we believe in that future starts

We are committed to help organisations drive improvement through the EFQM Excellence Model, a
comprehensive management framework used by over 30 000 organisations in Europe. To help you
implement our Model, we provide training and assessment tools as well as recognition for high
performing organisations. But our real talent comes from gathering good practices and integrating
those within our portfolio. We at EFQM, a not-for-profit membership Foundation, aim to share what
works, through case studies, online seminars, working groups, conferences and thematic events.
Sharing our member’s enthusiasm, their motivation and the results they achieve; that is what we
work for.
The information in this document has been contributed by Bursagaz. Without this contribution,
publication of this report would not have been possible. We therefore thank all the individuals in
Bursagaz who have taken the time to share their knowledge, experience and expertise with us.
2
EFQM Case Studies
In line with our promise, to “Share What Works”, EFQM is a uniquely placed to identify good
practices that have been adopted by our members. The EFQM Recognition Schemes, which involve
independent assessors visiting applicants, help us to identify, verify and share these practices within
the EFQM Members. In 2010, we launched the Good Practice Competition to enable any
organisation, regardless of whether it is a member of EFQM or one of our Partner Organisations, to
share an approach that works for them.
The applicants are asked to upload a short video explaining their approach. A Jury of experts in the
field then agrees on a short-list of finalists. The final judging process is a combination of a public
vote, via the web portal, and the Jury’s votes, after the finalists have presented their practice in
more detail.
The theme of the competition changes each year in line with the focus of the EFQM Forum; an
annual event for business leaders and the excellence community to share ideas, experiences and
knowledge.
The concept of ‘New Ways of Working’ has become synonymous with flexible working, virtual
cooperation and even change management. Business cases for investments in new technology and
business processes to enable flexible working tend to focus on cost reduction and increased
productivity. But increasingly people are demanding greater flexibility in how, where and when they
work - and this doesn't just apply to "digital natives".
The competition was organised in association with the European Workplace Innovation Network, a
project funded by the European Commission.
Congratulations to the Winners of the EFQM Good Practice Competition 2013:
 2013 Winner :
 Glasgow Housing Association, UK - Think Yes
 2013 Highly Commended :
 Bursagaz, Turkey - Live Mobile and Be Socialised
 Robert Bosch GmbH, Germany - On the way to Enterprise 2.0 with Bosch Connect
 2013 Finalist:
 Mutualia, Spain – Lidera Project
3
Bursagaz, a natural gas distribution company located in Bursa, Turkey, provides natural gas
distribution and customer services such as meter reading, contracting, subscription, gas activation,
collection, supplies services for business and residential customer portfolio. Bursagaz has been
privatised since 2004 and within 9 years of operational period it has initiated many grounds to the
market including managerial approaches. Bursagaz having the highest capacity city gate station in
Turkey with a flow of 800.000m3/h, operates its grid activities over its 5 reduction and measurement
stations. Bursagaz with a physical penetration rate of %100, focuses on the sustainable gas supply
for its employees and optimise its grid remote control systems.
By providing services as Turkey’s biggest private natural gas distribution company; Bursagaz invested
in a grid structure with a length of 5.056 km, covering all around Bursa’s city zone. Bursagaz, with its
subscribers exceeding 750.000 and gas users exceeding 650.000, secures continual natural gas
supply and initiated grid management and technological projects. By the integration activation of
SCADA the grid remote control system, GIS the animated grip mapping system and SAP systems
Bursagaz has signed on the biggest mobile functionality project in the distribution market in Europe.
Bursagaz while implementing augmented technological methods and approaches, it also gives
importance on the systematisation and the sustainability of its process and company asset
availability. It manages its structure by the management systems given on the table 1.1 and has been
a benchmark company for its approaches such as strategic process management, expended strategic
management, strategic risk and change management, tech-nological project development and
differentiated human resources management approaches.
Bursagaz, besides its operational business activities also pays attention to the societal contribution
and conducts corporate social responsibility projects especially for the education of handicapped
children, cultural development, and sports. By its operational and social success Bursagaz has been
nominated for many awards and prizes such as Best Economic Contributor in Bursa, Gold Valve on
CSR projects, Turkey’s Best Call Centre Award, Web Gold Award, and 2008 EFQM Quality Award.
