EFQM Recognition Book 2015

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EFQM Excellence Awards 2015

Recognition Book

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The EFQM Excellence Awards recognise Role Model organisations in Europe and beyond, whetherprivate, public or non for profit. These are excellent organisations with an indisputable track recordof success in turning strategy into action and continuously improving their performance.

The EFQM Excellence Awards are 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 perapplicant. They review documents and interview individuals as well as groups to analyse how effectivethe organisation is against the EFQM Excellence Model. The feedback report prepared by the assessorsprovide a wealth of value adding input to help the organisation improve at a strategic level. Thereports are then presented to an independent jury that decides the level of recognition for eachNominee.

The objective of this book is to present the high performing organisations who have participated inthe 2015 Awards.

EFQM Recognition Book 2015

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Foreword Marc Amblard, Chief Executive Officer

EFQM

In this booklet, we are proud to recognise all organisations which received an EFQM Recognition inthe past year. Whether SMEs or large entities, in industry or service sectors, private or public, they allhave one thing in common: they are relentless in their pursuit of excellence. They were significantlymore numerous in 2014 (632) than in 2013 (531) and this positive trend continues in 2015, largelythanks to the efforts of our national partners.

The value provided by excellence assessments in general and that of the EFQM Excellence Awards inparticular, is strong. This entices more and more organisations to take advantage of this opportunityto nurture their own journey towards excellence. They eventually become role models for theexcellence community thanks to committed leadership and engaged teams. In turn, we can all learnfrom their good practices.

Sixteen of the most mature organisations took part in the 2015 EFQM Excellence Awards. Theyexpected to receive high level feedback from an international team of experienced assessors, as newinput for their journey, and to motivate their teams with a recognition for their achievement. Investingover 500 hours per applicant, our 102 trained assessors observed with a rigorous approach what theseorganisations are doing to reach and sustain superior overall performance. The underlying processwas revised this year with the objective to provide even more value to participating organisations (oursurvey showed it was indeed the case), focusing on more strategic feedback.

In the end, we are very pleased to announce that the Jury gave the Excellence Award to twoorganisations this year: BMW AG (Regensburg plant, Germany) and Wakefield and District Housing(UK). 8 applicants received Excellence Prizes for outstanding performance on at least one specificFundamental Concept. The 5 other finalists reached a score of at least 600 points. Congratulations toall participants for their outstanding achievement.

Lastly, I wish to thank all the assessors and team leaders who allow for valuable assessments (andlearn a tremendous amount in the process), as well as jury members and the support team at EFQM.

Kind regards,

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The Awards Process in images Assessor Briefing Event – March 2015

Awards Site Visit – May 2015

EFQM Recognition Book 2015

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Winners Overview

BMW RegensburgAward Winner

WDH Award Winner

Bosch Car Multimedia Portugal, S.A. Prize Winner

Cabinet d'Orthodontie Becker & Associés Prize Winner

Coca-Cola Icecek AS Bursa Plant Prize Winner

Robert Bosch, Rodez Plant Prize Winner

Robert Bosch, Blaichach/Immenstadt Plant Prize Winner

Sakarya University Prize Winner

Sanitas Hospitales Prize Winner

VAMED-KMB Prize Winner

General Directorate of IETT Enterprises Finalist

Geriatrische Gesundheitszentren der Stadt Graz Finalist

Metsä Fibre Oy Finalist

Pierburg S.A. Finalist

SCLE SFE Finalist

Congratulations!

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BMW Group Plant Regensburg EFQM Excellence Award Winner

The BMW Group’sRegensburg plant has aworkforce of approximately9,000 people who producearound 1,100 units daily ofthe BMW 1 Series, 2 SeriesGran Tourer, 3 SeriesSedan, 4 Series Convertibleas well as BMW M3 and M4variants, individual andgovernment vehicles, fourwheel drive models, theBMW Z4 and BMW X1,making the site animportant part of the BMWGroup’s global productionnetwork.In 2014, a total of 272,015cars were built.

All in all, approximately 6 million vehicles have rolled off the assemblyline since 1986. Each individual customer's requirements are alwaysfulfilled on schedule and in accordance with the highest qualitystandards. Besides the site’s high flexibility and mastery of the largerange of variants, the plant’s outstanding efficiency becomes particularlyapparent in its great launch expertise.

You are an EFQM Excellence Award Winner;Congratulations! What is it that you do that makesyou so special?

The BMW Group’s Regensburg plant has set out on thejourney to organizational excellence with the goal inmind of improving continually and sustainably in allareas (e.g. leadership, staff, processes, quality,partnerships, and corporate results). The key to successin this endeavour has been – and still is – the fullcommitment of the entire management team andworkforce to striking this path towards excellence. Theconsistent application of the EFQM Model, which asksthe right questions regarding the further developmentof our entire organisation, has helped us achievetangible improvements.What does this achievement mean to you?The distinction of being an EFQM Award Winner isproof of the fact that the BMW Group’s Regensburgplant has taken the right course, has been consistent inpursuing it, and has now achieved an importantmilestone in the journey towards excellence. We aredelighted about the Award and see it as recognition ofthe good work our team has done. However, we do notconsider the Award the destination of our journey butone step – albeit important – on the way.

We are planning to build on our efforts andimprove further in the future.Why did you initially choose to use theEFQM Excellence Model?For the BMW Group and the Regensburgplant, economic success and value oriented,sustainable and responsible interaction withemployees, partner companies, the societyand customers are inextricably intertwined.We do not see any contradiction in thesedifferent aspects; on the contrary, togetherthey establish the basis for our success. TheEFQM Model combines these aspects as well,making it a good guideline for our activities asan organisation. The EFQM assessmentprovides BMW Group Plant Regensburg withobjective, valuable and helpful suggestionsregarding strengths and potentials. Theassessors’ external view is a significantaddition to the previously consideredevaluation perspectives. The strengths andpotentials are applied in the strategy andtarget process, always according to the credoof “doing the rightthings and doingthings right.”

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If you had to start again with the EFQM Excellence Model, what would you do differently?The EFQM Model helps organisations to develop further and to start their journey towards excellence.From the very beginning, the clear commitment of our entire management team to striking this pathhas been – and still is – crucial to the process. EFQM is not simply a model; as we see it, EFQM and thejourney towards excellence are a mindset that has to take hold throughout the entire organisation toensure continuous learning and consistent further improvements. This has proven to be the rightapproach for us, and we would not change it if we were to start over.

Voice of People Voice of Business

Results from the staff survey on perception of the direct superior.Leadership is the key enabler for realising the futurescenario; this is why it is a top priority at PlantRegensburg. The perceptions of the employees indicatethat the further development of the understanding ofleadership across all hierarchical levels is provingeffective.

Hours per Vehicle compared to other OEMs.The parameter HPV (hours per vehicle) is an indicatorof labour productivity. It compares the number ofvehicles produced per annum and the man hours spentto make them. An important aspect in this context isbenchmarking against other carmakers (see HarbourReport). Therefore, we consider this parameter crucialin measuring our competitiveness.

Voice of society Voice of customer

Image Analysis – overall results of Plant Regensburg.The parameter ‘Overall rating in the image analysis’shows how society as a whole perceives the Regensburgplant in its roles as industrial production site, employer,committed partner, etc. (economical, ecological, socialissues). It is an important indicator for the BMW plantand provides vital input to deriving further internal andexternal activities. As a good corporate citizen, it is oneof our goals to enjoy an excellent reputation in ourbusiness environment.

Quality Parameter QZS.BMW’s quality parameter QZS (customer orientedquality parameter Standard) assesses the deliveryquality of our vehicles in terms of their look and feel,among other criteria. To this end, there is a dailyinternal audit of our finished vehicles. This indicator isof great significance as it helps us produce and deliverto our customers only top quality vehicles – always withthe goal in mind of delighting our customers.

BMW Group Plant RegensburgHerbert Quandt Allee, D 93055 RegensburgGermany

www.bmw werk regensburg.debmw werk.regensburg@bmw.de Excellence Awards

Award Winner - 2015

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WDH EFQM Excellence Award Winner

WDH is one of the UK’s largest social landlords, owning 31,000 properties across Wakefield andmanaging and repairing a further 12,000 in the north of England. As a social enterprise our vision is tocreate confident communities and improve the quality of life of the people living in our homes.To date we have invested more than £700 million in the economy of Wakefield and the localenvironment. This will continue to over £70 million per year in years to come.Nationally, we campaign to influence policies which impact on our customers. Locally we own 1 in every4 front doors in Wakefield and are one of the biggest employers in the district.

You are an EFQM Excellence Award Winner;congratulations! What is it that you do that makes youso special?

We place our customers at the heart of everything wedo. We understand them, empathise with them andinvolve them in improving everything we do. There is agenuine desire and passion amongst our people withinWDH, to care for our customers and to do our best togive them the choices and opportunities to improve theirquality of life and to make the Wakefield district a betterplace to live.Having that level of customer focus and having our rootsfirmly embedded in our communities means thatcustomers determine our priorities for work on health,employment and education, to help them lead the lifethey want and to have an optimistic future. Ourcustomers are our proudest advocates.What does this achievement mean to you?This is the pinnacle of a long journey to excellenceinvolving recognition as winners at regional and nationallevel, and now European and ‘world class’ status. It issomething we have always aspired to and we haveworked extremely hard to improve, change and adapt tomeet the expectations of our customers, employees andpartners.We are proud to become an EFQM Excellence AwardWinner, knowing that we have competed against thebest businesses in Europe. It has given us the opportunityto show what we can achieve from this part of the worldand to show our determination and resilience in achallenging economic environment.

Our work is not over and this is themotivation to achieve more!Why would you recommend using theModel to other organisations?The EFQM model enables you tounderstand what excellence means, notonly to you but to others. It helps you tobecome more self aware and honest abouthow you see yourselves and what you needto do to strive towards excellence. It thengives the opportunity to look beyond you tocompareand learnfrom thebest.

There is nodoubt thatseeingyourselves through the eyes of other peoplegives you an informative reality check and itis very refreshing to have business leadersfrom across Europe, from different sectorsand cultures, challenge you and say whatthey think. This is the drive forimprovement, or the reassurance you needthat you are on the right track.

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What have been the highlights on your journey towardsexcellence?There have been many highlights, not just becoming an EFQMExcellence Award Winner but the journey itself and the manyopportunities to improve the way we do business.By taking part, we have established ourselves as a neworganisation and changed our culture from public sector to acustomer centred enterprise. We have transformed the waywe do business and adapted our core business, changing theculture of neighbourhoods, customers and employees to be atthe forefront of developing capability, resilience and pride.Completing this journey has helped us realise our originalambitions of providing homes of the highest quality bymodernising 31,000 dwellings, establishing newcomplementary lifestyle services as well as building newaffordable homes.In working with young people to become community leaders ofthe future, we have supported them to improve their potentialand confidence to become our employees and customers ofthe future.What does the future look like for WDH?

WDH has a bright future with clear economic, social and environmental ambitions, backed by bothour customers and partners.The financial climate for our sector is becoming increasingly challenging, but our experiences throughour journey to excellence have taught us to adapt in order to meet our ambitions for the benefit ofour business and the benefit of local people.

