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all their stakeholders.
THE EFQM BOARD OF DIRECTORS
Sophie Bechu
Executive Vice President and Chief of Operations, Order to
cash Excellence, Procurement, Global Services, Quality and
Regulatory- Royal Philips
(The Netherlands)
Grete Faremo
Under-Secretary-General and Executive Director – UNOPS
(Denmark)
Hans Kostwein
Managing Director - Kostwein Gruppe
(Austria)
Paul Little
Principal & CEO - City of Glasgow College
(United Kingdom)
Birte Lübbert
Director Corporate Quality Management
Robert Bosch GmbH
(Germany)
Stéphane Simonetta
Group Exec. VP & Chief Operating Officer – Grundfos
Holding A/S (Denmark)
Nerea Torres
Chief Executive Officer – Siemens PPAL
(Spain)
©EFQM2012 – For personal and intra-company use only - Not for commercial use
THANK YOU TO THE EFQM
EXCELLENCE MODEL SPONSORS
ENGLISH EDITION
The EFQM Excellence Model 2013 in English is brought to you by:
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EFQM
SHARES WHAT WORKS
EFQM is committed to help organisations drive improvement through the use
of the EFQM Excellence Model, a comprehensive management framework used
by over 30,000 organisations in Europe. For the last 20 years, we have managed
the development of this Model, incorporating the experiences and learning from
these organisations to ensure it reflects reality and offers a path for sustainable
excellence.
To help you implement our Model, we provide training, assessment tools and
recognition. But our real talent comes from gathering good practices and inte-
grating those within our portfolio. EFQM, a not-for-profit membership Founda-
tion, aims to share what works, through case studies, online seminars, working
groups, conferences and thematic events. We nurture a network of world-class
organisations and their leaders who share our passion for business excellence.
We believe that the EFQM Model is a common framework that helps us all to
improve our businesses. Sharing our member’s enthusiasm, their motivation and
the results they achieve; that is what we work for at EFQM.
© EFQM 2012
The content of this publication is fully copyrighted to EFQM.
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use. Therefore, by downloading the digital version, the user agrees to use it only for personal study and not to make copies except for its personal use under "Fair Use" principles
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EFQM Excellence Model 2013 1
Contents
EFQM EXCELLENCE MODEL 2013 02
The CRITERIA 09
1. Leadership 10
2. Strategy 12
3. People 13
4. Partnerships & Resources 14
5. Processes, Products & Services 16
6. Customer Results 17
7. People Results 18
8. Society Results 19
9. Business Results 20
RADAr 22
Glossary 27
Acknowledgements 30
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2 EFQM Excellence Model 2013
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EFQM Excellence Model 2013 3
Developing Organisational
Used appropriately, the EFQM Excellence Model, with Capability
Services
excellence for any organisation. They can be used as
the basis to describe the attributes of an excellent Strategy Customer Results
DEPLOY
©EFQM 2012 Approaches
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4 EFQM Excellence Model 2013
Fundamental Concepts of
Excellence
Developing Organisational
Capability
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EFQM Excellence Model 2013 5
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6 EFQM Excellence Model 2013
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EFQM Excellence Model 2013 7
In practice, we find that excellent organisations: In practice, we find that excellent organisations:
Use mechanisms to identify changes in their Define the skills, competencies and people
external environment and translate these into performance levels required to achieve the Mission,
potential future scenarios for the organisation. Vision and strategic goals.
Translate their strategies into aligned processes, Effectively plan to attract, develop and retain the
projects and organisational structures, ensuring talents required to meet these needs.
changes can be implemented with appropriate Align personal and team objectives, and empower
speed throughout the value chain. people to realise their full potential in a spirit of
Develop a meaningful mix of process performance true partnership.
indicators and related outcome measures, enabling Ensure a healthy work / life balance in the reality of
the review of the efficiency and effectiveness of the 24/7 connectivity, increasing globalisation and new
key processes and their contributions towards the ways of working.
strategic goals. Respect and embrace the diversity of their people
Use data on the current performance and and the communities and markets the organisation
capabilities of their processes, as well as appropriate serves.
benchmarks, to drive creativity, innovation and Develop people’s skills and competencies to
improvement. ensure their future mobility and employability.
Effectively manage change through structured Encourage their people to be ambassadors of the
project management and focused process organisation’s image and reputation.
improvement. Motivate people to become involved in
Rapidly adapt their organisational structure to improvement and innovation and recognise their
support the achievement of the strategic goals. efforts and achievements.
Evaluate and develop the technology portfolio to Understand the communication needs of their
improve the agility of processes, projects and the people and use appropriate strategies and tools to
organisation. maintain a dialogue.
