New winners, new books, new challenges

Nothing lasts forever. Projects are started and completed. New insights lead to new publications and new role models. And be warned, because the EFQM Excellence Award assessment teams are on the move again…

Who will be the 2013 EFQM Excellence Award Winner?
As every year in January and February EFQM put the EEA-assessment teams together. After an individual preparation period, in March all teams met up in Brussels for the 'briefing event’. During a relaxing and inspiring get-together the groundwork for the EFQM Excellence Award assessments in May / June was completed. The big question is always which organizations will receive the honours this year. In October at the EFQM Forum in beautiful Vienna the EEA 2013 winners will be announced!

Briefing event EFQM assessment teams.

Book Launch
The role and responsibilities of companies are under discussion. The central question is: how can organizations simultaneously serve multiple stakeholders, both inside and outside the organization? The goal: a balanced use of the four forms of capital, being social, human, environmental and financial.
The new Dutch book Derde Generatie Kwaliteitsmanagement (third generation quality management) describes the search for existing and new insights in the field of quality management. As Improve4all I contributed to this book with a chapter on the role and importance of social results in the EFQM Excellence Model.
The book will be presented on 30th of May, during the 17th National Quality Congress in the Netherlands. As Improve4all I will provide a workshop on the EFQM-chapter in the book.

Sustainability Report 2012 for ASML 
Sustainability is not a one trick pony, but a continuous process. Similarly, neither was the creation of the 2012 Sustainability Report for the Dutch chip machine manufacturer ASML. The report was completed over a period of six months, a time in which many aha-moments were experienced providing a nice base to build upon.

Every beginning has an ending...
After more than two years the challenging interim management assignment at ASML as come to an end. As Corporate Sustainability Manager I have enjoyed the pleasant cooperation with people on all levels in the organisation. ASML is a vibrant company with innovation at the core of its being.
I will continue as sustainability professional looking for new challenges in the context of creating a more sustainable world. And for me too innovation, in the way we think and act, is at the top of my priority list!

Change is coming!

The world is changing at a fast pace. The population is growing explosively and consumption is growing with it. We cannot remain bystanders while we eat the planet. These words come from Paul Polman, CEO of Unilever, one of the world’s largest producers of nutrition, hygiene and personal care. Companies play a role in the world of tomorrow, but how?

Abiding the law
National and international laws are often the decisive factor for the behaviour of companies: as long as the laws are respected, it is good. But is that enough for a sustainable future? Polman does not think so: 'CEOs need to understand that they cannot be bystanders anymore. They need to move from a license to operate to a license to lead and take on an active role.'

Ambition
At Unilever they put their money where their mouth is: in the Sustainable Living Plan Unilever expresses their ambition: by 2020 halve the impact while doubling turnover. Unilever does not yet know how to achieve this, because this requires many innovations throughout the supply chain. However this does not result in Unilever playing the waiting game. On the contrary: they publicly announced this ambition making clear it is optional any longer. Moreover they are completely transparent about where they are now.  By publishing a 'wish list' with innovation areas they invite stakeholders throughout the value chain to support them in finding better solutions. This creates a proactive focus on society making it a fixed part of the strategy of the business.

Collaboration
Of course there are risks: there is relatively little attention for the real problems in the world, globally confidence is low and the powerful internet can make or break a company. At company level there are problems with managing the value chain: we know little about where our raw materials and semi-finished products come from and under which conditions these have been created. So we need transparency and cooperation: we really cannot do it alone.

Paul Polman, CEO Unilever: 'Shape, share and stimulate.'

Exemplary Role
The powerful product brands are perfectly capable to fulfil an exemplary role. Think of the soap brand Dove where Unilever in their campaigns emphasized the importance of washing your hands, or using a food brand to support educational programs around eating healthy. The possibilities are endless and are sometimes simply obvious. Mostly it is a matter of wanting to do it and then making it happen. Or, as Polman puts it: shape, share and stimulate.

