EFQM Annual Report 2012

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EFQM Shares What Works We are committed to helping 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 practice and sharing them through our network. We at EFQM, a not‐for‐profit membership Foundation founded in 1989, aim to share what works, through case studies, online seminars, working groups, conferences and thematic events. Sharing our members’ enthusiasm, their motivation and the results they achieve; that is what we work for.

EFQM Offices – 5th floor, Avenue des Olympiades 2, B‐1140 Brussels, Belgium

Annual Report 2012 - 2013

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Introduction During 2012, EFQM continued to build on the improvements initiated in 2010 & 2011 by my predecessor, Pierre Cachet, whom I replaced in September 2012. We have focused on: Communicating beyond the existing membership to increase awareness of the EFQM Excellence

Model Developing new training courses to support the implementation of the Model in organisations Sharing the Good Practices identified through the EFQM Recognition schemes to inspire others Increased collaboration with our partners to develop new products and reinforce our network Key achievements in 2012: The EFQM Excellence Model 2013 was released in October 2012 in 7 different languages. It is

currently available in a total of 19. Our portfolio of products and services has been reviewed and updated to support the launch of

the Model 2013. The Forum got the highest Net Promoter Score since we began measuring it 10 years ago,

beating the previous highest score of Munich 2011. We have refined the process for assessing global organisations and can now offer this as a

standard product. We saw a 50% increase in the number of people attending EFQM events in 2012, compared to

2011. EFQM’s own journey towards excellence continues, building on the achievement of 3 Star Recognised for Excellence in 2011. We aim to achieve the 4 Star level in 2013 and build our capabilities further with the goal of achieving the 5 Star level in 2015. The team at EFQM are committed to the pursuit of excellence, not just in our members but also within the Foundation itself. Finally I would like to personally thank Marc Duhem, who has served as Chairman of EFQM since 2009. After 4 years of distinguished service, Marc has decided to step down from the role of Chairman. We all owe him a debt of gratitude for his leadership of the Foundation through the global economic crisis, which has enabled us not only to survive but thrive. He has been replaced by Andreas Wendt of BMW, who previously chaired the Strategy Committee, with effect from April 2013. Full details of the EFQM Governance structure can be found on page 26 of this report. Kind regards,

Marc Amblard Chief Executive Officer, EFQM

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About EFQM EFQM is a membership organisation. The network only works thanks to the contributions of our members. By working with our members, academics, other NGOs and our partners, we can identify good practice, emerging trends and innovative ways of working that can benefit the wider community. Working together, we share this information and understand the “bigger picture” faster; helping organisations to gain insights they would otherwise have struggled to see clearly. By working together, we can share what works. EFQM’s Vision, Mission and Values are reviewed every 3 years as part of the strategic planning process.

Our Vision A world striving for sustainable excellence.

Our Mission As a European Foundation, we inspire organisations to achieve sustainable excellence by engaging

leaders to learn, share and innovate using the EFQM Excellence Model.

Our Values Passionate about excellence

We relentlessly promote excellence and everything we do inspires excellence in others

Building trust

We generate trust through our reliable, open and transparent behaviour

Working in partnership

We develop partnerships that generate mutual benefits for the community

Engaging people

We embrace diversity and respect people’s beliefs and opinions

Herman van Rompuy, President of the European Council "All European organisations, both in the public and private sectors, are facing new challenges. The increasing pressure to compete on a global stage with limited resources means we all have to work together to secure our future prosperity, and that of generations to come. The EFQM Excellence Model provides a framework that encourages the cooperation, collaboration and innovation that we will need to ensure this goal is achieved."


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EFQM Strategy The previous 3 year strategic plan covered 2010 to 2012. During 2012, we reviewed the progress we had made towards the goals we had set and had extensive discussions with our key stakeholder groups to understand what mattered to them. These discussions form the basis of our 3 Year Plan for 2013 to 2015. For the next 3 years, EFQM will focus on developing a healthy, vibrant network; centred on Europe but with a global reach. The resulting strategy is built on 3 value streams: Members, Partners and EU.