Bursagaz has also been selected as one of the best employers in Turkey according to the project
survey conducted by Great Place to Work, and it has also been suggested for European Business
Award for Environmental and Corporate Sustainability. Bursagaz, rather than other distribution
companies bounded by the licence, increases its customer experience level and projects to use its
portfolio to create synergy for its group on other multiutility projects such as electricity or water
service distribution. Offering services with high level of excellence which is the guarantee of further
customer loyalty on group synergy projects, Bursagaz develops its Human Resources approaches and
by using full strategic integration for all processes to have more experienced and motivated staff
working within work-life balance approach and maximising the whole life employment applications.
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EFQM Case Studies
Bursagaz, even though its business area is bounded by the Natural Gas Market Law and its tariff is
limited to the regulator decision, is not able to make any product development, it rounds its
strategies on the innovation for customer services which differentiates Bursagaz among other
distribution companies. Bursagaz, limited by the tariff which determines every operational expense
item and the total opex and capex, focuses on budget optimisation and synergic amount creation for
investing in new manners of business and technology to improve the performance and work style of
its employees.
Management System
Certification Year (Since)
ISO 9001 Quality Management System
2005
ISO 14001 Environmental Management System
2005
OHSAS 18001 Operational Health and safety Management System
2005
ISO 27001 Information Security Management System
2007
ISO 10002 Customer Satisfaction and Complaint Management
2011
System
ISO 50001 Energy Management System
2012
ISO 22301 Societal Security and Business Continuity Management
2013
System
1.1. Bursagaz Certified Management Systems
5
Bursagaz implements its strategic management by using three top approaches:
 Increasing The Corporate Reputation
 Increasing The Corporate Performance
 Managing Corporate Risks
By its short, medium and long run strategic plans; Bursagaz manages its business for further market
opportunities. Bursagaz determines its strategic objectives within these mentioned top three
strategies and designs for a future company. This is the main reason that Bursagaz has been
accepted as the benchmarked company in the national and international multiutility market. This
responsibility imposes Bursagaz to initiate more differentiated projects to be used by market
players.
New ways of working is the key concept for Bursagaz is strategic management approach. Developing
innovative projects for a more sustainable future for all stakeholders, expending technological
development for process improvement, supporting the national and international know-how
transfer, optimising human resources approached for increasing employee’s performance are the
key strategic objectives having effect on Bursagaz new ways of working initiatives. All of these
objectives supports two main concepts: Live Mobile & Be Socialised.
The focus for all three of these concepts are based on work-life balance simplified by mobility.
Bursagaz’s working style is basically focused on technology used which make people’s work easier
and leaving them more space for self improvement.. Bursagaz by encouraging technology in its
process, also empowers its employees and achieves higher levels of performance, motivation and
staff satisfaction. That’s why the employees have selected Bursagaz as a “Great Place to Work”.
Bursagaz Operational Emergency Call and Intervention Management process is one of the key
process supporting Bursagaz corporate strategic objective so called “Optimimum Management of
The Grid”. Bursagaz has initiated a new way for the assessment and management of the emergency
call and actions by a new software design “Pathfinder”, as of the guarantee for Bursagaz
technological knowledge process. This software was developed by the contribution of Bursagaz
operational engineers and the software company, thus the output is now offered for market use
with the experience input of Bursagaz.
Bursagaz emergency staff has shifted to a mobile structure by pathfinder and operational
performance has increased by the online interaction created on SAP. Over pathfinder, it is possible
to have all emergency call information linked with the animated map and staff is able to see all
customer data including the zeta cad integration, where you can see overall inhouse installation.
Also they are able to find out the solution on the stated call without physically seeing the place. By
the opportunities of pathfinder, it is possible to receive all call information without staying in a single
6
EFQM Case Studies
location and it is also able to deliver the calls by GPRS integration matching the best service team
and incoming call location.
The pathfinder process provides the ability to close all call outputs online with the integration of
SAP, and there is no manual input duty for emergency staff after the finalisation of the work. This
process has totally engineered the methodology of emergency call assessment by providing its staff
to spend more time for self-improvement, the time for reaching the call location and time for call
record are clearly decreased. (see the figure 3.1 in the performance results part). This process has
also created a significant level of performance and satisfaction on the perception of the staff. ( see
the figure 2.1 in the perception results part).
The multifunctional Pathfinder system is also used to conduct daily customer surveys providing the
opportunity for immediate access to the customers just after hanging up the call intervention and it
offers less time spent for reaching the customer info. The system also makes possible for team
controllers able to monitor the service teams on the animated map and provide the opportunity to
save energy costs of road circulation and use this budget for further process improvement activities
simplifying staff’s life and operations while assessing the emergency calls.