We continually develop our customer service offer to meet their needs and aspirations and our foundation forimprovement is a relationship with customers built on involvement and genuine dialogue with them.We combine the passion of our employees with robust relationships with partners to deliver more personalisedservices and achieve outstanding sustainable levels of customer satisfaction in areas customers have told us ismost important to them.This displays our commitment to our customers and aligns our activities and performance against our StrategicObjective – ‘To be a landlord of choice by putting the customer first.’

WDHMerefield House, Whistler Drive, Castleford, West Yorkshire WF10 5HX, UK

www.wdh.co.ukcommunications@wdh.co.uk

Excellence AwardsAward Winner - 2015

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Bosch Car Multimedia Portugal, S.A. Prize Winner in Leading with Vision,

Inspiration and Integrity Bosch Car Multimedia Portugal, S.A.is a production plant and Research& Development Centre of complexelectronic systems. Currently, theplant produces a wide portfolio thatspans across navigation systems,instrumentation systems and highend car radios for the automotiveindustry, steering angle sensors forESP system, electronic controllersfor heating equipment, andcontrollers for householdappliances. Over the years, theknow how of more than 2000associates turned the company intoa reference in the electronicsmarket. You won a prize for Leading with Vision, Inspiration and Integrity. What is it that you do that makesyou so special?

Here in Portugal we have the unique possibility to create a very competitive combination of productionand product development in one location. The qualification and dedication of our associates is very highand this is the best precondition for a successful business in the challenging Car Multimedia market.Our vision is to turn the focus of the company from pure low cost production to becoming a centre ofinnovation in product and process development including production. This is a change of paradigms forour company in Braga and it is touching all departments. It leads to an organisational development witha completely new scope for all people and the implementation is the most challenging leadership task,that we have together as a team.

This is not the first time you are in the ExcellenceAwards process; what have you learned throughthis process?

The methodology of the EFQM assessments isdifferent compared to the classical mandatoryaudits, which we are passing as a standard in theautomotive industry. The EFQM feedback isalways very valuable for us, because it isstrategically and future oriented. When weparticipated in the European EFQM Award in2011, we became Finalist and we immediatelydecided to work hard on the improvementpotentials, which were mentioned. In thefollowing 4 years we developed a new vision forour company, based on innovation and on a

strategic partnership with the University of Minho.This activity supported strongly the change of ourproduct portfolio and the successful launch of newbusiness with new customers.

What are the Model’s major benefits for BoschCar Multimedia SA?

The biggest benefit of applying the EFQM Modelthroughout the whole company is the continuoushigh motivation of our management team and ofour associates to think strategically and to developsustainable competitive advantages in all areas.

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Each and every organisational section has derivedspecific long term projects, which contribute tothe overall vision of the company. Based on thesignificant growth of our business in the upcomingyears we are recognising the pay off and thesustainability of our strategy.How has using the Model impacted your results?

All our associates have fully understood theimportance of business excellence and theyunderstand it as a permanent task to strive for it.We could tremendously strengthen the team spiritand motivation to shape the future of thecompany together.

Our customers are feeling this spirit andappreciate our professional dedication. We arealways very proud to present our company to ourcustomers and we are openly emphasizing ourEFQM achievements. The long term futureorientation of our company is a decisive factor forour customers to make business with us, becausethey also have a high interest in trustful long termcooperation with excellent results. The feedback,that we are getting for our approach, is verypositive.

The chart above shows the results regarding our customers’ overall satisfaction over the last years.

Bosch Car Multimedia Portugal, S.A.Rua Max Grundig 35, 4705 820 Braga, Portugal

www.bosch.ptElisabete.Antunes@pt.bosch.com Excellence Awards

Prize Winner - 2015

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Cabinet d'Orthodontie Becker & Associés Prize Winner in Adding Value for Customers

We are a five site, Luxembourg based, private dental practice specialised solely in orthodontics,delivering with excellence a diagnosis, active treatment and follow up of medical care in line with ourpatients’ orthodontic (straightening teeth and jaws, masticatory rehabilitation) or aesthetic needs.As the Referential Leader in Orthodontics in the Great Region, we differentiate ourselves by providingexcellence in care, the highest standards in hygiene quality control and a ‘smile for life’ to our patientswith sustainable superior performance, innovative and exclusive orthodontic techniques.You won the Prize for Adding Value for Patients(Customers). What is it that you do to yourpatients that makes you so special?

All our approaches and processes are entirelyfocused on the Patient with an overall concept ofexcellence in patient orthodontic care andservices.Our operational model is entirely designed tolisten all the time to the ‘voice of the patients’,anticipate their evolving needs, fulfill and exceedtheir identified expectations by delivering anindividual, unique and customised orthodonticand service solutions.All of Doctors and employees are dedicated tomaximise and improve the patient experiencewith a number of dynamic, dedicated andinnovative tools until the end of the treatments,and beyond.We implement efficient, tailored and performingorthodontic treatments with pioneeringtechnologies, which increases our patients’comfort, wellbeing and excellence of careprovided by our Doctors (3D scanning and printingtechniques, new equipment and extendedinfrastructures).The result of our ‘patient centered’ strategy is therecognition from our patients themselves of the

excellence and value of our treatments andservices, with an increasing (still continuouslygrowing) and sustainable high level of patientsatisfaction reaching 91.5% and patients’recommendations up to 99.5%, above the targetsand comparable benchmarks.

What has been the biggest benefit Cabinetd’orthodontie Becker & Associés has gained fromusing the Model?The on goingimplementationof the EFQMModel has clearlyhelped us over theyears to secureand improvepatient satisfaction, in particular by defining anoptimum value proposition tailored to our patientneeds, aligning all our personnel on the same‘excellence’ strategy, and deploying systematicallyin a structured way our integrated approaches andprocesses in all 5 practices.

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Our patients truly acknowledge now thatwe apply the same successful values, processes,tools and systems on all our sites wherever theygo for treatmentour Doctors, clinic assistants and administrativestaff are clearly working together in the samedirection, that they are all competent andinvolved with the same motivation andobjectives of patients satisfactionthey are getting a true personalised and efficienttreatment whose performance is constantlymeasured, along with its service

EFQM has also helped us to strongly develop our ‘culture of results’ throughout the organisation in theinterest of our patients. The efficiency of all clinical and support processes is measured regularly byperception and performance indicators, all traceable and comparable, with transparent andcommunicated results reflected on our Cockpit.This allows us to measure objectively the Excellence of our treatments and associated support servicesfor the patients.

Increasing and high sustainable patientsatisfaction and recommendation levels due toour patient centered strategy to optimise patientexperience and anticipate the evolvingpersonnalised needs and expectations of ourpatients.

Cabinet d’orthodontie Becker & Associés37 39 Boulevard Pierre Dupong, L 1430 Luxembourg, Luxembourg

www.cabinet becker.luinfo@cabinet becker.lu

Excellence AwardsPrize Winner - 2015

0%10%20%30%40%50%60%70%80%90%

100%

2011 2012 2013 2014 2015 1st Sem.

Patient Satisfaction

Result Target Benchmark EFQM Prize & Award Winners

0%10%20%30%40%50%60%70%80%90%

100%

2011 2012 2013 2014 2015 1st Sem.

Recommendations from Patients

Result Target Benchmark EFQM Prize & Award Winners

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Coca-Cola çecek AS Bursa Plant Prize Winner in Developing Organisational

Capability

“Coca Cola çecek (CCI) is the fifth largest bottler in the Coca Cola System in terms of sales volume. CCIproduces, distributes and sells sparkling and still beverages of The Coca Cola Company (TCCC) acrossTurkey, Pakistan, Kazakhstan, Azerbaijan, Kyrgyzstan, Turkmenistan, Jordan, Iraq, Syria and Tajikistan.CCI employs over 10,000 people and has a total of 24 plants. Bursa Plant is the biggest plant withdifferent processes in CCI system located in Bursa/Turkey.”You won a prize for Developing OrganisationalCapabilities. What is it that you do that makesyou so special?

Creating a culture of Operational Excellence tosupport continuous improvement of our businessprocess and systems is one of the 5 main goals inthe 2020 Vision of Coca Cola çecek. Supportedwith our corporate values "passion,accountability, integrity and teamwork", ourcommitment to continuous improvement andorganisational development has brought us thisvery special prize.Bursa Plant is the biggest operation unit in CocaCola çecek. In the Bursa Plant, we produce allbeverage categories in our portfolio such assparkling beverages, juices, energy drinks, water,mineral water in different packaging types (glass,aluminum cans, PET bottles, tetra packs).

Such a diverse manufacturing operation requireshigh tech infrastructure, machinery & equipmentas well as a trained, qualified, diverse and engagedworkforce. Therefore, developing ourorganisational capabilities has always been at thecentre of our strategy.We must recognise Bursa Plant management teamand all employees for their commitment to theEFQM Model, their hard work and great resultsthey have achieved.

If you had to start again with the EFQM Model,what would you do differently?

If we had to start again we would include all CCIfunctions in the process at the same time ratherthan implementing in different phases.

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What has been the biggest benefit Coca Colaçecek AS Bursa Plant has gained from using theModel?

Bursa Plant is the first operation to implement theEFQM Excellence Model within the Coca Colaçecek. We are committed to excellence in all ourprocesses that span from production to consumerservices. Two of the five pillars of our 2020 Visionare Sustainability and Operational Excellence.The EFQM Model helped us achieve outstandingPeople, Customer, Society, Business results. CCITurkey plants have achieved one of the bestenvironmental scores in water, energy and wastecategories in the global Coca Cola System.The EFQM Model helped CCI Bursa Plant achievebetter results by proving a framework to integratestakeholder feedback in our business processes.Focusing on the expectations of all stakeholders andsystematically benchmarking our performance withother organisations helped us improving ourbusiness continuously.

Our processes are leaner and more efficient. Thishas led to improved results with highproductivity and efficiency numbers, as well as atop product quality results. We benefit from theEFQM Excellence Model in this regard and we arecurrently working on establishing this Model inall our operations in Turkey.

How has using the Model impacted yourresults?

Using the EFQM Model had a positive impact onPeople, Customer, Society, Business results.Stakeholder satisfaction levels have increasedafter we started to use the Model. Furthermore,the Excellence culture has also been deployed toour customers, dealers and otherbusiness partners. Bursa Plant and CCIwill continue to be the leader in bestpractices in the Coca Cola System.

In order to provide top quality products andsatisfy customer expectations, we implementquality systems, deploy employee awarenesson quality and implement statistical processcontrol. As a result of these, our quality scorehas increased and we managed to sustain thisincrease over the last 4 years.

Moreover, we aim to be one of themost responsible corporate citizens inthe eyes of all of our stakeholders inorder to maintain the sustainability ofour business by acting in a proactiveand innovative way for theenvironment. We measure theperception of CCI Bursa operationsamong the local stakeholdersannually. The results of this“perception survey” has beenincreasing continuously over theyears.