Sustainable soft drinks giant?

Sustainability is not just about the fate of the planet, but also about the well-being of the people on it. And then we should not just regard shareholders and employees, but also think about consumers. This raises an interesting question: can a producer of unhealthy products be called a sustainable company? Coca-Cola for example.

Obesity
One of the most powerful brands in the world is Coca-Cola. The range is huge and its consumption too. But this consumption isalso controversial: 100 ml Coca-Cola contains 42 kilo calories and 10.6 grams of sugar.
We live in a world where obesity is a growing problem. In this context, companies like Coca-Cola – where the business model is based on sugar – have come under intense scrutiny. Coca-Cola has responded with making smaller cans, providing better information and producing new, less unhealthy, product varieties (Light, Zero). "We are committed to bring people together to help fight obesity", said Stuart Kronauge, the General Manager for Coke's North America Sparkling Beverages division. But is that enough?

Quality management
Individual offices of Coca-Cola implement their own quality management systems. Like the Coca-Cola Ýçecek factory in Ankara, the fifth largest plant of Coca-Cola in Turkey. It was built in 1973 as the first large-scale production facility in Turkey. The factory has a good reputation in the field of quality management: it is continuously strives to improve. Over the yearsmany quality tools have been implemented, such as Lean 6 Sigma, Maintenance Excellence and Kobetsu Kaizen. The factory,equippedwith a number of ISO certificates, has received several prizes ánd won the Turkish National Quality Award. The implementation of the EFQM Excellence Model in the plant attributed to winning this National Quality Award.

More than efficiency & effectiveness
In 2012, the trophy cabinet of the Coca-Cola plant in Ankara filled up further with winning the EFQM prize for Taking Responsibility for a Sustainable Future.* However the fact that a plant of Coca-Cola would receive this particular prize of EFQM I find odd. The expectation of this fundamental concept is that an organization has a positive impact on the world around them, in economic, environmental and social terms. But facilitating obesity does not fit this description for me.

* In the 2010 version of the EFQM Excellence Model the Fundamental Concept (FC) was called Taking Responsibility for a Sustainable Future, but meanwhile, in the current model, the EFQM Model 2013, the FC is called Creating a Sustainable Future.

What can we learn from the most sustainable company in the world?

‘Sustainability’ is a buzzword. More and more companies are integrating it into their business plan. This seems to be a good development, but it does not say anything about whether the sustainability ambitions are actually realized. Words are not always translated into action. However, there are inspiring examples of companies that do well. Meet 'the most sustainable company in the world': Umicore!

Clean capitalism
At Corporate Knights Inc they must have thought: ‘to measure is to know’. Since 2005, each year they execute a comprehensive 'sustainability assessment'. Following this in-depth analysis it becomes clear which companies in the world can claim the title ‘clean capitalism’. During the World Economic Forum in Davos on 23 January last the latest sustainability champion was announced: the company Umicore with headquarters in Belgium, was honoured. Umicore was named most sustainable company in the world in the Global 100 Most Sustainable Corporations index.

The Umicar Imagine during the World Solar Challenge 2011 

in Australia (Wikimedia Commons).

Well-timed action
Umicore is a materials technology company, which produces highly efficient solar cells for instance. The biggest plant of Umicore in Hoboken, Belgium, is a leading member of EFQM community and uses the EFQM Excellence Model to manage the plant. Sustainability is an integrated part of their business model and not an artificial add-on. The rationale: early anticipation of the expected shortage in precious metals. Already some years ago, based on a comprehensive analysis of the commodity market the Umicore Vision 2015 was designed. At the core of this vision lies taking responsibility towards people, the planet and society at large. Some attention points are:
• Provide a safe and healthy working environment for employees;
• Implement ethical and safe production methods in developing countries;
• Monitor harmful side effects of production;
• Involve employees, neighbours, customers and authorities in business activities.