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8 EFQM Excellence Model 2013
Sustaining Outstanding
Results
Excellent organisations achieve sustained outstanding
results that meet both the short and long term needs of
all their stakeholders, within the context of their operat-
ing environment.
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EFQM Excellence Model 2013 9
The Criteria
Enablers Results
The EFQM Excellence Model represented in the dia- To develop the high level meaning further, each crite-
gram above is a non-prescriptive framework based on rion is supported by a number of criterion parts. Crite-
nine criteria. Five of these are ‘Enablers’ and four are rion parts are statements that describe in further exam-
‘Results’. The ‘Enabler’ criteria cover what an organisa- ples what, typically, can be seen in excellent organisa-
tion does and how it does it. The ‘Results’ criteria cover tions and should be considered in the course of an
what an organisation achieves. ‘Results’ are caused by assessment.
‘Enablers’ and ‘Enablers’ are improved using feedback
from ‘Results’. Finally, below each criterion part are guidance points.
Many of these guidance points are directly linked to the
The arrows emphasise the dynamic nature of the Fundamental Concepts mentioned earlier. Use of these
Model, showing learning, creativity and innovation guidance points is not mandatory. They are intended to
helping to improve the Enablers that in turn lead to im- give examples to aid interpretation of the criterion part.
proved Results.
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10 EFQM Excellence Model 2013
1. Leadership
EFQM Criterion Definition
Excellent organisations have leaders who shape the fu- Deliver high levels of stakeholder confidence by
ture and make it happen, acting as role models for its adopting effective mechanisms to understand
values and ethics and inspiring trust at all times. They future scenarios and effectively manage strategic,
are flexible, enabling the organisation to anticipate and operational and financial risks.
react in a timely manner to ensure the on-going success
of the organisation. 1c. Leaders engage with external stakeholders.
1a. Leaders develop the Mission, Vision, Values For example, leaders in excellent organisations:
and ethics and act as role models. Use approaches to understand, anticipate and
1b. Leaders define, monitor, review and drive the respond to the different needs and expectations of
improvement of the organisation’s management their key stakeholders.
system and performance. Establish shared values, accountability, ethics and a
1c. Leaders engage with external stakeholders. culture of trust and openness throughout the value
1d. Leaders reinforce a culture of excellence with chain.
the organisation’s people. Are transparent and accountable to their
1e. Leaders ensure that the organisation is flexible stakeholders and society at large for their
and manages change effectively. performance and ensure their people act ethically,
responsibly and with integrity.
1a. Leaders develop the mission, vision, values and ethics Ensure transparency of financial & non-financial
and act as role models. reporting to relevant stakeholders, including
For example, leaders in excellent organisations: appropriate governance bodies, in line with their
Secure their future by defining and communicating expectations.
a core purpose that provides the basis for their Encourage their stakeholders to participate in
overall Vision, Mission, values, ethics and corporate activities that contribute to the wider society.
behaviour.
Champion the organisation’s values and are role 1d. Leaders reinforce a culture of excellence with the
models for integrity, social responsibility and ethical organisation’s people.
behaviour, both internally and externally, to For example, leaders in excellent organisations:
develop and enhance the organisation’s reputation. Inspire people and create a culture of involvement,
Set and communicate a clear direction and strategic ownership, empowerment, improvement and ac-
focus; they unite their people to share and achieve countability through their actions, behaviours and
the organisation’s Mission, Vision and strategic experience.
goals. Recognise sustainable advantage is dependent on
Develop and support a shared leadership culture the ability of leaders to learn quickly and rapidly
for the organisation and review and improve the respond when necessary.
effectiveness of personal leadership behaviours. Support people throughout the organisation to
achieve their plans, objectives and targets.
1b. Leaders define, monitor, review and drive the Recognise their efforts and achievements in a
improvement of the organisation’s management sys- timely and appropriate manner.
tem and performance. Promote a culture which supports the generation of
For example, leaders in excellent organisations: new ideas and new ways of thinking to encourage
Define and use a balanced set of results to review innovation and organisational development.
progress, provide a view of long and short term Promote and encourage equal opportunities and
priorities and manage the expectations of the key diversity.
stakeholders.
Understand and develop the underlying capabilities
of the organisation.
Evaluate the set of results achieved to improve
future performance and provide sustainable
benefits to all their stakeholders.
Base decisions on factually reliable information and
use all available knowledge to interpret current and
predicted performance of the relevant processes.