Key Objectives

Attract new members to EFQM and our Partners.

Increase member engagement and retention.

Strengthen our network of Partners, increasing our coverage and support network.

Support the European Institutions and the recovery of the European economies.

EFQM Strategy Map (2013 to 2015)

Building the Membership Network

The type of organisations EFQM will focus on attracting and retaining as members are: Large private companies with international operations

International public sector and not for profit organisations (e.g. EU & UN)

Other organisations with an international reach and aspirations

Through our network of Partners, we aim to support all organisations, regardless of sector, maturity or size, who use the EFQM Excellence Model in their journey towards excellence.

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Key Results 2012 We have a number of performance indicators and surveys we use to assess our performance against our strategic objectives. As with any not for profit organisation, we need to ensure we balance the budget. Additional income is invested into developing our portfolio of products and services. Below is a summary of our performance during 2012:

EFQM Members

Total EFQM Members at year end 443

Total New Members during 2012 54

Total EFQM 2013 Assessors 481

Total People attending EFQM Events 933

EFQM Member Satisfaction 68%

EFQM Portfolio

Total People Trained by EFQM 1,089

Copies of EFQM Excellence Model sold (2010 & 2013 versions) 11,318

Model 2013 Review – Languages available at launch 7

EFQM Partners

Total Organisations Receiving EFQM Recognition 563

EFQM Licenced Trainers 517

Total People attending EFQM Licenced Training 2,103

Achieving Financial Equilibrium

Total Income (000s) €4,280

Net Income (000s) €183

Key Achievements We have achieved the following in terms of progressing against the key objectives we set out at the start of 2012: Coordinated launch of the EFQM Excellence Model 2013 and updated training courses in multiple

languages with our Partners. Positive trends in Member Satisfaction in all key result areas. Increased the number of people attending EFQM Licenced Training courses by more than 50%

compared to 2011.


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EFQM Sources of Income

The graph below summarises the total income of EFQM during 2012, based on the source.

N.B. EFQM does not receive subsidies from the European Commission or any other governmental bodies.

Focus Areas for 2013 Following a review of the achievements against the action plan in 2012 and the objectives set in the 3 year plan, we will be focusing on achieving the following in 2013: Proactively attracting new organisations to join the network and supporting their use of the

Model. Effectively sharing Good Practice identified through the EFQM Levels of Excellence and other

member experiences through multiple channels. Ensuring we deliver clear, tangible benefits to our members by helping them improve their

organisations. Promoting licenced EFQM products and services to new organisations through existing and new

partners.

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EFQM Excellence Model 2013 The EFQM Excellence Model is reviewed and updated on a 3 year cycle, based on the learning, experience and insight of leading organisations and other key stakeholders. It is designed to be a practical and pragmatic tool, enabling an organisation to gain a holistic overview of their current level of excellence and prioritise their improvement efforts to maximise their impact. In October 2012 at the EFQM Forum, we launched the latest update to the Model. The full version of the Model is available to purchase in hard copy from the EFQM Website or in soft copy from Amazon’s Kindle store.

Fundamental Concepts of Excellence The 8 Fundamental Concepts of Excellence outline the foundation for achieving sustainable excellence in any organisation. They can be used as the basis to describe the attributes of an excellent organisational culture. They also serve as a common language for top management.


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Adding Value for Customers

Excellent organisations consistently add value for customers by understanding, anticipating and fulfilling needs, expectations and opportunities.

Creating a Sustainable Future

Excellent organisations have a positive impact on the world around them by enhancing their performance whilst simultaneously advancing the economic, environmental and social conditions within the communities they touch.

Developing Organisational Capability

Excellent organisations enhance their capabilities by effectively managing change within and beyond the organisational boundaries.

