About us

QUALITY & COMMITMENTS

POLICY

Hesperia Hospital views the following points as critical in pursuing its strategic objectives:

to maximise the operating profit and the “working capital” in reference to market trends and available resources, according to the methods of Lean Management
to achieve year-on-year improvement in terms of results
to optimise resources with a “smart” structure, “using less to achieve more”
to enhance, where possible, “in service” activities for support services,
to develop new products with continuity and efficiency, cutting waste to a minimum,
to pre-empt competition and improve customer service,
to improve productivity and gradually reduce inefficiency and costs in all processes
to optimise warehouse management and reduce stock
to use the Quality Management System for competitive leverage on the market,
to identify primary and support processes according to the logic of ISO 9001:2008,
to allocate resources (human, infrastructural and work environment-related) capable of developing an effective management and measurement system according to the logic of Continuous Improvement
to streamline human resources management by means of:
- a correct definition of “job-profiles” and “job-descriptions”
- a comparison between the actual personnel capabilities and job specifications, in terms of contents and level, required by Hesperia
- continuous and correct planning of training
- assessment of effectiveness
- ongoing training and placement of “new operators” as future team leader
to develop and disseminate new organisational concepts within Hesperia:
- doing only “what is needed” to generate added value for the client
- unifying the various standards of management
- “each result is the starting point for the next one” within the logic of Continuous Improvemen
to strive always for maximum client satisfaction with a view to achieving:
- the “quality expected” by the client in terms of the specified characteristics and level of service
- the “perceived quality” for the client, limiting complaints and waste in the expletion of the service
to fulfil of all commitments to the client in accordance with the agreed standards,
to create non-competitive commercial ties with appropriate marketing policies,
to develop a strategy of market penetration structuring productive and service activities so as to satisfy the demands of the healthcare market,
to pursue the computerisation of company processes with special reference to the management information system (Medtrack) and the improvement of the website as a work tool, the reduction of costs and the creation of new business opportunities,
to manage the working conditions so as to ensure ergonomic, environmental and safety compliance with the international standards for companies operating in the healthcare sector.

Quality objectives specifying the above are defined and monitored within the context of individual operative units.

The quality policy, like every other activity, is reviewed periodically; consequently, the objectives are also analysed and, when necessary, updated.

Garofalo Health Care Code of Ethics is available here.