Knowledge Base

  • Rehaklinik - Strategy

    EFQM
    15 January 2016

    Rehaklinik (CHNP) - Luxembourg

    2015 Recognised for Excellence 4 star

    For us, the achievement of our mission and our vision is an organisational development, i.e. a long term, ongoing change process of the Rehaklinik as a whole and of all individuals working in it. This is also reflected in the Rehaklinik’s goal-oriented strategic axes and measured in our Balanced Scorecard.

  • Rehaklinik - Results

    EFQM
    15 January 2016

    Rehaklinik (CHNP) - Luxembourg

    2015 Recognised for Excellence 4 star

    In the results of patient perception, being treated with respect, the involvement of the patient and the perceived treatment success are the most important factors for the measurement of strategy implementation. Data on admissions, treatment safety, treatment intensity, length of stay and the positive development of certain disease training initiatives are essential for the review of our services.

  • Rehaklinik - Processes

    EFQM
    15 January 2016

    Rehaklinik (CHNP) - Luxembourg

    2015 Recognised for Excellence 4 star

    The philosophy underlying our treatment and care is to consider the patient as a partner of the multidisciplinary team. Therefore, a therapy contract is concluded with the patient at the beginning of his/her stay at the Rehaklinik. It includes the main elements of the treatment process, which is defined based on his/her needs, resources, preferences and the objectives of his/her rehabilitation.

  • Rehaklinik - People

    EFQM
    15 January 2016

    Rehaklinik (CHNP) - Luxembourg

    2015 Recognised for Excellence 4 star

    The strategic priority in our human resources management is the involvement of our employees in the change process. In addition to employee participation, the continuous training of our employees is the second important key to the successful implementation of our strategy.

  • Rehaklinik - Partnerships

    EFQM
    15 January 2016

    Rehaklinik (CHNP) - Luxembourg

    2015 Recognised for Excellence 4 star

    We conceptually support our management function for the benefit of society through the introduction of a sustainable responsibility policy (CSR).

  • Rehaklinik - Leadership

    EFQM
    15 January 2016

    Rehaklinik (CHNP) - Luxembourg

    2015 Recognised for Excellence 4 star

    Participatory management and the consideration of our internal and external stakeholders are our priorities in managing the Rehaklinik so that we can act and react appropriately, while ensuring the sustainability of our institution for Luxembourg society.

  • Family Development Foundation - Strategy

    EFQM
    14 January 2016

    Family Development Foundation - UAE

    2015 Recognised for Excellence 3 star

    FDF launched in 2012 a comprehensive project to update the strategic plan for the period (2013-2018), in line with core functions defined by its establishment law (No. 11 / 2006).

  • Family Development Foundation - Results

    EFQM
    14 January 2016

    Family Development Foundation - UAE

    2015 Recognised for Excellence 3 star

    Perceptions & Performance Indicators.

  • Family Development Foundation - Processes

    EFQM
    14 January 2016

    Family Development Foundation - UAE

    2015 RECOGNISED FOR EXCELLENCE 3 STAR

    The organization is keen on documenting all processes through several channels, such as public policies (quality, environment, health, and safety), as well as policies and procedures manuals, in addition to process flow diagrams. All processes are subject to periodic auditing as per the requirements of the quality management system.

  • Family Development Foundation - People

    EFQM
    14 January 2016

    Family Development Foundation - UAE

    2015 RECOGNISED FOR EXCELLENCE 3 STAR

    Over the past 30 years , FDF's leadership worked through Abu Dhabi Women's Association, established in 1973, and the Family Development Foundation, which replaced the association in 2006, to support of all segments of the UAE community materially and morally, especially in the area of capacity building, providing job opportunities, and enabling them to face life with confidence , consistency, and creativity.

