EFQM Model Revised 2nd Edition Free English

The
EFQM Model
Revised 2nd edition
Now includes additional information on Use Cases,
RADAR Guidelines and Scoring Profiles
About EFQM
EFQM has helped 50,000 organisations The EFQM Model

perform better over 30 years. By using
its world-leading methodologies and the Sponsors
EFQM Model and technology, backed up
by best practice, organisations can focus
improvement on their priorities, their
Purpose, and their People.
Through our integrated and carefully

designed portfolio of training and
services, we work side by side with
leaders to better equip their teams as
they manage excellence, cultural change
and transformation. Our aim is to help
organisations deliver positive performance
and meaningful benefits for all of their
Key Stakeholders and, as a consequence,
society as a whole.
By becoming a successful partner to

organisations around the world, we can
deliver on our own ambition – to build a
better future for people, for communities
and for organisations themselves.
© EFQM 2021
No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or
by any means (be this electronically, mechanically, through photocopy or recording, or otherwise) without
either the prior written permission of, or a license permitting restricted copying and use for a third party,
from the publisher.
Contents
About EFQM
A message from our CEO
1 Introducing the EFQM Model
1.1 Guiding Principles that shaped the EFQM Model
1.2 Use Cases
1.3 The EFQM Model: Concept & Structure
1.4 Testimonials
2 The EFQM Model
Direction
Criterion 1: Purpose, Vision & Strategy
Criterion 2: Organisational Culture & Leadership
Execution
Criterion 3: Engaging Stakeholders
Criterion 4: Creating Sustainable Value
Criterion 5: Driving Performance & Transformation
Results
Criterion 6: Stakeholder Perceptions
Criterion 7: Strategic & Operational Performance
3 The EFQM Diagnostic Tool: RADAR
3.1 Introduction
3.2 Applying RADAR for Direction & Execution
3.3 Applying RADAR for Results
3.4 Scoring using the RADAR Matrix Charts
4 EFQM Scoring Analysis
5 EFQM Sentiment Analysis
6 AssessBase
7 KnowledgeBase
8 Glossary
9 Acknowledgements
9.1 Introduction
9.2 EFQM Core Team
9.3 Survey Respondents
9.4 EFQM Vienna Forum Workshop Participants
9.5 C-Suite Interviewees
9.6 Co-Development Testing Organisations
9.7 Translators
9.8 EFQM Office
10 Further Help
EFQM: What We Do
1 The EFQM Model — Revised 2nd edition

A message from our CEO
Russell Longmuir
Chief Executive Officer,
EFQM
The EFQM Model has been available for

more than 30 years and is now the world’s
most widely used management framework.
In 2019 we reviewed and transformed the
EFQM Model to make it fit for purpose,
ready for a new decade of transformation,
technological advancement, culture change and
disruption. In this edition of the EFQM Model
handbook, we have had the opportunity to
assess and refine the model guidance to make
some minor amendments to allow the user
to be clear on how stakeholders should be
considered and measured.
In addition, we felt it was important to produce

a clear outline of the RADAR tool, which is
the hugely important second dimension to
the application of the EFQM Model. We have
also shared some case studies, best practice
information and the scoring data from the first
year of use. The work that the Core Model Team
undertook 2 years ago, led by Geoff Carter,
has been proven to be world-leading and
universally applauded, and so has not changed.

The EFQM Model coupled with the
EFQM technology platform, AssessBase
(efqm.org/assessbase), is a highly effective
management tool that enables leaders,
employees, academics, team members, students
and other stakeholders to understand how an
organisation should set its Purpose and deliver
on its promises. And to do this in a sustainable
and ethical way. The focus of the EFQM
Model has become less about assessment
and recognition and more about providing
you with a roadmap of questions and ideas
that allows you to be curious about how your
organisation could be successful in improving
its performance, landing change, fulfilling the
needs of society and nurturing your people.
We believe you will find this edition helpful

and insightful. Still, as ever, we are keen to
hear your feedback, respond to your ideas and
ensure the EFQM Model evolves and develops
as indeed organisations of all sizes and sectors
will continue to evolve and develop.
Russell Longmuir
Chief Executive Officer, EFQM

Since its inception, the EFQM Model has

provided a blueprint for organisations across
and beyond Europe to develop a Culture of
improvement and innovation.
Now, through the application of up-to-date content,

insightful data, a new language and a fresh look
at megatrends and various global shifts that are
reshaping the world we live in, the EFQM Model
provides a modern reflection of what good looks
like right now.
To co-create the new EFQM Model, we surveyed

nearly 2000 change experts, facilitated 24
workshops internally, spoke face to face with
leaders in over 60 diverse organisations and
created a core team of experts and competitors
from across industries and academia.
Through this unique collaboration, we were able

to craft, prototype and perfect – combining our
collective expertise and experience – to enable
organisations to apply a flexible framework that’s
fit for purpose and which helps recode their ways
of working, both in the short and long term.

Addressing the very real issues facing today’s
modern organisations, the EFQM Model offers
data-driven analysis-based tools to give
organisations and individuals meaningful insights,
data and support, as well as helping them to feel
part of the process, to learn, and be part of the
EFQM community.
Built on design thinking, the new EFQM Model

has shifted from being a simple assessment
tool to one that offers a vital framework
and methodology to help with the changes,
transformation, and disruption that individuals
and organisations face every day.
Simply put, the EFQM Model will help your

organisation achieve success by measuring where
you are on the path to Creating Sustainable Value
for your Key Stakeholders as well as yourself,
helping you understand the gaps and possible
solutions available, empowering you to progress
and significantly improve your organisation’s
performance.

1.1 Guiding Principles that
shaped the EFQM Model
EN T | A S SE S SM
OYM ENT
EPL &R
| D EF
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AC EM
P RO
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PURPOSE, ORGANISATIONAL
AP
VISION & CULTURE &
T
STRATEGY LEADERSHIP
DIRECTION
T
NT & REF INEMEN
ORGANISATION
ENGAGING
STAKEHOLDERS
RELEVANCE & U
STAKEHOLDER
PERCEPTIONS
RESULTS EXECUTION
SME
CREATING
SUSTAINABLE SES
SA B
VALUE
S
ILI
STRATEGIC &
| A
OPERATIONAL
TY
PERFORMANCE
T
DRIVING
EN
| P
PERFORMANCE &
YM
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TRANSFORMATION
O
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AN
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H
AC
AP P RO
The EFQM Model not only remains

relevant but continues to set the
management agenda for any organisation
wanting a long term, sustainable future.

The EFQM Model, a globally recognised Given that the birthplace of the Foundation
framework that supports organisations is Europe, it is not surprising to find that this
in managing change and improving most recent update of the EFQM Model,
performance, has experienced a number of like its predecessors, acknowledges the
improvement cycles over the years to make existence of a set of European Values, best
sure that it not only remains relevant but expressed in:
continues to set the management agenda
for any organisation wanting a long term, • The EU Charter of Fundamental Rights
sustainable future.
• The European Convention on Human
Rights
Whilst the specific content and visual
identity of the EFQM Model may have • The European Union Directive 2000/78/EC
changed over time, what has not changed • The European Social Charter.
are the underlying principles on which
it is based. Regardless of the size of the The Foundation also recognises the role
organisation or whether it is public, private that organisations can play in supporting the
or third sector, these principles are as goals of the United Nations and these goals
important today as they have ever been, have also helped to shape this latest edition
and this latest edition of the EFQM Model of the EFQM Model:
is no different in continuing to stress the
importance of: • The United Nations 17 Sustainable
Development Goals are a call for action
• The primacy of the customer by all countries to promote social equity,
• The need to take a long term, sound governance and prosperity while
stakeholder centric view protecting the planet.
• Understanding the cause and effect • The United Nations Global Compact
linkages between why an organisation (2000). Ten principles for sustainable
does something, how it does it and what it and socially responsible business.
achieves as a consequence of its actions. www.unglobalcompact.org
There is an assumption and expectation

that any organisation using the EFQM
Model will respect and act upon the essence
of the messages contained in the above,
regardless of whether it is legally obliged
to do so or not.
www.un.org/sustainabledevelopment/sustainable-development-goals/

1.2 Use Cases
We know the EFQM Model is used and

consumed by organisations for several
different aims and purposes. In this section,
based on the information we have gathered
from experienced practitioners, you will gain
an insight into the alternative uses of the
EFQM Model that have been, and continue
to be implemented.
Understanding Organisational Maturity Driving Transformation Programmes

Using the EFQM Model and RADAR, There will be many reasons for an organisation
organisations review their current performance, wanting to undertake a transformation
capabilities, effectiveness of their Strategy programme. Still, regardless of the reasons,
execution and sustainable value creation. the EFQM Model and RADAR has a role to
Using the EFQM Model in this mode allows play in designing, implementing and managing
any organisation to take a snapshot of, and the effectiveness of that programme. The
understand, its current organisational maturity. EFQM Model and RADAR help break down the
transformation programme into several defined
approaches and expected results that move the
organisation from the “As Is” to the desired “To
Be” state, managing the transformation as a red
thread across the Criteria of the EFQM Model.
Undergoing External Assessment
and Achieving Recognition
Organisations use the EFQM Model to prepare
for and then undergo an external assessment
linked to EFQM’s Recognition portfolio. Using Building Organisational Capability
the EFQM Model, qualified EFQM Assessors for Improvement
review the current business of an EFQM Baselining current performance can
Recognition applicant, identify their main represent the start of the journey for any
strengths and gaps, and provide it with other organisation to establish and then develop a
relevant insights. Organisations are scored out continuous improvement mindset over a period
of 1000 points according to their externally of time, reinforced by regular checkpoints
reviewed level of organisational maturity and to monitor progress. The EFQM Model and
receive a Recognition certificate that matches AssessBase provide any organisation with the
the maturity level achieved. capability to develop the desired continuous
improvement mindset.

