INTRODUCTION

1. INTRODUCTION

2. Content • Explain the Process used • Talk about changes at different levels • Question and Answer session • What next?

3. Why Refresh The Model? • Introduction in 1999 said would need to check improvements introduced after Award cycles • Responses from members to the question “How often should the Model be refreshed” – every 2 years • Some key issues have become more prominent in members/users organisations since the 1999 update

4. Project Scope Very specific scope for project: • Fundamental Concepts - Review expression of fundamental concepts & current examples • Criteria Definitions - Ensuring definitions are full & written in an understandable manner • Sub-Criteria - Checking for applicability, relevance & appropriateness • Guidance Points - Checking for applicability, relevance and appropriateness • Criteria Weightings - Check that weightings assigned the criterion in 1989 are still appropriate • RADAR – Consideration of expanding the meaning & application of RADAR

5. Model Refreshing Project - Inputs • From customers directly through the Management Practices Survey • Communication to all NPOs telling them about the project and asking how they would like to be involved and for any inputs • Comparison work with other Models • Licensed Trainers given invitation to contribute • General inputs gathered over last two years • Inputs from EFQM projects and people

6. Roger Cliffe – previous project, link to Exec Committee, User input, experienced assessor Xavier Tort- Martorell – Academic input, training EMP.TQM students Richard Parker – NPO input and experienced award Manager Walter Ludwig – User input and experienced assessor, NPO input Nikos Avlonas – User input, experienced assessor, academic input Mark Webster – previous project link, user, experienced trainer and assessor Manfred Jung – link to German sustainability project, experienced assessor and trainer Diane Dibley – EFQM Project Manager Model Refreshing Project – Review Group

7. Model Refreshing Project – Process (1) • Inputs sorted and filed in working “Inputs” document • Review team have agreed work plan & criteria for including inputs: • Fits with Project • Is Evolution not Revolution • Changes relate to Fundamental Concepts (enhance relationship between Model and Concepts) • Inputs are evidence/referenced based (new academic or experiential)

8. Model Refreshing Project – Process (2) • Drafted & circulated proposals • Circulated drafts to NPO’s for paper review and input • Planned communications including – Ongoing NPO communications, Member mailings, EFQM Magazine and Barcelona Conference, Internet • Approval for implementing proposals given by the EFQM Executive Committee

9. CHANGES

10. Fundamental Concepts of Excellence • Titles stay same except Public Responsibility becomes Corporate Social Responsibility • Short expression of the concept – 1 sentence • More detail about what the concept would look like in an organisation • Bullet point benefits list updated • Re-enforce concepts as basis for the EFQM Excellence Model

11. EFQM Excellence Model - Criteria Definitions • NO CHANGES TO MODEL CRITERIA • Definitions have been updated • Enhanced old content • Added new • Reflecting concepts

12. EFQM Excellence Model – Criterion Parts • Still 32 • Changes to words not meaning • 1 addition and 1 combination

13. 1a – Develop Mission, Vision & Values… 1b - are personally involved… 1c - are involved with… 1d - motivate, support & recognise.. 1a Develop Mission, Vision, Values & Ethics … 1b no change 1c interact with… 1d reinforce a culture of Excellence with the organisation’s people 1e identify and champion organisational change Leadership Current Refreshed

14. 2a – are based on …stakeholders 2b – based on information from measurement research, learning & other creativity… 2c – are developed reviewed & updated 2d - are deployed through a framework… 2e – communicated & implemented 2a – No change 2b – based on information from… & external related activities 2c- No change 2d - are communicated and deployed through a framework of key processes Policy & Strategy Current Refreshed

15. Guidance Points • Many changes to guidance points • Addition - pick up themes • Clarification • Removal of duplication • Training and guidance to re-enforce the message that these are guidance points NOT a standard

16. RADAR • The text supporting RADAR has been enhanced to clarifying meaning • Results – • quantifying some, many, most – ¼, ½, ¾ • Trends for 100% no longer need to be 5 years but 3

17. THEMES FOR UPDATES

18. 5c – e Society as future customers 9a & b Financial Results 8 a & b Society Results 3e Caring for People Corporate Social Responsibility 1a Developing Ethics & Public responsibilities 1c Interacting with stakeholders 1d.Encouraging equal opportunities 2a Seeking stakeholders input 2c Balancing needs of stakeholders & the environment CSR 4a Key Partnerships 4b Managing Finances 4c Management of resources CSR Concept

19. 6a Customer Perceptions 6b Indicators e.g loyalty 3b Acquiring & matching skills to match required market 2a Identifying & collecting information 2b Competitors performance 2c Reaffirming market position 1a Organisations Mission & Vision 8 a Society Image 9 Market Share 5c developing products for current & future markets 5d marketing products Market and Market Segment Market & Market Segment Customer Focus Concept

20. 2a gathering needs & expectations from stakeholders 2b gathering other inputs for development of policy & strategy 1b process for effective Governance 4b establishing and implementing core governance process at all levels Governance Management by Process & Facts Concept Governance CSR Concept 9 Reporting Financial outcomes Non conformances

21. Next Steps • Changes incorporated in 2004 Awards • English brochure – Introducing Excellence, Concepts, Model – beginning January • Other materials and translations through the year • Training already updated – Assessor Training and Assessing for Excellence