The mobile workforce application for Bursagaz maintenance and repairing teams is operated under
the grid maintenance process. The application is developed to serve one of Bursagaz’s strategic
objectives called “Expending The Use of Technology” with the combination of “ Increasing Employee
Performance “ strategic objective. By using mobile workforce system, maintenance people on the
operational process are able to reach their job inputs on their I-phones or Ipads. The staff is able to
accept the job directly via Ipad or Iphone and find their way from his house without coming to the
office. All maintenance and repairing input is directly transferred to SAP system into the mobile
application and delivered to the best located team and the process is finalised on the online system
by system record delivered on SAP-PM. The staff is managed by the system itself and working time is
optimised , thus people do not spend time on the road and are able to spend time for self
improvement. Mobile workforce management system, as a mobile system, simplifies the timeline for
periodic maintenance and repairing activities and maximises people’s social time. The maintenance
staff would spend more time with their friends in the social activities or would optimise their lunch
time break as they are working with the flexible hour concept. (see the figure 2.2 in the perception
results part and 3.2 in the performance results part.)
Bursagaz every year reads about 7.8 million meters and controls 3.4 million meters, and operates
the cutting and opening actions of 1.2 million meters with a team of 45 people in the partner
company. The meter reading, gas opening, cutting, meter installing and uninstalling activities are
conducted under consumption management process and linked with the strategic object
“Optimising The Sales”. Both activities are performed by the partner company, Enervis, and
7
managed directly over Bursagaz systems. Bursagaz, to simplify the control and evaluation of the
system, has designed new software providing the ability to control all process activities by direct SAP
system monitoring and data mining procedure without in place detection. The system gives the
opportunity to monitor all actions on mobile devices and forms a direct link to SAP and partner’s
systems. By the system, Bursagaz staff reached the opportunity to spend less time for control and
the partner company to have more correct operations. (see the figure 2.3 in the perception results
part and 3.4 in the performance results part)
Bursagaz operates most of its customer centric processes over by awarded call centre. By the vision
of sustaining a loyal customer portfolio, Bursagaz enhances its customer service processes by
providing immediate access for the customer. Home agent application is one of the most
benchmarked processes of Bursagaz in the market initiated in 2009. Bursagaz, by its social
responsibility thinking to improve its handicapped staff performance and motivation, initiated the
home agent style of working in the call centre for its handicapped staff. A total of 9 people, 5
handicapped staff (16% of the whole call centre staff) and 4 people are working as home agents. All
SAP systems are available for them through VPN and direct connection and they are able to work as
they are working in the comfort of their home in Bursagaz office systems. All technological access,
including the Ipad and laptop devices are provided and some social benefits such as heating cooling
opportunities of the home agents are met by Bursagaz. The home agent process is the most
important part of the customer experience management process considering its effect on the
strategic objective “Managing Customer Perception “. The home agent approach has been offered to
each call centre employee and installed for the ones who have chosen it, thus it has been provided
as a choice of working style. The staff working as home agents have obviously increased their call
receiving performance with a high level of effect on satisfaction rate. (See figure 2.4 in the
perception results part and 3.5 in the performance results part)
Suggestion
CRM synchronisation with SAP & Zeta Cad Module
Related Process
Active Consumption
National Pop Data Integration and Automatized
Subscription
GIS Ipad version and online customer consumption
monitoring by building code
SAP IS-U and digital archives integration for document
monitoring
Self service menu for contracting and installation control
Promotion Mix and Customer Acquisition
Remote Control Web Services for online solution point
Customer Experience Management
Consumption Management
Customer Experience Management
Installation Control
1.2. Adapted process improvement/innovation suggestions for officeless service
8
EFQM Case Studies
The officeless service, as a market contribution process, is designed to host customers via phone
without any physical contact that force them to come to Bursagaz offices. The service innovation
started is 2006 with several improvement process and in a 6 year period the mobilisation steps have
been taken and the number of physical contact centres have been decreased from 23 to 2 by the
beginning of 2013. During this period mobile applications for customers were designed and
presented for use, call on web system was started. This officeless service is a full mobilisation of the
developing services for customers process affected by Bursagaz strategic objective of “Developing
Innovative Projects for a More Sustainable Future “During this process reengineering Bursagaz
developed a success plan for its customer services staff shifting to mobile service offer and matched
with their job roles with their improvement plans and initiated rotation plans (see the figure 3.6 in
the performance results part).
