©EFQM 2014

©EFQM 2014

Return on investment

Optimise profitability

Sustainable financial growth

Value-adding products & services

Excellent service

Opportunities to develop & grow

Work / life balance

Pride in Organisation

Brand reputation Ethical behaviour Transparent

communication

People Customers ShareholdersSociety

Leaders who inspire trust Clearly defined long-term strategy Robust internal processes The right Partners & Suppliers

©EFQM 2014

©2013 EFQM

©EFQM 2014

4

©EFQM 2014

The EFQM Excellence Model allows people to understand the cause and effect relationships between what their organisation does (the Enablers) and the Results it achieves.

The Model is non-prescriptive and can be applied to any organisation, regardless of size, sector or maturity.

To achieve sustained success, any organisation needs strong leadership and clear strategic direction. They need to develop and improve their people, partnerships and processes to deliver value-adding products and services to their customers.

©EFQM 2014

Take Actions Define Objectives

©EFQM 2014

Leadership

Vision, Mission & Values

Leadership Competencies &

Development

Balanced Scorecard

Management Meetings

Stakeholder Meetings

Annual Report / Sustainability

Report

Processes, Products & Services

Process Management System

(e.g. ISO9001)

Process Improvement (e.g. Six

Sigma)

R&D

Marketing

Customer Satisfaction Surveys

Customer Service & Relationship

People Employee Engagement Survey Competency & Job Description Objectives Setting, Training Plan

& Appraisal Internal Communication

Strategy SWOT Analysis Strategic Planning Process Communicating Strategy Risk Management Scenario Planning

Partnerships & Resources Supply Chain Management Financial Budgets &

Management(e.g. ISO14001) Environmental Management

System IT Infrastructure

Examples of Enablers

©2013 EFQM

©EFQM 2014

©EFQM 2014

©EFQM 2014

Define the RESULTS

you want to achieve

Develop the

APPROACHES the

will deliver these results

Systematically

DEPLOY

these approaches

ASSESS the impact

and REFINE based on

analysis and learning

©EFQM 2014

A framework to drive and stimulate continuous improvement

Bring together all components of your management system, draw an overview of your strengths and opportunities to grow

Identify which actions are driving your results, and which areas need more attention

Pragmatic and practical Model : it is developed by organisations for organisations

Not prescriptive: you choose what is best for you

Holistic model covering all the aspects of an organisation

©EFQM 2014

©EFQM 2014

Providing a highly structured, fact-based technique to identifying and assessing your organisation’s Strengths and Areas for improvement and measuring its progress periodically.

Improving the development of your strategy and business plan.

Creating a common language and conceptual framework for the way you manage and improve your organisation. This can be especially important in larger organisations, spread over a number of countries and where people may have different native languages.

Involving people at all levels and in all units in process improvement.

Assessing, in a coherent manner, the organisation at a macro and/or micro level.

Identifying and facilitating the sharing of your “good practice” within the organisation.

Facilitating comparisons with other organisations, of a similar or diverse nature, using a set of criteria that is widely accepted across Europe and beyond.

Integrating the various improvement initiatives into your normal operations

Providing opportunities to recognise both progress and outstanding levels of achievement through internal awards

©EFQM 2014

Committed to Excellence – Project Validation

Committed to Excellence – Assessment

Recognised for Excellence – Assessment

EFQM Excellence Award

Over 630 Assessments

Performed and Recognitions

Delivered in 2014

©EFQM 2014

©EFQM 2014

Key Information: This summarises the organisation’s operating

environment, structure, stakeholders and strategic objectives (around 5-10 pages).

Enabler Section: This describes the key approaches adopted by the

organisation, to achieve the strategic objectives (around 10-15 pages).

Results Section: This gives an overview of the key results the

organisation has achieved, showing how effectively they are progressing towards their strategic goals (around 5-10 pages).

Strategic Plan

Process Model

Scorecard

Example Inputs

©EFQM 2014

Man

agem

ent

Do

cum

ent

Feed

bac

k R

epo

rt in

cl. S

cori

ngDay 1: Prepare/Meet Mngt

Day 3: Interview

Day 4: Interview

Day 2: Interview

Day 5: Consolidate /Present

Management Assessor Team (on site) Assessor Team

©EFQM 2014

Summary of the key themes identified during the assessment, normally grouped by Fundamental Concept.

Detailed feedback by Criterion or Criterion Part.

Table of scores:

Bands of 10 for Criteria & Criterion Parts.

Bands of 50 for Overall Score.

Scoring Summary

Detailed Feedback by

Criterion

Management Summary

©EFQM 2014

SMEs Large

Industry

Services / Public Sector

Austrian5* hotel

SlovakFinance Ministry

French Postal Services

Spanish Youth Association

IrishHigh School

BritishUniversityPolish City govt

EU Institution

Swedish & German Car Manufacturers

GermanEngrg Group

Belgian Materials Technologies

German Hi Tech Start-up

French Electric Utility

Austrian ProductionEquipmt Mfr

Spanish GasDistributor

Luxmbg Dentist Office

DanishPumps Mfr

Swiss Rail Operator

British Pumps Mfr

Italian Telecom

Swedish Bank

Russian Water Utility

French Airports

Mfr: Manufacturer

SpanishHospital

Japanese Printing & Documt Mgmt

Dutch Hi Tech

©EFQM 2014

©EFQM 2014

Leaders

Help to deliver the strategy

Help to understand what is important to do as a leader

Develop a unique culture where excellence is the norm

Management

Model helps them to see links between strategy and operations

Engages employees in change

Leads improvements

Employees

Provide platform to build a common direction

Help to understand the impact of their action

Allow to see how they contribute to progress

©EFQM 2014

90% 90%

81% 82%

89% 88%93%

87%

0%

20%

40%

60%

80%

100%

Increasecompetitiveness

Develop theirsustainability

strategy &supporting policies

Increaseenvironmental

awareness

Increase innovation Improve peoplemanagement

practices

Developstakeholder focused

strategic plans

Develop a culture ofcontinuous

improvement

Manage theirprocesses

2011 2012 2013 2014

©EFQM 2014

€ 0

€ 50

€ 100

€ 150

€ 200

2009 2010 2011 2012

Am

ou

nt

in E

uro

s

Revenue per available room

Actual

Target

EFQM

Prize

Winner

EFQM

Award

Winner

©EFQM 2014

Midlands

Excellence

Winner

UK

Excellence

Finalist

UK

Excellence

WinnerUK

Excellence

Finalist

UK

Excellence

Finalist

UK

Excellence

Winner

EFQM

Excellence

Prize

UK

Excellence

Winner

Award Year

Business 2

Profit

Business 1

EFQ

M A

sses

smen

t Sc

ore

©EFQM 2014

10

0%

93

.4%

85.4

%

84.7

%

83.7

%

81.8

%

93

.1%

78.6

%

60%

80%

100%

2007 2008 2009 2010 2011 2012

ho

urs

per

ve

hic

le (

HP

V)

Actual Benchmark Target

Exce

llen

ce

Basis: 100% value 2007

“Labor Productivity”:

hours worked per

vehicle produced ;

an indicator of the

site’s operational

efficiency.

EFQM

Prize

Winner

©EFQM 2014

0

20

40

60

80

100

2006 2007 2008 2009 2010 2011

CS

I [%

]

Actual Target

Bosch Diesel – Bari (Italy)

EFQM

Prize

Winner

©EFQM 2014