Building a New Business Managing Corporate Actions
In those situations where a new business is Applying the EFQM Model, RADAR, and
being established, be it large or an SME, the AssessBase together, gives any organisation
fundamentals on which the EFQM Model is resources capable of supporting the
based provides the new organisation with management of key corporate events such as
a road map for introducing what matters most mergers or demergers, or the sale and purchase
in building a Key Stakeholder-driven Strategy of businesses. For example, in one mode of use,
that Creates Sustainable Value. these tools can provide a baseline assessment
of the target business to establish its fit, or
otherwise, with an existing corporate structure,
assistance with due diligence on acquisitions
and gap analysis for integration or disposal plans.
Sensing and Responding to the Impact In the second mode of use, these tools can
of Market Disruption help the organisation envision the future,
Although disruption in the market has been an expressed in the context of the Model Criteria,
ever-present fact of life for organisations to deal as a consequence of such corporate actions.
with in the past, today, the speed and diversity of
the disruption is an ever-increasing reality. Being
able to sense and respond to the potential impact
of major disruptions in the market by putting
in place prioritised, mitigating actions is a core Managing Risks – Building Resilience
competence that organisations need to possess Using the EFQM Model enables organisations
if they are to continue to be successful. The use to build their resilience when managing those
of the EFQM Model and RADAR, regardless of emerging risks that have been identified with the
the size or maturity of organisations, has been potential to cause a significant, negative impact
shown to have a major role in helping them on the business. Having identified which of
to better sense and respond to these market those significant risks require priority attention,
disruptions. RADAR can be used to develop and monitor the
mitigation plans and subsequent actions, helping
to protect the business by ensuring the risk has
been reduced or controlled, and resilience is
further embedded.
Benchmarking Performance
Thanks to its simple structure and the fact
that 50,000 organisations worldwide use
it, the EFQM Model offers users a common
language, regardless of size or sector, that acts
as a facilitator for sharing good practices and Qualifying the Capability and “Fit”
the potential to learn from peers and best in of your Suppliers
class organisations. The starting point in such Organisations are using the EFQM Model
a benchmarking exercise is to use the EFQM and RADAR to complement their existing
Model and RADAR to build an “As is” picture procurement and funding processes, using them
to understand where the organisation stands to baseline, accredit and track the improvement
compared to its marketplace, and beyond, of suppliers’ and funding recipients’ capabilities
before searching for benchmarking partners. and performances.

1.3 The EFQM Model:
Concept & Structure
The strategic nature of the EFQM Model,
combined with its focus on Operational
Performance and a results orientation,
makes it the ideal framework for testing
the coherence and alignment of an
organisation’s ambitions for the future,
referenced against its current ways of
working and its responses to challenges T | A S SE S SM
YMEN ENT
and pain-points. E PLO &R
| D EF
H IN
AC EM
R O
P
EN
AP
VISION & CULTURE &
T
STRATEGY LEADERSHIP
DIRECTION
T
NT & REF INEMEN
ORGANISATION
ENGAGING
STAKEHOLDERS
RELEVANCE & U
STAKEHOLDER
PERCEPTIONS
RESULTS EXECUTION
E
CREATING SSM
SUSTAINABLE
SA B
SSE
VALUE
ILI
STRATEGIC &
| A
OPERATIONAL
TY
PERFORMANCE
T
DRIVING
EN
| P
PERFORMANCE &
YM
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TRANSFORMATION
O
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RM PL
O
AN E
CE | D
H
AC
RO
APP

Using it provides the opportunity to see The EFQM Model structure is based on
the whole, to take the holistic perspective the simple but powerful logic of asking
and appreciate that an organisation is a three questions:
complex but, at the same time, an organised
system. Just like the world at large, an • “Why” does this organisation exist?
organisation should not be seen as linear, What Purpose does it fulfil? Why this
mechanical and predictable; rather, it is far particular Strategy? (Direction).
better understood as a complex adaptive
• “How” does it intend to deliver on its
system made up of interdependent humans
Purpose and its Strategy? (Execution).
in a dynamic living world.
• “What” has it actually achieved to
Any organisation using the EFQM Model: date? “What” does it intend to achieve
tomorrow? (Results).
• Recognises that it does not operate in
a vacuum. It understands that it is part of Central to the rationale of the
a larger, complex ecosystem in which EFQM Model, the “red thread”, is the
other players, known and unknown, can connection between the Purpose and
help or hinder its progress and that it is Strategy of an organisation and how that is
in its own interest to engage with and used to help it Create Sustainable Value for
maximise the opportunity to learn and its most important *Stakeholders and the
grow from others within its ecosystem. delivery of outstanding Results.
• Accepts the opportunity to act as a
Leader in its sphere of influence,
behaving as an inspiration to others and
demonstrating what can be achieved for
the benefit of others as well as itself.
• Understands that it will face
ever-increasing speeds and volumes
of change and that it must be prepared
to anticipate, address and respond
appropriately, embracing the challenge
of managing for today, and at the same
time, forecasting the future and making *A Stakeholder is a person, group or organisation that has a direct
sure it is prepared for it. or indirect stake or interest in the organisation, its activities and
performance, because it can either affect the organisation or be
affected by it. Examples of external Stakeholders include owners
(shareholders), customers, suppliers, partners, government
agencies and representatives of the community or the wider
society. Examples of internal Stakeholders are people or groups of
people. An outstanding organisation considers the needs, demands,
requests and expectations of the Stakeholders in its ecosystem,
balances them, and evaluates its performance in relation to its
most important stakeholders, its “Key Stakeholders”.

1.4 Testimonials
Read first hand how the EFQM Model

helped drive improvements with these
leading companies.
BMW Plant, Munich Bosch
It all started with an idea... Creating a culture for

innovation to thrive
Rethinking individual mobility
holistically and sustainably
Dr. Robert Engelhorn, Melanie Albrecht, Co-ordinator of

Director, BMW plant Munich Continuous Improvement Process
“ The EFQM Model helps us

ensure consistent alignment, “ The new Model now also
focuses on how organisations
realisation and outcomes (why, nurture their organisational
how and what) and permeates culture. In my opinion, it’s very
the entire organisation. important because culture has
Regular self and third-party a huge impact on productivity,
assessments allow potential for but much more on innovation
improvements to be identified.” and creativity.”
For the full case study visit efqm.org/bmw For the full case study visit efqm.org/bosch

Skills Development Scotland Signify
Applying skills intelligence Flicking the ‘on’ switch to

nationwide manage permanent change
Supporting a strategy of
continuous improvement,
focused on customer satisfaction
Damien Yeates, Thomas Lazer, Global Head of Quality

CEO, Skills Development Scotland and Business Excellence at Signify
“ One of the benefits of

having assessors coming in from “ With the EFQM methodology,
you benchmark yourself and
other sectors is that they tend to your aspirations with the best
always bring some fresh thinking in class to aim high and achieve
and their experience is like gold your strategic goals.”
dust. They’re like a critical friend
– encouraging us to look beyond
our own environment and even
further towards international
best practice.”
For the full case study visit efqm.org/sds For the full case study visit efqm.org/signify

2 The EFQM Model
DIRECTION
Positioning statement
For an organisation to achieve and sustain
outstanding results that meet or exceed the
expectations of its stakeholders it:
• Defines an inspiring Purpose

• Creates a Vision that is aspirational
• Develops a Strategy that is centred
on Creating Sustainable Value
• Builds a winning Culture
This Direction setting prepares the way forward

for the organisation to be seen as a leader in its
ecosystem and well-positioned to execute its plans
for the future.

