We are now working towards the objectives defined in our next 3 year plan, which runs from 2013 to 2015.

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2 EFQM operates on a fiscal year aligned to the calendar year. This document has been produced with the figures up to the end of 2011, following the audit of the financial figures by KPMG in February. As the annual Employee Engagement and Member Surveys are run during the 1 st quarter, we include the latest figures for the 2013 survey. We are committed to help 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 practices and integrating those within our portfolio. 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 member s enthusiasm, their motivation and the results they achieve; that is what we work for.

3 EFQM is a not-for-profit membership foundation based in Brussels, Belgium. We currently have 19 employees. With around 450 members covering more than 55 countries and 50 sectors, we provide a unique platform for organisations to learn from each other and improve performance. EFQM is the custodian of the EFQM Excellence Model, a business model which is helping over 30,000 organisations around the globe to strive for Sustainable Excellence. The Foundation was initiated in 1988 when 14 CEOs joined forces to develop a Management tool that would increase the competitiveness of European organisations. Supported by the European Commission in the European Quality Promotion Policy, the founding members created the EFQM Excellence Model to: Stimulate and assist management teams in adopting and applying the principles of organisational excellence Improve the competitiveness of European Industry Close the gap of competitiveness between Europe and the USA and Japan As a non-governmental organisation EFQM does not receive subsidies from the European Commission or other governmental bodies. Our income is derived from Membership fees, Training, Recognition, Publications and licence fees from our Partners. The contribution from each in 2012 is shown in the graph. 1

4 In 2008, the Board of Governors agreed that EFQM should return to focusing on the 3 key strengths; the Members, the Model and the Assessors. This resulted in a change of management and a change of direction, putting the Model at the heart of everything we do at EFQM. In 2009, we developed a 3 year strategy to support the deployment of the EFQM Excellence Model 2010, launched at the EFQM Forum in October The EFQM Excellence Model is now on a 3 year review cycle, with the latest version being launched in October 2012 at the EFQM Forum by our CEO, Marc Amblard, with support from the Board Members and the Core Team who developed it. We are now working towards the objectives defined in our next 3 year plan, which runs from 2013 to Attract new members to EFQM and our Partners. Increase member engagement and retention. Strengthen network of Partners, increasing our EU coverage and support network. Support the European Institutions and the recovery of the European economies. Our overall goal is to achieve Financial Sustainability for the Foundation, enabling us to continue to pursue our Vision and Mission. Achieving this is based on 4 strategic pillars and the foundation of a strong organisation: 2

5 In 2010, we achieved Committed to Excellence from Bbest, having re-established the regular selfassessment and improvement cycle. In 2011, we achieved 3 Star Recognised for Excellence, also through Bbest. The commitment to continue this journey was confirmed in October 2012 when our current CEO, Marc Amblard, agreed the goal of achieving 5 Star Recognised for Excellence by 2015 with the EFQM Board of Governors. Achievement Year Gained Recognised for Excellence 2004 External Assessment Conducted 2008 Gained Committed to Excellence (through Bbest) 2010 Gained 3 Star Recognised for Excellence (through Bbest) 2011 Following our last assessment, the following improvements have been implemented to address the areas for improvement identified: Leadership Revised vision, mission & values developed as part of the current strategic plan Revised KPIs and monitoring systems to increase balance between leading and lagging indicators Strategy Systematic review of business model and options as part of Strategic Review Development of 3 year Strategy Plan (2013 to 2015) People Additional training to support Account Management (Sales Training and Project Management) Partnerships & Resources Development of Partners Dashboard to support review process Implementation of Sharepoint (EFQM Intranet) Processes, Products & Services Process Model refined and deployed via Sharepoint Use of SAP CRM to support Account Management and improve data analysis 3