Harnessing Creativity & Innovation

Excellent organisations generate increased value and levels of performance through continual improvement and systematic innovation by harnessing the creativity of their stakeholders.

Leading with Vision, Inspiration & Integrity

Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics.

Managing with Agility

Excellent organisations are widely recognised for their ability to identify and respond effectively and efficiently to opportunities and threats.

Succeeding through the Talent of People

Excellent organisations value their people and create a culture of empowerment for the achievement of both organisational and personal goals.

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 operating environment.

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The Criteria 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.

To achieve sustained success, an organisation needs strong leadership and clear strategic direction. It needs to develop and improve their people, partnerships and processes to deliver value‐adding products and services to their customers. If the right approaches are effectively implemented, they will achieve the results they and their stakeholders expect.

ENABLER CRITERION There are 5 enablers, pictured on the left‐hand side of the Model. These are the things an organisation needs to do to develop and implement its strategy.

Leadership

Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and react in a timely manner to ensure the on‐going success of the organisation.

Strategy

Excellent organisations implement their mission and vision by developing and deploying a stakeholder focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy.

People

Excellent organisations value their people and create a culture that allows the mutually beneficial achievement of organisational and personal goals. They develop the capabilities of their people and promote fairness and equality. They care for, communicate, reward and recognise, in a way that motivates people, builds commitment and enables them to use their skills and knowledge for the benefit of the organisation.


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Partnerships & Resources

Excellent organisations plan and manage external partnerships, suppliers and internal resources in order to support strategy and policies and the effective operation of processes.

Processes, Products & Services

Excellent organisations design, manage and improve processes to generate increasing value for customers and other stakeholders.

RESULTS CRITERION

There are 4 result areas, shown on the right‐hand side of the Model. These are the results an organisation achieves, in line with their strategic goals. In all 4 results areas, we find that excellent organisations: Develop a set of key performance indicators and related outcomes to determine the

successful deployment of their strategy, based on the needs and expectations of the relevant stakeholder groups.

Set clear targets for key results, based on the needs and expectations of their business stakeholders, in line with their chosen strategy.

Segment results to understand the performance of specific areas of the organisation and the experience, needs and expectations of their 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 results compare to similar organisations and use this data, where

relevant, for target setting.

Customer Results

Excellent organisations achieve and sustain outstanding results that meet or exceed the needs and expectations of their customers.

People Results

Excellent organisations achieve and sustain outstanding results that meet or exceed the needs and expectations of their people.

Society Results

Excellent organisations achieve and sustain outstanding results that meet or exceed the needs and expectations of relevant stakeholders within society.

Business Results

Excellent organisations achieve and sustain outstanding results that meet or exceed the needs and expectations of their business stakeholders.

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The RADAR The RADAR logic is a dynamic assessment framework and powerful management tool that provides a structured approach to questioning the performance of an organisation.

At the highest level Radar logic states that an organisation should: Determine the Results it is aiming to achieve as part of its strategy. Plan and develop an integrated set of sound Approaches to deliver the required results both now

and in the future. Deploy the approaches in a systematic way to ensure implementation. Assess and Refine the deployed approaches based on monitoring and analysis of the results

achieved and on‐going learning activities.


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EFQM Member Survey 2013 We’ve been running an annual survey for our members every March since 2009, giving them the chance to give us feedback on what’s working, what they like and where they feel we need to improve. We received 267 responses to the survey, conducted in March 2013. In general, trends have shown steady improvement in most areas since 2009.

Key Feedback from the Survey

90% of Members agree or strongly agree that using the EFQM Excellence Model helps improve their organisation.

88% of Members agree or strongly agree that using the EFQM supports the development of Business Excellence.

85% of Members agree or strongly agree that they intend to renew their EFQM Membership. 75% of Members agree or strongly agree that EFQM is effective at sharing Good Practice. 74% of Members agree or strongly agree that being a member of EFQM has enlarged their

professional network.