Excellent practice
The EFQM Excellence Model is deeply rooted at Umicore in Hoboken. By responding to future developments in time and using the EFQM Model as their management model, they have shown that users of the EFQM Model are indeed able to achieve sustainable excellence. As I believe that truly excellent organisations will make the world a better place, I am Umicore very grateful for this!

From past to future

The Roman Emperor Marcus Aurelius already knew: ‘Time is a sort of river of passing events, and strong is its current’. The year 2012 is already coming to an end and it is time to take stock: which sustainability successes can we show? What does this mean for next year? A bird’s eye view.

Energy-efficient

In 2012 Improve4all provided sustainability support for the business of chip machine producer ASML: the Sustainability Report 2011 was successfully completed. Eric Meurice, President and Chief Executive Officer van ASML: ‘We see it as our mission to develop machines that manufacture more efficiently integrated circuits, which themselves will enable more energy-efficient electronic products. Our sustainability strategy goes hand in hand with our business strategy.’

EFQM-training

Working together on creative & inspiring solutions,
to improve us all.

An excellent organisation requires an excellent approach. During the year Improve4all, as member of the faculty of trainers, provided various EFQM-training courses around the world. At the EFQM offices in Brussels, but also on location in Abu Dhabi for instance, managers were trained in ‘the excellence practices’: how do you determine if a business is organising its people and processes in an optimal way? How does an organisation make sure that their business results are balanced with their customer results, employee results and society results? And which part are leaders playing here?

Zero Impact Growth

The journey towards a sustainable world is not an individual journey, many, and each in their own way, work at making the world a better place. Some are very inspiring. Take John Elkington who, in his book The Zeronauts – Breaking the Sustainability Barrier, set the new standard for sustainability this year. The idea is: the world is confronted with some enormous challenges, better known as the 5 P’s: population growth, pandemics, poverty, pollution, and proliferation. The only remedy for a healthy future is to place our bets on an economy that grows without any negative impact on the planet. In short: Zero Impact Growth.

Plans for 2013

This is only a fraction of all beautiful experiences of the past year. In 2013 this path will partly be continued: several training courses and assessments are on the agenda, and for ASML the completion and publication of the Sustainability Report 2012 is on there too. Next to this some new developments can be reported: Improve4all will extend the European base (run from The Netherlands) and also set up a hub in the Middle-East. Since the capacity will be enlarged there will be room for new initiatives. So please feel free to spar and brainstorm, who knows this might lead to sustainable insights …

Firm base

Improve4all is working on their next steps with the deeply rooted belief that truly excellent organisations make the world a better place. By inspiring leaders to find innovative and sustainable solutions for their organisations Improve4all stimulates organisations to achieve and sustain outstanding levels of performance. That is why, in 2013, we will strongly focus on sustainable excellence again.

But until that time Improve4all wishes you a Merry Christmas and a Happy and Healthy New Year!

Why we need female leaders

Anyone to google ‘sustainability’ is treated to millions of hits. There is a vast amount of information available on innovative, inspiring and intriguing ideas that make the world a bit better. From wild futuristic plans to small-scale initiatives that distinguish themselves because of their simplicity. But how are ideas transformed to reality? That is where you need leadership. Sounds logical, yes? However, what is leadership anyway? And who are better at it: men or women?

Share and support

U.S. National Archives and Records
(Administration Wikimedia Commons)

To analyse ‘leadership’ Google also provides good results. Many sites speak of leadership styles, ranging from situational, servant, personal, empathic or even invisible leadership. Many roads lead to Rome, but a clear vision, creativity and vigour are recurring features. This also holds true for integrating sustainability in organisations: without a strong message it will lead nowhere. But only a strong message, also leads nowhere. Sustainability is teamwork, it needs to be shared and supported. And this means discussing, empathizing and compromising. You will need imagination to see it …