6 Effectively, any organisation can be a customer of EFQM. The majority of our delivery focuses on organisations in the EMEA region but we do have partners, members and customers in Asia and South America. EFQM delivers products and services to member and non-member organisations, both through the direct channel (EFQM staff or contracted consultants) and the indirect channel (EFQM Partners). Competitors can be grouped into the following categories and our understanding of the current general trends for each area is summarised below: Membership organisations - many membership organisations are struggling with retention, especially during the current financial climate. The challenge is how they can demonstrate value for money. Quality / Excellence Tools (e.g. Lean, Six Sigma, Balanced Scorecard) in the 25 years since EFQM was established, there have been several waves within the management community; a tool that has been very popular for few years, peaked and then faded. Certification bodies (e.g. ISO) many organisations are required by their customers to have specific certifications and standards. There are very few cases where adoption of EFQM is a requirement. Training providers EFQM is widely viewed as a specialist training centre for quality managers. Attempts to promote courses outside of this area have proved difficult and resource intensive. Conference organisers there are numerous events and conferences run each year on excellence topics, many by companies who specialise in this area. Attendance of events in general is declining, partly because there is more choice but increasingly because technology is providing more efficient networking platforms. The EFQM Portfolio has evolved over the years and is now designed to help organisations at every step of their journey. In line with our revised strategic focus, 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. During 2010, we implemented the revised portfolio, aligned to the EFQM Excellence Model The Model Brochure is now available in 14 different languages and a number of EFQM Training Courses are available in local language through our partner organisations. A number of the products and services in our 4

7 portfolio have been developed as collaborative partnerships with our members. These are practical tools, techniques or trainings that have been proven to deliver results. In 2011 we aligned the organisation structure to our core processes. In 2013, we refined this structure to focus on strategic value streams, supporting our different delivery channels (Direct & Indirect). As a small team, we work in a matrix structure, with direct reporting lines defined in the organisational chart. EFQM delivers products and services directly to a variety of customers, both from member and nonmember organisations, and indirectly through a network of partners. A full description of the Partner Model is included in the overview of the Partnerships & Resources criterion. We developed a revised Marketing & Communications plan to support the 2010 to 2012 strategy. The theme for the plan was Communicating beyond the bubble ; effectively targeting and engaging groups beyond our existing membership. The feedback we had collected indicated EFQM was viewed as old fashioned, traditional and a cliché, both within and outside the members. The plan to address this included changing the look and feel of our communications, our house style and developing new channels, including social media and other Web2.0 tools. As a result, we have been able to structure which channels we use to communicate which messages to which audience. Increasing our visibility and reputation within the wider community, specifically academics and other key influencers, remains a key issue; the future of the foundation rests on our ability to attract new members and users for the Model. Extending our presence on the web, both in terms of the communications we make and the number of people making reference to EFQM is at the heart of our communications plan. In 2010 we published our first annual report, giving an overview of our new strategy, our key results and our revised portfolio. The general feedback from our stakeholders was extremely positive; the report clearly demonstrated a new, transparent approach to open communications and generating a dialogue with the wider community. The second Annual Report ( ) was published as an interactive PDF using one of the new web-based publishing tools we have adopted, enabling us to track the number of readers over time, segmented by geographical location. To date, the report has had over 37,000 views. One of the areas highlighted for improvement in the Member Survey was the Sharing element of our portfolio. Based on the results and comments made, we have increased the focus on sharing good practice identified through our recognition schemes; giving our members the opportunity to showcase their experiences through our events, webinars and Good Practice visits. Web2.0 tools making the sharing of experience and the development of virtual networks easier than ever before; successfully exploiting these tools will help EFQM reach a new audience and ensure the sustainability of the foundation. 5

8 The EFQM Management Team comprises of: Marc Amblard (Chief Executive Officer) Opdenbosch (Chief Financial Officer) Matt Fisher (Chief Operating Officer) This group meets weekly to review performance, discuss on-going activities and make decisions for current affairs. Highlights and key decisions are posted on the intranet. In addition to the EFQM Management Team, there are 2 bodies who oversee or advise the EFQM Management Team and ensure EFQM maximises the added-value for its members. 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 very 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 the EFQM Chairman from among its Members. 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 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 Ebbe Christensen, Grundfos Guy Peeters, Solvay Johann Simmel, BMW EFQM s finances and accounts are audited annually by an external accountancy firm, currently KPMG, before being approved by the Board of Directors. The key financial results, in addition to other key nonfinancial performance results, are publically presented in our Annual Report. 6