Coca Cola çecek AS Bursa PlantAnkara Yolu 22. Km Kestel Bursa, Turkey

www.cci. com.tr

0.020.040.060.080.0

100.0

2011 2012 2013 2014

Quality Index

4.00

4.50

5.00

2011 2012 2013 2014

Stakeholder PerceptionGeneral Image

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Robert Bosch, Rodez Plant Prize Winner in Sustaining Outstanding

Results & Developing organisational capability

With approximately 1,500 associates, the Bosch Rodez Plant is the largest Bosch factory in France.Located in the Midi Pyrénées region, it is the top private sector employer in the Aveyron departmentand provides work for approximately 10,000 people. The Plant manufactures 3 types of energy savingand emission reducing diesel components: Common Rail Injectors, Injector Nozzles, and Glow Plugs.

You won 2 Prizes. What does this achievementmean to you?Along with the Excellence Award Prize we receivedin 2009, this year’s achievement is an importantmilestone in our journey towards Excellence thatstarted back in 2003 and a motivator to continue.It is a reflection of how far we’ve come and atremendous recognition of our associates’ dailywork, of their involvement, enthusiasm andcontinuous improvement mindset.The assessors highlighted our CSR and change

management approaches that enable our plantto continue being agile and fit for the future.

What have you learned through the ExcellenceAwards process?

The assessment process encouraged us to thinkand explain our business from a different angle.The highly qualified assessor team pushed us outof our comfort zone and provided us with newinsights on how to further improve and sustainsuperior performance results.

Why would you recommend using the Model to other organisations?Based on our more than 10 years’ experience with the Model we can only encourage otherorganisations to follow into our footsteps. The RADAR systematic enables the management to ask theright questions, to empower the associates through cause effect reasoning and in the end givesmeaning to the business decisions that will guide the organisation towards continuous learning andimprovement..

How has using the Model impacted your results?It is a continuously evolving impact that is also recognised through the prizes we’ve won this year. Thejourney towards excellence has been and is a huge booster for ouremployees pride in working in the Rodez Plant. The Model pushed us toconstantly benchmark against world class companies and to outperform,

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thus securing new investments and additional production volumes in a highly competitive market,despite being in a high cost location.

The pursuit of Excellence is embedded in all our areas of activity and acts as a booster to achieving our strategicchallenges: among others, Restore our competitiveness and Corporate Social Responsability. The above resultsshow the relentless efforts and active involvement of all our associates to both minimise our impact on theenvironment and reduce our costs. Our outstanding results place us as a role model organisation in terms ofmethods and energy efficiency.

Robert Bosch, Rodez PlantP.A. de Cantaranne, BP 3212 Onet le Château 12032 Rodez Cedex 9 France

www.bosch.frcontact@bosch.com

Excellence AwardsPrize Winner - 2015

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Robert Bosch, Blaichach/Immenstadt Plant

Prize Winner in Managing with Agility

The Bosch Group is a leading global supplier of technology and services. The company employs roughly360,000 associates worldwide, and generated sales of 49 billion euros in 2014.With a workforce of about 3,100 people, the Bosch Blaichach/Immenstadt plant is the biggest industrialemployer in the Allgäu region and manufactures mainly electronic brake control systems (ABS andESP®), injection components and sensors for powertrain technology.

You won a prize for Managing with Agility.What is it that you do that makes you so special?

We are very honored, that our improvementactivities based on the EFQM Model have beenacknowledged with a prize.The starting point of our change process was theredesign of our plant strategy with an outstandingapproach for deployment and communication withall leadership levels and our employees. Strategicprojects, each led by a member of our managementteam, are defined, regularly reviewed and adoptedwhen deemed suitable.On the operational level, improvement workshopsare held every three months for every value streamin our plant. All functional departments along theentire value stream participate, along with therelevant service and support functions. All affectedleaders and employees are involved in the definitionand review of improvement activities, enabling onthe spot communication and agile prioritisation. Onthe basis of a systematically utilized KPI tree, we are

able to concentrate on the biggest levers toimprove the value stream KPIs.As a lead plant within our InternationalProduction Network of 11 plants, we use onlineavailable KPIs of all our machines worldwide forcontinuous improvement and mutual learning,enabled by our Industrie 4.0 approaches.Focusing on the entire product lifecycle ourunique selling point “all under one roof” fostersagility in innovation, development, planning andmanufacturing.

Why would you recommend using the EFQMModel to other organisations?

In our opinion, the EFQM Model is the mostsound and comprehensive management modelavailable. By using this model as the guideline forourimprovementactivities, weaim to spread a

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culture of excellence throughout ourorganisation. The Awards Process is vital for us,because we receive valuable feedback fromcompetent external experts, enabling us tocompete with the best in Europe, strengtheningour position towards our stakeholders. Asimportant as the improvement potentials takenfrom the feedback report is the fact that ourstrengths and achievements become morevisible to ourselves and to our stakeholders.

What have you learned through the ExcellenceAwards process?

Throughout the early preparation phase, thecomposition of the submission document, thesite visit with the interviews, and the feedbackpresentation, we further improved crossfunctional cooperation and increased ourawareness of what we have been changing andimproving in the last 3 yearsThe feedback report reflects our strengths andopportunities very well, supporting us to gofurther on the "road to excellence" with apositive spirit.

What is the one thing other organisations can learnfrom you?

We have systematically implemented a consistentchange system with a 2 3 years strategic planninghorizon, yearly targets, and quarterly improvementworkshops with the maximum possible involvementof employees and supported by alignment of allleadership levels. The combination of an inspiringvision from our top management, leaders that drivechange and consistent daily/hourly performancetracking supported by worldwide benchmarks in theInternational Production Network have been ourmain success factors.

As a lead plant, the Bosch Blaichach/Immenstadt Plant (BhP) is in close cooperation with all partner plants to share bestpractices within the International Production Network.One example of the successful worldwide improvement work is shown here:The performance of the automatic final assembly lines for ESP® has demonstrated significant improvements since 2011 basedon benchmarks established by BhP. Major drivers are cycle time reduction and an increase of the overall equipmenteffectiveness.

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

www.bosch.de+49 (8323) 20 0 Excellence Awards

Prize Winner - 2015

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Sakarya University Prize Winner in Developing Organisational

Capability

Sakarya University has become a world class education centre with its 16 faculties, 5 schools, 15vocational schools, 5 institutes since its foundation in 1970. In an ideal setting including natural beautysand enhancing greenery, Sakarya offers not only an excellent quality of university education but also agreen blue campus, a developing industry and closeness to major centres across the country.

You won a prize for Developing Organisational Capabilities. What is it that you do that makes you sospecial?Sakarya University with the ambition to “shape the future of its stakeholders both in Turkey and in theworld”, has paid consistent attention to sustain organisational development through focusing oncontinuous improvement and revising its organisation in the light of developments and stakeholders’expectations since its foundation. Sakarya University is open to innovation within its processes and itssystems as part of its organisational culture. As a result of this approach, Sakarya University has gotvarious numbers of good practices and projects such as enhancement of quality, developing ofcustomised information systems, establishing effective partnerships within all its processes. As thesocietal aspect of organisational development, Sakarya University has also focused on developing itspeople resources and foster inspiring leadership.

Why would you recommend using the Model toother organisations?

The EFQM Excellence Model makes it easy toextend the quality management viewpoint and totake an independent look at your organisation andthe results it achieves. It helps management teamrelate the different aspects of the organisation toone balanced viewpoint. The EFQM is not onlyuseful for future improvement initiatives, butcurrent improvement projects can also beprioritised and evaluated on the basis of the EFQMExcellence Model. However, the Model can be

implemented to any type of organisations with itsflexible framework to enhance their managementcapabilities.

What is the one thing other organisations canlearn from you?

Sakarya University strives to be asuccessful organisation with a keyrole in the local and nationalcommunity through a clearstrategic direction, motivated staff,drive for innovation and quick

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adaptation to change. Sakarya University can also integrate various approaches within the organisationand has got various role model practices such as Sakarya University Information System, ManagementSystems, Partnership Management, Practical Trainings and Life Long Learning.

This is the first time that you apply for the EFQMExcellence Awards. What have you learnedthrough the Excellence Awards process?

The experience and expertise of Assessors is thegreatest strength of the Awards AssessmentProcess which provides determinations andinsights into the organisations’ structures,processes and strategy, and addresses changes inprocesses. The assessment process also ensuresthe communication environment between theorganisation and the assessor team.

According to Entrepreneur and Innovative University Ranking in Turkey, the performance of Sakarya Universityshow positive trends over 4 years in line with the progress of its organisational excellence (max. score: 25)

Sakarya University Esentepe Campus54187 Serdivan, Sakarya, Turkey

www.sakarya.edu.trdanismaburo@sakarya.edu.tr

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Excellence AwardsPrize Winner - 2015

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Sanitas Hospitales Prize Winner in Succeeding through the

Talent of People

Sanitas Group is specialised inhealthcare and socialhealthcare services. Thegroup is made of thefollowing organisations:Sanitas Insurance, SanitasHospitals, Sanitas Residentialand Sanitas HealthcareServices.Sanitas Hospitales (SH) isresponsible for managing thehospitals infrastructurewithin the Group. SH’s ownnetwork is composed of 4hospitals, 20 multi specialitycentres and Sanitas Acude(emergency care at home).

You won a prize for Succeeding through the Talent of People. What is it that you do that makes youso special?

Inspiring leadership from the top management drives Sanitas Hospitales in its journey to a clearcorporate strategy (Bupa 2020 Vision) and its strategic goals, encouraging people to challenging resultsand be ambassadors of continuous high level performance.We value our employees and understand that they are one of our critical success factors. Confirmed bypeople perceptions, we have created a culture where peoples’ dedication, skills and talents aresupported, measured and valued.We engage workforce to excellence on many fronts: “Everyday Hero” programme; annual GlobalPeople Survey, with action plans per location; training plan created from employee feedback andaligned to our strategy; Sanitas SMILE program oriented to employee healthcare, etc.And the secret of success in all the above is to have the necessary talent and advocate a culture ofshared leadership, oriented to the values that define us as a company.

This is not the first time you are in the ExcellenceAwards Process; what have you learned throughthis process?

The application of the excellence concepts and theEFQM Model is helping us at all levels, frommanagement to professionals, to improve aspectsof our service, and other as strategic guidance,process management, communication… that aideffectiveness and efficiency. The great advantageis to have a diagnosis with a balanced view of thedifferent aspects of the company.

Each of the internal and external assessments hasgiven us an overall view of strengths and areas forimprovement on which we have worked. Analysisof enablers results cause effect relationships, andcomparison with best references have been crucialfor decision making.The Excellence Awards process has given us ahighly experienced internationalteam vision, and new dimensionprospects of very high value in ouraim to be a reference in thesector, not only in Spain butworldwide.

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How has the use of the Model impacted your bottom line, customer results or people results?

Sanitas Hospitales has used the EFQM Model since 2009. The impact is tangible in both the enablersand in the specific outcomes related to improvement projects. We have improved in leadership, peoplemanagement, risk management, strategic management, internal communication, service and customerresults, external image, key company results, etc.The EFQM assessments have confirmed that the focus of our sustainability and growth strategies iscorrect. We are confident that we will see even more impact on business results in the coming years.How did you start your journey towards excellence?Sanitas Hospitales has always developed and implemented approaches and tools in pursuit ofexcellence in our services, as a healthcare provider. Since our beginning we had in place tools orientedto corporate leadership, people management, process effectiveness and efficiency, and above all, ahigh quality service. External recognitions reveal our level of excellence in many aspects.Throughout the years, we have developed systems and facilities which comply with the highestinternational standards, maintaining continuous investments in leading edge technology. This strategyhas been definitely strengthened when in 2009 we decided to apply the EFQM Model and assessmentsas tools for excellence. Since then, we have seen significant progress.