During this process reengineering, the process improvement actions are supported by employees’
suggestions and adapted into the customer experience management process. (Table 1.2: Adapted
process improvement / innovation suggestions given by employees) The design of the working place
is organised considering staff requests and a layout of furniture are conducted by the staff
themselves. Customer service employees who shifted to the officeless service operations were quite
volunteer that they have answered for the survey conducted on the topic “Would you like to work in
officeless service “by %93 satisfaction level. Bursagaz has awarded for its call centre as of the best
call centres in Turkey, that’s why the staff is proud for serving customer services, and they rate the
service supplied %85.2. And with disaster recovery model and business continuity plans provided
the officeless staff to feel like they are guaranteed uninterupted service supply. The process
increased the performance of the staff combined with high level of performance Premium, made
people able to backup themselves thanks to empowerment matrix deliver by HR structure. The
empowerment matrix provided staff the opportunity to manage their self-improvement timeline by
the job shift among themselves. Thus they are able to spend more time for carrier improvement and
interviews with their coaches. Operational performance increased reciprocally to the
average rate of transaction timing increase. The customer services employees satisfaction has
increased overall (see the figure 2.5 in the perception results part).
9
SCADA is the highest capacity natural gas grid remote control system constructed in Europe with the
experienced partner BTC. The system provides immediate remote control and monitoring possibility
of the overall grid structure. All system pressures and flow capacity of all reduction and
measurement stations, customer stations are remotely controlled and intervened. The SCADA
monitoring remote control system provides a high level of mobility for grid technicians and they are
able to manage all grid activities on SCADA screens. The staff does not need to physically go to the
stations to get the results on the manometer to record it into SAP or to see the filter dirt rate to
open transaction for maintenance. The system is automatized; it records all pressure and
temperature data and communicates with SAP in case of any filter change need and SAP assigns the
job for maintenance teams itself without any manual input. Thus the staff does spend time on the
road and physical monitoring and they can use their time to raise process improvement actions on
the integrated pipeline management system. (See the figure 2.6 in the results part to the satisfaction
effect)
The system is also integrated with the GIS the geographical information system animating the maps
and customer data through a mobile software. The SCADA speaks with GIS and in case of any
emergency situation according to the pre-defined methodology the system itself operates the grid
from the grid management and control centre. The staff in the grid control, knowing that the system
is able to activate itself and to be managed by data mining process ,feel safe and they do not
hesitate to participate volunteer emergency teams.(%96 of the operational staff is the part of
Bursagaz Search and Rescue Team).
By the evaluation of all SCADA and GIS application, it would be observed that the staff has higher
rate of grid monitoring, they are able to participate in volunteer actions without doubt on grid
security and they are able to spend more time on self-improvement without spending time on
physical monitoring on site.
Bursagaz portrayed itself in Turkey as one of the company having the highest mobility level and was
awarded by the national service provider Turkcell in 2012. Bursagaz with its high level of mobility
provides its own applications for simplifying employees working style and provides them ability to
connect Bursagaz systems can be accessed from their houses and work on them as if they are in
their offices. Bursagaz uses the augmented mobility for the promotion of its service and offers these
services for the use of customer service staff and project leaders. (See some applications on table
1.3). This way to do business and conduct activities provides all staff the opportunity to save time
and pay attention to self-improvement or project development for corporate objectives.
10
EFQM Case Studies
Mobile Application
SAP-SAT Purchasing Module
User Groups
All Heads of Departments, Managers
SAP– SAS Invoice Application Module
All Bursagaz Staff
BG-ITSM IT Call Management
All Bursagaz Staff
BG– Envision Document Management
All Bursagaz Staff
BG-QDMS Quality Management
GIS Web Mobile
All Bursagaz Staff, Partners
All Bursagaz Staff
Pathfinder Mobile
All Emergency Staff
SAP-IS U Mobile (Call Centre)
www.bursagaz.com mobile
System Managers, Supervisors
All Users, Customers
1.3. Examples for Bursagaz Mobile Applications in Use
Bursagaz employees are also actively able to use the social media applications managed by the social
media specialist. They can share their ideas and im-provement suggestions on the social media
pages, and they can tell stories about their process improvement actions or innovation, or staff
motivation items by the films on the Bursagaz pages. The social media for Bursagaz is considered a
multifunctional communication platform by the staff. Bursagaz is active in 23 pages in the social
media by 2013.