T | A S SE S SM
LOYMEN ENT
P
| DE &R
H EF
C IN
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P
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VISION & CULTURE &
T
STRATEGY LEADERSHIP
DIRECTION
ORGANISATION
2 The EFQM Model
DIRECTION
Criterion 1 The Purpose of the organisation:

• Explains why its work is important
Purpose, Vision • Sets the scene for it to create and deliver
& Strategy sustained value for its stakeholders
• Provides a framework in which it takes
responsibility for its contribution to,
and impact on, the ecosystem in which
Positioning statement it operates.
An outstanding organisation The Vision of the organisation:
is defined by a Purpose that • Describes what the organisation is
inspires, a Vision that is attempting to achieve in the long-term
aspirational and a Strategy • Is intended to serve as a clear guide
that delivers. for choosing current and future courses
of action
• Provides, along with the organisation’s
Purpose, the basis for setting the Strategy.
The Strategy of the organisation:

• Describes how it intends to fulfil its
Purpose
• Details its plans to achieve the strategic
priorities and move closer to its Vision.
1.1 Define Purpose & Vision

1.2 I dentify & Understand Stakeholders Needs
1.3 U nderstand the Ecosystem,
own Capabilities & Major Challenges
1.4 Develop Strategy
1.5 D esign & Implement a Governance &
Performance Management System

2 The EFQM Model
DIRECTION
Criterion 2 In an outstanding organisation, leadership

is positioned as an activity not a role and
Organisational leadership behaviours are evident across all
levels and parts of the organisation. This role
Culture model leadership behaviour inspires others,
reinforces, and when necessary, adapts
& Leadership the values and norms, helping to steer
Organisational Culture.
An organisation that aspires to be recognised

Positioning statement as outstanding, a leader within its ecosystem,
achieves success through a focus on the
Organisational Culture is the following activities:
specific collection of values &
norms that are shared by people 2.1 S
teer the Organisation’s
Culture & Nurture Values
and groups within an organisation 2.2 C
reate the Conditions for Realising Change
that influence, over time, the way 2.3 Enable Creativity & Innovation
they behave with each other and 2.4 U
nite Behind & Engage in Purpose,
Vision & Strategy
with Key Stakeholders outside
the organisation.
Organisational Leadership relates

to the organisation as a whole
rather than any individual or team
that provides direction from the
top. It is about the organisation
acting as a leader within its
ecosystem, recognised by others
as a role model, rather than from
the traditional perspective of a top
team managing the organisation.

2 The EFQM Model
ENT & REF INEMENT

ORGANISATION
ENGAGING
STAKEHOLDERS
EXECUTION
SSM
CREATING
SUSTAINABLE
SSE
VALUE
| A
T
DRIVING
EN
PERFORMANCE & YM
TRANSFORMATION
L
O
E P
| D
ACH
AP P RO

EXECUTION
For an organisation to achieve and sustain
outstanding results that meet or exceed the
expectations of its Stakeholders it is necessary,
but not sufficient, for it to:
• Define an inspiring Purpose

• Create a Vision that is aspirational
• Develop a Strategy that is centred
on Creating Sustainable Value
• Build a winning Culture
The Direction setting as outlined above, prepares

the way forward for the organisation, but it then
needs to execute its Strategy effectively and
efficiently, ensuring that it:
• Knows who the stakeholders are in its

ecosystem and engages fully with those
that are Key to its success
• Creates Sustainable Value
• Drives the levels of performance necessary
for success today and, at the same time, drives
the necessary improvement and transformation
if it is to be successful in the future

2 The EFQM Model
EXECUTION
Criterion 3 Because we live in an ever more dynamic

and changing world, we need flexibility
Engaging when assessing and scoring how an
organisation executes its Engaging
Stakeholders Stakeholders strategy.
Similarly, because there is a clear linkage

between Criterion 3 and Criterion 6, we
Positioning statement need the same flexibility in assessing and
scoring not just the current Perception
In Criterion 1, the Purpose, Results but also the future business
Vision & Strategy of an situation and priorities of a specific
organisation is linked with organisation.
identifying and understanding
To facilitate this flexibility in assessing and
Stakeholder needs within the scoring in both Criterion 3 and Criterion 6,
context of its unique ecosystem. a weighting factor is applied for each of
five identified Stakeholder Groups.
There is a clear linkage
also between how an
organisation executes its
Engaging Stakeholders strategy
(Criterion 3) and the perceptions
of its performance by those
Stakeholder Groups (Criterion 6)
that it serves.

The exact value of the weighting factor to An outstanding organisation:
be applied for each of the Criterion parts
within C3 & C6 will be the decision of the
• Identifies the specific types and categories
organisation, but it must comply with the
within each of its Key Stakeholder Groups.
minimum and maximum weighting rules for
the five recognised Stakeholder groups as • Uses its understanding of Key
shown on the following pages: Stakeholders needs and expectations to
achieve continued engagement.
• None of the five recognised Stakeholder • Involves Key Stakeholders in deploying
groups can be scored below 10% of the its Strategy and Creating Sustainable
maximum number of points available. Value and recognises the contributions
they make.
• None of the five recognised Stakeholder
groups can be scored above 40% of the • Builds, maintains and further develops the
maximum number of points available. relationship with Key Stakeholders based
on transparency, accountability, ethical
• Between the lower threshold of 10% and
behaviour and trust.
the upper threshold of 40%, organisations
can decide on using weighting factors in 5% • Works with its Key Stakeholders to
bandwidths. develop a common understanding and
focus on how, through co-development,
Having decided the minimum and maximum it can contribute to, and draw inspiration
weighting factor to be applied to each of from, the United Nations Sustainable
these five Stakeholder Groups, and which Development Goals and Global Compact
Stakeholders are the most important to ambitions.
the organisation, i.e. its Key Stakeholders, • Actively gathers the perceptions of its
independent of the specific groups Key Stakeholders rather than waiting for
identified, it is highly likely that there them to make contact.
is a degree of similarity in applying the
following principles when engaging with Key • Evaluates its performance in relation to
Stakeholders. Key Stakeholders needs and decides on
the appropriate actions to be taken to help
secure its future, as perceived by these
Key Stakeholders.

2 The EFQM Model
EXECUTION
In practice, we find that an outstanding

organisation will include the following groups
in the classification of its Key Stakeholders:
3.1 C
ustomers: Build Sustainable Relationships
3.2 P
eople: Attract, Engage, Develop & Retain
3.3 B
usiness & Governing Stakeholders – Secure
& Sustain Ongoing Support
3.4 S
ociety: Contribute to Development,
Well-Being & Prosperity
3.5 P
artners & Suppliers: Build Relationships &
Ensure Support for Creating Sustainable Value

2 The EFQM Model
EXECUTION
Criterion 4 The organisation’s clearly defined

Purpose, enriched by the Strategy, defines
Creating for whom the organisation should be
Creating Sustainable Value. In most cases,
Sustainable Value customers, segmented appropriately, are
the target group for Creating Sustainable
Value, although some organisations might
also focus on selected Key Stakeholders
Positioning statement within its Society or Business & Governing
Stakeholder segments.
An outstanding organisation
recognises that Creating An outstanding organisation acknowledges
Sustainable Value is vital for that Key Stakeholder needs may change
its long-term success and over time and that it is important to collect
and analyse feedback to improve or change
financial strength. their products, services or solutions.
The different elements to Creating

Sustainable Value are shown below in a
step by sequence. It is recognised that
the organisation’s plans for today and the
future may well run in parallel or overlap
at times, depending on the nature of the
organisation’s business.
4.1 D
esign the Value & How it is Created
4.2 C
ommunicate & Sell the Value
4.3 Deliver the Value
4.4 Define & Implement the Overall Experience

2 The EFQM Model
EXECUTION
Criterion 5 On the other side, there are constant changes

inside and outside the organisation that need
Driving to be managed in parallel if it is to remain
successful. (“Driving Transformation.”)
Performance & The combination of Driving Performance &
Transformation Transformation confirms the necessity for
the organisation to deliver for today while
preparing for the future.
Positioning statement Major elements in enabling performance

& transformation are innovation and
Now and in the future, an technology, the ever-increasing importance
organisation needs to be able of data, information & knowledge and the
to meet the following two focussed use of critical assets and resources.
important requirements at
5.1 Drive Performance & Manage Risk
the same time to become 5.2 Transform the Organisation for the Future
and remain successful. 5.3 Drive Innovation & Utilise Technology
5.4 Leverage Data, Information & Knowledge
5.5 Manage Assets & Resources
On the one side, it needs to continue

managing successfully the delivery
of its current business operations.
(“Driving Performance.”)

2 The EFQM Model
RESULTS
What the organisation has achieved in relation
to what has been described in the Direction &
Execution sections, including the forecast for
the future. In practice, we find that an outstanding
organisation provides results data for:
• Stakeholder Perceptions
• Creating Sustainable Value
• Driving Performance & Transformation

ORGANISATION
RELEVANCE & U
STAKEHOLDER
PERCEPTIONS
RESULTS
SA B
ILI
STRATEGIC &
OPERATIONAL
TY
PERFORMANCE
| P
ER
O
RM
F
AN
CE

2 The EFQM Model
RESULTS
Criterion 6 These perceptions could relate to past as well

as current Key Stakeholders and could be
Stakeholder obtained from a number of sources, including
surveys, focus groups, ratings, press or
Perceptions social media, external recognition, advocacy,
structured review meetings, investor reports
and compliments/ complaints, including
feedback compiled by customer relationship
Positioning statement management teams.
This Criterion concentrates
In addition to the perceptions that a Key
on results based on feedback Stakeholder may have of an organisation
from Key Stakeholders about based on personal experiences, perceptions
their personal experiences of may also be shaped by the environmental
dealing with the organisation – and social impact reputation of the
organisation. For instance, the degree to
their perceptions. which the organisation is perceived by its Key
Stakeholders as contributing successfully
to one or more of the United Nations
Sustainable Development Goals and Global
Compact ambitions.