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EFQM Excellence Model 2013 11
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12 EFQM Excellence Model 2013
2. Strategy
EFQM Criterion Definition
Excellent organisations implement their Mission and Vision 2c. Strategy and supporting policies are developed,
by developing a stakeholder focused strategy. Policies, reviewed and updated.
plans, objectives and processes are developed and de- For example, excellent organisations:
ployed to deliver the strategy. Create and maintain a clear strategy and supporting
2a. Strategy is based on understanding the needs policies to achieve the Mission and Vision of the
and expectations of both stakeholders and the organisation.
external environment. Integrate the concepts of sustainability within their
2b. Strategy is based on understanding internal core strategy, value chain and process design and
performance and capabilities. allocate the resources required to deliver these
2c. Strategy and supporting policies are developed, goals.
reviewed and updated. Identify and understand the key results required to
2d. Strategy and supporting policies are achieve their Mission and evaluate progress
communicated, implemented and monitored. towards the Vision and strategic goals.
Adopt effective mechanisms to manage the
2a. Strategy is based on understanding the needs strategic risks identified through scenario planning.
and expectations of both stakeholders and the ex- Understand their key competencies and how they
ternal environment. can generate shared value to benefit wider society.
For example, excellent organisations:
Gather stakeholders’ needs and expectations for 2d. Strategy and supporting policies are communi-
input to the development and review of their cated, implemented and monitored.
strategy and supporting policies, remaining alert to For example, excellent organisations:
any changes. Translate their strategies into aligned processes,
Identify, analyse and understand external indicators, projects and organisational structures, ensuring
such as global and local economic, market and changes can be implemented with appropriate
societal trends, which may affect the organisation. speed throughout the value chain.
Understand and anticipate the long and short-term Establish targets based on comparisons of their
global and local impact of changes to relevant performance with other organisations, their current
political, legal, regulatory and compliance and potential organisational capability and their
requirements. strategic goals.
Use mechanisms to identify changes in their Ensure that financial, physical and technological
external environment and translate these into resources are available to support organisational
potential future scenarios for the organisation. development.
Deploy strategy and supporting policies in a
2b. Strategy is based on understanding internal per- structured manner to achieve the desired set of
formance and capabilities. results, with clearly defined “cause and effect”
For example, excellent organisations: relationships.
Analyse operational performance trends to Set clear goals and objectives for innovation, based
understand their current and potential capabilities on an understanding of the market and
and capacities and identify where development is opportunities, supported by appropriate policies
needed to achieve the strategic goals. and resources.
Analyse data and information regarding existing Communicate strategy and supporting policies
and potential partners’ core competencies and with relevant stakeholders.
capabilities to understand how they complement
the organisation’s capabilities.
Determine the potential impact of new technologies
and business models on the performance of the
organisation.
Compare their performance with relevant
benchmarks to understand their relative strengths
and areas for improvement.
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EFQM Excellence Model 2013 13
3. People
EFQM Criterion Definition
Excellent organisations value their people and create a 3c. People are aligned, involved and empowered.
culture that allows the mutually beneficial achievement For example, excellent organisations:
of organisational and personal goals. They develop the Align personal and team objectives, and empower
capabilities of their people and promote fairness and people to realise their full potential in a spirit of
equality. They care for, communicate, reward and rec- true partnership.
ognise, in a way that motivates people, builds commit- Recognise that innovation can apply to products,
ment and enables them to use their skills and knowl- processes, marketing, organisational structures
edge for the benefit of the organisation. and business models.
3a. People plans support the organisation’s Create a culture of creativity and innovation across
strategy. the organisation, ensuring people have an open
3b. People’s knowledge and capabilities are mind-set and can respond quickly to challenges
developed. they face.
3c. People are aligned, involved and empowered. Encourage their people to be ambassadors of the
3d. People communicate effectively throughout organisations’ image and reputation.
the organisation. Inspire participation in activities that contribute to
3e. People are rewarded, recognised and cared for. wider society.
3a. People plans support the organisation’s strategy. 3d. People communicate effectively throughout the
For example, excellent organisations: organisation.
Have clearly defined the people performance levels For example, excellent organisations:
required to achieve the strategic goals. Understand the communication needs of their
Align people plans with their strategy, the people and use appropriate strategies and tools to
organisational structure, new technologies and key maintain a dialogue.
processes. Communicate a clear direction and strategic focus
Rapidly adapt their organisational structure to to ensure that people understand and can
support the achievement of the strategic goals. demonstrate their contribution to the organisation’s
Involve employees, and their representatives, in on-going success.
developing and reviewing the people strategy, Enable and encourage the sharing of information,
policies and plans, adopting creative and innovative knowledge and good practices, achieving a
approaches when appropriate. dialogue throughout the organisation.
Manage recruitment, career development, mobility Develop a culture that continually seeks to improve
and succession planning, supported by appropriate the effectiveness of collaboration and teamwork
policies, to ensure fairness and equal opportunities. throughout their value chain.