Transformational leadership

Around the world top management of companies consist of men. Research has shown that male leaders are in general more task oriented, have a big focus on money and are more at ease in fixed structures and processes. On the other hand women are capable to act strategically, to make comprises and implement innovations. In short: they are better at transformational leadership, and this is exactly what we need to create support for sustainability. Not convinced? Sheryl Sandberg, member of Facebook’s Board of Management, has appropriately summarised the distinctive value of female leaders:

Reinforcing each other

Does this mean we don’t need male leadership? Well no, of course not: both male and female leaders have their own qualities. It is just a matter of maximising those skills in the most optimal way. Men and women are perfectly able to reinforce each other, but then the balance should be different. Meaning: more women in management boards, more female leaders. And yes, this requires some adaptability, releasing of existing structures and making compromises. I can imagine it and I go for it.

Transparency in the ‘turbulent teens’

Being socially responsible is not only a matter of doing but also of communication: to show what you are doing, why and how. To inspire others, and also to offer room for stakeholders' ideas. The key word is transparency. Discover how transparency can help deal with the challenges of these times.

De Kristal

The Dutch Ministry of Economic Affairs, Agriculture and Innovation wants to encourage companies to be transparent about their sustainability activities. Good reporting is of crucial importance to separate the wheat from the chaff: how are the big companies doing and what types of improvements are there? Every year a selection of companies are evaluated on this in the Transparantiebenchmark. The winner receives the prestigious De Kristal award.

Turbulent teens

Social responsibility is here to stay, but what is really happening and, still more important: how effective is it? These are turbulent times because the world is on the move. Different problems are addressed in the report Vision 2050: the new agenda for businesses: unemployment and social unrest such as e.g. happening in South Europe; climate changes and scarcity of raw materials. We are only at the beginning of a difficult road: ‘The turbulent teens have just started.’ Therefore we need a radical, fast reformation, namely NOW.

Accountants to the rescue

Revolution does not occur automatically; we must actively work on it by creating the right frameworks. ‘We must change the rules of the game’, says Peter Bakker of the World Business Council for Sustainable Development (WBCSD). Meaning: companies must pay for the natural and social consequences of their activities. It is time to draw up rules for non-financial reporting (for natural capital and social capital), only then will real transparency emerge. A good example for this is Puma: they map the Cost of the Planet of their company’s activities.  

Your true nature

On the 22nd of November three companies received De Kristal 2012 award. Mondial Movers was chosen for the second time in a row in the category SME, while DSM was the big winner among the large companies. Koninklijke Wessanen won the award in the category ‘biggest improver 2012’.

The jury had chosen the credo ‘Show who you really are, what your true nature is’ in order to select the winner. This may be the golden tip for those who want to go for next year’s award.

City farming

There are more than 7 billion people on earth. Every second 5 people are born and 2 pass away. Therefore, the world population continues to grow and all these people must be fed. At the same time, an urbanization process is taking place: in 2012 approximately 47% of all people live in urbanized areas and that percentage will only grow. Cities are not known as places where food is grown, however that may possibly change: cityfarming is emerging!

No fertilizer and little water

Ryan Griffis, Wikimedia Commons 

'Cities cover only 2% of the Earth's surface, but consume 75% of its resources. Cities are black holes, they're swallowing our planet. But, more and more, they're turning green’, says Jac Smit, the author of Urban Agriculture: Food, Jobs and Sustainable Cities. A good example of this development is the initiative that Eric Maunda took in West-Oakland. Eric lives in a typical concrete jungle with little green and a lot of asphalt. However, he does not see an obstacle there because he uses aquaponics, a sustainable eco system for the production of food. A combination of raising fish and plants in a circulating system: the fishes' waste is used as nutrients for the plants. No fertilizer is used and the water does not have to be cleaned all the time: up to 90 %(!) less water is used with respect to traditional agriculture.

Endless possibilities

Dezsery (Wikimedia Commons)

Green initiatives are also being developed in Asia, where the population is growing fast. In Hong Kong there are different farms which have found a place on top of sky high apartment buildings. They grow lettuce, spinach, apples, carrots and everything else that comes to mind: the possibilities are endless!