As fully described in Criterion 3 there is a In practice, we find that an outstanding
clear linkage between how an organisation organisation:
executes its Engaging Stakeholders Strategy
and the Perceptions of the Stakeholder • Knows how successful it is at executing
Groups that it serves (Criterion 6). The its Strategy to meet the needs and
weighting factor decided by the organisation expectations of its Key Stakeholders.
and applied for each of the five different
• Uses its analysis of past and current
Stakeholder Groups is set in Criterion 3 and
performance to predict future
mirrored in Criterion 6.
performance.
• Uses Key Stakeholder Perception Results
to stay informed and influence its current
Direction and the Execution of its Strategy.

2 The EFQM Model
RESULTS
Examples of Key Stakeholder Perception

Results and topics to be covered could
include, but are not listed in any priority
order or limited to:
• C
ustomer Perception Results
• P
eople Perception Results
• B
usiness & Governing Stakeholders
Perception Results
• S
ociety Perception Results
• P
artners & Suppliers Perception Results

2 The EFQM Model
RESULTS
Criterion 7 These results are used by the organisation

to monitor, understand and improve its
Strategic & overall performance and to forecast the
impact this performance will have on both
Operational the perceptions of its Key Stakeholders as
well as its future strategic ambitions.
Performance In practice, we find that an outstanding
organisation:
Positioning statement • Uses both financial and non-financial

indicators to help it measure its Strategic
This Criterion concentrates and Operational Performance.
on results linked to the
• Understands the linkages between
organisation’s performance Key Stakeholder Perceptions and actual
in terms of: performance and is able to predict, with
a high degree of certainty, how future
• The ability to fulfil its Purpose, performance will evolve.
deliver the Strategy and • Considers the current and future needs
Create Sustainable Value and expectations of its Key Stakeholders
when deciding on the most appropriate
• Its fitness for the future. performance indicators to match its
Strategic & Operational objectives.
• Understands the cause and effect
relationships that impact on performance
and uses the results achieved to stay
informed and influence its current
Direction & Execution.
• Uses the results currently being achieved
to forecast its future performance with
an expected degree of certainty.

Strategic and Operational Performance
indicators could include the reported results
and forecasts used to show how well the
organisation is achieving its strategic goals
and the reported indicators and forecasts
used to show how well the organisation is
achieving its operational targets.
The indicators could include, but are not
limited to, the following examples:
• Achievements in delivering its Purpose

and Creating Sustainable Value
• Financial Performance
• Fulfilment of Key Stakeholders Expectations
• Achievement of Strategic Objectives
• Achievements in Driving Performance
• Achievements in Driving Transformation
• Predictive Measures for the Future.

ED EVAL
ENT UNDE UATE
P L EM RST D &
IM ASSESS OO
ME NT ME D
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PL I
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RE
E A P RO M E N
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&
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IMP
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E VA N C E & U SA B
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TO O D
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IM FLE
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F U M PA R I S O N S SOUND
TUR
E FOCUS ALIGNED

3.1 Introduction
RADAR is the acronym that EFQM uses to To help deliver a more robust analysis,
describe the logic behind the diagnostic tool the RADAR elements are broken down
it has developed to help any organisation: into a number of Attributes and with each
Attribute there is an associated description
• Better manage its current way of working. that expands upon what is meant and what
the organisation should be able to clearly
• Diagnose its current strengths and
demonstrate.
opportunities for improvement.
See Matrix Charts 1 – 3 on the following
At its highest level, the RADAR logic states pages.
that an organisation needs to:
An individual or a team can use the RADAR
• Determine the Results it is aiming logic at the Attribute level, in conjunction
to achieve as part of its Strategy. with the EFQM Model:
• Have in place an Approach that will • To help identify where an organisation’s
deliver the required result, both now current strengths and opportunities for
and in the future . improvement exist.
• Deploy this approach appropriately. • To help an organisation describe its future
• Assess and Refine the deployed approach in terms of the desired results and the
to learn and improve. necessary actions that need to be taken
to achieve those desired results.
Define the RESULTS Plan and develop the

you want to achieve APPROACH that will
deliver the result
RADAR
ASSESS the impact

and REFINE to
ensure you achieve DEPLOY the
the desired results approach

3.2 Applying RADAR for Direction &
Execution
Matrix Chart 1 shown below is used to
support the analysis of the Approach within
Criterion 1 (Purpose, Vision & Strategy)
and Criterion 2 (Organisational Culture &
Leadership).
N. B. Note that for Direction, the “Aligned” and “Flexible”
Attributes are not used
Matrix Chart 1: Analysis of Direction
Elements Attributes Description

Approach Sound The Approach has a clear rationale, aims to fulfil and respond to Key
Stakeholder needs, is described appropriately and is designed to be fit
for the future.
Aligned N.B. Not applied to Direction
Deployment Implemented The Approach is Deployed in relevant areas in an effective and timely
manner.
Flexible N.B. Not applied to Direction
Assessment & Evaluated & Feedback on the effectiveness & efficiency of the Approach and its
Refinement Understood Deployment are collected, understood and shared.
Learn & Improve Findings from emerging trends analysis, measurement, learning and
benchmarking are used to inspire creativity and generate innovative
solutions to improve performance in appropriate timescales.

Matrix Chart 2 shown below is used to Users of the RADAR logic should apply
support the analysis of the Approach the Attributes described in the appropriate
within Criterion 3 (Engaging Stakeholders), charts below to the information presented
Criterion 4 (Creating Sustainable Value) in Direction & Execution, respectively.
and Criterion 5 (Driving Performance &
Transformation). The descriptions associated with each
Attribute provide guidance on what
the organisation should be looking to
demonstrate.
Matrix Chart 2: Analysis of Execution

Approach Sound The Approach has a clear rationale, aims to fulfil and respond to Key
Stakeholder needs, is described appropriately and is designed to be fit
for the future.
Aligned The Approach supports an organisation’s Direction and is integrated
with other relevant approaches.
Deployment Implemented The Approach is Deployed in relevant areas in an effective and timely
manner.
Flexible The Execution enables flexibility and adaptation.
Assessment & Evaluated & Feedback on the effectiveness & efficiency of the approach and its
Refinement Understood deployment are collected, understood and shared.
Learn & Improve Findings from emerging trends analysis, measurement, learning and
benchmarking are used to inspire creativity and generate innovative
solutions to improve performance in appropriate timescales.

3 T
he EFQM Diagnostic Tool: RADAR
3.3 Applying RADAR for Results
The RADAR Matrix Chart shown below is Typically, this evidence will be data sets
used to support the analysis of Criterion 6 that show Perception Results or Strategic
(Stakeholder Perceptions) and Criterion 7 and Operational Performance, presented
(Strategic & Operational Performance). in response to the titles of each Results
Criterion. The descriptions associated with
Users of the RADAR logic should apply each Attribute provide guidance on what
the Attributes described in the chart below the organisation should be looking
to the evidence presented. to demonstrate.
Matrix Chart 3: Analysis of Results

Relevance Scope & Relevance A set of results that clearly link to the Purpose, Vision & Strategy of
& Usability the organisation are identified. The selected set of Results is reviewed
and improved over time.
Usable Data Results are timely, reliable, accurate and appropriately segmented to
provide meaningful insights that support performance improvement
and transformation.
Performance Trends Positive trends or sustained outstanding performance over the
strategic period/cycle.
Targets Relevant targets are set in line with the Strategy and are
consistently achieved.
Comparisons Relevant external comparisons suitable to position own performance
in line with the strategic direction are made and are favourable.
Future Focus Based on current cause & effect relationships, analysis of data sets,
performance patterns & predictive measures, the organisation
understands the drivers for outstanding performance in the future.