Number of unique patients Overall Satisfaction

Sanitas Hospitalesc/Ribera del Loira 52. 28042 Madrid, Spain

wwww.sanitas.es Excellence AwardsPrize Winner - 2015

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VAMED-KMB Prize Winner in Adding Value for

Customers

VAMED KMB is a subsidiary of VAMED, the leading international provider of a full line of services forhospitals and other healthcare facilities. VAMED KMB, with its highly qualified staff (about 1,000employees) and a turnover of €122 million in 2014, is a competent partner in Vienna’s healthcaresystem. It provides valuable and sustainable operations management services and realises projectsduring on going hospital operation. VAMED KMB has maintained the Vienna General Hospital eversince its construction.

If you had to start again with the EFQM Model,what would you do differently?

VAMED KMB has been following the excellencepath since 2003 and overall our approach provedsuccessful. We have turned our customer into avital partner on our path to excellence and havebeen among the first companies to train its entiremanagement, from the management board to thefirst and second reporting line, as EFQM internalassessors. The feedback report of our recentexternal assessment states: "The guiding principle'from people excellence for people' is trulyintegrated in VAMED KMB's DNA, hence ensuringthat the main purpose of all activities is to ensurethe satisfaction of the main customer as well asthe welfare of employees." VAMED KMB hasreceived nine national and international awardsincluding four recognitions as Prize Winner in theEFQM Excellence Awards.

You won a prize for Adding Value for Customers.What is it that you do that makes you so special?

VAMED KMB has ensured uninterruptedoperations of the Vienna General Hospital since itwas opened to the public in 1991. We havedeveloped our contractual partnership with theVienna General Hospital based on a QualityStandards Handbook containing the mutuallyagreed on performance targets. Furthermore, wehave institutionalised communication andcooperation platforms on various levels to alwaysbe up to date with the needs of our customer. Wehave recently started a joint innovationmanagement platformtogether with our customer inorder to benefit from theknowledge of all 11,000 staff.

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What has been the biggestbenefit VAMED KMB has gainedfrom using the Model?

Our excellence path is an integralpart of our contractualpartnership with the ViennaGeneral Hospital and hassupported a trustful relationship.In addition to our annual internalassessment, our customer alsoassesses VAMED KMB on a yearlybasis. This provides us withvaluable feedback on top of theinformation we gain from thecommunication platforms and theregular customer surveys.

What does the future look like for VAMED KMB?

The demographic change and budgetary necessities urge carriers of health facilities to take adaptivemeasures. VAMED KMB is well prepared to support these measures taking responsibility for operationsmanagement services and project realisations, thus pursuing our organisation’s vision "to be theaccompanying partner in creating the future of Vienna's healthcare system."

VAMED KMB Krankenhausmanagement undBetriebsführungsges.m.b.H.Spitalgasse 23, 1090 Vienna, Austria

www.vamed.comvkmb@vamed.com

Excellence AwardsPrize Winner - 2015

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General Directorate of IETT Enterprises

Finalist

stanbul Electricity Tramway and Tunnel ( ETT) Enterprises General Directorate is a public institutionoperating under stanbul Metropolitan Municipality and offers urban public transport services withinthe city boundaries. IETT, serving the people at every corner of the city with more than 12.000 stops,carries everyday 3.7 million passengers on the 725 bus lines with 3.000 of its own buses and 3.500private buses. IETT provides public transport services on bus lines along the spine of the city, 24 hoursa day, with 480 metrobus operating with 10 maintenance depots, 4 parking garages and an engineoverhaul workshop.Why did you initially choose to use the EFQMExcellence Model?One of the seven goals in our five years StrategicPlan prepared in 2012 is ‘’Excellence inManagement Systems’’. At this point there was aneed for a comprehensive assessment systemthat would show where we were in the journey ofexcellence. This requirement led ETT to theintroduction of the EFQM Excellence Model.Factors allowing us to adopt the Model can besummarised as follows:

It’s an effective diagnostic tool that reports tothe top management about how to operateon activitiesIt covers all functions and all activities of theinstitution

It is related to the expectations of allstakeholdersIt is a top level framework providingimplementation of other managementsystems such as ISO 9001, ISO 14001, and ISO50001 etc. in harmony

What is the one thing other organisations canlearn from you?

‘’Vehicle Purchasing and Operating Model’’executed in our depots and considered worthy of‘’Business ModelInnovation Award’’ inUITP World Congress,

EFQM Recognition Book 2015

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Geneva 2013, is a good practice of IETT.Maintenance and repair of the 1705 vehicles purchased in 2012 and 2013 is the responsibility of themanufacturers. An approach called "Depot Operating Model and Control Method" was developed inorder to enable different contractors in different depots to work systematically and in harmony.All the critical points in the garage activities are determined by an independent company. It performsmystery and open inspections under the name "third party supervision".Thus, standard implementation of the maintenance system performed by the different depotcontractors is guaranteed.

How did you start your journey towards excellence?

2007: The first strategic plan2009: Initiating Project Management approach to mobilise the entrepreneurial spirit2010: Introducing Process Management approach2011: Standardisation process began with application of ISO 9001, ISO 14001 and OHSAS 18001.Today twelve management system standards are in practice2011: Initiating a companywide benchmarking2012: The first self assessment initiative based on EFQM Excellence Model2013: Becoming a member of IBBG (International Bus Benchmarking Group) to compare key results2013 : Publishing GRI A+ Sustainability Report2013: Becoming a finalist in Turkey Excellence Award process2014: Becoming a Prize Winner in Turkey Excellence Award Process

IETT continues its journey to excellence participating in both the European and Turkish QualityMovements.

Customer Satisfaction Rates (%) – Product and Service Value

The customer satisfaction level of bus passengers increased by virtue of improvement actions such as procurementof new smart buses accessible for disabled people, ensuring a decline in the fleet age and increasing the numberof natural gas fuelled vehicles. Trainings provided to the drivers on subjects like public relations, communication,stress management and safe driving techniques made a positive impact on passengers’ perception. Increasingnumber of dealers, AVMs and Application Centres where passengers can purchase electronic tickets and loadcredits are other reasons for the elevation in satisfaction. Metrobus satisfaction rate was elevated following thestudies for implementing a flexible planning system based on passenger demand. Interactive passengerinformation system was a factor for positive trend as well.

General Directorate of IETT Enterprisesahkulu Mah. Erkan Harp Sok. No:2 Tünel, 34420

Beyo lu / stanbul, Turkeywww.iett.gov.triett@iett.gov.tr Excellence Awards

Finalist - 2015

58 6065.4 67.3

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IETT Comparison 1 Comparison 2 TARGET

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Geriatrische Gesundheitszentren der Stadt Graz

Finalist

The Geriatric Health Centres of the City of Graz (GGZ) are a non profit, public service organisationoperating in the public health and social services sector as a municipal enterprise. They provide around20 graduated care forms for patients and elderly people. They consist of the Albert Schweitzer Clinic,Albert Schweitzer Hospice, Assisted Living and 4 Nursing homes. There are in total about 800 patients,residents or day care patients.

How did you start your journey towardsexcellence?

We started our journey to excellence at the turnof the century. Since then, we have improvedevery part of our company. We renewed thewhole infrastructure (buildings, technologies,etc.) and integrated management methods likeBSC, a complaint management and we foundedthe Albert Schweitzer Institute for Geriatrics andGerontology with focus on research, education,knowledge management and consulting in 2014.The Business Process Reengineering approach hasbeen used to design new products (new andinnovative care facilities). In 1999 we had two carefacilities and today we offer approximately twentydifferent care facilities which are need based andaffordable (we still develop new ones). The healthexperts decide together with patients and referraldoctors the best point of care.

These are the crucial factors of being one of thebest geriatric health care centres of Europe.

This is the first time you apply for the EFQMExcellence Awards; what have you learnedthrough this process?

After 15 years reorganising our whole company,we decided to participate at the AustrianExcellence Award 2014. We won this competitionand as a logical next step we applied for the EEA.Our innovation strength is inspired by theFundamental Concepts of Excellence and werealise at which stage of organisationaldevelopment we are. During the process the multiprofessional teamwork was enforced andemployees got a very good overview of thecompany. This was quite abig success for us.

Fotocredit©Pichler/GGZ

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What has been the biggest benefitGeriatrische Gesundheitszentren der StadtGraz has gained from using the Model?

The biggest benefit of using the Model wasand is the systemic approach. You have tofollow the Management cycle (RADAR logic)in the most important parts of the company.The idea is quite good and easy tounderstand but the consequent use in allareas in the company is the big challenge.The Model helped us to identify open cycleswhich we are closing now. Another benefitfrom using the Model was the systemic useof benchmarks and targets. Our controllingdepartment found new benchmark partnersto compare results.

Patient satisfaction Employee satisfaction

Patients evaluate the company in 13 categories (e.g.care, medicine, catering, etc.). Scale: 1 5.

Employee satisifaction shows a very positive trend overthe last 6 years. Scale: 1 5.

Re integration/ home discharge Care facilities (product development)

Acute geriatrics and remobilisation treatment aims athome discharge, and this is the most economic anddesirable outcome. After 3 weeks nearly 80% of ourpatients are discharged to their homes.

The GGZ as a competence centre for geriatrics andgerontology aim to provide comprehensive geriatriccare encompassing needs based, graduated service.Around 20 products were developed to have suitablecare facilities for a lot of different patient groups.

Geriatrische Gesundheitszentren der Stadt GrazAlbert Schweitzer KlinikAlbert Schweitzer Gasse 36, 8020 Graz, Austria

http://www.ggz.graz.atggz.office@stadt.graz.at

Excellence AwardsFinalist - 2015

Fotocredit©Pichler/GGZ

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Metsä Fibre Oy Finalist

Metsä Fibre is a world leadingproducer of softwood pulp. Ourproducts – sustainably and costefficiently produced softwoodand birch pulp – are developedfor the production of highquality tissue and printingpapers, specialty products andboard.Our sales is approximately EUR1.3 billion, and we employ a totalof about 850 people. MetsäFibre is part of Metsä Group.

What have been the highlights on your journey towards Excellence?

Metsä Fibre has been systematically working towards Excellence since it adopted a customer focusedprocess management model in 2000. Since then, the company has been concentrating on its corecompetences – that is, the production, development and delivery of pulp products and cooperatingwith customers, offering products and services that create added value.EFQM assessments have been carried out to support development at Metsä Fibre since 2004. Theseassessments have resulted in development measures, and it has been wonderful to see how all of ouremployees have embraced the culture of continuous improvement.Metsä Fibre has received national recognition for its quality management work: the company won theExcellence Finland competition in 2012 and the Quality Innovation of the Year competition in 2012 and2013.Systematic quality management work has generated excellent operating methods, such as strong safetymanagement and the key account management model, which creates added value for customerrelationships.