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Where are we improving?

The 5 attributes where we’ve shown the most improvement compared to last year are: Being an EFQM Member has enlarged your network. Intention to renew your EFQM Membership Overall value for money for your membership The advice and support from EFQM on your organisation’s journey to excellence Our ability to answer your enquires

Where do we still need to improve?

This year, we asked our Members to rate both their level of satisfaction with the attributes and their relative importance to their organisations. We’ve prioritised the feedback based on both the relative importance and the current performance. The 3 priority areas we’ll be focusing on this year will be: The usefulness & user‐friendliness of our website The content of our newsletters The overall value for money, specifically relating to sharing knowledge and good practice

What are we planning to do?

We currently working on a new website. This will be launched before the end of the year. We are launching separate surveys to collect more specific feedback on both this newsletter and

the quarterly Excellence in Action and will take appropriate actions on the issues identified. The comments from the survey show our Members appreciate the free events we run to share

good practices – they would just like more opportunities during the year to share and learn from one another. So, we have planned 12 Good Practices Visits during the 2013 calendar, compared to 8 in 2012. These are free for EFQM Members. We’ve also running more free webinars, again focusing on the good practices identified through the EFQM Recognition schemes. For more information on what’s happening, visit the website.


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What’s new at EFQM? During 2012, we completed a full review of our portfolio of products and services to reach a wider audience and support their implementation of the EFQM Excellence Model 2013.

EFQM Assessor Training 2013

The EFQM Assessor Training remains our most popular course. The new version of the course has not only been updated to assess using the EFQM Excellence Model 2013; a number of additional improvements have been made, including: Using an EFQM Management Document, adapted from a real organisation, as the Case Study. Increasing the focus on assessing additional information collected through interviews, rather

than assessing based on the information included the document. Reducing the amount of homework to be completed before the course. The EFQM Assessor Training is available through EFQM and selected Partner Organisations.

“An intensive and fruitful training session that helped me understand not only the EFQM Model, but also the spirit of the “Journey towards Excellence”. Also, a great opportunity to share experiences with people coming from different companies, countries and cultural environments.” Fabio Giuliani, Director, Controlling & Business Excellence, Robert Bosch GmbH (Bari Plant)

EFQM Internal Assessor Training

The Internal Assessor Training course is new and has been developed for people involved in internal self‐assessments using the EFQM Excellence Model. As well as giving an overview of the EFQM Excellence Model, the course also covers: What self‐assessment tools are

available and which is right for your organisation.

Completing a self‐assessment in a workshop.

Conducting a “site visit simulation” self‐assessment.

The course uses an EFQM Management Document as the case study for a number of exercises. The course is currently available through selected EFQM Licenced Trainers; visit the website for more details.

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Good Practice Visits

Good Practice Visits are free thematic one day events at leading member organisations. They focus on sharing Good Practices identified through the EFQM Excellence Awards or EFQM

Recognised for Excellence assessments. They enable you to see the Model in practice, to gather ideas, to learn and to grow your network. During 2012, we organised 8 good practice visits attracting more than 600 business leaders. We

already have 12 events scheduled for 2013. Visit the website for more information.

“It was pleasure for me to participate to the GPV Coca Cola Ankara Plant. I have learnt so much valuable information on HR Good Practice processes and specifically approach on empowerment. Many thanks to the Coca Cola Ankara Plant for organisation of the event and their great hospitability. Sharing knowledge and experience is one of important value for the excellent organisations. I would strongly recommend to everyone to attend Good Practice Visits in the future.” Murat Aydin, GC Europe

ePublications

A number of our most popular publications are now available for anyone to purchase through Amazon’s Kindle store. It’s quick, easy and eco‐friendly. In addition to the EFQM Model brochure, available on Kindle in 5 languages, the following titles are also available:

EFQM Management Document This guide explains how to develop an EFQM Management Document, a simple format for describing how the strategic objectives are being implemented.