Use people surveys and other forms of employee
feedback to improve people strategies, policies and 3e. People are rewarded, recognised and cared for.
plans. For example, excellent organisations:
Align remuneration, benefits and terms of
3b. People’s knowledge and capabilities are devel- employment with transparent strategies and
oped. policies.
For example, excellent organisations: Motivate people to become involved in
Define the skills, competencies and people improvement and innovation and recognise their
performance levels required to achieve the Mission, efforts and achievements.
Vision and strategic goals. Ensure a healthy work / life balance in the reality of
Effectively plan to attract, develop and retain the 24/7 connectivity, increasing globalisation and new
talents required to meet these needs. ways of working.
Appraise and help people improve their performance Promote a culture of mutual support, recognition
and engagement. and care between individuals and between teams.
Develop people’s skills and competencies to ensure Respect and embrace the diversity of their people
their future mobility and employability. and the communities and markets the organisation
Ensure their people have the necessary competencies, serves.
resources and opportunity to be able to maximise
their contribution.
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14 EFQM Excellence Model 2013
Excellent organisations plan and manage external part- Evaluate, select and validate investment in, and
nerships, suppliers and internal resources in order to divestment of, both tangible and non-tangible
support their strategy, policies and the effective opera- assets, respecting their long- term economic, societal
tion of processes. They ensure that they effectively and ecological effects.
manage their environmental and societal impact.
4a. Partners and suppliers are managed for 4c. Buildings, equipment, materials and natural re-
sustainable benefit. sources are managed in a sustainable way.
4b. Finances are managed to secure sustained For example, excellent organisations:
success. Use strategies, policies and processes for managing
4c. Buildings, equipment, materials and natural buildings, equipment and materials in a financial
resources are managed in a sustainable way. and environmentally sustainable way.
4d. Technology is managed to support the delivery Optimise the use and effectively manage the
of strategy. lifecycle and physical security of their tangible
4e. Information and knowledge are managed to assets, including buildings, equipment and
support effective decision making and to build the materials.
organisation’s capability. Measure and optimise the impact of their
operations, product lifecycle and services on public
4a. Partners and suppliers are managed for sustain- health, safety and the environment.
able benefit. Minimise their local and global environmental
For example, excellent organisations: impact, including setting challenging goals for
Segment partners and suppliers, in line with the meeting and exceeding legal standards and
organisation’s strategy, and adopt appropriate requirements.
policies and processes for effectively working Actively advance the economic, environmental and
together. social standards within their sector.
Build a sustainable relationship with partners and
suppliers based on mutual trust, respect and 4d. Technology is managed to support the delivery
openness. of strategy.
Ensure partners and suppliers operate in line with For example, excellent organisations:
the organisation’s strategies and values. Manage a technology portfolio that supports the
Establish appropriate networks to enable them to organisation’s overall strategy.
identify potential partnership opportunities to Evaluate and develop the technology portfolio to
enhance their capabilities and ability to generate improve the agility of processes, projects and the
additional stakeholder value. organisation.
Work together with partners to achieve mutual Involve relevant stakeholders in the development
benefit and enhanced value for their respective and deployment of new technologies to maximise
stakeholders, supporting one another with the benefits generated.
expertise, resources and knowledge. Identify and evaluate alternative and emerging
technologies in the light of their impact on
4b. Finances are managed to secure sustained success. organisational performance and capabilities and
For example, excellent organisations: the environment.
Use financial strategies, policies and processes to Use technology to support the culture of creativity
support the overall strategy of the organisation and and innovation.
ensure financial resilience.
Design the financial planning, control, reporting and
review processes to optimise the use of resources.
Allocate resources to provide for long-range needs
rather than just short-term gain and, where relevant,
become and remain competitive.
Use financial governance processes, tailored to all
appropriate levels in the organisation.
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16 EFQM Excellence Model 2013
Excellent organisations design, manage and improve 5c. Products and services are effectively promoted
processes, products and services to generate increasing and marketed.
value for customers and other stakeholders. For example, excellent organisations:
5a. Processes are designed and managed to Know who their different customers groups are,
optimise stakeholder value. both existing and potential, and anticipate their
5b. Products and services are developed to create different needs and expectations.
optimum value for customers. Transform needs, expectations and potential
5c. Products and services are effectively promoted requirements into attractive and sustainable value
and marketed. propositions for both existing and potential
5d. Products and services are produced, delivered customers.
and managed. Implement the business model by defining their
5e. Customer relationships are managed and value proposition, “unique selling points”,
enhanced. positioning, target customer groups and
distribution channels.
5a. Processes are designed and managed to opti- Develop marketing strategies to promote their
mise stakeholder value. products and services to target customers and user
For example, excellent organisations: groups.
