing their people’s satisfaction.

The collected ideas are processed through committees, workshops and working groups to come up with innovative customer satisfaction solutions.

Another good practice is “SQAM – Service Quality Assessment Model”. SQAM was introduced in order to ensure our operations to be in line with our eight value propositions we promise to offer our customers.

Open and confidential audits are performed in the framework of SQAM to anticipate and identify improvements to enhance the product and service portfolio.


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While determining SQAM criteria, Service Quality Standards of Public Transportation in Europe (EN 13816) have been taken as the basis. All the touchpoints of passengers such as buses, metrobuses, stops, electronic ticket offices, social media, web site, etc. are within the scope of SQAM. (See Figure1).

from our customers and other stakeholders to develop feasible innovations for our services. Thanks to approaches that we developed after using the Model, our latest customer perception score indicates 16,2% raise compared to 2012, the year when we adopted EFQM Excellence Model. (See Figure 2).

Figure 2. Customer Satisfaction Rate (%)

Why would you recommend using the Model to other organisations? We believe that other organisations will also gain benefit from the factors that appeal us to use the Model. Firstly, the Model criteria that covers all functions, all hierarchical levels and all stakeholders of a company, allow 360 degrees evaluation for an organisation. Secondly, adopting RADAR, the heart of the Model, as a management tool, caused our people to gain a depth perspective of “continuous improvement” understanding. RADAR, that is a structured tool to evaluate the performance of key results and the approaches which are implemented in order to reach those key results, encourage us to find out the improvement opportunities in our management system. Briefly, we recommend using the Model to all organisations wishing to eliminate the risk of complacency.

Figure 1. Service Quality Assessment Model Score (SQAM)

How has using the Model impacted your customer results? Although we previously implement certain methods for customer satisfaction, the model let us to recognise the links between customer results and the related approaches. We revised our customer satisfaction survey in order to understand our success level in implementing our value propositions that we clarified after the first self-assessment in 2012. We also introduced our Marketing Plan as an action of the next EFQM assessment following a benchmarking study within IBBG, International Bus Benchmarking Group. Innovation management was another topic which we designed after it was determined as an improvement opportunity at one of the previous self-assessments. We introduced various communication channels, one of which is the innovation website, to gather complaints, problems, suggestions and inputs

General Directorate of IETT Şahkulu Mah. Erkan-ı Harp Sok. No: 2 Tünel 34420 Beyoğlu /Istanbul, Turkey

www.iett.gov.tr [email protected]


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Glasgow Housing Association

Prize Winner in Developing Organisational Capabilities

At GHA, Scotland’s biggest social landlord, our mission is ‘Better Homes, Better Lives, a Better Glasgow.’ We provide 41,500 quality, affordable homes to rent and are currently building hundreds more new homes in our communities. We also work hard, with our partners, to support tenants and their families to get the most out of their lives. That includes creating jobs and training opportunities and supporting, in a range of ways, our most vulnerable customers.

You won the Prize for Developing Organisational Capabilities; what is it that makes you so special? GHA has been on an eight-year journey to excellence, transforming ourselves from a failing organisation to one that is setting the bar in our sector and beyond. We’ve focused hard on meeting and exceeding the expectations of all our stakeholders. This has been achieved through innovative partnerships that allow us to do more for our customers and communities, putting in place platforms that have enabled growth and a positive Think Yes culture that means anything is possible. We’re proud of what we’ve achieved through our people and leadership, with GHA now recognised as one of the best housing providers in Scotland.

Why have you initially decided to use the EFQM Excellence model? Our Mission is “Better Lives, Better Homes, a Better Glasgow.” To achieve this, GHA continually strives to improve and demonstrate excellence. The EFQM Excellence Model is a fantastic way of learning from the best organisations across Europe, allowing us to benchmark and assess our own progress. We find that gaining external recognition for our hard work instils great pride in our people, confidence across the organisation and assurance for our stakeholders with which to create more opportunities to do more.

What advice would you give to organisations that want to use the Excellence Model? The EFQM Excellence Model is really useful approach to taking a holistic view across your business and prioritising improvement activities that will add the most value. It is superior to many frameworks by being a continuous improvement tool, so that there is never an end to your journey to excellence. In particular, it is a great opportunity for leaders in your organisation to learn across sectors in a way that


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can be easily translated for your own use. It is vital that at every part of your journey, leaders are genuinely committed to this journey to excellence and in GHA we have been fortunate to have leaders with energy, commitment and vision.

What will be your focus in the future? We continue to strive for excellence in everything we do. As the largest housing provider within Wheatley Group, GHA has an unrivalled ability in our sector to draw on expertise from Scotland and beyond. This will allow us to build more new homes than ever before, transform our operating model to drive efficiency even as we take our customer service to the next level and continue to deliver the best business performance in Scottish Housing. Using EFQM has been an invaluable tool in meeting our ambitions and we will continue to use this approach to identify best practice and driving further innovations with which to improve the lives of our customers and the communities we serve.

Our customer results are aligned with our Customer Excellence Strategy from our 2013-16 strategic statements and are now being updated to reflect the GHA five-year strategy. Our customers are our most important stakeholder and we use their perception of us to shape all aspects of our services.

Glasgow Housing Association Wheatley House, 25 Cochrane Street, G1 1HL Glasgow, United Kingdom

www.gha.org.uk

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Stavropol State Agrarian University

Prize Winner in Developing Organisational Capabilities

What can other organizations learn from the Stavropol State Agrarian University? The SSAU is an example of leading Russian agrarian university developing its competitive performance through implementation of a social partnership model “agrarian university - agro-enterprise – local population” by:

Creation of information and education environment for agrarian education in southern Russia through Stavropol interregional industry expertise resource centre at the SSAU. It unites 28 agrarian colleges and 163 profitable agro-enterprises of the southern Russia and implements staff training programmes for educational institutions, workshops for exchange of best practices in education and appraises new agriculture apprenticeship programmes;

Extension of social and occupational contacts with agro-enterprises by introducing innovations developed by the scientists from the SSAU to enterprise activity and in-service education for enterprise employees;

Execution of projects for local population. The SSAU implements ecological projects,

programmess increasing computer competence and financial awareness for rural dwellers, teaching school-aged children basics of engineering art, and promoting socialisation of orphans with disabilities.

Why does the SSAU apply EFQM Excellence Model? EFQM Excellence Model brings a number of advantages for the SSAU, for example the possibility of self-assessment by a wide range of criteria and determining the strong and weak points depending on the goals of the University; constructive feedback from independent experts on the quality of company performance and ways for its improvement; opportunities for building up harmonious relations with consumers and stakeholders based on analyses of their expectations and external environment (industrial, economic, social, cultural, etc.); fundamental concepts and EFQM Excellence Model cover the whole University, not only some of its departments. That is a reason why they promote complete and balanced management system.

The Stavropol State Agrarian University (founded in 1930), the Russia’s leading centre for education, science and culture, educational, research and consulting and methodological activity, is a state institution of the higher professional education, which is located in the South of Russia, Stavropol. The University structure includes 9 faculties where 15 500 people get training. The staff includes 1308 people. 91,3% of the teaching staff has academic titles. The average age of employees is 39 years. The University has partners from 66 countries, 136 strategic partners. It is the member of the Magna Charta of universities.


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What challenges has the SSAU faced on its way to Excellence and how has the SSAU overcome them? Following the course of Excellence the Stavropol SAU has run against and overcome a number of difficulties, such as:

the necessity for involvement of different types of customers (of various nationalities, social standing, level of knowledge and aspirations, reasons for studying, professional experience, or lack thereof, etc.) into joint productive activity. That consequently leads to a need for building a well-trained team-oriented collective body of the university with strong leadership skills, and willingness to constant professional and personal growth, in order to provide high-quality services that the SSAU renders to its customers;

low awareness of enterprises and organisations in southern Russian on EFQM Excellence Model and impossibility to cooperate based on common standards and quality values.