You will have seen at the bottom of Matrix EFQM and its Certified Recognition
Charts 1-3 a simple scoring chart in 10% Organisation Partners run programmes that
divisions that aligns with the associated recognise those organisations who, when
RADAR Attributes. We have included assessed against the Criteria of the EFQM
these charts because many organisations Model, can demonstrate outstanding,
value allocating a numerical value to their sustainable performance.
continuous improvement efforts. It should
also be noted that it is not mandatory that Organisations applying for recognition,
an organisation must score itself when when assessed against the EFQM Model,
self-assessing using the EFQM Model and are scored out of 1000 points. The 1000
RADAR. The one situation where scoring is points are divided across the seven Criteria,
mandatory is when an organisation applies as illustrated in the graphic below.
to EFQM, or one of its Certified Recognition
Organisation Partners, for external
recognition (see Section 10).
T | A S SE S SM
YMEN ENT
E PLO &R
| D EF
H IN
AC EM
P RO PURPOSE, ORGANISATIONAL
EN
VISION & CULTURE &

AP
STRATEGY LEADERSHIP
100
POINTS
100
POINTS
DIRECTION
T
NT & REF INEMEN
ORGANISATION ENGAGING
STAKEHOLDERS
RELEVANCE & U
100
STAKEHOLDER
PERCEPTIONS RESULTS EXECUTION POINTS
200
POINTS
E
CREATING
SSM
SUSTAINABLE
VALUE
SA B
SSE
STRATEGIC &
200
ILI
OPERATIONAL
| A
PERFORMANCE POINTS
TY
DRIVING
200
T
PERFORMANCE &
EN
| P
POINTS TRANSFORMATION
YM
E
O
100
RF
RM PL
O
AN POINTS E
CE | D
H
AC
RO
APP

3 The
EFQM Diagnostic Tool: RADAR

The scoring of Criterion 3 and Criterion 6 has When following the EFQM assessment
already been addressed in the earlier pages approach and using the RADAR logic
of this brochure. to score, there are two clear rules to be
applied, one in association with Direction
When using the RADAR Matrix Charts to & Execution, the other with Results:
score an organisation’s performance in the
remaining Criteria, there is a difference in • When scoring any of the Criterion parts
approach between scoring Criteria 1, 2, 4, 5 in Direction & Execution, the overall score
and scoring Criterion 7. in that Criterion part should not exceed
that of the score given to the soundness
In Criterion 7 (Strategic & Operational of the approach. No matter how well all
Performance) there are no Criterion parts other Attributes have been scored in that
and so the 200 points available are allocated Criterion part, the score derived for
at the level of Criterion 7. Sound is the “Master” of the others.
• When scoring Results (Criteria 6 & 7),
Because Criterion 1, 2, 4 and 5 are
the overall score in Criterion parts 6.1 to
segmented into Criterion parts, the points
6.5 and the overall score in Criterion 7
allocated to each particular Criterion, as
must not exceed that of the “Scope and
shown on the graphic on the previous page,
Relevance.” No matter how well all other
are allocated equal weight within that
Attributes have been scored in Criterion
Criterion.
6 & 7, the score derived for Scope and
Relevance is the “Master” of the others.
For example:
• Each of the 5 Criterion parts in Purpose,

Vision & Strategy contribute 20% of
the 100 points allocated to Criterion 1
a
. 1a = 20 points
b. 1b = 20 points
c. 1c = 20 points
d. 1d = 20 points
e. 1e = 20 points
• Each of the 4 Criterion parts in Creating
Sustainable Value contribute 25% of
the 200 points allocated to Criterion 4
a. 4a = 50 points
b. 4b = 50 points
c. 4c = 50 points
d. 4d = 50 points
Organisations interested in gaining external
recognition for their achievements are
assessed by a team of EFQM trained
Assessors, using these RADAR Matrix Charts.
The three RADAR Matrix Charts can

also be used by organisations wanting
to Self-Assess against the EFQM Model,
producing a numerical value at the same
time as producing a set of strengths and
The attraction for an organisation to produce

an overall score using the 1000 point scale as
part of its Self-Assessment, as well as gaining
a scoring profile against each of the seven
Criteria, is that it offers an opportunity to
compare with other organisations who also
use the EFQM Model and RADAR logic.
It also gives the organisation a starting
point from which it can measure its progress,
or regression, against the outcomes from
future Self-Assessments.

4 E
FQM Scoring Analysis
This graph represents the first 12 months of of 300 through to over 700), the graph
assessed scores from the new EFQM Model. below shows the average scoring profiles
referenced against both the Criteria and
Based on data extracted from the EFQM Criterion parts, of the new EFQM Model.
AssessBase (including organisations seeking
recognition and achieving an overall score
Purpose, Vision & Strategy 56

1.1 Define Purpose & Vision 57
1.2 Identify & Understand Stakeholders Needs 54
1.3 Understand the Ecosystem, Own Capabilities & Major Challenges 55
1.4 Develop Strategy 56
1.5 Design & Implement a Governance & Performance Management System 57
Organisational Culture & Leadership 56
2.1 Steer the Organisation’s Culture and Nurture Values 59
2.2 Create the Conditions for Realising Change 55
2.3 Enable Creativity & Innovation 54
2.4 Unite Behind & Engage in Purpose, Vision & Strategy 55
Engaging Stakeholders 56
3.1 Customers: Build Sustainable Relationships 61
3.2 People: Attract, Engage, Develop & Retain 60
3.3 Business & Governing Stakeholders: Secure & Sustain Ongoing Support 56
3.4 Society: Contribute to Development, Well-Being & Prosperity 51
3.5 Partners & Suppliers: Build Relationships & Ensure Support for Creating Sustainable Value 51
Creating Sustainable Value 57
4.1 Design the Value & How it is Created 58
4.2 Communicate & Sell the Value 54
4.3 Deliver the Value 60
4.4 Define & Implement the Overall Experience 56
Driving Performance & Transformation 53
5.1 Driver Performance & Manage Risk 54
5.2 Transform the Organisation for the Future 51
5.3 Drive Innovation & utilise Technology 53
5.4 Leverage Data, Information & Knowledge 49
5.5 Manage Assets & Resources 56
Stakeholder Perceptions 45
6.1 Customer Perception Results 53
6.2 People Perception Results 52
6.3 Business & Governng Stakeholders Perception Results 38
6.4 Society Perception Results 37
6.5 Partners & Suppliers Perception Results 36
Strategic & Operational Performance 52

As a general point, most users of the new Looking at the data, organisations are doing
EFQM Model during the first 12 months well setting their Purpose and Strategy and
of its introduction into the market were Creating Sustainable Value to a broad range
already familiar with the previous version of stakeholders. Improvement is still required
and so they were well prepared for their next balancing daily priorities with disruption,
assessment. This explains why the average change and transformation. There are
scores are on the high side. possibilities for improvement by re-shaping
the organisation for the future with better
With this data set we believe that most use of data and digital technology.
organisations have scored in-line with their
performance with previous assessments The lowest scoring areas are Stakeholder
using the EFQM Model. We are comfortable Perception results. And this is a key
suggesting, therefore, that there can be some opportunity for those organisations
consistent read-across from one model to that want to make a significant shift in
another if users feel that this is helpful at the performance. Our hypothesis is that
whole model level (score out organisations may indeed not meet the
of a 1000). requirements of their Key Stakeholders, but
it is more likely that expectations have not
At the aggregate level, we can make a few been managed well, and the results data and
observations about organisations that are the way it is collected and measured needs
performing well. These organisations, over improvement. For example, there is almost
the last 12 months, have exhibited: no usage of real-time perception data from
Key Partners and Suppliers and no evidence
• Greater ability to manage, in parallel, that sentiment analysis is being collected
large-scale change and day to day and analysed. In addition, there appears less
operations. investment and focus on how to turn those
wider stakeholders into advocates when
• A single clear purpose that everyone
compared with People and Customers.
in their organisation understands and
which runs through every aspect of the
EFQM is always happy to supply detailed
organisation’s DNA.
breakdowns of assessment scoring by
• An ability to anticipate future change, Criteria, size of company or sector, and we
be agile and adaptive with their people, can only do this with the support of our
processes and resources especially data partners who undertake assessments using
and technology. the EFQM Model across the world, so we are
indebted to them and thank them for their
highly-valued cooperation.

5 E
FQM Sentiment Analysis
Agile 0.39
Artificial Intelligence 0.53
Change 0.39
Circular Economy 0.37
Creativity 0.54
Culture 0.36
Diversity 0.39
Inclusion 0.49
Innovation 0.45
Leadership 0.36
Prediction 0.24
Purpose 0.52
UN SDG 0.47
Stakeholders 0.45
Strategy 0.38
Sustainability 0.33
Transformation 0.33
Values 0.68
Vision 0.66
This analysis is based on the assessments completed in English, using the Business Matrix
Advanced tool, on the EFQM AssessBase.

Sentiment analysis is the use of language EFQM uses a sentiment analysis engine that
analysis to systematically identify, extract, gives us great insight into our organisation,
quantify, and study affective states and such as collecting feedback from our training
subjective information. It uses an algorithm delegates. We analyse their text response
that determines the emotion behind the rather than use a simple 1-5 scale. It provides
words of a sentence. A combined score us with a richer insight into what people are
is given to a text, based on how positive, “feeling” about their training experience.
negative or neutral the individual words
used are, when set within the given context. In addition, using our sentiment analysis
engine, we have analysed every 2021 EFQM
A score of +1.0 would be a comment full Global Award (EGA) Submission to identify
of strong, positive sentiment and effusive what words really evoke strong positive
support. Alternatively, a score of -1.0 would sentiment from the organisation as they
carry very strong negative emotion. The write about themselves. It was rewarding to
value of this analysis is that it captures the see such positive feelings expressed when
nuance, and tries to provide the reader with organisations talked about Values, Vision,
more insight on what the writer is saying set Purpose and Creativity. We hope these
against a comparable score. insights provide leaders of all organisations
with a signal of what motivates people to join
and to stay.