This is the first time that you apply for the EFQMExcellence Awards. What have you learnedthrough the Award Assessment process?Our decision to enter a European levelcompetition has created a great deal ofenthusiasm and pride among our employees,which is reflected in positive energy inoperational development.Although preparing the application felt like amajor project, the feedback from employees hasbeen positive andthe managementdocument will beutilised in training.

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The assessment visits, carried out by a team of experienced assessors, easily met our expectations. Ourgoal for the assessment visits was to receive feedback for further development. The report provided uswith valuable information aboutdevelopment needs and also includedperspectives that were new to us. Inaddition, participating in the ExcellenceAwards has increased our understandingof where we are on our development pathright now. We have actively beenengaging in quality management work foryears, but we still have plenty of room forimprovement. We are looking forward toour feedback discussion with theassessors. After that, we will continue toenhance our business excellence with newvigour.

What is the one thing other organisations can learn from you?

One of our strengths at Metsä Fibre is our corporate culture, which is characterised by strongcollaboration and continuous improvement. Our employees are highly motivated and committed towork on our strategy in the long term. Communication is open throughout the company, and interactionbetween managers and employees is straightforward and continuous. For example, the Metsä Fibremanagement group works in various locations on a regular basis to ensure our strategy is implementedin practice and to facilitate discussion and interaction in all the company’s operations.

Average Daily Production Total effluent flow (m3/pulp tonnes)

Daily production (tonnes of pulp per day) is one of thekey performance indicators for Metsä Fibre. Thisindicator is highly reflective of the culture of continuousimprovement at the company. Operations aredeveloped and improvements are implemented as partof day to day work. Old production records arechallenged, and new ways to improve productionefficiency are sought systematically.

Total effluent flow (m3 per tonne of pulp) is animportant indicator in terms of corporate socialresponsibility, reflecting our commitment to reducingthe environmental impact of our operations in line withsustainability goals. The dotted line illustrates the BestAvailable Technology (BAT) limits confirmed by the EU.Metsä Fibre’s systematic, long term developmentoperations have led to decreases in process waterconsumption, which is now even close to the BAT lowerlimit.

Metsä Fibre OyP.O. Box 30, FI 02020 Metsä, Finland

feedback.metsafibre@metsagroup.comwww.metsafibre.com Excellence Awards

Finalist - 2015

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Pierburg Gestión S.L., Pierburg Systems S.L. & Pierburg S.A.

Finalist

Pierburg Gestión S.L., Pierburg Systems S.L. and Pierburg S.A. are management, production engineeringand production subsidiaries of the German Group KSPG, Pierburg, a worldwide leader in the design,development and production of automobile components.With annual sales in excess of €165 million and 374 workforces, the Spanish subsidiaries of Pierburgholds a position as a leader in the automotive market thanks to their competence in the developmentand construction of assembly means and production of components for emissions reduction and airmanagement.

Why did you initially choose to use the EFQMExcellence Model?

Pierburg S.A. began using the Model over 12 yearsago. At that time, forecasts were for strong growth,and we wanted to manage the company with themost advanced tools and methods in management.For that reason, we took the decision to use theEFQM Model as a reference for improvement. TheModel provides a structured approach andidentifies the strengths and weaknesses of theorganisation for its improvement.Now, twelve years later, what we can say is that theModel has driven us even more than before to acommon goal, which is the continuousimprovement of our company. Only by putting ourhearts and passion into everything we do, we willensure sustainable results over time.

What is the one thing other organisations canlearn from you?

The evolution of the European directives onexhaust gas emissions led to the disappearanceof our main product, the carburetor.To move forward, Pierburg SA reinvented itselfwith regard to product, process and alsomanagement model.The carburetor crisis was only possible toovercome thanks to the motivation andinvolvement of all the employees from Pierburg.Some clear examples of this involvement are thegood practices developed along the time as forexample our 5S methodology, energy efficiencyand TPM program and our continuousimprovementphilosophy.

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This is the first time that you apply for the EFQM Excellence Awards. What have you learned throughthe Award Assessment process?

The whole process has been an unforgettable experience. The exercise of preparing the ManagementDocument and the assessment has provided to us a better understanding of our organisation to a largenumber of people from all areas and levels of the organisation.Precisely this wide participation, has enabled the company to have a clear identification of ourstrengths, but above all of our improvement areas.

Pierburg S.A. measures the added value as the difference between company revenue and component purchasingcosts/person. In the last years Pierburg S.A. has been able to maintain a sustained positive trend, mainlyattributable to the philosophy of continuous improvement deployed company wide. Results and factors whichimpact this indicator include productivity, cost of components and raw materials, energy efficiency, quality costsand a white collar employee base adjusted to the needs of the organisation.

Pierburg Gestión S.L., Pierburg Systems S.L. and Pierburg S.A.Barrio de Matiena s/n, E 48220 Abadiano, Bizkaia, Spain

info@es.kspg.comwww.pierburg sa.es Excellence Awards

Finalist - 2015

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SCLE SFE Finalist

SCLE SFE, a Cofely Ineo’s subsidiary in the ENGIE group, is based in the south of France. It is specialisedin the design, manufacturing and the distribution of products, systems and services for the high voltagetransformer substations automatisms and for railway signalling systems. Its business segments are thepower distribution and transmission grid, plants generating renewable energy, urban and rail transportnetwork, industry, tertiary sector and local authorities.

This is the first time that you apply for the EFQM Excellence Awards. What have you learned throughthe Award Assessment process?

First of all, we faced the challenge of writing the Management Document: it was a wonderfulopportunity to extract our best practices and results. This task really brought people closer togetherand the team involved in the project was enthusiastic! We understood when we met the assessmentteam how difficult it is to give a clear presentation, reflecting exactly our activities, our major issues…During the assessment, we learned that we needed to be exhaustive and efficient because the timegoes by so fast. The report and the face to face meeting with the assessors are fundamental to captureour improvement opportunities. For us, it’s a new start!

What is the one thing other organisations canlearn from you?

How to transform our co workers into a strongand cohesive team!The values are deeply embedded in people’s mindand the management team exemplarity isessential. Working at SCLE SFE is a human

adventure dedicated to the sustainabledevelopment. A lot of tools have been imagined tocultivate the team spirit! And what isessential is that customers and theother stakeholders feel thisatmosphere, where each co workercan fulfil him/herself.

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Why did you initially choose to use the EFQM Excellence Model?

We started to implement the EFQM Excellence Model 8 years ago, forseveral reasons:

To differentiate our company from our competitors;To cultivate our image inside our Group;To strengthen our improvement capability;To measure our enhancement dynamic;To take into account all our stakeholders;To share best practices with other users;To compare our performance at European level.

We were also convinced that it was more efficient to base ourdevelopment on a strong model, designed by world renowned experts.We didn’t want to improvise.

SCLE SFE guarantees a double digitgrowth of its turnover, in the range of20% per year. This result, steady for 5years, is the consequence of an activeR&D policy, increasing the companyoffer from year to year.

SCLE SFE makes every effort to create ahealthy competition among people,favourable to the companyperformance, and wants to maintain asound work atmosphere.To guarantee people’s well being, SCLESFE regularly conducts surveys byquestionning them on topics related totheir missions (interest, training, salary)and also to the work atmosphere (pridein belonging, work conditions andatmosphere) and conciliation of privateand professional life.Since 2005, the overall satisfaction levelhas remained high, thanks to thedeployment of a workplace of qualityof life. The clear wish to manage allemployees equitably and thecommunication process deployed in thewhole company also contribute to theseresults.

SCLE SFE (Cofely Ineo)25 chemin de Paléficat, BP 30407, 31204 TOULOUSE cedex 2, France

www.scle sfe.frcontact@scle.fr Excellence Awards

Finalist - 2015

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Thank You! EFQM would like to acknowledge and thank the following people and their organisations for theirwork and contribution to the EFQM Excellence Awards 2015. The Awards process would not workwithout their commitment and professionalism.

The Jury Members 2015The EFQM Excellence Awards Jury is composed of high profile, highly respected people from the worldof business, public service and academia. They deliberate on which applicants are the role modelsothers should aspire to learn from. In turn, they independently decide which of the participatingorganisations receive an EFQM Excellence Award or Prize.

Bob Barbour, CEO, Centre for Competitiveness (Ireland)Torben Braendgaard, General Manager, Pompes GRUNDFOS S.A.S. (France)Vittorio Cesarotti, Professor of Industrial Managemenet and Quality Management, Universita’di Studi di Roma “Tor Vergata” (Italy)David Mills, CEO, Ricoh Europe (UK)

The Awards Assessors 2015 Please note that the people whose name is in an orange box are the Assessment Team Leaders.

Rafael Abajo Thomas Bäuerle Henk Bijl Jose Calvo

Georgios Christodoulou Paul Evans Marc Gernaey Mia Goetvinck

Stefan Hagmann Andre Haynes Hakan Kilitcioglu Ian May

EFQM Recognition Book 2015

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José Morais Laura Salasco Celal Seckin Enrico Tosco

Karin Walter Eman Abulibdeh Elmar Aschauer Dogan Atik

Valdas Ausiejus Ehrtfried Baeumel Tugce Balarisi Ralf Baral

Niklas Blomqvist Detlev Bohle Matt Byrom Patricia Carvalho

Agnieszka Cebrat Claire Champel Mariano Cilenti Ian Clarke

John Colyer Jean Marc Cordonnier Serafin Cuenca Andreas Dalluege

Carlos d’Anglade Pavlina Digna Jacob Dirks Neil Donovan

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Ciarán Doran Kristina Schiffer Ursula El Hage Klaus Garbers

Juan García del Valle Robert Garnier Haluk Gozuyilmaz Uros Guncar

Thorsten Herberger Barrie Howard Angela Howarth Regina Hummelsheim

Andreas Ioannides Patrick Jezequel Norbert Kaiser Taras Kalyta

Lisbet Karlsson Shaun Knights Marta Labayen Dominic Lang

Gerhard Leu Patrick Meurgey Henrik Michelsen

Isra’a Mobideen Heikki Niemi Mauro Norbedo Maria Novo

John Macdonald

EFQM Recognition Book 2015

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Tulin Ograk Britt Marie Olsson Jaime Pereira

Christophe Perrin Lars Persson Jan Hendrik Peters Jorge Reviriego

Nicholas Reynolds Marlene Rosario Pierre Rosset Sonja Roth

Isaac Rozenberger Xavier Rubiralta Jördis Schmidt Thomas Schosse

Vincent Schu Wolfgang Seifert Oleg Smertin Nikola Sopar

Anthony Spanos Corrado Squarzon Karen Touborg

Jan Niklas Töws Laurent Troquet Gerd Uckermann Gunay Uskudar

Zsolt Nyeste

Uwe Spiegel

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Thank you!