Consequently, the SSAU employees disseminate key messages of fundamental EFQM concepts, best practices of successful organisations applying Excellence Model as a base for improvement of educational institutions, agricultural enterprises and Stavropol authorities’ performance.

What does the future of the Stavropol SAU look like? The Stavropol State Agrarian University has set the following strategic initiatives for the period up to 2018:

becoming a “national research agrarian university” for better integration of research results into social and economic development of Russian regions;

development of continuous education that includes various programmes and modes of study for different types of consumers;

regeneration of corporate culture of SSAU according to such values as quality, ethics, expertise and creativity.

Among the approaches that ensure the achievement of results described in the graphs are: Competitive analysis of the University staff and employers survey data on perfect competency profile of graduates, offer of «education +» service package, tutorial workshops for pedagogical excellence in all departments, amiable administration, support for initiative and annual staff surveys and managerial decisions made following on from the survey results.

Federal State Budgetary Educational Institution of Higher Education «Stavropol State Agrarian University» Zootechnicheskiy Lane, 12, Stavropol, 355017 Russian Federation

www.stgau.ru [email protected]

90

95

100

2011 2012 2013 2014 2015

Employers' positive perception of degrees gained from the SSAU (%)

SSAU Target SSAU

859095

100

2011 2012 2013 2014 2015

Satisfaction of SSAU Staff with corporate culture (%)

SSAU Target SSAU


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ALBERT, Registered as AHOLD Czech Republic, a.s.

Finalist

Ahold Czech Republic is one of the largest food retailers in the Czech Republic, running more than 300 supermarkets and hypermarkets under strong and trusted consumer brand Albert. In the Czech market the Company celebrates 25 years this year and over this period of time it has made significant investments and achieved leading position. Ahold is one of the largest private employers in the country with 17 thousand employees. Every week, Albert stores serve millions of Czech customers with wide range of fresh products mainly from suppliers of domestic origin. Ahold is committed to being a responsible retailer. Albert Foundation supports social area and education of socially challenged kids. We also support the health and well-being of our customers, associates and local communities, source our products responsibly and care for the environment. What have been the highlights on your journey towards excellence? Firstly, we will like to mention that working towards excellence is like a drug, you become dependent. The better we have become, the better we want to be - it simply never ends. Our ambition is to deliver the Best store in every town where we operate. For this we make three promises that we strive after every day; a better place to shop for our customers, a better place to work for our employees and a better neighbour in the area we operate in. Since 2010 we work with the EFQM Model which generated strong feedback in our continuous improvement journey. Our key strategic milestones:

The completion of our FIX journey in 2013, through this we have brought Albert back to profitability.

The completion of the acquisition and integration of local competitor Spar in 2015, through which we overnight brought Albert back to the proper scale.

Our focus on Best in Town programme.

What have you learned through the Award Assessment process? The award assessment process was a great experience for us. We felt a lot of energy, pride and enthusiasm throughout our organisation. The team was eager to share their content with the assessment team and felt this really as a good opportunity to make our company stronger. It was an eye opener for the team to experience that even though the individual assessors were from complete different backgrounds, that there was common language and understanding when deep diving into the specific content of our processes. The effort the assessment team put into this assignment has been impressive, a massive amount of work was pushed through in a relatively short time frame. The assessment report gives us the confirmation that our Albert strategy is comprehensive and understandable even for outsiders that had limited time to investigate our company. Key


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learning from the report is that our effectiveness could further improve - we now get the full pay out on our investments. Here is the room for us to accelerate.

How has using the Model impacted your customer results? Can you give an example? Our major learning is that final success is in fact a puzzle, where each specific element has its impact on the total picture, some small, some big, all relevant. This is how the EFQM Model works in practice. We recognise that the lowest scoring areas in our EFQM assessment are really our biggest areas of improvement. Being relevant to our customer means that in this highly competitive field we need to have clear differentiators, for us this is our fresh assortment. In our market the offer of fresh products from suppliers of Czech domestic origin is a crucial demand. Our customers are highly appreciating our extended offers in this field. Albert´s offer of fresh bakery products from over 50 local and regional bakers can serve as a strong example. A similar approach we have towards our fruit and vegetables offer, and the best practices we created here, we now apply to other categories, like meat.

What advice would you give to an organisation that wants to use the EFQM Excellence Model? Changing a culture and managerial style of an organisation is not an easy task, but on the other hand every sound organisation has a vision to become successful. When starting to work with the EFQM Model in 2010, our initial focus was on leveraging our successes, following this we mapped our full organisation on the EFQM Model and identified our gaps. These were then mitigated to leverage on the full potential of the Model. This was not a goal in itself for the team, as delivering on our promises prevails. the good thing is that it was not easy to convince the team that these activities in fact go hand in hand and in fact create even synergies.

AHOLD Czech Republic, a.s. Radlická 117 158 00 Praha, Czech Republic

www.albert.cz [email protected]


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Bosch Security Systems, S.A. – Ovar

Finalist Bosch Security Systems, S. A. is an electronic manufacturing service provider for high complexity and ranging a high diversity of products. It is the main European manufacturing plant for the Bosch Security Systems division, part of Bosch Group. The product portfolio includes a wide range of video surveillance cameras, conference and congress systems, fire detection systems, electronic modules and control units for diverse applications (e. g. Thermotechnology and Power Tools). It is located in Ovar, north of

Portugal, and has a workforce of around 450 people.

Why did you initially choose to use the EFQM Excellence Model? The EFQM Excellence Model has been used by our organisation for many years. It was embraced with the conviction that it will bring the organisation to the next level of maturity and competitiveness. We understand that constant improvement and organisation development must be part of our daily business. Adopting a model that creates the challenge of seeking for excellence was the background for our decision.

What do you see as the key success factor of your organisation? Our Mission is “We are excellent in getting things done”. Under this statement we put in practice the constant search for doing better, every day, systematically. The continuous improvement mindset is our way of acting, is part of our culture. Our people are the key for our success. With their competence, involvement and enthusiasm we are able to achieve an excellent operational performance (quality, delivery and cost) and create value for our customers. Having a direction, a clear and well understood Vision and a strategy for sustained growth – diversifying the product portfolio and becoming

a solutions provider to our customers – is also key for success. A strong leadership drives the change towards our Vision.

What have been the highlights on your journey towards excellence? It has been a long journey since we started using the EFQM Excellence Model. Being a Bosch non-automotive plant, several steps were taken which contributed to our operational excellence – e. g. introduction of Bosch Production System (BPS), in 2003, and Six Sigma, in 2005; implementation of the Continuous Improvement Program (CIP), in 2008, and the Value Stream organisation in 2012. As a recognition of the effectiveness of our efforts, in 2014 we were selected as a benchmark plant for the Bosch BPS European Benchmark Tour. Our results couldn’t have been achieved without the right competences. Today, we are the competence centre for printed circuit board assembly and optical block assembly within the Bosch Security Systems division. Our Vision 2020 has set the direction of sustained growth by diversification of the product portfolio. We have today a much wider range of products and


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interact with development centres all over the world. Corporate Social Responsibility is embedded in our Vision. Our CSR framework gives direction for our objectives and actions towards society.

What does the future look like for Bosch Security Systems, S.A.? Our Vision 2020 statement summarises it all: “We are a reference organisation in electronic competitive high quality solutions, promoting a sustainable growth and a culture of Excellence, being the preferred partner of our customers”. As part of our strategy, which is in place already for some years, our growth will proceed, based on a diversification of the business areas/product portfolio. Until 2020 turnover is expected to grow at the same pace it did from 2013 to 2016. Our competences will progress to provide further services to our customers and technological capabilities. The pursuit of excellence and constant improvement will continue to guide our actions.