Use a framework of key processes to implement
the organisation’s strategy. 5d. Products and services are produced, delivered
Manage the end to end processes, including and managed.
processes that extend beyond the boundaries of For example, excellent organisations:
the organisation. Produce and deliver products and services to meet,
Ensure process owners understand their role and or exceed, customer needs and expectations, in
responsibility in developing, maintaining and line with the offered value proposition.
improving processes. Develop an effective and efficient value chain to
Develop a meaningful mix of process performance ensure they can consistently deliver on their
indicators and related outcome measures, enabling promised value proposition.
the review of the efficiency and effectiveness of the Ensure people have the necessary resources,
key processes and their contributions towards the competencies and empowerment to maximise the
strategic goals. customer experience.
Use data on the current performance and Manage products and services throughout their
capabilities of their processes, as well as appropriate lifecycle, including reusing and recycling where
benchmarks, to drive improvement, creativity and appropriate, considering any impact on public
innovation. health, safety and the environment.
Compare their performance with relevant
5b. Products and services are developed to create benchmarks and learn from their strengths and
optimum value for customers. opportunities for improvement in order to maximise
For example, excellent organisations: the value generated for customers.
Strive to innovate and create value for their
customers, involving them and other stakeholders, 5e. Customer relationships are managed and enhanced.
where appropriate, in the development of new and For example, excellent organisations:
innovative products, services and experiences. Segment customers, in line with the organisation’s
Use market research, customer surveys and other strategy, and adopt appropriate policies and processes
forms of feedback to anticipate and identify for effectively managing the relationship.
improvements aimed at enhancing the product and Determine and meet customers’ day-to-day and long-
service portfolio. term contact requirements.
Develop their portfolio in line with the changing Build and maintain a dialogue with customers, based on
needs of existing and potential customer groups. openness and transparency.
Design their product and service portfolio and Continually monitor and review the experiences and
actively manage the full product lifecycle in a perceptions of their customers and ensure processes
responsible way. are aligned to respond appropriately to any feedback.
Ensure customers are clear on their responsibilities with
regards to the use of products and services.
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EFQM Excellence Model 2013 17
6. Customer Results
EFQM Criterion Definition
6a. Perceptions.
These are the customers’ perceptions of the organisa-
tion. These may be obtained from a number of sources,
including surveys, focus groups, ratings, compliments
and complaints. These perceptions should give a clear
understanding of the effectiveness, from the customers’
perspective, of the deployment and outcomes of the
organisation’s customer strategy, supporting policies
and processes.
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18 EFQM Excellence Model 2013
7. People Results
EFQM Criterion Definition
7a. Perceptions.
These are the people’s perception of the organisation.
These may be obtained from a number of sources,
including surveys, focus groups, interviews and
structured appraisals. These perceptions should give a
clear understanding of the effectiveness, from the
people’s perspective, of the deployment and outcomes
of the organisation’s people strategy and supporting
policies and processes.
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EFQM Excellence Model 2013 19
8. Society Results
EFQM Criterion Definition
8a. Perceptions.
This is society’s perception of the organisation. This may
be obtained from a number of sources, including
surveys, reports, press articles, public meetings, Non-
Governmental Organisations, public representatives
and governmental authorities. These perceptions
should give a clear understanding of the effectiveness,
from society’s perspective, of the deployment and out-
comes of the organisation’s societal and environmental
strategy and supporting policies and processes.
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20 EFQM Excellence Model 2013
9. Business Results
EFQM Criterion Definition
Excellent organisations achieve and sustain outstanding 9b. Business Performance Indicators.
results that meet or exceed the needs and expectations These are the key financial and non-financial business
of their business stakeholders. indicators that are used to measure the organisation’s
operational performance. They help monitor, understand,
In practice, we find that excellent organisations: predict and improve the organisation’s likely business
Develop a set of key financial and non-financial outcomes.
results to determine the successful deployment of
their strategy, based on the needs and expectations MEASURES COULD INCLUDE PERFORMANCE INDI-
of their business stakeholders. CATORS ON:
Set clear targets for key business results based on Financial indicators
the needs and expectations of their business Project costs
stakeholders, in line with their chosen strategy. Key process performance indicators
Segment results to understand the performance of Partner and supplier performance
specific areas of the organisation and the Technology, information and knowledge
experience, needs and expectations of business
stakeholders.
Demonstrate positive or sustained good business
results over at least 3 years.
Clearly understand the underlying reasons and
drivers of observed trends and the impact these
results will have on other performance indicators
and related outcomes.
Have confidence in their future performance and
results based on their understanding of the cause
and effect relationships established.
Understand how their key business results compare
to similar organisations and use this data, where
relevant, for target setting.