Understanding an Organisation’s Stakeholders Agreeing a common understanding of who your key stakeholders are is a crucial step in any organisation’s journey towards excellence. This guide gives a number of different approaches used by our members plus some real examples of the output.

EFQM Framework for Enterprise 2.0 The EFQM Framework for Enterprise 2.0 has been developed to provide organisations with a holistic and universal approach towards excellence in managing their Enterprise 2.0 strategy.


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EFQM Portfolio The EFQM Portfolio is designed to help organisations at every step of their journey. Our products and services have been tailored to support the systematic implementation of the EFQM Excellence Model in any organisation, regardless of size, sector or maturity.

Our products and services are designed to support your organisation’s journey.

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EFQM Excellence Awards 2012 The EFQM Excellence Awards are designed to recognise leading organisations, whether private,

public or non‐profit, from Europe and beyond. They are supported by one of the most rigorous assessment processes, with the assessor teams

spending around 500 hours on each application. The feedback from the assessor teams is then considered by an independent jury, which agrees

what level of recognition to give each applicant. To win the EFQM Excellence Award, an applicant must be able to demonstrate that their

performance not only exceeds that of their peers, but they will be able to maintain this advantage into the future.

The EFQM Excellence Awards 2012 were presented at the EFQM Forum in Brussels. While all applicants for the awards are organisations of high calibre, only a small group are awarded a Finalist distinction. The jury considered that 13 organisations, from 9 different countries, had demonstrated they were of sufficient standard to achieve this distinction in 2012. These organisations cover both Public & Private Sectors, and ranged in size from 14 people to over 7,000 people. From these 13 finalists, the Jury identified 7 organisations who could demonstrate sustainable excellence in one or more of the Fundamental Concepts of Excellence. These 7 organisations were recognised as worthy Prize Winners. Finally, the Jury decided one organisation demonstrated the Level of Excellence required to receive

the EFQM Excellence Award; Robert Bosch Bamberg Plant.

“We are overwhelmed with joy and gratification. Winning the EFQM Award makes us really proud. It gives us the recognition for all the efforts and the consistent work on our areas for improvement over the last years, and for the achievements we have reached by that. Now we got more certainty that we are on the right path to Business Excellence, but through the assessors feedback we also see that there is still room for improvement and the journey will go on” Hans Hoffmann, Commercial Plant Manager, Bosch Bamberg


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Robert Bosch GmbH Bamberg Plant – Germany With approximately 7,300 employees, Bosch Bamberg Plant manufactures components for Gasoline and Diesel injection systems, sensors and spark plugs for the business sector automotive technology.

Award Winner Prize Winner in Leading with Vision,

Inspiration & Integrity Succeeding through People

BMW Plant Regensburg‐ Germany The BMW Regensburg plant has approximately 9,000 employees with a daily production of around 1,100 units of vehicles. Each individual customer's requirement is always fulfilled on time and in accordance with the highest quality standards

Prize Winner in Managing by Processes

Bosch Tecnologie Diesel e Sistemi Frenanti S.p.A. – Italy With 2,000 employees, the Bosch Bari Plant is the largest automotive production facility in southern Italy, mainly producing high pressure pumps for diesel engines.

Prize Winner in Managing by Processes

B. Braun Avitum Zrt. – Hungary With its 650 employees and more than 20 years of history, B. Braun Avitum Hungary Zrt. provides dialysis treatments for renal patients in 18 dialysis centers.The company provides life‐sustaining care for more than 40% of the Hungarian kidney patients

Finalist

Coca‐Cola İçecek A.Ş. Ankara Plant‐ Turkey Coca‐Cola İçecek (CCI), a publicly traded company on the Istanbul Stock Exchange, is the 6th largest bottler in the Coca‐Cola System in terms of sales volume. CCI’s core business is to produce, sell and distribute sparkling and still beverages of The Coca‐Cola Company.