Koenraad Van Coillie Andre van der Geest Filip Echelpoel George Wilson

Oliver Wolf Susanne Zaglauer

EFQM Recognition Book 2015

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Recognised Organisations August 2014 – July 2015

EFQM Recognised for Excellence 5 Star Austria

ArbeitsmarktserviceBKS Bank AGBlattaria BetriebshygienegesmbHFachhochschule Campus WienKostwein Holding GmbHMagistrat der Stadt Wien Magistratsabteilung 48,BA 6.1 Müll und AltstoffsammlungPollmann Austria GmbHSENOPLAST Klepsch & Co. GmbHtechnosert electronicVBV Vorsorgekasse AGWIFI Kärnten GmbH

BelarusBiocom Ltd.JV "FreBor" Ltd.

CyprusUniversity of Nicosia

Czech RepublicAHOLD Czech Republic a.s.Hyundai Motor Manufacturing Czech s.r.o.

FinlandFujitsu Finland Oy

FranceAeroports de LyonCNIEG (Caisse de Retraite des Industries Electriqueset Gazières)Robert Bosch, Rodez PlantWEAVE

GermanyBMW Group Plant Munich TMflow consulting gmbhH+L Baustoff GmbHLWL KLinik PaderbornMDK Berlin Brandenburg e. V.Münchner Volkshochschule GmbHRobert Bosch Fahrzeugelektrik Eisenach GmbHSFZ Förderzentrum gGmbH mit den verbundenenUnternehmen SFZ Berufsbildungswerk für Blindeund Sehbehinderte Chemnitz gGmbH und SFZCowerk gGmbHVHS Reckenberg Ems gem. GmbH u. FARE gGmbHWeisses Bräuhaus München GmbH & Co. KG

GreeceVivechrom S.A.

IrelandCrowne Plaza Northwood

ItalyAZB COOPERFORMAzienda Provinciale per i Servizi Sanitari TrentoVerband der Volkshochschulen Südtirols

Kazakhstan«National Scientific Medical Research Center»,Joint Stock Company

LithuaniaJSC "Kvalitetas"

Russian FederationChildren’s Clinical Hospital of the Health Ministry ofthe Republic of TatarstanJSC Perm Scientific Industrial Instrument MakingCompanyLLC Coca Cola HBC Eurasia in the city ofEkaterinburgLLC Coca Cola HBC Eurasia in the city of OryelNorthern (Arctic) Federal University named afterM.V. Lomonosov (NArFU)Sverdlovsk Regional Medical College

SpainABENGOA Recursos HumanosAbertis TelecomAdministrador de Infraestructuras FerroviariasAeropuerto Adolfo Suárez Madrid BarajasBiblioteca CRAI Dulce ChacónBiblioteca Universitaria de GranadaCasvi Boadilla, S.AColegio Base, S.L.Colegio M. PeleteiroColegio Pureza de MaríaColegio Ramón y CajalColegio Salesiano San Juan Bosco PuertollanoColegio Virgen de MirasierraCorporación Alimentaria Peñasanta, S.A. (CAPSA)ENAGÁSEULEN Servicios Sociosanitarios, S.A.FREMAP, M.A.T.E.P.S.S.Grupo Banco SabadellGrupo CLHGrupo UmivaleHospital Universitario de Getafe

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Línea Madrid Ayuntamiento de MadridOficina de Cooperación UniversiatriaThyssenKrupp Norte, S.A.Universidad Europea de MadridVasbe, S.L.

TurkeyAnadolu Universitesi Muhendislik FakultesiCoca Cola Icecek A.S. Tedarik ZinciriEge Bolgesi Sanayi OdasiFicosa Otomotiv San. ve Tic. A.S.T.C. Tiryaki Hasan Pasa Ilkokulu OrtaokuluUludag Universitesi Gemlik Asim Kocabiyik MeslekYüksek Okulu

United KingdomArriva Trains WalesAshton Community TrustChiltern Railway Company LtdCircle Housing WherryCity of Glasgow College

CrossCountry TrainsDB Regio Tyne and Wear Ltd.East Midlands TrainsFirst TransPennine ExpressGreater Manchester Fire & Rescue ServiceLondon MidlandLOROLMerseyrail Electrics 2002 LimitedMoy Park Craigavon CoatedNorthern RailNorthumbrian Water LimitedPhoenix FuturesTriangle Housing Association LtdSiemens Healthcare Diagnostics Manufacturing LtdSiemens plc, Rail SystemsSiemens Magnet TechnologySouth Western Railway (An Alliance betweenStagecoach South Western Trains & Network RailWessex)The Wise Group

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EFQM Recognised for Excellence 4 Star Albania

UBT University for Business and Technology

AustriaISOSPORT Verbundbauteile GmbHLandesklinikum GmündLKH Univ. Klinikum Graz, Klinische Abteilung fürEndokrinologie und StoffwechselRTA GmbHSonnleitner GmbH & Co KGVolkshochschule GötzisWEB Windenergie AG

BelgiumKoepel van de Vlaamse Noord Zuidbeweging11.11.11 vzw

ColombiaColegio Cristo Rey BogotáColegio El Carmen TeresianoColegio Hispanoamericano Conde AnsúrezColegio San ViatorColegio TilatáFundación Colegio San Tarsicio

Czech RepublicKrajsky urad Libereckeho krajeStredni odborna skola multimedialni a propagacnitvorby

EcuadorUnidad Educativa Bilingüe TorremarUnidad Educativa Tomás Moro

FinlandAmmattiopisto LuoviBotnia Mill Service Oy AbHelsingin kaupungin tarkastusvirastoHKL RaitioliikenneNokia NET CFOO GOPS MO OuluRiistavuoren monipuolinen palvelukeskus

FranceENDRESS et HAUSER Département ServiceAFNICLa Poste Branche Services Courrier Colis

GermanyBankwitz ArchitektenDGB Bildungswerk NRW e.V.HARTING Electronics GmbHHoesch Hohenlimburg GmbHIhr Königlicher Campingpark Sanssouci zuPotsdam/BerlinLZ Catering GmbHOBI Baumarkt Franken GmbH & Co. KG

OBI Baumarkt Franken GmbH & Co. KG MarktAnsbachOBI Baumarkt Franken GmbH & Co. KG MarktFeuchtwangenOBI Baumarkt Franken GmbH & Co. KG MarktFürthOBI Baumarkt Franken GmbH & Co. KG MarktNürnberg Leyher Str.OBI Baumarkt Franken GmbH & Co. KG MarktNürnberg NordOBI Baumarkt Franken GmbH & Co. KG MarktNürnberg Regensburger Str.OBI Baumarkt Franken GmbH & Co. KG MarktPegnitzOBI Baumarkt Franken GmbH & Co. KG MarktSchwabachOBI Baumarkt Franken GmbH & Co. KG MarktSchwarzenbruckOBI Baumarkt Franken GmbH & Co. KG MarktWeißenburgOBI Baumarkt Regnitztal GmbH & Co. KGOBI Baumarkt Regnitztal GmbH & Co. KG MarktErlangen Kurt Schumacher StraßeOBI Baumarkt Regnitztal GmbH & Co. KG MarktErlangen NeumühleOBI Baumarkt Regnitztal GmbH & Co. KG MarktForchheimOBI Baumarkt Regnitztal GmbH & Co. KG MarktHöchstadt/AischOBI Baumarkt Regnitztal GmbH & Co. KG MarktNeustadt/AischWBS Training AG

GreeceIoulia and Irene Tseti Pharmaceutical LaboratoriesS.A «Intermed.S.A»V.KAFKAS S.A

ItalyBildungshaus Lichtenburg Nals

NetherlandsROC Horizon College

PolandMPWiK Wroclaw

Russian FederationSiberian State Industrial University

SloveniaEuroplakat D.O.O., LjubljanaFakulteta za zdravstvo JeseniceUniverzitetni klini?ni center Ljubljana

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SpainAbengoa Solar EspañaAcademia AudiomecaAcademia del Transportista ATAcademia RipollésAcción LaboralAdalid InmarkADAMS FormaciónAdeje ImpulsaAdministración Conde, S.L.AKACENTER Formación Ocupacional, S.L.Alsa Grupo, S.L.UAnuscheh Missaghian Schirazi, S.L.AQUINUVEAsociación Canaria de Centros de FormaciónProfesional (ACEPRO)Asociación de Empresarios y Emprendedores deLanzarote (AEEL)Asociación para el Desarrollo del TransporteASODEMAAula 5 Centro de Estudios,SLAula Técnica De Formación (ATF)Autoridad Portuaria de Ferrol San CibraoCANARIASFORMA, S.L.Centro de Enseñanzas de Canarias Liceo 2000Centro de Especialidades Palmar, S.L.Centro de Estudios Ateneo, CEMOP S.L.Centro de Estudios KUMACentro de Estudios Master Anuscheh de Canarias,SLUCentro de Formación de Hostelería y Turismo deCanariasCentro de Formación del Pino, S.L.Centro de Formación Empresarial AuraCentro De Formación Padre Piquer MadridCentro de Formación y Nuevas TecnologíasCentro Integrado de Educación SuperiorCentro Internacional PolitécnicoCentro Menesiano San Pedro RegaladoCETRALSACírculo Empresarial EiburCNP España, S.L.COCEMFECyLCol.Legi Padre Damián Sagrados CorazonesColegio Dulce Nombre de JesúsColegio Nuestra Señora de La PazCOLEGIO SAGRADOS CORAZONESColegio San JoséColegio San Juan BautistaColegio Santa María del NarancoColegio Virgen del CarmenCONFUERCooperativa de Enseñanza José Ramón Otero SCMDCD Distribuidora Cultural S.L:Departamento de Salud de ManisesDiputació de TarragonaDisalia Diseños Globales, S.L.Escuela de Negocios MBA, S.L.Eurocampus Formación Y Consultoria, S.L.Europea de Formación y Consultoría, s.L.Events And Action Eplus, S.L.Expertos en Servicios de Consultoría EXES/ S.L.Exploraciones Radiológicas Especiales ERESA

FEMEPAFormación Ocupacional Canaria, S.L. FOCAN, S.L.FORMASTUR, S.A.FORMATECYL, S.L.Fuerteventura 2000Fundación Canaria ICSEFundación ONCEFundosa GrupoG12 Grupo Empresarial de ServiciosGabinete de Recolocación IndustrialGrupo ADFGrupo ATU Academia Técnica Universitaria, S.L.Grupo ATU ATU Asesoría de Formación, S.L.Grupo ATU Centro de Estudios Superiores CYL, S.L.Grupo ATU María Ángeles Alonso de La Fuente, S.LGRUPO CDMGrupo el PilarGrupo GesorGrupo IMFGrupo IsasturGrupo MVRGrupo PallantiaGrupo PostalGUERPÍN, S.L.Hospital El BierzoHospital Universitario Infanta CristinaICADEPRO, S.L.INCAEMInfornavas, S.L.INK Lingua ServicesInnovación y Desarrollo Local (IDEL)Insforca Servicios y Formación, S.L.INSFORCAN, S.L.Instituto Canario de Psicología y EducaciónInstituto Canario Superior de EstudiosInstituto de Educación Secundaria Nº 1Instituto de Enseñanzas Técnicas EducaciónMultimedia SLInstituto Europa, S.L.Instituto Politécnico Cristo Rey JesuitasJosé Ángel Cid Ruzafa (Escuela General de Azafatas)M.G. & L. Grupo Wallaby, S.L.U.Mina Pública D'aigües de Terrassa, S.A.Multimedia Business Center, S.L.Organismo Autónomo de Recaudación de BadajozPapette Consulting S.L.Parc D'atraccions Tibidabo, S.A.Process Control Centro de Formación,SLProyectos Empresariales Canarios, S.L.U.SERESCO, S.A.Servei del BOPB i d`altres Publicacions OficialsServicio de Formación y Consultoría, S.L.Servicios Educativos e Informáticos de CanariasUniversidad de JaénUniversidad de SalamancaUniversidad Internacional de AndalucíaUniversidad Politécnica de Madrid Servicio deFormación Continua

SwitzerlandAlterszentrum Am Bachgraben, Allschwil /SchönenbuchBundesamt für Bauten und Logistik BBL

EFQM Recognition Book 2015

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Digicomp Academy AG Digicomp Academy SuisseRomande SAHWZ Hochschule für Wirtschaft ZürichInterkantonale Hochschule für Heilpädagogik ZürichMAK Consulting AGSpitäler Frutigen Meiringen Interlaken AG

TurkeyBUROSIT Buro Donanimlari Tixaret San. A.S.Dyo Matbaa Mürekkepleri Sanayi ve Ticaret A.S.Gemlik Asim Kocabiyik Meslek Yuksek OkuluKARDEMIR Karabuk Demir Celik Sanayi ve TicaretA.S.Yazaki Otomotiv San. ve Tic. A.S.