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EFQM Excellence Model 2013 21
One of the aims of this revision of the EFQM Excellence Model. In some cases, the text from the Fundamental
Model was to achieve a full integration of the Fundamental Concepts is repeated in its entirety in the relevant
Concepts of Excellence and the framework of the Model. criterion parts. In other cases, the text from the
Fundamental Concepts has been adapted to fit the
The Fundamental Concepts were reviewed and updated specific context of the criterion part.
first and these were used as the basis for the bullet
points in the criterion parts of the EFQM Excellence This is illustrated in the table below.
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22 EFQM Excellence Model 2013
RADAR
Required
RESULTS
DEPLOY
©EFQM 2012 Approaches
The RADAR logic is a dynamic assessment framework Plan and develop an integrated set of sound
and powerful management tool that provides a struc- Approaches to deliver the required results both
tured approach to questioning the performance of an now and in the future.
organisation. Deploy the approaches in a structured way to en-
sure implementation.
At the highest level, RADAR logic states that an organi- Assess and refine the deployed approaches based
sation needs to: on monitoring and analysis of the results achieved
Determine the Results it is aiming to achieve as and ongoing learning activities.
part of its strategy.
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EFQM Excellence Model 2013 23
To help support robust analysis, the RADAR matrices break down each element into a series of attributes,
shown below:-
Analysis of Enablers
Elements Attributes Guidance
The approaches have a clear rationale, based on the
Sound
relevant stakeholder needs, and are process based.
Approaches
The approaches support strategy and are linked to
Integrated
other relevant approaches.
The approaches are implemented in relevant areas, in
Implemented
a timely manner.
Deployment
The execution is structured and enables flexibility and
Structured
organisational agility.
The effectiveness and efficiency of the approaches
Measurement
and their deployment are appropriately measured.
Learning & creativity is used to generate
Assessment & Learning & Creativity
opportunities for improvement or innovation.
Refinement
Outputs from measurement, learning & creativity
Improvement & Innovation are used to evaluate, prioritise and implement
improvements & innovations.
Analysis of Results
Elements Attributes Guidance
A coherent set of results, including key results, are
identified that demonstrate the performance of
Scope & Relevance the organisation in terms of its strategy, objectives
Relevance & and the needs and expectations of the relevant
Usability stakeholders.
Integrity Results are timely, reliable & accurate.
Results are appropriately segmented to provide
Segmentation
meaningful insights.
Positive trends or sustained good performance over
Trends
at least 3 years.
Relevant targets are set and consistently achieved for
Targets
the key results, in line with the strategic goals.
Relevant external comparisons are made and
Performance
Comparisons are favourable for the key results, in line with the
strategic goals.
There is confidence that performance levels will be
Confidence sustained into the future, based on established cause
& effect relationships.
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24 EFQM Excellence Model 2013
Overall Score
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Overall Score
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26 EFQM Excellence Model 2013
©EFQM 2012
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Leader
EFQM Excellence Model 2013 27
Glossary
Agility: The organisation’s ability to rapidly and efficiently adapt to changes.
Approach: The overall way by which something is made to happen; an approach comprises of processes and
structured actions within a framework of principles and policies.
Benchmarking: A systematic comparison of approaches with other relevant organisations that gains insights that
will help the organisation to take action to improve its performance.
Business Model: The elements of the business that create and deliver value; these elements normally include the
value proposition, the profit formula, key resources and key processes of the organisation.
Business Stakeholders: These are the people who provide funding for the organisation; the people who the
Management Team ultimately report to. In companies, this could be the owners, shareholders or investors. In the
public sector, this could be the government, ministers or politicians.
Capabilities: The quality of being able to turn capacity (see below) into action and results by accessing relevant
knowledge, competence, expertise, resources and processes.
Capacities: A measurement of what can theoretically be achieved, usually expressed in terms of size, volume or
number. In organisations, this often refers to what the theoretical maximum output is compared to what the
actual output is, with the result being expressed as a percentage.
Change Management: An approach for leading the transition of individuals, teams and organisations from their
current state to a defined, desired future state. It is an organisational process aimed at helping stakeholders
affected to accept and embrace changes in their business environment.
Comparisons: Data used to compare the performance of one organisation or process with another.
Continual Improvement: The on-going improvement of processes that lead to achievement of higher levels of
performance through incremental change.
Core Competence: A well performed internal activity or capability that is central to the organisation’s
competitiveness, profitability or efficiency.
Corporate Governance: A framework of authority and control within an organisation used to help it fulfil its legal,
financial and ethical obligations.
Creativity: The generation of ideas for new or improved products, services, processes, systems or social
interactions.
Critical Success Factors: Limited number (usually between 3 to 8) of characteristics, conditions or variables that
have a direct impact on the effectiveness, efficiency and viability of an organisation, programme or project.