Prize Winner in Taking Responsibility for a

Sustainable Future

Dzierżoniów Town Hall ‐ Poland Dzierżoniów is a town with a total area of 20 square kilometres and a population of 34 thousand located in the southwest of Poland in the Dolnoslaskie Voivodship, Poland.

Finalist

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Hospital Galdakao‐Usansolo Ospitalea (Osakidetza) – Spain The Hospital Galdakao‐Usansolo (HGU), from Osakidetza, is a Health Services organisation that provides health care coverage to a population of around 300,000 inhabitants belonging to the Interior Region of Bizkaia.

Finalist

JSC “Medicina”‐ Russia “Medicina” Clinic (Moscow, Russia), established in 1990, is an interdisciplinary medical centre. It has a polyclinic, inpatient facility, trauma section, cancer centre and a 24‐hour ambulance. The clinic employs over 300 doctors of 44 specialties.

Prize Winner in Adding Value to

Customers

Mutualia‐ Spain Is a not‐for‐profit business association of joint liability which collaborates with the Social Security System in the management of work‐related accidents and illness and non‐work‐related temporary disability for member organisations, their dependent workers and the self‐employed.

Finalist

Nilüfer Municipality– Turkey Nilüfer, one of the seven central district municipalities of Bursa Metropolitan, was established in 1987. The city is hosting nearly 320.000 citizens and is the most rapidly urbanising region of Bursa.

Finalist

pom+Consulting AG‐ Switzerland pom+ offers services for properties, technical infrastructures and organisations in the following areas: building, facility, property, portfolio and asset management. The focus is on life cycle assessment.

Prize Winner in Leading with Vision,

Inspiration & Integrity

VAMED‐KMB Krankenhausmanagement und Betriebsführungsges.m.b.H.‐ Austria It provides valuable and sustainable operations management services for the Vienna General Hospital – Medical University Campus.

Prize Winner in Nurturing Creativity &

Innovation

Wakefield and District Housing (WDH) Wakefield and District Housing (WDH) manages 31,000 properties occupied by 60,000 tenants and employs over 1,400 people, making it one of the largest employers in Wakefield

Finalist


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EFQM Forum 2013

All organisations strive to be successful, some fail, some achieve periods of success but ultimately fade from view, and a few achieve sustainable success, gaining deserved respect and admiration.

Join the EFQM Forum 2013, on 23rd and 24th October 2013, in Vienna.

The theme will be “Achieving Excellence”.

The programme will focus on how Europe’s leading organisations sustain their success.

Guests and Key Note Speakers for the event include: Jacques Delors, former President of the European Commission Harald Krüger, Member of the Management Board, BMW AG Carsten Bjerg, CEO, Grundfos Marie Lindsay, Principal, St Mary’s College The programme will also include opportunities to learn more about Good Practices the EFQM Excellence Award 2013 finalists. The results of the EFQM Excellence Award 2013 will be announced at the Celebration Dinner on the evening of the 23rd. For more information, please visit www.efqmforum.org.

EFQM Excellence Awards 2014 With the 2013 competition already underway, applications are now open for the EFQM Excellence Awards 2014. Is your organisation ready to compete in the “Champions League”?

Key Dates

Applicant Information Webinars: 4th June 2013 17th September 2013

Deadline for Applications 17th January 2014

Assessor Briefing Events: 4th to 7th March 2014 11th to 14th March 2014 18th to 21st March 2014 25th to 28th March 2014

Site Visits: 2nd to 6th June 2014

For more information, please contact: [email protected].

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EFQM Good Practice Competition Each year, we ask organisations to share what works for them through our Good Practice competition. The theme of the competition is aligned to the EFQM Forum. Applicants upload a short video to explain their approach. Anyone can then view the videos and vote for their favourites. The winner is decided by a combination of this public vote and the views of our jury of experts. The winners present their experience during the EFQM Forum.