As part of our customer focused growth strategy, supported in a diversification of business areas, the number of customer business units raised from 3 in 2012 to 8 in 2015. As a consequence, the turnover has been sustainably increasing over the years, with a prediction of further growth for the future.

Bosch Security Systems, S.A. E.N. 109, Zona Industrial de Ovar, 3880-728 Ovar, Portugal

www.boschsecurity.com www.bosch.pt [email protected]

50.0

60.0

70.0

80.0

90.0

100.0

2013 2014 2015 2016 (Forecast)

TNS

in M

€

Total Net Sales


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Coca-Cola İçecek, Supply Chain

Finalist

Coca-Cola İçecek (CCI) is the fifth-largest bottler in the Coca-Cola system in terms of sales volume. CCI produces, distributes and sells sparkling and still beverages of The Coca-Cola Company (TCCC) across Turkey, Pakistan, Kazakhstan, Azerbaijan, Kyrgyzstan, Turkmenistan, Jordan, Iraq, Syria and Tajikistan. CCI employs over 10,000 people and has a total of 25 plants, offering a wide range of beverages to a consumer base of 380 million people. In addition to sparkling beverages, the product portfolio includes juice, water, sports and energy drinks, tea and iced teas. How did you start your journey towards excellence? CCI Turkey has 8 plants and produces high quality sparkling & still beverages, water and natural mineral water with high technology. CCI’s Supply Chain department in Turkey shares its experience and know-how with Coca-Cola operations in other countries and serves as a role model for operational excellence projects. Our business excellence process is based on the EFQM Model along with some other fundamental elements.

It combines the Coca-Cola Quality System, ISO 9001, ISO 14001, FSSC 22000, OHSAS 18000, ISO 50001 together with Lean 6 sigma and MEX, which is our Operational Excellence approach. We implement all these standards and approaches in our day-to-day operations through our business plans and strategy. We are committed to excellence in all of our processes, from production to consumer services.


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What is the one thing other organisations can learn from you? We have strong leadership in our company. Our leaders do not only transmit our mission, vision and ethical principles, they also lead by example, living and leading according to our values. They encourage people to find opportunities for having and performing the best. We are sharing our experience with many other Coca-Cola operations across the world, leading projects together with our great team.

Why did you decide to apply for the EFQM Excellence Award as a Supply Chain division? CCI Turkey’s Supply Chain organisation consists of 9 plants and a Supply Chain Function which includes purchasing, logistics, planning and customer services. Their experience, knowledge and success in implementing the Excellence Model already brought our plants many recognitions. Starting from 2009, with the 4 star recognition of our Bursa plant, all our plants have achieved high levels of excellence within the past years.

Our Ankara plant won the EFQM Prize in the “Sustainable Future” category in 2012. Bursa Plant won the EFQM Prize in the “Developing Organisational Capability” category in 2015. All the other plants have a minimum of 5 star recognition and/or a National Quality Award based on the EFQM Model. As individual plants, we have proven that there is a high level of excellence culture in CCI. All of these achievements have encouraged CCI Turkey Supply Chain to apply for the Excellence Award to be recognised as a whole team.

What have been the biggest changes since the implementation of the EFQM Excellence Model? We are committed to excellence in all our processes that span from production to consumer services. Creating a culture of Operational Excellence to support continuous improvement of our business process and systems is one of the main goals of CCI’s 2025 vision.

The EFQM Model helped CCI Turkey Supply Chain achieve better results by providing a framework to integrate stakeholder feedback into our business processes. Focusing on the expectations of all stakeholders and systematically benchmarking our performance with other organisations helped us to improve our business continuously. Our processes are leaner and more efficient. This has led to improved results with high productivity and efficiency numbers, as well as superior product quality. CCI Turkey plants have some of the best environmental performances in water, energy and waste categories within the global Coca-Cola system. We benefit from the EFQM Excellence Model in this regard and we are currently working on establishing this model in all of our operations in Turkey.

Coca-Cola İçecek A.Ş. OSB Mah. Deniz Feneri Sk. No:4 Dudullu - Ümraniye 34776 Istanbul, Turkey

www.cci.com.tr


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Hospital Universitario Infanta Elena

Finalist

Hospital Universitario Infanta Elena (HUIE) is a privately managed hospital belonging to the network of public hospitals of the Madrid region. HUIE belongs to Quirónsalud Group, a leading private healthcare group in Spain. Its area of direct influence comprises 4 municipalities with around 113,000 inhabitants. The hospital features 136 inpatient beds, 8 individual ICU stations and eight neonatal stations, 8 ORs, .an endoscopy unit with three endoscopy suites, an obstetrics block with two pre-delivery rooms, 4 delivery rooms, 88 outpatient examination and consultation rooms, and 17 day-stay stations for adult patients. Why did you initially choose to use the EFQM Excellence Model? We started to implement the EFQM Excellence Model in 2013 for several reasons. Our hospital’s strategy has been focused on excellence since it first opened. Rather than improvising, we wanted a methodology and a system to reach this goal. The EFQM Model has been a tool and a point of reference for continuous improvement. Organisations need a defined method to identify their strengths and areas for improvement within the company’s core areas of management. Once these items have been pinpointed, the lessons learned help us work continuously toward excellence. The EFQM Model helps organisations to develop further and is a path towards excellence. In addition, the EFQM is the Model used by health authorities in the Madrid region and the one they recommend.

What has been the most significant way the model has helped the Hospital Universitario Infanta Elena? We believe the primary benefit of applying the EFQM Model throughout the organisation has been the motivation it has brought to our management team, encouraging our leaders to think strategically and to develop sustainable and competitive advantages. This motivation has been deployed by the management team in cascade to all staff members. A change of thinking has been seen in the entire organisation to ensure continuous learning and consistent further improvements. The efficiency of all clinical and support processes is measured regularly, looking for new improvement opportunities in a systematic way.


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Our results have demonstrated that this is the right approach for us. This allows us to measure objectively the excellence of what we do every day. What is the one thing you are outstanding in? Rather than just one thing, we wish to mention a few:

Innovation through new technologies. This comes from our firm conviction that technology is the way toward transforming the healthcare system, making it more efficient and sustainable. In addition, tech-based innovation improves care quality and patient satisfaction, helping us cater to patients’ current needs. We are pioneers within our industry in terms of implementing different processes based on technology, such as the Patient Portal, e-health services, elderly residences portal, and the like.

Most of our strategy lines are characterised by a clear focus on the patient, and this can be seen in such projects as Care & Caring, IT systems, innovative tools for measuring patient satisfaction (e.g., NPS, focus groups), and the call centre. This strategy has helped us achieve excellent results and maintain these results over time. The satisfaction surveys and the activity-weighted rate of complaints received are clear examples of this.

Hospital Universitario Infanta Elena Avda. Reyes Católicos, 21 – 28342 Valdemoro, Spain

www.hospitalinfantaelena.es


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Recupel

Finalist The non-profit organisation Recupel ensures that discarded electr(on)ic appliances are collected and processed in a sustainable and cost-effective way. Recupel was created in 2001 by and for producers and importers of electr(on)ic material in Belgium. In 2015, Belgium collected and processed almost 10kg/habitant of e-waste, which makes it one of the best performing countries in terms of electro recycling.

What has been your main motivation to use the EFQM Excellence Model? Recupel is a non-profit organisation without competitors. For it to stay performant, we need to constantly question the way we operate to improve our results. The EFQM Excellence Model was perfectly suited for this. It allowed us to integrate our “better, faster, cheaper”-thinking in every layer of our organisation.