Culture: The specific collection of Values and Norms that are shared by people and groups in an organisation that
control the way they interact with each other and with stakeholders outside the organisation.
Diversity: The extent to which the people within the organisation recognise, appreciate and utilise, the
characteristics that make individuals unique. Diversity can relate to age, race, ethnicity, gender, beliefs, physical
abilities & sexual orientation.
©EFQM2012 – For personal and intra-company use only - Not for commercial use
28 EFQM Excellence Model 2013
Employability: A person’s capability for gaining and maintaining employment. The meaning can be different
depending on the perspective taken. For the individual, this could mean stability or mobility. For the organisation,
it could mean flexibility.
Empowerment: The process by which individuals or teams are able to take decision making responsibilities, and
operate with a degree of autonomy in their actions.
Equal opportunity: The practice of ensuring that all people receive fair and equal treatment regardless of gender,
age, race, nationality, religion, disability or sexual orientation.
Fundamental Concepts of Excellence: The set of key and proven principles upon which the EFQM Excellence
Model framework is based.
Good Practice: Superior approaches, policies, processes or methods that lead to exceptional achievement. Since
it is difficult to find out what is best, the term “good practice” is preferred by most organisations. Ways to find
good practice outside the organisation can include benchmarking and external learning.
Innovation: The practical translation of ideas into new products, services, processes, systems or social interactions.
Intellectual Capital: The value of an organisation that is not captured in its traditional financial accounts.
It represents the intangible assets of an organisation and is often the difference between market and book value.
Key Processes: The processes that are of most importance for delivering the strategy and driving the value chain
of the organisation.
Knowledge: Knowledge is expertise and skills acquired by a person through experience and education, involving
the theoretical and/or practical understanding of a subject. While data are raw facts and information is data with
context and perspective, knowledge is information with guidance/ability for action.
Leaders: The people who coordinate and balance the interests and activities of all who have a stake in the
organisation.
Learning networks: A group of people with a common goal or interest who pool their individual information,
knowledge and experience to actively learn together.
Management System: The framework of processes, related performance/result indicators and process
management and improvement systems used to ensure that the organisation can fulfil its Mission and Vision.
Mission: A statement that describes the purpose or “raison d’être” of an organisation, confirmed by its
stakeholders.
Mobility: The willingness and capability of people to change their job or the working location.
Organisational Agility: The ability to respond and adapt, in a timely way, to an emerging threat or opportunity.
Organisational Capability: Refers to the ability and capacity of the organisation to achieve specific goals. The
organisation can enhance this capability, for example, through external partnerships or internal learning and
development.
Partner: An external party the organisation strategically chooses to work with, to achieve common objectives and
sustained mutual benefit.
Partnership: A durable working relationship between the organisation and partners, creating and sharing added
value for both parties. Partnerships can be formed e.g. with suppliers, distributors, educational bodies or
customers. Strategic partnerships support the strategic objectives of the organisation in a particular way.
©EFQM2012 – For personal and intra-company use only - Not for commercial use
EFQM Excellence Model 2013 29
People: All individuals employed by the organisation (full time, part-time, including volunteers), including leaders
at all levels.
Process: A set of activities that interact with one another because the output from one activity becomes the input
for another activity. Processes add value by transforming inputs into outputs, using resources.
Products: Commercially distributed goods as a result of a fabrication, manufacturing, or production process that
passes through a distribution channel before being consumed or used. In a broad sense, products include a wide
range of goods, from commodities to complex installations such as facilities, plants or factories.
Purpose Statement: Used by some organisations instead of either the Mission and / or Vision statements.
Society: The social infrastructure outside the organisation that can be affected by the organisation.
Stakeholder: Person, group or organisation that has a direct or indirect stake or interest in the organisation
because it can either affect the organisation or be affected by it. Examples of external stakeholders are owners
(shareholders), customers, suppliers, partners, government agencies and representatives of the community or the
society. Examples for internal stakeholders are people or groups of people. (See also Business Stakeholders
above).
Strategy: A high level plan describing the tactics by which an organisation intends to achieve its Mission and
Vision, that are subsequently translated into aligned strategic goals and objectives reflecting what the organisation
has to do.
Value Proposition: The differentiating value the organisation’s products and services offer to customers.
Values: Operating philosophies or principles that guide an organisation’s internal conduct as well as its relationship
with the external world. Values provide guidance for people on what is good or desirable and what is not. They
exert major influence on the behaviour of individuals and teams and serve as broad guidelines in all situations.
Vision: Description of what the organisation is attempting to achieve in the long-term future. It is intended to
serve as a clear guide for choosing current and future courses of action and, along with the Mission, it is the basis
for strategies and policies.