Social Media Good Practice Competition 2012

Last year’s competition focused on how organisations have used

Social Media to deliver real benefits.

The winner was Vodokanal of St. Petersburg for their Da‐Voda.com

portal.

The runners up were Virgin Media and Osakidetza.

You can read more about all 3 organisations; Case Studies for each are

available for EFQM Members to download free from the Knowledge

Base.

New Ways of Working Good Practice Competition 2013

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".

Everyone is seeking to create a better work / life balance... we're looking for examples of how

your organisation has responded!

If you’ve got something you’re really proud of, you have until 17th May to enter the competition.


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Getting Involved EFQM is a membership organisation. We rely on input, ideas and suggestions from you to create a vibrant community.

Join us on LinkedIn On the 1st of September 2010, we created The EFQM Network for Sustainable Excellence to facilitate a dialogue between our peers and the wider community. The group is open to anyone with an interest in this area. We now have over 4,000 individuals in this group. If you’ve got a question, it’s a great place to start.

Becoming a Member Organisations can join the EFQM member community and enjoy some exclusive benefits such as

access to free assessment and improvement tools, participation to events, themed webinars and

good practice visits. To learn more about our member community, feel free to contact us or to join

one of the free introduction meetings at our offices in Brussels. We have the following introductory

sessions scheduled in 2013:

Introduction Webinar: 22nd May

Introduction Webinar: 19th June

Introduction Meeting: 10th September

Introduction Meeting: 19th November

For more information, please e‐mail [email protected]

Our Members include:

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EFQM Partners During 2010, we implemented a new framework that would help ensure the consistent delivery of EFQM products and services through this network. The current list of our partners and distributors can be found on our website, www.efqm.org.

Partner Organisations Our partner organisations have the structure, resources and capabilities to deliver EFQM licenced products and services. EFQM Training can be delivered in local languages. Many have a pool of trained Assessors, enabling them to offer organisations assessment against the EFQM Model and recognition through National Awards and the EFQM Levels of Excellence. Our partners are (in alphabetical order): Austria : Quality Austria (QA) Belgium : Bbest Columbia : Fundación Colombia Excelente Czech Republic: Czech Society for Quality (CSQ) Denmark: Allan Ahrensberg Excellence Aps Egypt : Creative Technology Egypt: National Quality Insititute Finland : Laatukeskus Excellence Finland France: Groupe AFNOR (AFNOR) Germany: DGQ e.V. Germany : Initiative Ludwig Erhard Prize (ILEP) Greece : Hellenic Management Association (HMA) Hungary : Hungarian Association for Excellence (HAE) Ireland (Eire & NI): Centre for Competitiveness (CfC) Israel: The Standards Institution of Israel Italy : Associazione Italiana per la Qualità (AICQ) Jordan: King Abdullah II Center for Excellence Kazakhstan : Kazakh Organization for Quality and Innovation Management (KOQIM) Palestine: IDMC Poland : Umbrella Consulting Portugal : Associaçao Portuguesa para a Qualidade (APQ) Russia : Russian Organization for Quality (ROQ) Slovenia: Ministry for Higher Education, Science and Technology Metrology Institute (MIRS) Spain : Club Excelencia en Gestión vía Innovación (CEG) Sweden : Swedish Institute for Quality (SIQ) Switzerland : SAQ Swiss Association for Quality Switzerland : Stiftung ESPRIX Turkey : Turkish Society for Quality (KALDER) Scotland (UK): Quality Scotland (QS) United Arab Emirates (Abu Dhabi): SKEA United Kingdom: British Quality Foundation (BQF)


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EFQM Licenced Advisors & Trainers There are a number of independent Licenced Advisors & Trainers who can provide support and training to organisations on their journey to excellence. This can range from advice on how to begin your journey to excellence to management support in preparing an application for the EFQM Excellence Award and anything in between. EFQM Licenced Trainers can deliver the “Journey to Excellence” and “Leaders for Excellence” training courses. EFQM will produce the relevant certificates for successful candidates and, if they wish, they will be added to EFQM’s database. For a full list of EFQM Licenced Advisors & Trainers, please visit www.efqm.org.