6 A
ssessBase
Continuous Organisational Insight
AssessBase is a flexible and bespoke tool AssessBase provides three levels of proven
to help organisations improve and manage diagnostic tools suitable for organisations of any
change. AssessBase helps organisations size and maturity. They can be used individually or
combined for a more holistic view. Organisations
measure, track and improve performance can track progress and shift resources to better
in the areas they are most interested in. reach their goals by scoring their performance
over time.
From start-ups looking to engineer fast growth
through to successful businesses dealing with The AssessBase diagnostic tools address
a crisis, or multinationals keen to adopt a themes such as Purpose, Organisational Culture
sustainability culture, AssessBase can help. & Leadership, Stakeholder Engagement and
Satisfaction, Creating Sustainable Value and
Strategic & Operational Performance.
Questionnaire Business Matrix Business Matrix Advanced
A “light touch” assessment, using a A more rigorous assessment A complete assessment against all
simple questionnaire, to help “curious/ referenced against all Criteria of the Criterion-parts of the EFQM Model,
less mature” organisations identify EFQM Model and provides a score the associated Guidance Points and
their current position and determine on the RADAR elements. Using this score on the full RADAR Attributes.
potential improvement opportunities. tool, organisations can generate a Using this tool, organisations can
more detailed understanding of their generate a detailed baseline on their
performance. performance and identify where they
currently excel and where there are

The EFQM Lens Series By Topic
Using the same guiding principles and seven
Criteria of the EFQM Model, the AssessBase Circular Economy
also features several ‘Lenses’ that can be used as Provides a method for organisations to measure
diagnostic tools - tailored to measure and improve and improve the way they migrate from their
performance by focusing on a specific topic, such current ‘take, make, dispose’ way of working to a
as the United Nations Sustainable Development series of more regenerative approaches.
Goals (UN SDGs), Circular Economy, or a specific
sector, for example, Education. UN Sustainable Development Goals
Provides a method for organisations to measure
Outstanding organisations find it important to their progress towards embedding the relevant
integrate and embed specific management topics UN SDGs and associated targets into their way
or ensure good sector practices within their of working.
Purpose, Ecosystem, Leadership, Culture,
Operations, and Results. Innovation
It shows how organisations can create a stronger
innovation culture and drive results.
Disruption
Guides organisations as they identify how well
prepared they are for disruption and major change
and how effective leadership is managing today in
times of disruption.
By Sector
Education
Help school leadership teams to measure current
performance and shape future activities to improve it.
WHERE CAN I FIND OUT MORE?

• To arrange a live demo of AssessBase or if
you have any questions, please email us at
assessbase@efqm.org
• You can also access the AssessBase
questionnaire for free at
efqm.org/assessbase
• You can buy a licence for AssessBase,
which gives you full access to our online shop.
efqm.org/assessbase/shop

7 K
nowledgeBase
Setting Best Practice Standards
KnowledgeBase is our knowledge and Best Practice

resource hub to support your organisation About 50 good practice insights have been
and your role by providing direct access to identified during the EFQM Global Award 2021.
They are from large to small organisations,
comprehensive and curated content. representing a wide range of sector and countries.
Some of the top insights that achieved a high level
From developing an innovation culture in a not- of EFQM Recognition feature subjects such as:
for-profit, through to applying the UN SDGs
in a multinational, KnowledgeBase hosts and Defining and Engraining the Purpose – How an
signposts expertise from the world’s leading organisation defines a meaningful and heartfelt
organisations and publications. Whether you’re Purpose and deeply engrains it with all its
looking for support on specific topics or want to employees.
research what the industry leaders in your sector
are doing, KnowledgeBase can help you identify Blended Culture – Through the engagement
the latest thinking. Thinking which you can then of all employees in a set of 5 common values,
apply to your day-to-day work. which are the guidance elements underpinning
daily behaviour, a unique “Blended Culture” has
As part of the EFQM assessment process, we been created, and that is a catalyst in delivering
collect best practices. These insights from outstanding results.
role model organisations are captured by our
experienced Award Assessors during the EFQM Project Management for Continuous Growth and
Global Award process. These Award Assessors Capacity Extension – The approach for planning
form international teams of experienced and implementing large scale projects, in particular
professionals, all trained in EFQM’s rigorous those related to capacity extension, considers the
assessment process, to analyse how effectively organisation´s Purpose, Strategy, risk management
the organisation performs in the delivery of its and sustainability.
strategic objectives.
Life-phase Oriented Personnel Development
Concept and Employee Involvement - How to
answer the challenge of reconciling the increase
in the age and diversity of the employees with the
business requirements in a dynamic market.

People Engagement and Commitment –
Implementing a strong management culture based
on the company’s values (Attentive, open and
committed) to define the behaviour to customers.
Professional internal communication and Strategy
deployment – Professional internal communication
and Strategy deployment based on the premise
of “communicate with head, heart and hand.”
Comprehensive communication has been
instrumental for the successful onboarding of all
employees in the change and improvement
A Systemic Approach Adapted to an SME –

Structured processes and continuous improvement
while maintaining agility and giving each employee
great freedom of action.
Blueprint for “Positive Leadership” – The elements

of the leadership culture published in the White
Book given to all leaders, setting the standard for
leadership and providing a guideline for people who
want to become leaders.
Innovation and Future – How to effectively

implement an innovation-based Strategy –
The creation of an Innovation and Future division
as well as an Innovation Ecosystem that supports
the innovation culture and defines the way all
stakeholders, all systems and all initiatives are
connected and integrated.
The full stories, and much more, can be read on

efqm.org/knowledgebase

Glossary
Agile: The organisation’s ability to change direction/focus in Customer: The recipient of the products and/or services
response to an emerging opportunity or threat in a timely way. provided by the organisation. The Customer is one of the Key
Stakeholders, in many cases the primary Key Stakeholder, for
Approach: The overall way by which something is made to whom the organisation aspires to Create Sustainable Value.
happen; an approach comprises processes and structured
actions within a framework of principles and policies. Disruptive Thinking: Breaking free from the confines of
routine thinking, getting a new, larger, different perspective,
Benchmarking: A systematic comparison of approaches with seeing things from another angle or in another light.
other relevant organisations that gains insights that will help
the organisation to take action to improve its performance. Diversity & Inclusion: The extent to which the people
within the organisation recognise, appreciate and utilise,
Business Model: The elements of the business that create the characteristics that make individuals unique Diversity &
and deliver value; these elements normally include the value Inclusion can relate to age, beliefs, class, ethnicity, physical
proposition, the customer segments and their associated abilities, race, religion & sexual orientation.
relationships, the channels used to take products, services and
solutions to market, the revenue & cost streams, partners, and Ecosystem: A fundamental principle of an ecosystem is
the critical resources and processes of the organisation. interdependence, i.e. something that happens in one part of
the system may affect other parts within the system. In the
Circular Economy: A circular economy is a regenerative context of an organisation there are many factors external to
approach, in contrast to the traditional linear economy, which it that affect how it operates, but over which it has no control.
has a ‘take, make, dispose’ model of production. It is an economic These can include government policy, the economic and societal
system which can be achieved through long-lasting design, make-up within its region and neighbourhoods, the prevailing
maintenance, repair, reuse, remanufacturing, refurbishing, and religious and cultural expectations of its communities, demands
recycling http://ec.europa.eu/environment/circular-economy/ for sustainability and available financing.
index_en.htm
Empowerment: The process by which individuals or teams
Community: The term community typically refers to the are granted power, operate with a degree of autonomy in their
various individuals, groups and institutions that have a vested actions, are able to take decision making responsibilities and
interest in the welfare and success of the organisation, its have access to resources and control over their own lives. In
associated neighbourhoods and the impact that it may have doing so, they gain the ability to achieve their highest personal
on its ecosystem. and collective aspirations and goals. When an individual is
empowered, he/she has a greater sense of motivation and
Comparisons: Data used to compare the performance of one self-confidence.
organisation or process with another.
Ethical Behaviour: Ethics are well founded standards in a
Competence: The ability or skill to do something efficiently Culture that make a person’s actions right or wrong. They
and effectively. influence behaviour and help an individual to make the right
choices and act responsibly.
Creativity: The ability to move away from current rules,
methods and relationships to generate ideas for new or Forecast: The ability to predict or calculate what will happen or
improved processes, products, services, solutions, systems be needed in the future as a result of the study and analysis of
or social interactions. available, relevant data.
Culture: The specific collection of values and norms that Gender Balance: Within the context of an organisation, it
are shared by people and groups within an organisation relates to women having the same opportunities as men
that influence, over time, the way they behave with each to progress their careers, including increasing women’s
other and with Key Stakeholders outside the organisation. representation in decision-making bodies.
Global Compact: https://www.unglobalcompact.org