United KingdomAudit and Assurance Services Group (AASG)Capita Business ServicesCornerstoneFirst Great WesternHouse of Commons Department of FacilitiesNational Express Coaches UKNEWTECSiemens Energy Service/ Service Fossil (ESSF)South Eastern Health and Social Care TrustSpringvale Employment and LearningSun Chemical Ltd.

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EFQM Recognised for Excellence 3 Star Austria

autArK Soziale Dienstleistungs GmbHFH OÖ Management GmbHLandesklinikum Baden Mödling

BelgiumKing Baudouin FoundationTRIAS

ChinaNokia NET CFOO GOPS MO ShanghaiNokia NET CFOO GOPS MO Suzhou

ColombiaCentro Educativo de Nuestra Señora de la PazColegio BiffiColegio Bilingüe Aspaen Gimnasio Los AlcázaresColegio Bilingüe José AllamanoColegio Campoalegre Ltda.Colegio Cardenal Sancha San José de CúcutaColegio Militar José Antonio GalánColegio Rafael PomboColegio San Mateo ApóstolColegio Santa Francisca RomanaColegio Santa Teresa de JesúsColombus American SchoolGimnasio la KhumbreInstitución Educativa Distrital Madre MarcelinaLiceo Campestre FacatativáLiceo Pupo Jiménez

EcuadorEcomundo Centro de Estudios

FinlandEtu Töölö Upper Secondary School, HelsinkiHelsingin kaupungin rakennusvirastoHelsingin kaupungin Työterveyskeskus, TykeSabriscan Oy

GermanyDiakonie Güstrow & DSG Service Gesellschaft mbHNokia NET CFOO GOPS MOOPTIMAL AG & Co. KGP. Krücken Organic GmbHSt. Theresien Krankenhaus Nurnberg gGmbHVolkshochschule Fürth gGmbHWISAG Sicherheit & Service Holding GmbH & Co.KG

IndiaNokia NET CFOO GOPS MO Chennai

IrelandDPF Engineering

KazakhstanJSC "KazTransGas Aimak"RSE "Scientific Research Institute of Traumatologyand Orthopedics"

PortugalInstituto de Informática, I.P.

SloveniaJAVNI HOLDING Ljubljana, d.o.o.Šolski center Kranj

SpainAcademia Universitaria de SalamancaAFILCAAFORECAAFOROAgencia Estatal de Evaluación de Políticas Públicas yla Calidad de los ServiciosASALMAASATAAsociación Protectora de Personas conDiscapacidad Intelectual de Las Palmas, APROSUAustimo CádizAyuntamiento de CandelariaC.B. Farhang Taheri Academia CanariasCentro de Enseñanzas Policiales, S.L.Centro de Estudios del Principado, S.L. (CEP)Centro de Estudios Tecnológicos y SocialesFrancisco de VitoriaCentro de Formación CanarioCentro de Formación PECRISER, S.L.CETIR Centre Mèdic, S.L.Colegio Británico de AragónColegio Institución Profesional SalesianaSalesianos CarabanchelColegio Maristas Santa María de ToledoEscuela de Nuevas Tecnologías Torres QuevedoEuropa 2000Facultad de Turismo de OviedoFemeteForma Avilés S.L.Formacionline, S.L.Fundación Altius Francisco de VitoriaFundación Balia por la InfanciaFundación Docete OmnesFundación Formación y Empleo AsturiasFundación General de la Universidad Politécnica deMadridFundación Metal AsturiasFundosa Reciclalia, S.A.GRUPO ASPROSEATGrupo FormacionlineGrupo Tecno InteHospital El EscorialIntegral de Prevención 2000, SLMT Roalmed, S.L.Mutua de Accidentes de CanariasOvida Formación, S.L.RACONSA, S.L. (Sanatorio Concheiro)Redyser Transportes, SLTalleres Mancheño/ S.L.Unión Sindical Obrera del Principado de AsturiasUniversidad de La Laguna. Servicio de Tecnologíade la Información y Comunicación

EFQM Recognition Book 2015

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Universidad de La Laguna. Servicio General deApoyo a la InvestigaciónViernes, Centro de Formación

SwitzerlandaprentasFachstelle für Schulbeurteilung (FSB)Gewerblich Industrielle Berufsschule Bern (gibb)HEFTI. HESS. MARTIGNONI.Kanton Luzern Dienststelle Berufs undWeiterbildungMRI Medizinisch Radiologisches InstitutPROCEDE Management in die richtige RichtungRehaClinicSBB Centre Loewenberg Murten

TurkeyDenge Kimya ve Tekstil Sanayi ve Ticaret A.S.Karabuk UniversitesiTurkiye Yesilay Cemiyeti

United Arab EmiratesFamily Development Foundation Abu Dhabi, UAE

United KingdomCIRAS Confidential Incident Reporting AnalysisSystemDFP Enterprise Shared ServicesNorth Ayrshire CouncilNu Track LtdRTA Intl LtdScottish AutismSEAP

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Committed to Excellence 2 Star Austria

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

BelgiumClose the GapIles de Paix asblZone de Police de la Ville d'Ath

ColombiaCIEDI Colegio Internacional de Educación IntegralColegio Bilingüe de la Universidad del BosqueColegio Bilingüe Reino UnidoColegio Boston Internacional Ltda.Colegio Cristiano la EsperanzaColegio Cristiano PenielColegio de Nuestra Señora de la SabiduríaColegio del Sagrado Corazón de JesúsColegio Real Royal SchoolColegio Rural Quiba Alta I.E.D.Colegio VictoriaCorporación Educativa American SchoolGimnasio BritánicoGimnasio ModernoInstitución Educativa RicaurteLiceo Julio César García

EcuadorCentro Educativo Naciones UnidasUnidad Educativa Monte Tabor NazaretUnidad Educativa Santa María

GermanyAuto Niedermayer GmbHCAL Consult GmbHDie PVS NiedersachsenUniversitätsmedizin GreifswaldVolkshochschule Augsburg e.V.Volkshochschule Erlangen

Russian FederationBranch Office of OJSC TransContainer atOktyabrskaya railwayYakutian Diamond Trading Enterprise of OJSCALROSA

SwitzerlandAKAD Business AGAKAD Höhere Fachschule Banking und Finance AGCentre Logistique de l'ArméeEvolex AGFachhochschule Nordwestschweiz FHNW

TurkeyAkpres Metal Yedek Parca Makine San. Tic. A.S.Matris Ambalaj Surec Yonetimi A.S.Mega Sanayi Ticaret Ltd. Sti. Vestel Yetkili ServisMustafa Kemal UniversitesiTurkiye Buyuk Millet Meclisi Baskanligi IdariTeskilati

United KingdomBeNCH CRC LtdDerbyshire, Leicestershire, Nottinghamshire &Rutland Community Rehabilitation Company LtdDorset, Devon & Cornwall CommunityRehabilitation Company LtdHampshire & Isle of Wight CommunityRehabilitation Company Ltd.International Nuclear ServicesNorth Yorkshire Building Control PartnershipStaffordshire & West Midlands CommunityRehabilitation Company Ltd.Thames Valley Community Rehabilitation CompanyLtd.United Arab Emirates Police Attache OfficeLondonWest Yorkshire Community Rehabilitation CompanyWilliam Quarrier Scottish Epilepsy Centre

Committed to excellence2 star

EFQM Recognition Book 2015

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Committed to Excellence 1 Star Austria

aqua mühle frastanz soziale dienste gemeinnützigeGmbHCaritas der Erzdiözese Wien Betreuen und PflegenKatholische Sozialakademie ÖsterreichsNÖ Landesjugendheim PottensteinWirtschaftskammer Tirol

BahrainHuman Resources Department Ministry of InteriorKingdom of Bahrain

BelgiumBeweging voor Internationale Solidariteit (BIS)Département international Croix Rouge deBelgiqueEntraide & FraternitéSTICS asblVVOB vzw

ColombiaColegio de la Universidad LibreLiceo Moderno Celestín Freinet Casanare

EcuadorColegio Alfonso del Hierro La SalleColegio Francisco Febres CorderoColegio Juan León Mera La SalleColegio María Angélica IdroboInstituto Ecuatoriano de La Propiedad IntelectualIEPIInstituto Espacial EcuatorianoLiceo José Ortega y GassetUnidad del Milenio "Tarqui"Unidad Educativa San José La Salle "La Magdalena"Unidad Educativa del Milenio “Ángel PolibioChaves”Unidad Educativa del Milenio “Cacique Tumbalá”Unidad Educativa del Milenio “Dr. Carlos RomoDavila”Unidad Educativa del Milenio “Jatun KurakaOtavalo”Unidad Educativa del Milenio “Lic. Rafael FiallosGuevara”Unidad Educativa del Milenio “Penipe”Unidad Educativa del Milenio “Replica Manta”Unidad Educativa del Milenio “Sumak YachanaWasi”Unidad Educativa del Milenio Mejía D7Unidad Educativa del Milenio Mi Inun YaUnidad Educativa del Milenio Réplica 24 De MayoUnidad Educativa Don Bosco de CayambeUnidad Educativa Fiscal “Réplica Guayaquil"Unidad Educativa Fiscal Réplica “VicenteRocafuerte”Unidad Educativa Fiscal Réplica Aguirre AbadUnidad Educativa Fiscal Réplica Técnica SimónBolívar

Unidad Educativa Fiscal Técnica Experimental delMilenio “Ahuano”Unidad Educativa Fiscomisional Salesiana Sánchez yCifuentesUnidad Educativa Intercultural Bilingüe del Milenio“Pueblo Kisapincha”Unidad Educativa Milenio “Nela Martínez Espinosa”Unidad Educativa Particular Bilingüe El Principito &Marcel Laniado de WindUnidad Educativa Particular Bilingüe LiceoPanamericanoUnidad Educativa Particular José Antonio EguigurenLa SalleUnidad Educativa Particular San José La SalleConocotoUnidad Educativa Salesiana Domingo Savio deCayambe

FinlandInvalidiliitto Group

FranceDirection Technique du CourrierLa Poste DSCC Aquitaine NordLa Poste DSCC Monts Et ProvenceENDRESS et HAUSER SASLa POSTE Branche Services Courrier Colis DSCCHauts de SeineLa POSTE Branche Services Courrier ColisDIRECTION OPERATIONNELLE A COMPETENCENATIONALE TECHNIQUELa POSTE DSCC BOURGOGNEPLASTIPOLIS Pôle de Compétitivité Plasturgie

GermanyBau Mauch GmbHCaritasverbands für die Diözese Speyer e.V.DRK Landesarbeitsgemeinschaft Familienbildung inNRWexceet Secure Solutions AGGutshof Vorbeck GmbHKneipp Bildungswerk für Gesundheit NRW e.V.LWL Koordinationsstelle SuchtStadt Regensburg VolkshochschuleVolkshochschule HerrenbergVolkshochschule MarktoberdorfVolkshochschule NürtingenWINSTONgolf GmbHZahnärzte an der Au

GreeceAstellas Pharmaceuticals AEBECentre of Sustainable Entrepreneurship ExcelixiSACyta Hellas Telecommunications S.A/ CustomerService DepartmentGreen Banking Operations, Piraeus BankState Scholarship Foundation

Committed to excellence1 star

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HungaryKözép dunántúli Regionális Innovációs ÜgynökségNonprofit Kft.NORRIA Észak Magyarországi Regionális InnovációsÜgynökség Nonprofit Közhasznú Kft.