  • Family Development Foundation - Partnerships

    EFQM
    14 January 2016

    Family Development Foundation - UAE

    2015 RECOGNISED FOR EXCELLENCE 3 STAR

    FDF has identified all types of partners and organized their relationships to enhance the organization's ability to achieve its objectives. Partners are divided in terms of the nature of their relationship with the organization.

  • Family Development Foundation - Leadership

    EFQM
    14 January 2016

    Family Development Foundation - UAE

    2015 RECOGNISED FOR EXCELLENCE 3 STAR

    FDF creates tailor-made programs for local communities to strengthen family units and develop citizens that are capable of contributing to the economic and social development. FDF, with (300+) employees and 16 community centers, has two channels of services: handling requests for family counselling in different areas (such as legal, social, and economic issues), and conducting social programs that cover divers social topics (such as marriage, health, and women empowerment).

  • Family Development Foundation - Key Information

    EFQM
    14 January 2016

    Family Development Foundation - UAE

    2015 Recognised for Excellence 3 star

    FDF is an independent, government, non-profit organization operating in Abu Dhabi, United Arab Emirates, and reports to the court of the Crown Prince. It has an independent legal personality, full legal competences, as well as financial and administration independence.

  • WDH - Results

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    Customer Results, People Results, Society Results and Business Results directly from WDH's Management Document...

  • WDH - Processes, Products & Services

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    We have various processes, products and services reflecting the complex nature of our business. These are designed and delivered for our main customers, our tenants who rent our properties. We work with many partners and stakeholders to offer a wider range to meet the needs and aspirations of the wider community. Tenants are involved in every aspect of our operation, ranging from a place on the Board, working groups, tenant inspections, feedback from surveys, challenge events and consultation events. Discover the Processes, Products & Services Enabler Map of WDH's Management Document.

  • WDH - Partnerships & Resources

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    Partner and stakeholder joint working is ensured through direct relationships at all levels and all employees are encouraged to act as community and business champions. Our biennial stakeholder survey obtains feedback on how they perceive us and where we can improve. Our partners are contractual and non-contractual. In many cases our contractual partnerships have value added stipulations, for example our home improvement partners. ​Discover the Partnerships & Resources Enabler Map of WDH's Management Document.

  • WDH - People

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    Our most valuable assets are our people. We ensure they are always up to date with the latest skills and training for their roles and invest in better technology for them to use. This has helped to deliver an improvement in employee satisfaction from 61% in 2005/2006 to 84% in 2013/2014. We have an open culture where everyone is given the opportunity to voice opinions and put forward innovative ideas. ​Discover the People Enabler Map of WDH's Management Document.

  • WDH - Strategy

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    WDH systematically engage with all key stakeholders through a range of mechanisms, including regular surveys, stakeholder events, their Employee Council, Local Services Board (LSB), ‘Kevin’s Blog’ (CX update) and through less structured channels such as social media, summer roadshows, employee days, and regular networking with key partners. Their VFM Strategy considers VFM performance from four perspectives including the ‘community perspective’ recognising the impact they have on society and they use the information they gather to inform their strategic planning process. Discover the Strategy Enabler Map of WDH's Management Document.

  • WDH - Leadership

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    Social housing is a very political sector of the UK economy. A number of significant changes to direct housing provision and indirect changes through the benefits system have and are coming into force. Our tenants and stakeholders are made aware of challenges we face through regular contact and we work with them on joint solutions for the benefit of our communities. Discover the Leadership Enabler Map of WDH's Management Document.

  • WDH - Key Information

    EFQM
    17 November 2015

    WDH - United Kingdom

    2015 EFQM Excellence Award Winner

    WDH is the 5th single largest Large Scale Voluntary Transfer organisation and in the top 20 social housing landlords overall in the UK. They manage and repair more than 43,000 properties including homes for rent, leasehold and shared ownership properties, increasing service coverage to over 15,500 sq km of northern England.  They have come a long way as a business in adopting the EFQM Model as our corporate improvement tool.   Read here the Key Information section of their submission document to the 2015 EFQM Excellence Award.

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