EFQM Licenced Training Courses

These EFQM Training Courses are available directly from EFQM, our Partners or through Licenced Trainers. They can be run as “public courses” or as an “in house” training course.

Leaders for Excellence

Learn how to implement the Enabler Map as a management system in your organisation. The Leaders for Excellence program was developed in cooperation with Ricoh and shares the approach they used for engaging line managers in actively implementing the EFQM Excellence Model within their operations. The focus of the course is on giving you the knowledge, skills and tools you need to effectively drive excellence in your organisation. There are 2 levels of certification; the first for successfully completing the course, the second for successfully demonstrating you have been able to apply the skills you’ve learned within your organisation.

Journey to Excellence

Learn how to establish a business excellence program in your organisation. This training course has been specifically designed to give people the skills, knowledge and confidence to lead the implementation of a business excellence program in their organisation. During the course, you’ll learn about the EFQM Excellence Model, different self‐assessment tools and tools to help implement improvement actions. You’ll leave with a clear action plan on how to get things moving when you get back.

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EFQM Governance EFQM is a not for profit Membership foundation. It is run by the members, for the members. In addition to the EFQM Operational Management Team, there are 2 bodies who oversee EFQM’s operations and ensure it maximises the added‐value for its members.

Board of Directors The EFQM Board of Directors meets twice a year and provides the overall strategic direction for EFQM to achieve its mission. The Board consists of the CEOs or most senior executives of several EFQM member organisations. Some are from our founding members, others from organisations who have proven their ongoing commitment through contributions and recognition through the Levels of Excellence. Each Board Member is elected for a two year period. The Board elects from among its Members the EFQM Chairman. The Board of Directors are: Andreas Wendt, BMW (EFQM Chairman) Hans de Jong, Royal Philips Electronics Robert Leloup, EDF Christoph Kübel, Robert Bosch GmbH Lars Aagaard Nielsen, Grundfos Holding A/S David Mills, Ricoh Europe Marie Lindsay, St Mary’s College

Strategy Committee The Board of Directors is supported by the Strategy Committee, which meets 4 times a year. It reviews proposals for new initiatives, products and services and advise the Board of Directors.

The Strategy Committee Members are: Andreas Wendt, BMW (Interim Chair, Strategy Committee) Ferrie Aalders, Royal Philips Electronics Dieter Butz, Robert Bosch GmbH Mia Goetvinck, Ricoh Europe Patrick Margaria, EDF Janni Lober, Grundfos Guy Peeters, Solvay Johann Simmel, BMW

EFQM’s finances and accounts are audited annually by KPMG before being approved by the Board of Directors. The key financial results, in addition to other key non‐financial performance results, are publically presented in this report.


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EFQM Key Contacts We currently have a permanent staff of 18 people under the leadership of our CEO, Marc Amblard.

Our key contacts to help you further with your Journey to Excellence are:

SUBJECT CONTACT PERSON EMAIL

Member Relations Samuli Pruikkonen [email protected]

Partners Gianluca Mule [email protected]

Training Maxim Lagrillere [email protected]

Award & Recognition Iosune Aguirre [email protected]

Publications Alicia Korzeniowska [email protected]

Marketing Matthieu Bille [email protected]

Forum & Website Vinciane Beauduin [email protected]

Communications & Events Maialen Fidalgo [email protected]

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EFQM Avenue des Olympiades 2 5th Floor B‐1140 Brussels – Belgium Tel : +32 2 775 3511 Fax : +32 2 775 3535 Email : [email protected] http://www.efqm.org

©EFQM 2013

Documents

EFQM Annual Report 2012