Even in Africa people have started urban farming, in places such as Nairobi, Kampala, and Dakar. The advantages are huge and it concerns more than only food: ‘These projects are not only helping to provide fresh sources of food for city dwellers, but they also provide a source of income, a tool to empower women, and a means of protecting the environment, among other benefits’, says May Njenga, researcher at the University of Nairobi.

Bryghtknyght, Wikimedia Commons. 

We all need food

No matter who we are or where we come from: we all need food. However, it is a fact that the raw materials are getting scarce and food prices continue to rise. Therefore, we need new methods to provide food for ourselves. City farming can greatly contribute to this endeavour.

Sustainable dating

Sustainability is a popular term. Many entrepreneurs feel a connection with their surroundings and 'want to do something'. Continuously new large- and small-scale initiatives are developed, but these actions are mainly internally focused. That is a shame, because joining forces with other organizations provide enormous added value. But how do you start?

Tasty setting

Twice a year in the Dutch city Eindhoven forces are working together to connect companies, schools, social and governmental organisations who are involved with their local environment. Well, ‘working’… the highlight of the ‘Sustainability 040’ *) is a nice diner. In a cosy setting contacts are easily made. The purpose of this particular evening: to create partnerships to ensure people with a distance to the labour market are provided with new opportunities, for example by offering internships or providing workshops.

It is not about money

We don’t have to invent the wheel again. Companies must do what they are doing already and should stick to their core business. A law firm provides legal services; a newspaper provides publicity, but for free. It is specifically not about money, but about sponsoring with knowledge and resources.

70 matches

The wonderful thing about ‘Sustainability 040’ is that matches between organisations are made quickly. No big projects, but action! During the last event on 6 November 2012 44 organisations were present, which resulted in no less than 70 (!) matches. Some of the agreements made:
* A well-known hospitality chain is offering internships. 
* Women in local woman’s shelters are provided legal support by a law firm.
* A local recruitment agency is going to recruit new volunteers for the local support-service (Vrijwillige Hulpdienst) in Eindhoven.
* DressforSuccess is going to make sure newcomers are adequately dressed for a job interview.
* Local hospitality companies will help provide the traditional Christmas diner to the Salvation Army.

Who is next?

It is probably clear: sustainable dating is tasty, cosy and leads to quick success. Who is next?

*) ‘Sustainability 040’ (in Dutch: Duurzaam Ondernemen 040) is an initiative of the municipality of Eindhoven and De Lage Landen. 040 is the city access code for calling to Eindhoven.

Get into action!

It starts with awareness. Change is impossible without understanding the relevance and possibilities of sustainable management. The practical conversion takes place after the awareness; how will you implement sustainability? Where do you start? What means do you deploy and how do you create a basis?

Fundamental

The basis of the 'sustainability' subject is getting wider for companies in the Netherlands, as proves research by the BZW (Brabants-Zeeuwse Werkgeversvereniging). Sustainable management is in the top 3 of many priority lists, but how do you take care of it? Incorporating sustainability always means change management, it is therefore fundamental and mostly leads to a hesitant start. This is where we come across the first pitfall; endless talks, discussions and thinking without making concrete steps. It is better to just get into action and start the process.

 

Improvements & Savings

Those who know their company processes, also know what their impact is on the environment; what raw materials and resources are used and how much waste they create. Make 'more efficient working' a main goal. This often leads to quick process improvements and savings, which motivate you to continue. Expand your knowledge of sustainability, and you will soon notice new areas for improvement. A positive cycle in the right direction has been created.

Embedding

There is no standard blueprint that paves the way towards sustainability. There are a number of logic steps though, and implementing structure is the first one. Set goals, work on certification and consult with customers. Make this a policy and give your staff members the space to make their own creative contributions. The entire organization is to embrace sustainability; it has to be embedded in the 'hearts and minds'...

