EFQM, a winning service for a responsive and competitive social security organization: CNIEG
How have the managers of Caisse Nationale des Industries Électriques et Gazières (CNIEG) used EFQM as a lever for success to go beyond customer satisfaction and their quality approach? Christèle Andreyevitch, Quality and Internal Communications Manager, explains.
Why did you initiate the EFQM process?
Christèle Andreyevitch: “For many reasons, but I’m thinking in particular of EFQM’s commitment to taking all stakeholders into account, whether they be employees, suppliers or partners. We also appreciated EFQM’s openness to the field of CSR (Corporate Social Responsibility).”
How did you get started?
CA: “We set up teams to cover all 9 EFQM criteria and work on each of the factors and results. At the start, in 2009, the teams were rather small, each with a pilot, a member of the CODIR. Then, in concentric movements, the teams welcomed new members to spread the EFQM spirit throughout the organization. In the end, 80 people were involved: managers and operational staff alike. By 2012, we were convinced. EFQM had formalized our weaknesses and enabled us to renew our dynamic. We were ready to meet Patrick Paris, EFQM General Delegate, to understand in detail everything we had to do to obtain the EFQM diploma. In October 2014 we actually took the assessment and passed with 540 points, which immediately places us at level R4E 5* (Recognized for our 5-star excellence).”
How can EFQM change the quality approach of an organization like yours?
CA: “With AFAQ ISO 9001, we had deployed a rigorous quality approach focused on customer satisfaction. EFQM forces us to go further. For example, we needed to know exactly how our staff felt about their management. So, to obtain the most accurate response, we carried out a social barometer. The other thing I like about EFQM is that it encourages us to benchmark, to look elsewhere, and it forces CNIEG to share best practices.
How do you keep EFQM alive in an organization like yours?
CA: “We decided to communicate a summary of the EFQM report to all the company’s employees. It’s a source of pride, but also of cohesion for all our teams. We also use our internal communication media to pursue the educational dimension of EFQM. It’s up to everyone to make the model their own. Finally, to ensure that EFQM is a long-term process, we have informed everyone that our ambition is to reach 550 points in our next assessment. This model positions us as an organization that is not afraid to take on challenges.