Good Practice/Best Practice: Superior approaches, policies, Partner: An external party with whom the organisation
processes or methods that lead to exceptional achievement. strategically chooses to work with to achieve common
Since it is difficult to find out what is best, the term “good objectives and provide long term mutual benefit.
practice” is preferred by most organisations. Ways to find good
practice outside the organisation can include benchmarking Partnership: A durable working relationship between the
and external learning. organisation and one or more partners that creates and shares
greater value for both parties. Partnerships can be formed with,
Governance: A framework of authority and control within an for example, suppliers, distributors, customers, educational
organisation used to help it fulfil its legal, financial, ethical and establishments, consultancies or research organisations.
general stewardship obligations.
People: All individuals employed by the organisation (full time,
Innovation: The practical translation of ideas into new or part-time, including volunteers), including leaders at all levels
existing products, services, solutions, processes, systems, Perception: Whatever a Key Stakeholder may think or feel
organisational structures or social interactions. about the organisation, his or her opinion may be different
to what they say about the organisation for any number of
Integrity: Integrity is the quality of having a strong moral or reasons. How the Key Stakeholder expresses his or her view can
ethical code. This includes values such as respect, fairness, be achieved in any number of ways but, regardless, the reality is
trustworthiness and honesty. that the Key Stakeholder has a perception and the organisation
needs to first understand and then manage this perception if it
Intellectual Property: The value of an organisation that is not is to continue to meet its Key Stakeholder needs.
captured in its traditional financial accounts. It represents the
intangible assets of an organisation and is often the difference Process: A set of activities, repeated over time, that interact
between market and book value. with one another as the output from one activity becomes the
input for another activity. Processes add value for external or
Knowledge: The expertise and skills acquired by a person internal customers by transforming inputs into outputs, using
through experience and education, involving the theoretical resources. Typically, there are three types of processes: main or
and/or practical understanding of a subject. While data are ‘core’ processes, management processes and support processes.
raw facts and information is data with context and perspective,
knowledge is information with guidance/ability for action. Prosumer: A way of segmenting an organisation’s customers
beyond the more traditional definitions. The digital and online
Learning: The process of gaining skills, knowledge and world of the 21st century offers significant potential for an
understanding through study and experiences. organisation to engage its customers in designing the products,
services or solutions they wish to consume.
Learning Network: A group of people with a common goal
or interest who pool their individual information, knowledge Purpose Statement: A statement that describes the raison-
and experience to actively learn together. d’être of an organisation i.e., what it does and why it does it
and which is understood by its stakeholders.
Manage Change: An approach for leading the transition of
individuals, teams and organisations from their current state Sell the Value: Regardless of whether the organisation is
to a defined, desired future state. It is an Organisational process private or public sector, its value proposition, its offering still has
aimed at helping those stakeholders affected by the change to to be ‘sold’ to Key Stakeholders so that they will decide to take
understand, accept and embrace it. the product, service or solution on offer.
Megatrends: Topics that are expected/predicted to be global

influences in the coming years. These are the topics that,
regardless of size, reach or Private/Public sector status, an
organisation should heed if it is to remain relevant.

Glossary
Society: The social infrastructure outside the organisation

that can be affected by, or, equally, can impact on the
organisation. This can be representatives of the immediate
Community or the Wider Society, including, for example,
Special Interest Groups.
Strategy: Derived from a careful analysis of its ecosystem,

the way an organisation intends to achieve, over a particular
time period, its strategic priorities, moving from where it is
now to where it wants to be in the future whilst remaining true
to its Purpose.
Sustainability: The long term future of the organisation, as

perceived by its various Key Stakeholders, i.e. the Business &
Governing Stakeholders, its People, its Community, its Partners
& Suppliers.
Third Sector Organisation: An organisations that is neither

public sector nor private sector. Typically, it can be a voluntary
or community organisation, a registered charity, self-help or
community group. Generally, the organisation is independent of
government and motivated by the desire to achieve social goals.
It needs to make a surplus (profit) on its actions to be financially
sustainable and any profit made from its actions is reinvested in
the pursuit of the organisation’s ambitions.
Transparency: The situation in which collaboration,

cooperation and collective decision making happens in an open
manner and people can trust that business is being conducted
fairly and honestly.
United Nations Sustainable Development Goals:

https://www.un.org/sustainabledevelopment/sustainable-
development-goals/
Value Proposition: The differentiating value that the

organisation’s products, services and solutions 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. It is intended to serve as a clear guide
for choosing current and future courses of action and, along
with the organisation’s Purpose, it is the basis for strategies
and policies.

Acknowledgements
9.1 Introduction 9.3 Survey Respondents
Nearly 2,000 individuals contributed to the review of the Responding to 86 questions in a survey is more than a 5-minute
previous version of the EFQM Model, a process that started in task and receiving 1200+ responses was a strong indicator
June 2018 and culminated in the launch of the next generation to EFQM of the level of interest in the EFQM Model renewal
of the EFQM Model at the EFQM Forum in Helsinki (23rd-24th initiative. The survey responses provided by this second group
October 2019). were instrumental in enabling the Core Team
to make a flying start.
EFQM wishes to acknowledge the support it has received
from, and offer sincere thanks to, the following individuals and
organisations. Without them, it would not have been possible to 9.4 EFQM Vienna Forum Workshop Participants
produce what EFQM believes to be a World-Class Model that
any organisation can use, to help it achieve outstanding levels The third group to whom EFQM wishes to extend its thanks are
of performance. the 60+ people who participated in a workshop on Day 2 of the
EFQM Forum 2018 in Vienna to listen to the initial thoughts of
the Core Team and respond to some challenging comments that
9.2 EFQM Core Team had been identified in the survey responses.
First and foremost, on the roll call of recognition for the

delivery of this most recent version of the EFQM Model is 9.5 C-Suite Interviewees
the Core Team, created by EFQM to help it drive the
development process. EFQM wishes to acknowledge the The fourth group that EFQM wishes to acknowledge, and
efforts that each and every member of the Core Team made offer thanks to, are the C-Suite individuals who agreed to
over the duration of this project. Their professional attitude be interviewed by Core Team members, responding to the
and approach to the challenge they were presented with question “As a C-Suite Executive: What keeps you awake at
was exemplary, and their efforts and commitment to help night?” Not all interviewees wished to be recognised by name
the Foundation produce the best possible next-generation in any subsequent EFQM articles or publications, so we have
EFQM Model is highly appreciated. restricted ourselves to listing the different industry sectors
that engaged in this step in the process:
Dr. Andreas SCHMIDT: SSB Consult: Germany • Automotive
Carola MENZER: T-Systems Multi Media Solutions: Germany • Aviation
Diane DIBLEY: British Quality Foundation: UK • Circular Economy
Ehrtfried BAEUMEL: • Confectionary, Food & Beverage
Robert Bosch GmbH, Plant Bamberg: Germany • Consulting
Gail TUTCHER: British Quality Foundation: UK • E-commerce
Professor Hadi El TIGANI: • Education
Dubai Electricity & Water Authority: UAE • Electronics & Semiconductors: Technology: Information,
Hakan KILITÇIOĞLU: ARGE Consulting: Turkey Communications, Technology (ICT)
Ignacio BABÉ: CLUB EXCELENCIA EN GESTIÓN: Spain • Energy
Johann SAUERMANN: Quality Austria: Austria • Financial Services
Matt BYROM: Siemens: UK • Healthcare: Public & Private
Peter BROWNING: Signify: The Netherlands • Industrial Automation
Rebecca KELLY: West Lothian Council: Scotland • Manufacturing
Sabine KERN: Vamed: Austria • Not for Profit
Stéphane VERDOUX: Strateis: France • Online Business
Susana FÁBREGAS: CLUB EXCELENCIA EN GESTIÓN: Spain • Pharmaceuticals
Dr. Thomas BÄUERLE: SSB Consult: Germany • Public Sector
Professor Vittorio CESAROTTI: • Steel
University of Rome Tor Vergata: Italy • Trade Union
• Transport

