The Authority worked to attain sustainability by focusing on the so-called ‘triple bottom line’ of financial, environment, and society. The specific evidence of attainment of the goals in adding value was reducing losses in the power transmission and distribution network to 3.3% (in comparison with 6-7% in Europe and the US), and reducing water losses to 3.28 customer minutes lost (compared to 15 minutes from leading EU utilities).
The Authority worked with customers to increase the value received in a few areas. Specifics included making it easier to get electricity service, where the Authority ranked number 1 in the MENA Region for this metric. The Customer Happiness Index (DGEP) ranked the Authority at 95.2%. These results were achieved by taking a more proactive stance in approaching customers and finding out what, in their customers’ eyes, added value to the experience.
The Authority worked with its employees to develop their skills and give them the tools to succeed. This was done in part by spreading the culture of continuous improvement and providing a DEWA Excellence Conference each year. Measurement of success in this area was evident in the receipt of the Dubai Human Development Award (DHDA) – Gold Category, Best Business Award for Health and Safety, and a DGEP award for Distinguished Technical/Engineering Employee, as well as an increase in employee satisfaction to 85.1% in employee satisfaction in 2016, which compares to the overall government employee satisfaction rate of 80.1% for government and 81% for the company in 2015 . Productivity also increased during this time from 78% (quality, delivery on time, general performance) from 69% in 2015.
After their initial assessments, Ooredoo determined that they needed to train and empower their employees to be part of the transformational change through leadership which is desired to improve company quality overall. They accomplished this through a three-pronged effort, where they worked to provide employees with the capabilities required to deliver high-quality service, data and measurement services needed to see where they were in comparison to performance metrics, and the ability to provide feedback regarding any opportunities or problems that they experienced. The performance of this metric was measured by comparing the 2007-2008 score in people, which was at 21-30 with the later results of 51-60 achieved in 2013.
Ooredoo added value for their customers that identifying that many customers’ interface with the organization was through the call center. Knowing this was the case, Ooredoo expanded the empowerment for call center staff, enabling them to resolve customer complaints and concerns better, permitting them to offer different solutions which have increased customer satisfaction. This metric was measured with the EFQM Model Score, which for customer results was 41-50 in 2007-2008 and increased to 51-60 in 2013.
Based on both internal and external assessments, it was determined that a specific effort needed to be enacted to improve the impact on the environment to make the organization more sustainable for the community. This incited the company to establish the Health, Safety, and Environment Management System in the Health, Safety, and Environment (HSE) department. This resulted further in the creation of specific objectives and procedures, inspectors, and awareness sessions provided to all employees, contractors, and suppliers to assure compliance with HSE policies. The results were measured through the EQFM Model Score, which rose from 0-10 in 2007-2008 to 51-60 in 2013.
Ooredoo recognized that they needed to apply the EFQM standard of anticipating the needs and expectations of clients, then transforming these areas into attractive value propositions for their customers. They did so through developing creative opportunities such as MNP, 4G, Mobile Money, and Cloud services. The increase in customer satisfaction was measured through the EQFM Model Score for Customer Results, which increased from 41-50 in 2007-2008 to 51-60 in 2013.
Vamed engaged in specific efforts through the EQFM program to improve their results pertaining to the people working for the company. They did this through two specific mechanisms: the Leaders Platform where managing directors would meet with all managers of the first two reporting tiers each month, and through the Shop Floor Talks, where each year, a Managing Director would meet with the employees to create a bidirectional exchange of information. The initial form of measurement for this metric was realized in the continued improvements in EQFM Model Scores. However, additional validation was provided through the receipt of EFQM Excellence Award Prizes for Succeeding through People and Succeeding through the Talent of People in 2010 and 2013, respectively.
Vamed has achieved good results in this area due to the fact that they have made it a priority to make the EFQM Excellence Model a major priority in their organization. This is why all managing directors and first- and second-line managers are all trained to be EFQM assessors. In fact, if a new manager does not get EFQM assessor training within the first two weeks of being a manager, they are likely to ask because it is considered so essential to managing at Vamed. While the EFQM Model Score is the primary measurement metric for this area, the fact that Vamed has received the Committed to Excellence award in 2006/2007, and the Recognized for Excellence-5 Star award in 2008 serve as additional validations for this quality area.
Vamed has worked hard to be an innovative company in the field of healthcare services, where innovative partnerships are required to achieve shared goals successfully. The organization especially appreciated the focus of the EFQM Excellence Model of a broad stakeholder approach. The EFQM Model Scores were the primary measurement of these metrics. However, the efforts of the organization in the area of innovation were further validated by the receipt of EFQM Excellence Awards for Nurturing Creativity and Innovation in 2013 and Adding Value for Customers in 2015.
EFQM. Success Story: Telecommunications Sector - Ooredoo, Brussels: EFQM. n.d. http://www.efqm.org/.
EFQM. Success Story from Public Sector: Dubai Electricity and Water Authority, Brussels: EFQM. n.d. http://www.efqm.org/.
EFQM. The Journey Towards Excellence... Brussels: EFQM. n.d. http://www.efqm.org/.