ItalyAlpha Beta PiccadillyBildungshaus Kloster NeustiftBildungshaus Schloss GoldrainCusanus AkademieHaus der FamilieIndire GPUKatholisches BildungswerkKVW BildungSBB Weiterbildungs genossenschaftVolkshochschule Urania Meran Genossenschaft

KazakhstanMedical Center of RSE on REM of "Semey StateMedical University"Scientific Research Institute of Eye Diseases of the"Badge of Honor" Order of Kazakhstan

NetherlandsAssociation of European Parliamentarians withAfrica (AWEPA)

PortugalAgrupamento de Escolas Figueira MarCTT – Correios de Portugal, SA – Sociedade Aberta

QatarORYX GTL Limited

Russian FederationBranch Office of OJSC TransContainer at KuybyshevrailwayMoscow Institute of PsychoanalisisSanatorium Predgorie KavkazaWorks of Diesel Equipment

SpainAcademia de Estudios Electrónicos, S.L.Academia Lugones, SLAFA ParlaAFAEM DespertarAFAEX. "Nuestra Señora de Guadalupe"Aldeas Infantiles SOS GaliciaAPAMYSAsociación AD Los MolinosAsociación AMATAsociación Arrabal AIDAsociación Cultural La KalleAsociación de Investigación de Industrias Cárnicasdel Principado de Asturias (ASINCAR)Asociación de Padres de Alumnos MinusválidosPsíquicos BarbateAsociación EslabónAsociación Internacional Teléfono de la EsperanzaAsociación Jerezana de Ayuda a Afectados deVIH/Sida "Siloé"

Asociación Mundo JustoAsociación NOESSOAsociación Nuevo HorizonteAsociación Nuevo RumboASPAYM Principado de AsturiasAula 9 Fernández RodríguezAyto. de Avilés Serv. Formación y EmpleoAyuntamiento de las Torres de CotillasAyuntamiento de Leganés (Desarrollo Local yEmpleo)Ayuntamiento de Pinto Concejalía de Familia yEmpleoAyuntamiento de San Fernando de HenaresAyuntamiento de San Sebastián de los ReyesDesarrollo Local y EmpleoAyuntamiento de SS de los Reyes Sección deDesarrollo Local y EmpleoCasa de Acogida a Mujeres Jóvenes (Adoratrices)Ciudad RealCENFOC Formación Canaria, S.C.P.Centro de Acogida Adoratrices AlicanteCentro de Innovación Odontológica SolCentro Juvenil Sta. MicaelaCODINSEColegio Oficial de Diplomados en Trabajo Social yAsistentes Sociales de MadridComunidad Adoratrices CórdobaConfederación Española de Personas conDiscapacidad Física y Orgánica (COCEMFE)FAMMAFEBHIFederación de Atletismo de MadridFraternidad Cristiana de Personas con Discapacidadde CastellónFUENSOCIALFundació Els Tres TuronsFundación CNSE para la Supresión de Barreras deComunicaciónFundación EDES para la Educación EspecialFundación Emet Arco IrisFundación ProlibertasFunerarias Del Occidente, S.L.Germanes Hospitàlaries Hospital Sagrat CorGrupo EXTER, S.A.INADECO, SLInstituto Municipal de Empleo y PromociónEconómica de AlcorcónOpción 3, Sociedad Cooperativa MadrileñaServicio Municipal de Deportes del Ayuntamientode SS de los ReyesSociedad para el Desarrollo de Las ComarcasMineras S.A.TEYLU STYLUS, S.L. (Escuela de Peluquería y EstéticaMacavi)UNIPEC

SwitzerlandAKAD CollegeBeratungsstelle für FamilienCompendio Bildungsmedien AGEdubook AGENPULS AGIT Logix AG

EFQM Recognition Book 2015

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Minerva Schule Baselsantémed Gesundheitszentren AGSAQ Swiss Association for QualitySteinmann & Partner GmbHStiftung YOU COUNTTamedia AG Verlagsservices Druck & LogistikDruckzentren Bern (DZB), Lausanne (CIL) und Zürich(DZZ)Zürcher Hochschule der Künste (ZHdK)

TurkeyAdana Organize Sanayi Bolge MudurluguAkdeniz Universitesi Turizm FakultesiBasyazicioglu Tekstil San. ve Tic. A.S.Ilhan Parseker Endustri Meslek LisesiToprak Gubre ve Su Kaynaklari Merkez ArastirmaEnstitusi MudurluguTurkay Tekstil Sanayi ve Ticaret A.S.

United Arab EmiratesCMI International Group CEMI; CMI; ESES; SEMC;COM

United KingdomACVOAnnan Can RefurnishCaledonia Housing AssociationC Change ScotlandCEISCitizens Advice ScotlandCity Building (Glasgow) LLPCollege Development NetworkDumbarton Road Corridor Environment TrustEverything BabyFurniture PlusKidz EcoMull and Iona Community TrustPolice Attache Office London/ United ArabEmiratesPublic Health Directorate, Medway CouncilRAMH (Lifeskills)Recycling FirstSPP Pumps LtdStranraer Furniture Project

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Committed to Sustainability 2 Star Belgium

Ricoh Belgium NV

Czech RepublicAHOLD Czech Republic a.s.

FranceRobert Bosch, Rodez Plant

GermanyInstitut für Medizinische Diagnostik Oderland Ärztliches Labor Dr. Berthold & Kollegen MVZ GbR

NetherlandsRoyal Philips NV

Committed to Sustainability 1 Star Germany

Bankwitz ArchitektenKinder und Jugendhilfezentrum Groß Börnecke GmbH

Committed to sustainability2 star

Committed to sustainability1 star

EFQM Recognition Book 2015

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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

EFQM Excellence Awards 2014 Bosch Bari Plant Award Winner & Prize Winner ItalyBMW Plant Regensburg Prize Winner GermanySiemens Plc Congleton Prize Winner United KingdomOne Vision Housing Prize Winner United KingdomThe Cedar Foundation Prize Winner United KingdomInfineon Technologies Austria Finalist AustriaPompes Grundfos SA Finalist FranceREGTSA Recaudación y Gestión Tributariade Salamanca

Finalist Spain

EFQM Excellence Awards 2013 Alpenresort Schwarz Award Winner & Prize Winner AustriaBMW Plant Regensburg Prize Winner GermanyGlasgow Housing Association Prize Winner United KingdomNilufer Municipality Prize Winner TurkeySt Mary's College Northern Ireland Prize Winner United KingdomStavropol State Agrarian University Prize Winner RussiaVAMED KMB Prize Winner AustriaWakefield and District Housing’s (WDH) Prize Winner United KingdomGC Europe Finalist BelgiumSanitas Hospitales Finalist Spain

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EFQM Excellence Awards 2012 Robert Bosch, Bamberg Plant Award Winner & Prize Winner GermanyCoca Cola çecek A. . Ankara Plant Prize Winner TurkeyVAMED KMB Prize Winner AustriaJSC “Medicina” Prize Winner Russiapom+Consulting AG Prize Winner SwitzerlandBosch Bari Plant Prize Winner ItalyBMW Plant Regensburg Prize Winner GermanyB. Braun Avitum Hungary Finalist HungaryNilufer Municipality Finalist TurkeyHospital Galdakao Usansolo Ospitalea(Osakidetza)

Finalist Spain

Wakefield and District Housing’s (WDH) Finalist United KingdomMutualia Finalist SpainTown Hall Dzier oniów Finalist Poland

EFQM Excellence Awards 2011 Bilim Pharmaceuticals Award Winner & Prize Winner TurkeyBosch Chassis Systems Control Prize Winner GlobalCoplaning S.à.r.l. Prize Winner LuxembourgGrundfos Pumpenfabrik GmbH Prize Winner GermanyHopital Kirchberg Psychatric Department Prize Winner LuxembourgLiverpool John Moores University Prize Winner United KingdomRED Electrica de Espana Prize Winner SpainRicoh Deutschland Prize Winner GermanyRobert Bosch, Bamberg Plant Prize Winner GermanySiemens Healthcare UK Prize Winner United KingdomBosch Car Mutlimedia Portugal Finalist PortugalClub Excelencia en Gestion via Innovacion Finalist SpainComarca Bilbao de Osakidetza Finalist SpainLimited Liability Company LUKOILPermnefteorgsintez

Finalist Russia

REGTSA Recaudación y Gestión Tributariade Salamanca

Finalist Spain

State Unitary Enterprise “Vodokanal of St.Petersburg”

Finalist Russia

Umicore Precious Metals Refining Finalist Belgium

EFQM Recognition Book 2015

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EFQM Excellence Awards 2016 Be recognised as a Global Role-Model

2016 Key Dates:

Applicant webinar – between May & November 2015Call for Assessors – November 2015Applicant application: between October 2015 and November 2015EFQM’s validation of application: end of DecemberSubmission document sent to EFQM : 5th February 2016Assessor briefing events – applicant meeting with the Assessor team

- 29 February – 4 March 2016- 7 11 March 2016- 14 18 March 2016- 21 25 March 2016

Site visit – 25 29 April 2016Jury meeting – July 2016Feedback reports delivered to applicants – July 2016EFQM Forum, Milan, Italy – 20 & 21 October 2016

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EFQM Avenue des Olympiades 2 1140 Brussels, Belgium Tel +32 2 775 35 11 Fax +32 2 775 35 35 info@efqm.org www.efqm.org

©EFQM 2015

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any formor by any means (be this electronically, mechanically, through photocopy, or recording or otherwise)without either the prior written permission of, or a licence permitting restricted copying, and use fora third party, from the publisher.