What do you see as the success factor of your organisation? We aim to organise a system that collects as much e-waste as possible to re-use it or recycle it in the best possible way, thus our primary goal is environmental. With that aim in mind, next to developing the best system from a logistics perspective, an important factor is awareness-raising. We work to engage consumers and make them understand they are the starting point of a circular economy with immense environmental benefits. Changing their habits is an important success factor for Recupel. What has been the biggest benefit Recupel vzw has gained from using the Model? Instead of merely the management questioning things, every employee was brought to analyse both his or her function as well as Recupel’s working and positioning. We feel this all-inclusiveness is key. The EFQM assessment led to an increased focus throughout the company, and as a consequence to an increased sense of commitment.


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Why would you recommend other organisations to apply for the EFQM Excellence Award? Although we work hard to maintain a culture of constant self-improvement in all departments of the company, EFQM helped us to reach the next level. The EFQM Model is precise and applicable. It forced us to question our priorities and rethink our processes, but the biggest asset of the Model is that it involves the entire company.

In 2014 there was a significant drop in the weight of collected TV screens and monitors. This is mainly due to the fact that fewer CRT televisions and monitors are on the market, and their weight compared to a flatscreen tv is much higher. Growth was strongest in the categories collected light bulbs +7,1% and small electrical appliances +3,1%.

The total cost/ton rises in every organisation compared to 2013. Nevertheless, the cost per ton in other countries is higher throughout the years, as opposed to Recupel, which is the lowest

Recupel Auguste Reyerslaan 80, 1030 Brussels, Belgium

www.recupel.be


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Tarsus Belediyesi

Finalist

What is the main factor that motivated you to start the journey to excellence?

The most important driving force to start our journey to excellence was to provide faster and better quality services to citizens. Therefore, we

have started to work for a municipality to be governed by systems not by people. In 2008, we participated to the National Quality Movement conducted by KalDer, Turkish Society for Quality. Then, we received the Committed to Excellence in 2009, the Recognised for Excellence (4 stars) in 2010, won the National Quality Prize in 2012 and Award in 2013, we continuously improved our processes and services. Besides communication and the division of

labour was improved between the units and therefore it strengthened our corporate structure. What can other institutions learn from you? EFQM Model was not a widely used model in our country, especially in public institutions and local governments. As Tarsus Municipality; we think we’re a model in terms of implementation of EFQM Model in public institutions. In addition, we’re also a model with our Municipal Campus where we add value to our customers: all service units gathered at one place with various social and green areas in Municipal Campus, where fast, high quality and efficient services are offered to citizens.

Tarsus is a city in south-central Turkey, in the Mediterranean and is part of the Mersin Metropolitan Area. With its ten thousand years old history it is the centre of tourism with historical sites such as Eshab-ı Kehf Cave, Prophet Danial’s Grave or Cleopatra Gate. Service area of the Tarsus Municipality covers an area of 202.400 hectares including 179 neighbourhoods. It has a population of 327.000 people where 76% are located in the town centre neighbourhoods and 24% live in rural neighbourhoods. Tarsus provides the necessary local and common services to 327.00 citizens from birth to death with its 608 employees.

ns.


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What is the most important result/outcome of the implementation of the EFQM Excellence Model? Executive management in local government are determined in the result of elections held in a 5-years period. Therefore, citizen satisfaction is the most critical success factor. There has been an increase in citizen satisfaction rate where we started to implement the EFQM Model since 2008. This increase was also confirmed by the election of current mayor who is currently the Mersin Metropolitan Municipality Mayor and a candidate from the same party was elected as Tarsus Mayor in 2014 local elections. Another reflection of our EFQM Model implementation is our increased employee satisfaction and improved processes.

Although the expansion of our district which resulted in the reduction of our employees and budget revenues due to the changes made in local government law in 2014; disruptions in the services were not experienced. What are the challenges you experienced in the Journey to Excellence and how did you address them? There exist a few public institutions that implement the EFQM Model in our country; therefore, benchmarks and comparison data were limited. In this regard, benchmarking network was created through an international project with the coordination of our municipality and comparisons were made available between municipalities. In addition; while we are a public body, the improvements we made might be limited due to regulations.

Tarsus Belediye Başkanlığı Tozkoparan Zahit Mahallesi Kasım Gülek Bulvarı Belediye Kampüsü 33440 Tarsus, Mersin, Turkey

www.tarsus.bel.tr www.facebook.com/tarsus.bel.tr [email protected] WhatsApp 0533 155 2100

60

65

70

75

80

85

2011 2012 2013 2014 2015

Citizen Satisfacion Survey

TB NB Target


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Awards Site Visit – May 2016


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Thank You! EFQM would like to acknowledge and thank the following people and their organisations for their work and contribution to the EFQM Excellence Award 2016. The Awards process would not work without their commitment and professionalism.

The Jury Members 2016 The EFQM Excellence Award Jury is composed of high profile, highly respected people from the world of business, public service and academia. They independently decide which of the participating organisations are role models for other organisations and merit the acknowledge of receiving an EFQM Excellence Award or Prize.

Bob Barbour, CEO, Centre for Competitiveness (Northern Ireland and

Ireland)

Germain Becker, Owner, Cabinet d’Orthodontie Becker & Associés

(Luxembourg)

Vittorio Cesarotti, prof. Dir. of Excell. MBA Universita di Roma (Italy)

Hans Kostwein, Director, Kostwein Maschinenbau GmbH (Austria)


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The Award Assessors 2016 The following assessors are amongst the best and most experienced in Europe and have been carefully selected to assess our applicants.

Assessment Team Leaders

Enrico Tosco

Ian May

Riëtta Klijn

Jaqueline van Rijswijk

Celal Seçkin

Graham Hull

Rafael Abajo Ehrtfried Baeumel Thomas Bäuerle Henk Bijl

Jose Antonio Calvo Georgios Christodoulou Christian Forster Andre Haynes

Barrie Howard Hakan Kilitçioǧlu

Kasper Mühlenbach Jan Hendrik Peters


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Assessors

Dogan Atik Valdas Ausiejus Ralf Baral

Marco Beltrami Anne Bisbjerg Lee Annick Bleyen Niklas Blomqvist

Detlev Bohle Vladimir Braun Tadeusz Buchacz Tuba Canvar Kahveci

Patricia Carvalho Agnieszka Cebrat Mariano Cilenti Ian Clarke

Mary Contantinidou Philippe Cuny Andreas Dalluege Peter Dietrich

Ciaran Doran Kristina Schiffer Susanne Zaglauer Ursula El Hague

Ellen Andersen


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Anna Ericsson-Cusin Domenico Famà José Ramón García Robert Garnier

Marc Gernaey Amjed Ghanim Antonio Fabio Giuliani Sergio Goulart

Haluk Gozuyilmaz Ninna Normand Helles

Norbert Kaiser

Martina Hölzl Petra Hemmer

Andrea Iapichino Susanne Kaldschmidt

Anastasia Kamenou

Jorma Kajanus

Nontsikelelo Kote

Gerhard Leu

Michaela Lawton-Wallace Serhan Kurt

Sabin Linaza

Ursula Lumme

Matthias Lohse Ola Lindwall

John Macdonald Christos Metaxopoulos Tom McCormick


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Patrick Meurgey Henrik Michelsen

Pau Negre

Detlef Milferstaedt Alexandra Nae

Saher Nijabat Maria Jesus Novo

Martin Orehovec Ramón Palacios

Zsolt Nyeste

Hanne Vibeke Pedersen Nadia Pfeiffer-Puh

Christophe Perrin Lars Persson

Klaus Radermacher Pierre Rosset

Jérôme Plaquevent Franco Pieracci

Patrizia Scherzer-Ward

Thomas Schoesse Matthias Schneider

Xavier Rubiralta

Marianne Skjønnemann Andrew Scott

Andrej Smogavc Cestar Anthony Spanos Corrado Squarzon Pavol Surin


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Auður Ýr Sveinsdóttir Michael Teubenbacher