Acknowledgements
9.6 Co-Development Testing Organisations 9.7 Translators

The fifth group worthy of mention is the 24 organisations that The working language of EFQM is English, but its Model is used
volunteered to enter into the Co-Development testing phase. in many countries around the world where English is not the
The feedback from these organisations proved invaluable first language. Benefitting from this significant global coverage
in helping the Core Team crystallise its thinking in terms of is made possible due to the support EFQM receives from a
what final adjustments were necessary to ensure the EFQM cohort of translators, many of whom work for our Certified
Model would be fit for the future. Our sincere thanks go to Recognition Organisations. We thank them most sincerely for
the following organisations who undertook the testing in their their efforts in helping us to make this latest version available in
European operations: so many different languages.
• B osch Rexroth S.p.A: Italy
• CLUB EXCELENCIA EN GESTIÓN: Spain
• E nagas: Spain 9.8 EFQM Off ce
• E SBAS: Turkey
• G eriatric Health Centres of the City of Graz (GGZ): Austria And last, but by no means least, the following members of the
• H elsana Versicherungen AG: Switzerland EFQM Office team who were fully involved in the development
• R obert Bosch Gmbh, Plant Bamberg: Germany process and whose support and engagement were essential
• R obert Bosch GmbH, Plant Blaichach: Germany ingredients to the success of the project.
• R obert Bosch Car Multimedia GmbH: Germany
• S iemens: Digital Factory: UK Geoff CARTER: Model Development Core Team Leader
• S ignify: The Netherlands & Product Advisor
• T etraPak: Italy Gianluca MULÉ: Chief Operating Officer
• U NOPS: Denmark Samuli PRUIKKONEN: Senior Manager – Assessment
• V amed: Austria & Recognition
• W est Lothian Council: Scotland Vinciane BEAUDUIN: Global Head of Digital Services
• W heatley Group: Scotland
• W iener Konzerthaus: Austria My sincere thanks to everyone mentioned above for your time,
your thoughts and your interest in helping EFQM with its own
Thanks are due also to the following organisations from transformation as well as the transformation of its globally
the United Arab Emirates (UAE), who participated in the recognised, leading-edge Model.
Co-Development testing of the Model and provided equally
valuable feedback. Russell LONGMUIR
• Abu Dhabi Police Chief Executive Officer
• Dubai Airport Free Zone Authority EFQM
• Dubai Electricity & Water Authority
• Dubai Municipality
• Dubai Police
• Knowledge & Human Development Authority (KHDA)
Special thanks are extended to Isra’a MOBIDEEN, from

the EFQM Office in the UAE, who supported these six
organisations in the testing process.
EFQM’s thanks also go to the BMW Mexico Operations

Department team based in the San Luis Potosi factory in
Mexico, supported by Hans-Joachim SCHNEIDER of QMS
GmbH.
A special mention should also be given to the members of

the French Benchmarking Club who held two separate ½ day
workshops in Lyon & Toulouse to critique the draft version that
was placed before them.

Further Help
Involvement & Engagement Recognition
Becoming an EFQM Member is the opportunity for you to join EFQM Recognition is a great way to demonstrate that your
a network that connects organisations globally, regardless of organisation is committed to improving its performance and
size and sector, and provides the opportunity to share, learn and being fit for the future. The different levels of recognition
converse with peers. As an EFQM Member, you are provided provide milestones on the journey, helping to motivate an
with professional support in designing & executing your road organisation’s people and sustain momentum.
map for performance improvement, gaining insights as you
progress. You will have access to a range of exclusive benefits The EFQM Global Excellence Award is the ultimate competition
that will support the organisation to overcome any challenges, for recognising outstanding organisations globally. If your
manage change and Create Sustainable Value for your Key organisation enters into this competition, it is “playing in
Stakeholders. the Champions League,” subjecting itself to a very rigorous
assessment process conducted by a team of experienced EFQM
Join the Community on TOTEM, the EFQM Engagement Tool. Assessors who, collectively, have experience in different sectors
This is the place where you can share interesting articles, ask and come from different cultural backgrounds.
questions, post photos of your team(s) activities, at work, where
they have been, what they are doing and have fun. EFQM Assessments, regardless of whether it is for an external
or internal assessment, are supported by an online platform,
the EFQM Assess Base. This is an intuitive platform to support
Access to Further Resources your organisation as it goes through the assessment process.
From a beginner to a more mature level, you will find the tool
The EFQM KnowledgeBase is a repository of curated and that will help you and your team to identify your strengths
validated content on a variety of topics, sectors, and material. and opportunities for improvement. Thematic tools (Lens) on
You will be able to surf through success stories, insights, management topics such as innovation or the circular economy,
articles, videos, podcasts, tools or data analytics to support are also available on this platform, enabling your organisation to
your organisation’s improvement journey or your own personal gain specific information on both its process and performance
development. efqm.org/knowledgebase in these important areas. efqm.org /assessbase
Training
EFQM’s training portfolio offers courses that support and help

develop your ambitions to become skilled in the application
of the EFQM Model. Starting with a Foundation Course that
provides a basic understanding of the EFQM Model, you can
then follow three, interchangeable paths according to your own
needs:
• The Assessor Path, for those who want to become a qualified
EFQM Assessor and take part in an external or internal
assessment.
• T he Organisational Change Leader course is for those who
want to lead change with confidence by using the EFQM
Model to help manage and land the desired change.
• T he Lens Path where the focus is on using the Model to
examine a specific management topic such as Innovation,
including how to use the Model in diagnostic mode to
assess your organisation’s strengths and opportunities for
improvement in the chosen topic.

EFQM: What We Do
TRAINING
Manage, innovate, change.

Learn to manage transformation and change using
the EFQM Model
Whether you’re exploring the EFQM Model for the very first
time, want to position yourself as an expert, or intend to use
the EFQM Model to improve your organisation, we can help Find out about this
you to achieve your goal. and discover more at
efqm.org/training
INSIGHT
Benchmark, improve then dig a little deeper...

Always improving, always learning
AssessBase is a flexible and bespoke tool to help organisations
improve and manage change. KnowledgeBase is a knowledge
and resource hub to support organisations and individuals by
providing direct access to comprehensive and curated content. Find out about this
and discover more at
efqm.org/insight
RECOGNITION
Become a global leader

The EFQM Community likes to recognise and
reward success
We provide a global platform for recognition and support.
Find out about this

and discover more at
efqm.org/recognition

Contact
Contact EFQM if you want to

improve the way you work and help
your organisation grow.
To follow a management philosophy

shared by thousands of people all
over the world. A philosophy that
blends purpose, people, planet and
profit, with a global network of
members who are proud to help each
other to succeed.
BRUSSELS MIDDLE EAST LONDON

Avenue des Olympiades 2 Dubai Knowledge Park Parkshot House, 5 Kew Rd
1140 Brussels, Block 13, Office G21 Richmond TW9 2PR
Belgium P.O. Box 500772, Dubai United Kingdom
United Arab Emirates
T +32(2) 775 35 11 T +971 4 365 81 70 T +32(2) 775 35 11
info@efqm.org efqmmiddleeast@efqm.org info@efqm.org

www.efqm.org

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The

EFQM has helped 50,000 organisations The EFQM Model

Through our integrated and carefully

By becoming a successful partner to

1 The EFQM Model — Revised 2nd edition

The EFQM Model has been available for

In addition, we felt it was important to produce

2 The EFQM Model — Revised 2nd edition

We believe you will find this edition helpful

3 The EFQM Model — Revised 2nd edition

Since its inception, the EFQM Model has

Now, through the application of up-to-date content,

To co-create the new EFQM Model, we surveyed

Through this unique collaboration, we were able

4 The EFQM Model — Revised 2nd edition

Built on design thinking, the new EFQM Model

Simply put, the EFQM Model will help your

5 The EFQM Model — Revised 2nd edition

VISION & CULTURE &

The EFQM Model not only remains

6 The EFQM Model — Revised 2nd edition

There is an assumption and expectation

7 The EFQM Model — Revised 2nd edition

We know the EFQM Model is used and

Understanding Organisational Maturity Driving Transformation Programmes

8 The EFQM Model — Revised 2nd edition

9 The EFQM Model — Revised 2nd edition

VISION & CULTURE &

10 The EFQM Model — Revised 2nd edition

11 The EFQM Model — Revised 2nd edition

Read first hand how the EFQM Model

BMW Plant, Munich Bosch

It all started with an idea... Creating a culture for

Dr. Robert Engelhorn, Melanie Albrecht, Co-ordinator of

“ The EFQM Model helps us

12 The EFQM Model — Revised 2nd edition

Applying skills intelligence Flicking the ‘on’ switch to

Damien Yeates, Thomas Lazer, Global Head of Quality

“ One of the benefits of

13 The EFQM Model — Revised 2nd edition

• Defines an inspiring Purpose

This Direction setting prepares the way forward

14 The EFQM Model — Revised 2nd edition

VISION & CULTURE &

Criterion 1 The Purpose of the organisation:

The Strategy of the organisation:

1.1 Define Purpose & Vision

16 The EFQM Model — Revised 2nd edition

Criterion 2 In an outstanding organisation, leadership

An organisation that aspires to be recognised

Organisational Leadership relates

17 The EFQM Model — Revised 2nd edition

ENT & REF INEMENT

18 The EFQM Model — Revised 2nd edition

• Define an inspiring Purpose

The Direction setting as outlined above, prepares

• Knows who the stakeholders are in its

19 The EFQM Model — Revised 2nd edition

Criterion 3 Because we live in an ever more dynamic

• Knows who the stakeholders are in its

Positioning statement • Uses both financial and non-financial

• Each of the 5 Criterion parts in Purpose,