9 For the EFQM to achieve sustainable excellence as an organization, we need to effectively execute the strategies we have agreed. Our success depends on our ability to work together as a team to deliver the objectives we have defined in the 3 year action plan. All our personal objectives should therefore be aligned with the strategic objectives defined in this plan. EFQM Vision EFQM Strategic Plan 3 Year Action Plan Balanced Scorecard Objectives Personal Objectives Competency Profile Personal Development Plan The appraisal process relies on evidence and examples to agree the performance levels achieved. This is especially important for demonstrating behaviours and actions that have contributed, whether positively or negatively, to the outcomes achieved. Understanding the impact of these personal behaviours is key to ensuring the future success, both of the individual and for EFQM. Building Relationships Adding Value for Customers Developing Self & Others Ability to Solve Problems Providing Excellent Service to Members & Partners Teamwork & Collaboration Developing Our Talent Getting Results Ensuring EFQM s Future Sustainability Ownership & Accountability Business Awareness & Commercial Approach Planning & Organising Effective Communication At the start of each 3 Year Plan, we review the organisation structure to ensure alignment with the strategic objectives. One of the most significant changes was creating a single Operations department in 2010 to increase the coordination and efficiency of our activities. All positions have a job description and these are used to benchmark compensation & benefits externally. The revised structure is supported by our competency model, which defines the standard competencies for all EFQM employees. These competencies are reviewed, and training needs identified, as part of the annual appraisal process, Aim for Excellence. 7

10 3a1 3a2 Title Organisation Structure People Engagement Survey Description The final stage of the 3YAP development process is defining the people resources, both in terms of numbers and skills. These plans are then further developed as part of the annual budgeting process, including head count. Gaps identified are addressed through training or recruitment. The first People Engagement Survey was conducted in 2009 and a number of improvements were implemented as a result of the information. We revised the survey in 2011 to align with the Gallup questions, enabling benchmarking with external organisations. It is run annually. 3b1 Training Plans The training plans are developed as part of the Aim for Excellence Process. Training needs are identified based on the Competency Model and annual objectives. 3b2 Appraisal Process Formal appraisals are conducted for all staff bi-annually, with regular one to one discussions throughout the year. The appraisal includes what they have achieved against their objectives and how have been achieved, against the competency model. 3b3 3c1 3c2 Knowledge of the Model Alignment of Personal Objectives Recognition Pyramid Since 2010, we have been including EFQM product knowledge in the personal development plans. This includes acting as Assessors and Trainers. The KPI Tree ensures clear alignment between strategic and personal objectives, ensuring people understand how they contribute to the overall success of EFQM. As one of our C2E improvement projects in 2010, we developed the Recognition Pyramid. This includes financial and non-financial recognition for all employees. This was reviewed in Feb-13. Evidence Available The organisation structure was reviewed at the end of 2012 and aligned with the strategic objectives. Full details of the process, including the questionnaire used, are available. These are included in the Aim for Excellence documentation. This is part of the Aim for Excellence process. Examples are available on-site. This is included in the Aim for Excellence planning tool. Alignment can be checked on site, in line with the KPI Tree. The project plan is fully documented as part of our C2E submission. Linkages & Key Results Training Plans (3b1), Annual Budget (4b1) People Perception Results (7a) Training Days per FTE (7b6) Discuss performance regularly (7a3) EFQM Assessors (7b3), Internal Training Capability (7b4) Clear about personal objectives (7a2), Everyone works towards the same goal (7a6) Measures included in Engagement Survey Owner Marc Matt 8

11 3d1 3d2 3d3 3e1 3e2 Title Monthly Staff Meeting Operations Meeting Visual Management Reward & Benefits Work Environment Description In 2009, we established a Monthly Staff Meeting for all EFQM staff. This provides an opportunity for discussions, as well as an update to all people on key actions, initiatives and current results. We have a bi-weekly Operations Meeting, where the everyone can exchange information on current activities, new leads, etc. A chart indicating our current performance against our KPIs is displayed in the office and on the home page of our Intranet. The details are discussed at the Monthly Staff Meeting. All positions have a job description and, based on this, reward & benefit packages are benchmarked and aligned with the market. In 2011, individual Total Reward Statements were produced for the first time. In 2011, a team was asked to rearrange the office layout to support the new structure; we have an open plan office to encourage collaboration between teams. 3e3 Collective Bonus The Management Team agree a number of overall targets which are included in the Collective Bonus scheme. The bonus amount is the same for all staff, if the objectives are achieved, to focus all staff on common goals. Evidence Available Agenda & presentations from the meetings are available. Minutes from these meetings are available. This can be demonstrated on-site. Full documentation is available onsite. A visit to EFQM s office is the best way to experience our excellent facilities. Details of the collective bonus scheme can be explained during the site visit. Linkages & Key Results Kept aware of what s happening (7a4) Portfolio Promotion Process (5c1), Account Management (5d2) Working towards the same goal (7a6) Operating Expenses (9a3) Questions on the working environment are included in the Engagement Survey Everyone works towards the same goal (7a6) Owner Matt Marc 9