©EFQM2012 – For personal and intra-company use only - Not for commercial use
30 EFQM Excellence Model 2013
Acknowledgements
This update of the EFQM Excellence Model was produced in 2012. Inputs were taken from many sources and
collated by the Core Team Members, a group of experts representing a diverse range of stakeholder groups:
Representing the EFQM Assessor Community: André van der Geest (PostNL) and Christian Forstner
(CF YourAdvantage)
Representing EFQM Partners: Juan de Dios Calatrava (Club Excelencia en Gestión)
Representing EFQM Private Sector Members: Mia Goetvinck (Ricoh)
Representing EFQM Public Sector Members: Anna Beker (Dzierzoniow Town Hall) and Paul Evans (Liverpool
John Moores University)
Representing the EFQM Trainer Community: Chris Hakes (LeadershipAgenda Network) and Geoff Carter
(PACEPerformance)
Representing EFQM: Matt Fisher (EFQM), Paul Gemoets (EFQM) and Pierre Cachet (EFQM)
Hundreds of people have contributed to the review of the Model but the Core Team Members would like to
especially thank the following people for their feedback and comments during the review of the proposals and
drafts (listed alphabetically):
Aad Streng, Alain Smadja, Andre Haynes, André Moll, Andreas Dalluege, Andreas Schmidt, Antony Spanos,
Britt-Marie Olsson, Celal Seçkin, Claire Ford, Dayvon Goodsell, Dieter Butz, Detlef Bohle, Gerhard Leu,
Guy Peeters, Ian May, Jacqueline van Rijswijk, Jacques Segot, Janni Løber, Jean Bastien, Jill Weatherill,
Johann Simmel, Juan García-del-Valle, Karmen Kern Pipan, Klaus Garbers, Laurie Bradley, Lena Tzavara,
Lene Lindholm, Lway Nackasha, Majd Abbassi, Marie-Odile Vanneraud, Mark Webster, Martin Brander,
Mike Gallagher, Mozhgan Sadr, Nicole Mayer, Norman Hughes, Pavlina Ancheva, Peter Hull, Rafael Abajo,
Robert Leloup, Roland Lochner, Sally Green, Shawqi Sajwani, Susanne Kaldschmidt, Tani Järvinen, Thierry Kieffer,
Thomas Bäuerle, Walter Felchlin, Walter Ludwig
©EFQM2012 – For personal and intra-company use only - Not for commercial use
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stokeholder's expectations and supports our st,iving for
sustainability. VAMEO-KMBapplies the EFQM Excellence model EFQM
since 2003. for 15 years now. During this time it has received
several notional and International awards Including four times the
Excellence
recosnition as Prize Winner at the EFQM Excellence Award in Network
various catesories: 'Succeeding thtoush People• in 2010,
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all aspects of the orsanisotion from leade.rship throuah to process
excel/enc>?, throush to what we do to best motivate our people and Global
of course the results we set jn our oraanisation. The reason we are Recognition
so committed to it is because over the years we have shown that the
businesses which use the EFQM Model very systematical/yore the
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ones which use the best business results over the Ions term.
Training
Juergen Maier.
CEO, Siemens pie
Excellence
Builders
EFQM.
Leading Excellence
we drive performance improvement through the EFQM Excellence
Model. a comprehensive management framework used by over
50,000 organisations worldwide.
EFQM Training & Recognition
EFQM have a range of training courses and recognitions, designed to support organisations at every stage of
their journey towards excellence. For more information on any of these options, please visit the EFQM website
(www.efqm.org).
EFQM Training
These training courses can be delivered by EFQM, our network of Partners and EFQM Licenced Trainers.
Additional support, such as workshop facilitation, can be provided by EFQM Licenced Advisors.
Further Reading
Assessing for Excellence The process in details and practical examples of different techniques for
undertaking Self-Assessment using the EFQM Excellence Model.
Determining Excellence A quick way to determine your organisation's position against a framework of
Excellence, through 44 questions
EFQM Management A simple, holistic overview of the key activities undertaken by the organisation,
Document where the key approaches are implemented and who is responsible for
ensuring they deliver the expected results
Other publications Discover all the other EFQM publications on www.efqm.org. Full description,
extract of the above titles as well as:
Benchmarking Guidelines
Understanding Organisation’s Stakeholders
Perception Survey
DMAIC Improvement Methodology
EFQM Framework for the Hospitality & Tourism Industry
EFQM Framework for Sustainability
Benchmarking report --- Customer Perception
Benchmarking report --- People Perception
And many more…
This EFQM Excellence Model can be downloaded for free,
thanks to the sponsoring companies:
EFQM
Avenue des Olympiades 2
1140 Brussels, Belgium
Tel +32 (2) 775 35 11
Fax +32 (2) 775 35 35
info@efqm.org
www.efqm.org