11
In Bursagaz Leadership Model all leaders, coaches and mentor are included in the BG Hero concept,
and, special success plans are organised for these employees. The main target of Bursagaz, by the
approach of BG Hero, is to create a goose type leadership and to load leadership competencies for
the employees having high rate of managerial capabilities. In BG Hero Concept, there are 5 levels of
leadership considering the corporate, divisional and individual competencies. All employees are
selected in this process from the carrier planning system. The model includes a full integration with
the strategic objective of increasing employees' satisfaction and providing their integration with the
living values. Each member of BG Heroes are assigned for the development and improvement of
another employee matching with the best competencies they have. (see the BG Hero Model in
shape 1.4.)
1.4. Bursagaz Hero Model– Goose Type Leadeship Approach
This approach is provided to Bursagaz employees to choose their coaches and mentors supporting
them within their work by operational knowledge or competency development. Thus employees, in
case of any experience needed would apply for their leaders to take the responsibility of any project
or improve-ment action if there is any need for operational or managerial experience. (see the figure
3.8 in results)
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EFQM Case Studies
Bursagaz, by its strategic objectives “Expending The Social Responsibility Point of View” and
“Developing innovative projects balancing the stakeholders’ expectations for a sustainable future”,
places emphasis on the environment and the working place. Considering Bursagaz motto “For a Blue
sky and green environment” Bursagaz includes in its mission the guarantee for environmental
awareness and re-spect. By “İncreasing employees’ satisfaction and providing their integration with
the leaving values” strategic objective Bursagaz raised the green workplace approach supported by
feng shui designs. Bursagaz employees participate in the activities of gardening club established in
Bursagaz in 2010, and hobby gardens are formed at the Niluferköy campus of Bursagaz for the
plating activities of club members. Each year the green workplace questionnaire is added in the
general satisfaction survey and improvements are deducted from employee’s expectations and
requests. By 2013, 1.250 m2 of green zone is provided for employees use. Bursagaz employees are
able to work in this green zone and would manage their flexible working time. (See the figure 3.9 in
results part) All Bursagaz employees contribute to the waste management structure and all available
wastes are recycled and the income obtained is delivered to Bursagaz Educational Volunteers
Foundation.
Employees share their environmental knowledge with primary schools, high school and university
students and presents free training for them. Bursagaz employees finish the social responsibility part
of their success plan. Bursagaz is certified by the ISO 50001 Energy Management System, and is the
first distribution company signed in Turkey on the energy efficiency commitment on company
buildings. So, employees are aware of the significant energy use areas and contribute to the
minimisation of the consumption as green workplace supporters. Bursa-gaz is constructing a new
management building where all energy will be based on cogeneration (natural gas, wind and solar)
and the building will be certified by LEED platinium in 2014.
13
Bursagaz aims for all its employees to have an integration with company’s ethics and core values, so
it delivers its human resources approaches over the strategic objective “increasing employees’
satisfaction and providing the integration with the living values”. The socialisation concept is based
on carrier planning, development plans, competency management, coaching and mentoring. All
these sub approaches are part of an integrated Human resources management style including
recruitment, workforce management, leadership management, performance management, and
work life employment applications. At Bursagaz, each employee has a performance plan integrated
with the development plan. For each performance item, needs for development are defined and
resources are supplied to the employees. Bursagaz presents a complete solution for its employees
development by the link of all HR approaches. Each employee has the chance to be included into the
carrier planning system, comprised horizontal, vertical and outside carriers. All employees included
into carrier planning, considering their levels of competency, are taken as a part of coaching and
monitoring system and also included in the BG Hero. By this socialisation approach employees feel
like they are under the guarantee of experienced support. They also know that they could realise
themselves by getting consultancy support from their coaches or mentors. (See the figure 3.10 in the
results part for performance increase) Thus, Bursagaz employees’ performance increases by the
support of their coaches and mentors and they are able to realise themselves by the development
plans presented for them including all needed resources. Team projects are another part of the
socialisation concept. Each year corporate and divisional projects are announced by project leaders
and any employee could work in the project as a volunteer project supporter. This style of team
work enhances the communication effectiveness among employees and creates the formation of
multifunctional interaction among divisions. (75.6% satisfaction by 2013)
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EFQM Case Studies
By the strategic objective “Increasing employee satisfaction” and “Expending the CSR Point of view”
Bursagaz supports employees’ social activities and encourage their contribution in the CSR activities.