Vanda Vascenkova

André van der Geest

Vasiliki Vlachopanagioti

Koenraad van Coillie

George Wilson Rogier Wassenberg

Tuomas Wuorikoski Bakr Zade Regina Zawisza


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Recognised Organisations August 2015 – July 2016

Austria

Blattaria BetriebshygienegesmbH FunderMax GmbH Job-TransFair Gemeinnützige GmbH Österreichisches Rotes Kreuz, Landesverband

Steiermark - Mobile Pflege- und Betreuungsdienste Sonnleitner GmbH & Co KG Stadt und Land Salzburg - Einsatzorganisation

Humanitärer Einsatz - Flüchtlinge durch Salzburg Universitätsklinik für Orthopädie und Orthopädische

Chirurgie am LKH-Univ. Klinikum Graz VBV Vorsorgekasse AG VOEST-ALPINE Stahlstiftung

Belgium

Fonds sluiting ondernemingen - Fond de Fermeture d'Entreprise

Rijksdienst voor Arbeidsvoorziening - Office national de l’Emploi

Czech Republic

AHOLD Czech Republic, a.s. Finland

LähiTapiola Kiinteistövarainhoito Oy France

Afnor Compétences Valrhona

Germany

BMW Plant Munich Gedikom Gesundheitsdienstleistung Kommunikation

GmbH Roche Pharma AG businessoperations VHS Reckenberg-Ems gem. GmbH u. FARE gGmbH

Greece

Athenian Sea Carriers Ltd INTRALOT Technology Division UNI-PHARMA KLEON TSETIS Pharmaceutical

Laboratories S.A. India

Tech Mahindra - GSK PASS Regional Service Center India

Ireland

Friends First KARE Killarney Convention Centre The Lake Hotel

Italy CENTRO SERVIZI "A.GALVAN" GlaxoSmithKline Manufacturing SpA Regional

Service Centre Verona - PASS GlaxoSmithKline Manufacturing SpA Regional Service

Center Verona-PASS Poland

Mando Corporation Poland Sp.zo.o. Objectivity Bespoke Software Specialists Sp. Z.o.o.

Russian Federation

Institute Yakutniproalmaz ALROSA PJSC LLC Coca-Cola HBC Eurasia in the kh.

Novoaleksandrovka LLC Coca-Cola HBC Eurasia in the city of Moscow Moscow plant of the specialized automobiles LLC National University of Science and Technology

"MISiS" PJSC TransContainer Ufa State Petroleum Technological University

Slovakia

Seoyon E-HWA Automotive Slovakia, s.r.o. Spain

ADALID INMARK SL Agencia de Desarrollo económico de La Rioja AGENCIA DE DESARROLLO ECONÓMICO DE LA RIOJA Área de Deportes Universidad de Cádiz Autoridad Portuaria de Castellón Banc de Sang I Teixits Benito Menni Casm Hermanas Hospitalarias del

Sagrado Corazón de Jesús CAIXABANK Caser Residencial, S.A.U. CENTRO DE FORMACIÓN MÓSTOLES, S.L. CEPSA Comercial Petróleo Unidad de Gas Colegio Maristas Chamberí Colegio Mater Salvatoris Diputació de Tarragona - Área de Coneixement i

Qualitat EGARSAT MATEPSS EUROLENGUAS, S.A. EUROCOLEGIO CASVI FEMXA FORMACIÓN S.L. Formación y Mantenimiento Técnico, SA Fundació Ampans FUNDACION INSTITUTO SAN JOSE Hermanos de San

Juan de Dios Fundación Tomillo Grupo ATU H. Gregorio Marañón - Servicio de Psiquiatría


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HM Hospitales HOSPITAL ASEPEYO DE COSLADA Hospital Moncloa HOSPITAL PLATÓ Hospital San Rafael Hospital Universitario Infanta Elena IBECON 2003, S.L. Ibercaja Banco, S.A. Institución San Patricio ManpowerGroup Red Eléctrica de España RESIDENCIA ASISTIDA SAN CAMILO Salesianos Pamplona Santander España SEUR España Operaciones (SEOPSA) Sociedad Cooperativa de Enseñanzas San Cernin Sociedad Cooperativa Madrileña Teide-Hease Unión de Mutuas Mutua Colaboradora Universidad de Sevilla Colegio Mayor Hernando

Colón Switzerland

BMW Niederlassung Zürich-Dielsdorf Hochschule Luzern Höhere Kaderausbildung der Armee Schweizer Paraplegiker Vereinigung

Turkey

AGDAS, Adapazari Gaz Dagitim A.S. T.C. MEB Antalya Muratpasa Sabiha Gökcen

Anaokulu Toyo Matbaa Mürekkepleri Sanayi ve Ticaret A.S ?

TOYO Printing Inks

United Arab Emirates DP World UAE Region

Ukraine

Joint Stock Company "PLASKE" United Kingdom

Abellio Greater Anglia Arriva Rail North Ltd. Arriva Trains Wales Ltd Ashton Community Trust Bouygues Energies & Services - Cabinet Office

Contract Colas CrossCountry Rail Ltd CrossCountry Trains Ltd IMSM Ltd Northumbrian Water Limited NXET Trains Ltd QAS International SafeMove Triangle Housing Association Ltd West Lothian Council


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Algeria

FERTIAL (Usine d' ANNABA) FERTIAL (Usine d' ARZEW)

Austria

Dr. Walter Titze, Arztpraxis für Allgemeinmedizin, Facharzt für Unfallchirurgie

move-ment Personal- und Unternehmensberatung GmbH

Volkshochschule Bregenz WEB Windenergie AG

Colombia

Andino Bilingüe School Colegio de Inglaterra - The English School Colegio El Carmen Teresiano Colegio Giovanni Antonio Farina Colegio José Max León Colegio San Jorge de Inglaterra Gimnasio San Angelo Gimnasio Santa María del Alcázar Liceo Boston SAS

Czech Republic

Faculty of Agriculture University of South Bohemia in Ceske Budejovice

KERMI s.r.o. Ecuador

UNIDAD EDUCATIVA BILIBGÜE DELTA Finland

Laatukeskus Excellence Finland France

ECAM-EPMI Ecole Supérieure d'Ingénieurs en Génie Electrique, Productique et Management Industriel

Germany

BANKWITZ ARCHITEKTEN Bildungswerk des Landessportbundes Nordrhein-

Westfalen e.V. Hornhautbank Aachen Uniklinik RWTH Aachen RICH Praezision GmbH

Greece

SABO S.A. Shared Services Center, Interamerican

Ireland

Crowne Plaza Dundalk Pembroke Hotel

Israel

The Northern District of the Ministry of Education of Israel

Kazakhstan

JSC "KazTransGaz Aimak"

Luxembourg Rehaklinik – CHNP

Russian Federation

Kamsky Children Medical Center Slovenia

ELEKTRO MARIBOR D.D. Splošna bolnišnica Novo mesto ŽALE Javno podjetje, d.o.o., Ljubljana

