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Goals
Financial goals
• Financing is secured.
• We think and act with entrepreneurial spirit within the scope of the public service obligation.
• We think and act with entrepreneurial spirit within the scope of the public service obligation.
Customer goals
• The patient-related processes have been further improved and patient safety has been maximized (structure, process and outcome quality management as well as risk management).
• The service mandate is effectively and efficiently met in line with demand.
• The KAGes "network" is used in a targeted way and, above all, in the interest of the patients.
• The company has a clear, consistent way to communicate with the outside world.
• The service mandate is effectively and efficiently met in line with demand.
• The KAGes "network" is used in a targeted way and, above all, in the interest of the patients.
• The company has a clear, consistent way to communicate with the outside world.
Organizational goals
• The processes are oriented towards effectiveness, efficiency and quality.
• The core, service and corporate management tasks are structured in terms of clear responsibility and competence - if possible according to profit center principles.
• A coordinated efficient procedure with a balanced central-regional-decentralized structure is to be ensured.
• There is consistent, strategic and operational controlling for the entire company.
• A reliable risk management and internal control system have been established.
• The structures promote a "learning organization".
• The core, service and corporate management tasks are structured in terms of clear responsibility and competence - if possible according to profit center principles.
• A coordinated efficient procedure with a balanced central-regional-decentralized structure is to be ensured.
• There is consistent, strategic and operational controlling for the entire company.
• A reliable risk management and internal control system have been established.
• The structures promote a "learning organization".
Employee goals
• Human resources development is made in line with demand and on the basis of a strategy.
• KAGes as attractive employer offers interesting meaningful work, an appropriate and performance-related income, work conditions facilitating a patient-oriented and targeted practicing of one's profession and promote the health of the employee.
• Employees interact with each other in a co-operative, respectful and appreciative way.
• Internal communication is made in an open and efficient manner.
• Management is made on the basis of goals, supported by institutionalized appraisal interviews, and thus ensures targeted and result-oriented actions.
• KAGes as attractive employer offers interesting meaningful work, an appropriate and performance-related income, work conditions facilitating a patient-oriented and targeted practicing of one's profession and promote the health of the employee.
• Employees interact with each other in a co-operative, respectful and appreciative way.
• Internal communication is made in an open and efficient manner.
• Management is made on the basis of goals, supported by institutionalized appraisal interviews, and thus ensures targeted and result-oriented actions.
Innovation goals
• KAGes is undergoing a continuous development and as an agile company is "Styria's NUMBER ONE health care organization".
• Particularly thanks to its innovations and co-operations, KAGes plays a decisive role in the development of the Styrian health care system.
• KAGes is a learning organization, in which expert knowledge is secured and developed.
• KAGes promotes research and teachings in co-operation with the Medical University of Graz.
• Particularly thanks to its innovations and co-operations, KAGes plays a decisive role in the development of the Styrian health care system.
• KAGes is a learning organization, in which expert knowledge is secured and developed.
• KAGes promotes research and teachings in co-operation with the Medical University of Graz.