Bursagaz has established SOKAK in 2006 The social Activities Club including 11 different clubs (
hunting, photograph, reading, tennis, swimming, free software, outdoor sports, martial arts,
gardening, ski, innovation clubs). All Bursagaz employees are a member of at least one of the clubs,
and a special contribution budget is provided for each club according to their annual activity plans.
The employees can also put these activities as a part of communication target in their development
plans. Each year social activities including picnics, barbeques parties, theatre visits, out of city visits,
special celebration dinners, garden breakfasts, trekking events, sport tournaments are conducted by
the participation of all Bursagaz employees and also out-task employees.
Bursagaz employees do not only perform operational or managerial activities as a part of their work,
but they are also contributing into the CSR activities. The participation into the CSR activities is a kind
of work style to give them the opportunity for self– development and self-confidence. (See activities
on table 1.5.)
Societal Activities
Year
Bursagaz Educational Volunteers School Renovation project
Since 2006
Development Agency Supported Handicapped Classroom Renovation
Since 2012
Turkish Olympiads
Since 2009
Environmental Quiz Show
Since 2010
Environmental Trainings in Schools
Since 2005
Seminars in Heating, Cooling Exhibitions
Since 2005
Excellence Management Good Practice Sharing in Schools
Since 2009
Natural Gas Technologies Trainings in Universities
Since 2007
Customer Platforms Visits
Since 2013
1.5. Examples for Societal Activities Contributed by Employees
15
Approaches
Deployment & Assessment
Activity
Period
Shared With
Pathfinder for Emergency Call Management
Mobile Workforce Management
Operational Management
Meeting (D&A)
Monthly
Employees
Pathfinder for Emergency Call Management
Cross Process Meeting
(D&A)
Monthly
Employees
Employees Sharing Meeting
(D)
Semi-Annually
Employees
Strategy Meeting
(D&A)
Annually
Employees
Group
Companies
Web Sites /Press Bulletins
Social Media Sites
(D)
Quarterly
Society
Partners
Customers Services
Management Meetings (D&A)
Enervis Partnership Meetings
(D&A)
Monthly
Employees
Partners
IT Management Meetings
(D&A)
Monthly
Employees
BTC Partnership Meetings
(D)
Quarterly
Partners
Visual Knowledge Library
Sap Portal (D)
Weekly
Employees
Sap Portal (D)
Web Site / Press Bulletin (D)
Social Media Sites (D)
Social Media Team Meetings
(D&A)
Weekly
Society
Employees
All Approaches
Perception Surveys (A)
Annually
Quarterly
All Employees
All Approaches
Process Performance Meetings
Quarterly
Process
Owners and
Team
Leaders
All Approaches
Company Check Up
Annually
All Employees
Mobile Workforce Management
S-Online
Officeless Service
Pathfinder for Emergency Call Management
Mobile Workforce Management
Home Agent Application , Social Media
HR Approaches ( Socialisation & BG Hero)
Work Place Aplplications
All Approaches
Pathfinder for Emergency Call Management
Mobile Workforce Management
Home Agent Application
S-Online
Officeless Service
Mobile Workforce Management
S-Online, Officeless Service
Mobile Applications
Mobile Applications
S-Online, SCADA & GIS
Social Media & Mobile Applications
Social & Societal Activities
Societal Activities
1.6. Deployment Activities for Given Approaches.
16
EFQM Case Studies
Benchmarking Activity
Benchmarking
Partner /Year
Improvement
Online Grid Monitoring
Capabilities for GPRS connections
in employees houses
COMPANY X /
Since 2010
The online monitoring system is established
for the use of mobile connections via GPRS
modules of SCADA / officeless connection for
employees is provided
Increasing the speed of Home
Agent Connections on CRM and
SAP-ISU
COMPANY Y /
Since 2011
The server systems are optimised for licence
management and the connection timeout are
omitted and more effective system access is
Provided for employees at home
Multifunctional Social Media
Management
Gazprom/
2012
Social media specialist is employed, social
media team is established and contribution of
employees for the activities and videos is
provided
Office Design for Officeless Service
Vodafone
The ergonomic design for employees is
provided, the voice insulation is constructed
1.7. Examples for Global Benchmarking Activities.
(Although during the Assessment Process names of the organisations were visible, this time have
been hidden for confidentiality reasons. Company X is a far Asia gas institution, Company Y a call
center company and Company Z a european gas company)
17
Bursagaz conducts its surveys on the software developed by its IT services, and the survey
management tool is accessible for every employee and the system admins are defined for online
report collection. The system is available by 2011 and the rest of past surveys are conducted by HR
consultant or over SAP portal. The alpha rate for the Bursagaz survey tool is 99.9%, and the data is
kept under the guarantee by ISO 27001 information security systems and included into the
independent system audit. The given comparison data is the connected with the bench-marked
company having high service quality in their market or awarded by their good practices.