Spain

ACADEMIA LIDER SYSTEM, S.L. MADRID AFORO- AFILCA, ASOCIACIÓN PARA LA FORMACIÓN

OCUPACIONAL Agencia para el Empleo del Ayuntamiento de Madrid Asansull Asociación Amica Biblioteca de la Universidad de Zaragoza Biblioteca Universidad de Valladolid Biblioteca Universitaria Universidad de Alcalá C.B. FARHANG TAHERI (ACADEMIA CANARIAS) CENFOC FORMACIÓN CANARIA, S.C.P. Centro Astur de Formación Integral, S.L. Centro Cultural y Deportivo Tajamar CENTRO DE ENSEÑANZAS POLICIALES - CENPOL CENTRO DE FORMACIÓN AFS S.L CENTRO DE FORMACIÓN CANARIO S.L. Centro de Formación Profesional Juan XXIII Centro Didáctico de Formación Integral Centro Europeo de Estudios Profesionales Centro Médico El Carmen CESMA CIA Hispano Inglés S.A. Clínica San Miguel Club Asturiano de Calidad Colegio Nuestra Señora de Loreto COLEGIO SALESIANOS ATOCHA Confederación Gallega de Personas con Discapacidad

-COGAMI CRAI Universidad de Barcelona Departament de Salut - ICAM El Centro Inglés, SL ESCAL CENTRO DE FORMACIÓN, S.L. Escuela Comarcal Arzobispo Morcillo Escuela Superior de Empresas ATC Gijón, S.L. Escuela Superior de Formación y Cualificación de

Canarias - ESFOCC Federación Asturiana de Empresarios (FADE) Formación y Educación Integral - FEI FORMACIONLINE Fundació Escolàpies - Escolàpies Gandia Fundació l’Acadèmia FUNDACIÓN LABORAL DE LA CONSTRUCCIÓN FUNDACIÓN PÚBLICA URXENCIAS SANITARIAS DE

GALICIA 061 GERENCIA INTEGRADA DE ASISTENCIA SANITARIA DE

SORIA Grupo Academia Universitaria de Salamanca - Escuela

de Nuevas Tecnologías Torres Quevedo


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Grupo AUDIOLIS Grupo Esla Grupo Hospiten GRUPO MICROSISTEMAS Grupo Redur Heraeus Electro-Nite España, S.L. HOSPITAL EL ESCORIAL Hospital La Vega Hospital Universitari Sagrat Cor Hospital Universitario de Fuenlabrada Hospital Universitario Fundación Alcorcón Hospital Universitario Puerta de Hierro Hostelcur, S.L. Humanitas Bilingual School ILUNION Reciclados, S.A. Industrias Lácteas Monteverde, S.A. INSTITUTO TECNOLÓGICO DEL CANTÁBRICO, S.L. LEITAT TECHNOLOGICAL CENTER Mega Sistemas REYES FORMACIÓN, S.L. San Román Escuela de Estudios Superiores, S.L. Solimat TRANSPORT SANITARI DE CATALUNYA Universidad de Cádiz Universidad de Sevilla SADUS Universidad Nacional de Educación a Distancia

Biblioteca Urolalde, S.L.

Switzerland

aarReha Schinznach AUSGLEICHSKASSE SWISSMEM CKW Conex AG Dienststelle Volksschulbildung des Kantons Luzern FHS St. Gallen, Fachhochschule für Angewandte

Wissenschaften Gewerbliche Berufsschule Chur Hirslanden Klinik Stephanshorn Hochschule für Technik und Wirtschaft HTW Chur IT-Logix AG Privatklinik Linde AG Clinique des Tilleuls SA Psychiatriezentrum Münsingen Steinhof Pflegeheim Zürcher RehaZentrum Davos - Zürcher RehaZentrum

Wald

Turkey Erzurum Halk Sagligi Labaratuvari Gaziantep Ticaret Odasi Gemlik Anadolu Imam Hatip Lisesi Istanbul Bilgi Universitesi Izmir Universitesi Hastanesi Kumport Liman Hizmetleri ve Lojistik San. ve Tic. A.S. SASA Polyester Sanayi A.S.

United Arab Emirates

Dubai Customs Emirates Nuclear Energy Corporation (ENEC)

Ukraine

Bogomolets National Medical University United Kingdom

Arriva TrainCare Black Country Housing Group Bradfor City Building (Glasgow) LLP IPC Mouldings Loretto Care Metrolink RATP Dev National Express Bus NI Housing Executive Port of Leith Housing Association Regulation and Quality Improvement Authority Sense Scotland


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Austria

Caritas der Diözese Graz Seckau FH JOANNEUM Gesellschaft mbH p2 Kosmetik GmbH Wirtschaftskammer Tirol

Belgium

Vredeseilanden, vzw Colombia

Colegio Biffi - La Salle Colegio de Cambridge Colegio de la Sagrada Familia Colegio De La Salle Colegio el Divino Niño Colegio La Salle Bello Colegio La Salle Envigado Colegio La Salle Montería Colegio Los Ángeles Colegio San José de la Salle Colegio Sara Deluque Panaflet Corporación Emperador /Liceo Mixto Emperador de

Cali Sede I, II, y III Fundación Educativa Rochester Institución Educativa Colegio Padre Luis Variara Instituto La Salle Barranquilla Instituto San Carlos Liceo Francisco José de Caldas Liceo Mixto Emperador de Cali Sede I, II y III Liceos del Ejército - Liceo Gustavo Matamoros

Ecuador

UNIDAD EDUCATIVA ACADEMIA NAVAL ALMIRANTE ILLINGWORTH

Estonia

Estonian Research Council Germany

Islamic Relief Deutschland e. V. Westdeutscher Tischtennis-Verband e. V. WISAG Sicherheit & Service Holding GmbH & Co.KG

Greece

Master of Science in Human Resource Management Athens University of Economics and Business

Italy

Bosch Rexroth S.p.A. (DCIT) Comer Industries S.p.A.

Kazakhstan

PO "Temirtau Medical College" Portugal

Direção Regional de Organização e Administração Pública

Qatar

ORYX GTL Limited

Slovenia DOM DR. JANKA BENEDIKA RADOVLJICA

Spain

ACADFUER CENTRO DE FORMACIÓN S.L. AFA FORMACIÓN CONTINUA, SL ASEPEYO, MUTUA COLABORADORA CON LA

SEGURIDAD SOCIAL Nº 151(HOSPITAL ASEPEYO SANT CUGAT)

ASO. FAMILIA Y AMIGOS ENFERMOS D ALZHEIMER/DEMENCIAS ZAMORA

ASOCIACIÓN EDAD DORADA MENSAJEROS DE LA PAZ REGIÓN DE MURCIA

Asociación EPSILON Ayuntamiento de Guadarrama Boeing Research & Technology Europe CANARIA DE OCIO Y RESTAURACIÓN, S.L.U. CENTRO DE ESTUDIOS FYRESCAN Centro de Iniciativas para la Formación y el Empleo

Ayto. de Fuenlabrada Centro Educativo-Asistencial Ciudad San Juan de Dios Centro San Juan de Dios Ciudad Deportiva Municipal - Centro de Formación COLEGIO BALDER Colegio Nuestra Señora del Valle COLEGIO PATROCINIO SAN JOSÉ, S.L. Colegio Santa María del Prado HH Maristas CONFEDERACIÓN ESTATAL DE PERSONAS SORDAS

(CNSE) MADRID Ente Público Empresarial Alcalá Desarrollo Área de

Formación Escuela Superior de Estudios Técnicos de Canarias Formación Daute Fundación Agustín Serrate (FAS) Fundación Cruz de Los Ángeles FUNDACIÓN ÉRGUETE INTEGRACIÓN Fundación Oír es Clave FUNDACIÓN PRODE FUNDACIÓN PROMI Fundación Red Apoyo a la Integración Sociolaboral Gerencia de Servicios Sanitarios Área de Salud de

Lanzarote GRUPO AUDIO FORMACIÓN GRUPO GALILEI Hospital Santa Clotilde INDESPRE, S.L. Instituto Canario de Psicología Empresarial INSTITUTO DE TRABAJO SOCIAL Y SERVICIOS

SOCIALES- INTRESS JUNCOS SERVICIOS INTEGRALES (INFORPRO) MERCAMALAGA PELUQUERÍA BAMBÚ Reyes Formación, SL Rodasorio, S.L. SRG Gabinete de Software S.L.