12 Our people are one of our key assets, along with the Model, our Members and the Assessor Community. Since 2009, we have been reviewing and improving our people management processes, including the introduction of the Engagement Survey (2009) and the Aim for Excellence appraisal process (2011). In 2011, we reviewed the Engagement Survey process. The previous questionnaire used was shortened and, following discussions with the team, we stopped the structured interviews that were being conducted by a 3 rd party and used to provide additional qualitative data. The questionnaire adopted in 2011 focuses on the engagement questions originally developed by Gallup and used by many organisations, enabling us to benchmark our results externally. As the survey originally used had included many of the same topics, we have been able to maintain the trend data in most areas. The Engagement Survey focuses on a small number of questions that address an employee s basic needs, manager support, Teamwork & Belonging and Mutual Growth. These are based on the Maslow Pyramid of human needs. Gallup state that a healthy organisation has a ratio of 4:1 engaged to disengaged employees. Our key target for the 2011 survey was to achieve this healthy ratio. In fact, we had no disengaged employees in 2011 or 2012, so we have achieved this target. We have set targets to improve on the previous year s score as we are now exceeding the benchmark we have. In 2013, when the new EFQM People Perception benchmark report is available, we will review are target in line with the Finalist level. We have chosen to benchmark with Ricoh Belgium for a number of reasons: They are recognised as a leading organisation in Belgium. They use a similar questionnaire to us, based on the Gallup Model. They are located close to us, so their employees live and work in the same economic, social and political environment. They have been undergoing a significant restructure, starting at roughly the same time as the restructure in EFQM began. Ricoh switched to a bi-annual survey cycle in 2013; as a result no data is available for

13 7a. Perception Measures In 2009, the future direction of EFQM was not clear. The introduction of the 3 Year Plans (2010) and Aim for Excellence (2011) have led to increasing scores in questions relating to the overall direction (7a1) and clarity of personal objectives (7a2). Trends compare well with the external benchmark used. The Aim for Excellence process launched for all staff in 2011 (1d2). As part of this deployment, all staff have regular performance reviews, both formally and informally (7a3). We have also focused on improving internal communications (7a4), including the monthly Staff Meeting (3d1). The Aim for Excellence process includes assessment against the standard competencies and the development of training plans. This has led to better targeting of training and development (7a5). One area we are still focusing on is ensuring people cooperate effectively and work together effectively to ensure the ongoing success of EFQM (7a6). Team objectives were introduced in 2012, as was the Operations Meeting (3d2), and the matrix structure introduced in 2013 should further improve this area. 11

14 7b. Performance Indicators The largest expense for EFQM is our people costs; we have to carefully manage our headcount (7b1) to optimise operational demands with available funds. The headcount budget is set as part of the Annual Budgeting process (4b1). We have set a target of 6% for employee turnover, based on a healthy rate. Voluntary Turnover (7b2) has stabilised since the end of 2010, enabling us to focus on developing both our people and portfolio. As part of the revised strategy, we have focused on developing our people s knowledge and practical experience of using the Model (3b3). This includes active participating in assessments (7b3) and delivering training (7b4). In addition to increasing internal knowledge & capabilities, this helps us balance our delivery costs against income; directly contributing to our Net Income (9a4). Although we measure employee sickness rates (7b5), we only actively manage it when we feel there is a specific issue so it is therefore not included in our KPI reporting. Currently absence rates are in-line with the Belgian Average (figures from EWCO 2010 report). The measure for training days (7b6) only includes formal training courses attended as reporting against this is required by Belgian law; the target reflects the legal minimum of 2 days. 12

15 EFQM is a membership organisation. We rely on input, ideas and suggestions from you to create a vibrant community. Without the contributions of our members, the network would not work. These are some of the ways you can contribute: 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. Over 4000 individuals have already joined our group and shared their experiences. If you ve got a question, it s a great place to start. 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. Member benefits include: Expert advice to plan & support your organisation s journey towards excellence. Access to the EFQM Knowledge Base with free-to-download assessment-, management- and improvement tools; as well as Case Studies & Good Practices from award winning organisations. Learning from peers through webinars, conferences and visits. Extending your professional network. Gaining recognition for your organisation s achievements. 20% discount on EFQM Products & Services, including Training, Events, Publications and Assessments. Regular newsletters, giving the latest information on what s happening in and around the excellence community. For more information, please us at info@efqm.org 13

16 Avenue des Olympiades 2 5 th Floor B-1140 Brussels Belgium Tel : Fax : info@efqm.org