2.1 The Effect Of Pathfinder Application on
Employees Performance And Satisfaction
( Comparison with COMPANY X) %
2.2 The Effect Of Mobile Workforce Management on
Employees Performance And Satisfaction
( Comparison with COMPANY X) %
2.3 The Effect Of S-Onlıne Activities on Employees
Performance And Satisfaction
( Comparison with COMPANY Z ) %
2.4 The Effect Of Home Agent Activities on
Employees Performance Ande Satisfaction of Call
Centre Staff ( Comparison with COMPANY Y) %
2.5 The Effect Of Officeless Service on Employees
Performance And Satisfaction ( Comparison with
COMPANY Y on call center services) %
2.6 The Affect Of SCADA & GIS on Employees
Performance And Satisfaction ( Comparison with
COMPANY Y call center services) %
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EFQM Case Studies
2.7 The Effect Of Mobile Applications and Social
Media on Employees Performance And Satisfaction
(Comparison with Gazprom) %
2.8 The effect Of Socialisation Approaches on
Employees Performance And Satidfaction
(Comparison with Swb-German Natural Gas
Dist.Co)%
Years
Feng Shui Design
Satisfaction
Bg Hero System
Satisfction
2009
52%
58%
2010
61%
67%
2011
71%
77%
2012
68%
81%
2013 Expected
83%
85%
2.9 The effect of Other Given Approaches %
2.9 The Effect of Green Workplace on Employees
Performance And Satisfaction
(Comparison with COMPANY Z.)%
19
Bursagaz monitors its performance with a cascading link from balanced scorecard corporate targets
to process performance indicators and individual target. All performance outputs are reported
quarterly by “Development Report” and this report is used for process improvement activities. The
comparison data given for the performance results is linked with the perception result parameters
and benchmarked approaches. All results given are also audited by independent company under
internal control process supported by Bursagaz Governance Struc-ture.
3.1 The Decrease Rate For Emergency Call arrival Time
/ Pathfinder Effect
(Comparison with Tokyo Gas) %
3.2 The Time Spent for District Regulatıor
Maintenance / Mobile Workforce (Comparison
with Swb) - Per Day Results / İnverse Parameter
3.3 Grid Monitoring Rate / SCADA 6 GIS
(comparison with Gas Prom) %
3.4 Rate for faultless meter reading
(Comparison with Swb) %
3.5 Home Agent Call Performance within Total
Received Calls ( Comparison with COMPANY Y) %
3.6 Service Level of Officeless Service ( Comparison
with COMPANY Y on call center services) % ( Total
rete of call positioning)
20
EFQM Case Studies
Years
Number Of
Social
Media Stes
% Of Headcount Active in
Social Media
2009
2
2%
2010
4
6%
2011
12
18%
2012
2013
Expected
24
76%
28
85%
3.7 The Social Media Interaction
3.8 Score for Leadership Competency on People
development (Comparison with COMPANY Y)
Score is given over 5
3.9 The Green Zone Assigned for Employees Social &
Business Activities ( Comparison with COMPANY Z)
The data is given as m2
3.10 % Staff Performance Score compared to Top
System Score ( Comparison with COMPANY Y)
21
Bursagaz by the new ways of working improves and innovates its proceses for a better business
results expected by all stakeholder. The approaches, perception results and performance results
show how Bursagaz makes a strategic link between improvement and innovation input and
WE BELIEVE IN THAT
FUTURE STARTS …...
IN THE PAST………….
22
The mobility and sociality for Bursagaz are
two main concepts realising Bursagaz top
strategies and strategic objectives,.
Bursagaz keeps continuing on the
technology based work-life balance as of
the future world main target and will be
emphasizing on time gaining while
increasing the operational and managerial
performance
EFQM Case Studies
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