 

Inspiration & Motivation

In contrast to what most people think, sustainability is not something large departments necessarily have to implement. Just take a look at ASML, one of the world's most sustainable companies. A company with a 5.7 billion Euro turnover (2011) that made the conscious choice to take its responsibility for both the social and environmental part. A team of only 4 part-time staff members started mapping sustainability. 
Not by enforcing it top down, but by inspiring, motivating and securing. Sustainability is given a practical interpretation at the departments of the company itself, for example by working with an environment management system (ISO 14001).

It is clear: sustainability does not have to be unnecessarily difficult. It is just a matter of choosing and doing.

Sustainability Mission EFQM Forum 2011

Next week the EFQM Forum 2011 will take place. On 25 & 26 October the Crème-de-la-Crème of the EFQM Community will gather at the distinctive futuristic BMW Welt conference center in Munich, Germany. Finally the EFQM members (and also other interested parties) will be discussing the topic “Taking Responsibility for a Sustainable Future”, as our annual Forum will be centred round the theme “People, Planet, Profit”!

Must admit I am very happy to finally have my favourite Fundamental Concept on the menu. And as far as I am concerned this is long overdue too.

Let me provide you with evidence J. The graph below shows the scoring per Criterion of the EFQM Excellence Award applicants 2007 to 2010. Here you can see that Criterion 8 Social Results scores lowest of them all. The graph shows the average scores and highest scores per Criterion. The highest score is for Criterion 9 Key Results with 90 points. The highest score for Social Results does not get above 73 points. On the averages all criterion score between 58 to 62 points, except again Social Results, the average for this Criterion is only 45 points! 

Now without proper investigation and analysis we can only speculate on the causes behind this phenomenon. Might it be the EFQM Model itself where we could find some answers and areas for improvement? Or maybe we should look for something in the assessment-approach? Maybe it is the level of awareness around all that is connected to sustainability that still needs to find a critical mass in our EFQM Community?

These are all questions I am walking around with. I will take up the opportunity to approach one or more representatives of applicant organisations that participated in the EEA this year to review and reflect with them on this matter. Possibly I might even tackle some people from the organisation winning the EEA Award this year and see what they think!

Although I am not without purpose much, I suppose I will be a woman with a ‘sustainability mission’ at the EFQM Forum this year. Please beware!

What is the most important Fundamental Concept of Excellence?

The LinkedIn-debate on this question I started a few weeks ago among the members of the EFQM Network for Sustainable Excellence has really taken off! However some more debate is needed…

As mentioned in my earlier blog the EFQM states no preference, but to get the discussion going I argued that Taking Responsibility for a Sustainable Future is the most important Fundamental Concept of Excellence.

A variety of views have been shared by the members in this discussion group and have included:

• Nice “academic question sparking debate”, however there is no most important Concept, but an organisation needs to take care of all Concepts to achieve sustainable results;
• Depending on the organisation’s goals, vision and strategic challenges at a specific point in time an organisation might need to give two or three Concepts more attention;
• That business survival is key and as a consequence Adding Value for Customers and Achieving Balanced Results are the most important Concepts;
• Things don’t move forward without leaders Leading with Vision, Inspiration and Integrity first;
• Organisations are made up of people, little happens without them, so Succeeding through People needs priority.

I was particularly struck by an interesting comparative question: “What is the most important room in the house?” For me it is the bathroom, but it was a difficult choice as I have a number of rooms to choose from. However there are many people in this world that don’t have a choice in this matter. 

With proposing the Concept Taking Responsibility for a Sustainable Future to be the most important I aimed to direct the discussion towards taking a more global perspective. To discuss maybe whether our current way of moving forward with an "inside-out focus" on the needs and expectations of the stakeholders will help us to address the global ecological and societal challenges lying on our doorstep? Would even an organisation striving for Sustainable Excellence take a wide enough view towards “all their stakeholders”? We perhaps need some debate on this topic?