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Switzerland Careum AG Bildungszentrum für Gesundheitsberufe Forel Klinik Hirslanden Klinik Birshof Hirslanden Klinik im Park Stiftung ARGO Universitäre Psychiatrische Dienste Bern UPD Universitäre Psychiatrische Kliniken Basel

Turkey

Besiktas Belediyesi Folkart Yapi Sanayi Ticaret A.S. Istanbul Universitesi Acik ve Uzaktan Egitim Fakultesi

- AUZEF Tezmaksan Grup Volt Elektrik Motor Sanayi ve Ticaret A.S.

United Kingdom Bradfor Cube Housing Association Doran Precision Engineering ELCAP Industrial Precision Components NHS Health Scotland YPeople


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Austria

Büro für Berufsintegrationsprojekte Öhe GmbH Fachhochschule St. Pölten NÖ Landesjugendheim Schauboden

Colombia

Academia Militar Mariscal Sucre Aspaen Centro de Educación Infantil Pepe Grillo

Alborada ASPAEN Colegio Juanambú Aspaen Gimnasio Altamar Aspaen Gimnasio Cartagena Aspaen Gimnasio Cartagena de Indias Aspaen Gimnasio Horizontes Aspaen Gimnasio Iragua Aspaen Gimnasio Los Cerezos Aspaen Gimnasio Los Corales ASPAEN Liceo Tacurí ASPAEN Preescolar Carrizales Colegio Integración Moderna Colegio Cafam Colegio de Integración Moderna Colegio Hacienda Los Alcaparros Colegio Jonathan Swift Colegio La Anunciación Colegio La Providencia Colegio Miguel Antonio Caro Colegio Militar Almirante Padilla Colegio Parroquial Nuestra Señora de Chiquinquirá Colegio Reyes Católicos Colegio Siervas de San José Corporación Liceo Benalcázar Corporación Universitaria Empresarial ALEXANDER

von HUMBOLDT Fundación Tecnológica Colombo Germana Gimnasio Cristiano Adonai Gimnasio de los Cerros I.E.D. Laura Vicuña Instituto Musical Diego Echavarría Jardín Infantil Tía Nora Liceo General Serviez Liceo los Alpes Liceo Rodrigo Arenas Betancourt Liceos del Ejército - Sector Sur C - Liceo Santa Bárbara Liceos del Ejército Pichincha Nuevo Gimnasio School

Czech Republic

Municipal District Authority of Prague 13 Ecuador

Unidad Educativa a Distancia "Don Bosco Cayambe" Unidad Educativa Fiscomisional Salesiana Domingo

Savio Unidad Educativa Fiscomisional Salesiana Sánchez y

Cifuentes UNIDAD EDUCATIVA PARTICULAR BILINGÜE EL

PRINCIPITO & MARCEL LANIADO DE WIND

UNIDAD EDUCATIVA PARTICULAR BILINGÜE LICEO PANAMERICANO

Finland

Keski-Suomen vammaispalvelusäätiö Mikkelin Sateenkaari ry nLIGHT Oy Stresstech Oy

Germany

Adolf Schmidt Bildungszentrum der IG BCE CAL Consult GmbH Caritas Altenhilfe GGmbH DFJV Deutsches Journalistenkolleg GmbH Evangelische Akademie Tutzing HSP STEUER Henniges Schulz & Partner

Steuerberatungsgesellschaft Hannover Johannesberg Schule der Johannes-Diakonie

Mosbach Schulkindergarten Die Kleckse der Johannes-Diakonie

Mosbach Schwarzbach Schule der Johannes-Diakonie Mosbach Theophanu gGmbH vhs Aalen e.V. Volkshochschule Unteres Pegnitztal Volkshochschule Unteres Remstal e.V. Volkshochschule, Kunstschule und Kunstbüro

Filderstadt WINSTONgolf

Greece

ALLSEAS MARINE S.A. Cyta Hellas Telecommunications S.A / Customer

Service Department HARLAS INTERNATIONAL TRANSPORT S.A. LAMDA FLISVOS MARINA AE LARSINOS S.A.

Ireland

Hospitality Education and Training Centre Limerick Skylon Hotel Westport Woods Hotel

Netherlands

Witte Kruis Peru

Asociación Civil Piura 450 - Colegio Turicará Asociación Civil Piura 450 - Colegio Vallesol

Saudi Arabia

Saudi Electricity Company Madina Electricity Department

Spain

Admira Visión (Instituto Oftalmológico Integral, S.L) Fundación Tienda Asilo de San Pedro


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Switzerland AFC Air Flow Consulting AG Alterszentrum Birsfelden Bad Schinznach AG Clinica Holistica Engiadina SA Congress Hotel Seepark Drahtesel Frauenklinik Inselspital, Abteilung für Gynäkologische

Endokrinologie KS Kaderschulen Luzerner Kantonsspital, Departement Pflege und

Soziales REHAB Basel Zentrum für Querschnittgelähmte und

Hirnverletzte Tamedia AG Verlagsservices Druck & Logistik

Druckzentren Bern (DZB), Lausanne (CIL) und Zürich (DZZ)

Turkey

Istanbul Buyuk Sehir Belediyesi Hal Mudurlugu Kayseri Ulasim A.S. Mersin Buyuk Sehir Belediyesi Baskanligi Mersin Su ve Kanalizasyon Idaresi Genel Mudurlugu Toprak Gubre ve Su Kaynaklari Merkez Arastirma

Enstitusu Mudurlugu

United Kingdom Belfast Waterfront Dunbritton Housing Association Ltd Jones and Palmer St Monica Trust The Mungo Foundation Trust Housing Association West Lothian Health & Social Care Partnership West Lothian Housing Partnership Xcite (West Lothian Leisure)


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Austria connexia - Gesellschaft für Gesundheit und Pflege

gem. GmbH SignTirol Volkswirtschaftliche Gesellschaft Kärnten

Belgium

AEDES Centre de Prêt de Matériel de Naninne CHUPMB - Département administratif CHUPMB - Unité de Recherche Clinique IIAV vzw Lokale Politie Aalst Service de Médecine Nucléaire CHU de Liège Service de Radiodiagnostic CHU de Liège Service public de Wallonie - Direction générale

opérationnelle de la Fiscalité (SPW - DGO7) VIA Don Bosco VLIR-UOS

Colombia

Colegio Inmaculado Corazón de María Religiosas Franciscanas

Ecuador

Colegio Católico José Engling Unidad Educativa Delfos UNIDAD EDUCATIVA INTERCULTURAL BILINGÜE DEL

MILENIO “PUEBLO KISAPINCHA" Unidad Educativa Particular Bilingüe Ángel Polibio

Chaves France

Institut de Recherche Pierre Fabre. Pôle Actifs Végétaux

Les Vignerons de BUZET RATP Ligne 14 Régime Social des Indépendants des Pays de la Loire SNCF MOBILITES Direction régionale Rhône-Alpes

TER Rhône-Alpes Georgia

LEPL Community College "Akhali Talga" LEPL Community College "Opizari" LEPL Community College "Spektri" LEPL Entrepreneurship Development Agency LTD Batumi Public Academy LTD Business Academy of Georgia - SBA LTD Community College "Georgia" National Center for Educational Quality Enhancement

Germany

Bau Hirt GmbH VHS Lohr-Gemünden Volkshochschul verband Baden-Württemberg e.V.

Greece

ALERT SHIPPING AGENCIES LTD

COCEDER - CONFEDERACIÓN DE CENTROS DE

GAIA EPICHEIREIN SA HEALTH & SAFETY FIXED and MOBILE HR BP IT,

BUSINESS SECURITY & CONTINUITY AND HEAD OF OSH HUMAN RESOURCES OTE GROUP

Hungary

B. Braun Trading Kft. EDUTAX Kft.

Israel

Al-Qasemi Academy - Academic College of Education Italy

ITC PEANO Questura Belluno

Kazakhstan

JSC "Intergas Central Asia" Saudi Arabia

GIS Center - Jeddah Municipality Spain

ABHAL Asociación Benéfica Hospital Asilo Luarca Academia Soldadura Díaz, S.L. ADORATRICES ALMERÍA - PROYECTO EMAÚS ADRA Agencia Adventista para el Desarrollo y

Recursos Asistenciales AFAES AFALVI Apadis Bahía de Algeciras Aprona Asaenes Asociación Ansares Autismo de Huelva Asociación ASECAL Asociación Autismo Córdoba Asociación Colabora Asociación de Familiares de Enfermos de Alzheimer

AFEDAZ Asociación Dinámika Asociación El Prial Asociación Grupo Labor Asociación Horuelo Asociación Mujeres Opañel Asociación Punto Omega ASOCIACIÓN SALESIANA DE TECNOLOGÍA E

INNOVACIÓN ASTURNET, S. L. Autismo Jaén Ayuntamiento de Boadilla del Monte Biblioteca de la Universidad Loyola Andalucía CANDELITA MADRID Centro de Formación Residencia de la Tercera Edad

Las Encinas Centro de Servicios al Ciudadano - Cabildo Insular de

Tenerife CENTRO INTEGRADO DE FORMACIÓN PROFESIONAL

HOSTELERÍA Y TURISMO DE GIJÓN Centro Ramón Areces


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DESARROLLO RURAL Colectivo de Acción Solidaria (CAS) Confederación SALUD MENTAL ESPAÑA DICAMPUS, S.L. Estación de Hidrobioloxía "Encoro do Con" (EHEC) Federació Catalana d´Esports de Persones amb

Discapacitat Física Federación Aspace Andalucía Federación de Asociaciones de Personas Sordas de

Cantabria Federación de Asociacións de Persoas Xordas de

Galicia Federación Española de Enfermedades Raras Federación Española de Fibrosis Quística Formación Universitaria, SL Fundació Privada Mercé Pla Fundación ADCARA FUNDACION COMARCAS MINERAS Fundación Escuela de Hostelería Principado de

Asturias Fundación Mujeres Fundación para el Desarrollo de la Enfermería (

FUDEN) Fundación Tutelar Feclem FUTUDÍS Institució Benèfica Assistencial Manresana, Fundació

Privada Residència Mont Blanc La Rueca Asociación Social y Cultural Narseo Vallina PROYECTO ESPERANZA-ADORATRICES Religiosas Adoratrices de MálagaPrograma Vive y

Camina SENFOASTUR, S.L.

Switzerland

Berner Reha Zentrum Heiligenschwendi Gemeinsame Einrichtung KVG (Stiftung) Hirslanden Klinik Am Rosenberg Hochschule für Technik Rapperswil (HSR) Pädagogische Hochschule Wallis (PH-VS) Haute école

pédagogique du Valais (HEP-VS) Poliklinik der Universitätsklinik für Plastische und

Handchirurgie Sanatorium Kilchberg AG Service des ressources humaines de la République et

du Canton du Jura UniversitätsSpital Zürich Direktion Betrieb

Technischer Dienst Wohn- und Pflegezentrum BRÜNNLIACKER

Turkey

4M Danismanlik Ticaret Ltd. Sti. Anadolu Rulman Imalat San. ve Tic. A.S. Pendik Mesleki Egitim Merkezi

United Arab Emirates Abu Dhabi Tawteen Council Human Resources Authority - Abu Dhabi

United Kingdom

Blythswood Care Changeworks Clyde Gateway CVS Falkirk & District Edinburgh Furniture Initiative Eildon Housing Association Ltd Emmaus Engage Renfrewshire Fallin Community Enterprises (Recyke-a-Bike) Furniture Plus Fyne Futures Glasgow Bike Station Glasgow Wood Recycling Hebridean Housing Partnership Highland TSI Home from Home (Scotland) Ltd i:lead Ltd IHC Engineering Business Ltd Instant Neighbour LAMH RecycleMerry-Go-Round Moray Waste Busters Ltd North East Autism Society PUSH Recycle Mobility Centre RE-JIG Recycle - Jura/Islay Group Richmond Fellowship SACRO Scottish Council on Deafness SHAX Simon Community Scotland Spruce Carpets St Mungo's Stirling University reuse recycle Tayside Re-users The Brothers of Charity Services (Scotland) Transform Voluntary Action Orkney Voluntary Action Shetland


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Germany Ihr königlicher Campingpark Sanssouci zu

Potsdam/Berlin VHS Reckenberg-Ems gem. GmbH u. FARE gGmbH


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Previous Winners The list of previous Award Winners goes back to 1992; for all previous winners, please visit www.efqm.org!



Bosch Bari Plant Award Winner Italy BMW Plant Regensburg Prize Winner Germany Siemens Plc Congleton Prize Winner United Kingdom One Vision Housing Prize Winner United Kingdom The Cedar Foundation Prize Winner United Kingdom Infineon Technologies Austria Finalist Austria Pompes Grundfos SA Finalist France REGTSA - Recaudación y Gestión Tributaria de Salamanca Finalist Spain

BMW Group Plant Regensburg Award Winner Germany WDH Award Winner United Kingdom Bosch Car Multimedia Portugal S.A. Prize Winner Portugal Cabinet d’Ortodontie Becker & Associés Prize Winner Luxembourg Coca-Cola İçecek AŞ Bursa Plant Prize Winner Turkey Robert Bosch, Rodez Plant Prize Winner France Robert Bosch, Blaichach/Immenstadt Plant Prize Winner Germany Sakarya University Prize Winner Turkey Sanitas Hospitales Prize Winner Spain VAMED-KMB Prize Winner Austria General Directorate of IETT Enterprises Finalist Turkey Geritrisches Gesundheitszentrum der Stadt Graz Finalist Austria Metsä Fibre Oy Finalist Finland Pierburg Géstion S.L., Pierburg Systems S.L. & Pierburg S.A. Finalist Spain SCLE SFE Finalist France


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Alpenresort Schwarz Award Winner Austria BMW Plant Regensburg Prize Winner Germany Glasgow Housing Association Prize Winner United Kingdom Nilufer Municipality Prize Winner Turkey St Mary's College Northern Ireland Prize Winner United Kingdom Stavropol State Agrarian University Prize Winner Russia VAMED-KMB Prize Winner Austria Wakefield and District Housing’s (WDH) Prize Winner United Kingdom GC Europe Finalist Belgium Sanitas Hospitales Finalist Spain

Robert Bosch, Bamberg Plant Award Winner Germany Coca-Cola İçecek A.Ş. Ankara Plant Prize Winner Turkey VAMED-KMB Prize Winner Austria JSC “Medicina” Prize Winner Russia pom+Consulting AG Prize Winner Switzerland Bosch Bari Plant Prize Winner Italy BMW Plant Regensburg Prize Winner Germany B. Braun Avitum Hungary Finalist Hungary Nilufer Municipality Finalist Turkey Hospital Galdakao-Usansolo Ospitalea (Osakidetza) Finalist Spain Wakefield and District Housing’s (WDH) Finalist United Kingdom Mutualia Finalist Spain Town Hall Dzierżoniów Finalist Poland

EFQM

www.efqm.org

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