Adding Value for Customers
Excellent organisations consistently add value for customers by understanding, anticipating and fulfilling needs, expectations and opportunities.
Creating a Sustainable Future
Excellent organisations have a positive impact on the world around them by enhancing their performance whilst simultaneously advancing the economic, environmental and social conditions within the communities they touch.
Developing Organisational Capability
Excellent organisations enhance their capabilities by effectively managing change within and beyond the organisational boundaries.
Harnessing Creativity & Innovation
Excellent organisations generate increased value and levels of performance through continual improvement and systematic innovation by harnessing the creativity of their stakeholders.
Leading with Vision, Inspiration & Integrity
Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics.
Managing with Agility
Excellent organisations are widely recognised for their ability to identify and respond effectively and efficiently to opportunities and threats.
Succeeding through the Talent of People
Excellent organisations value their people and create a culture of empowerment for the achievement of both organisational and personal goals.
Sustaining Outstanding Results
Excellent organisations achieve sustained outstanding results that meet both the short and long term needs of all their stakeholders, within the context of their operating environment.
RADAR Logic Requirements for an Organization
- Definition of Results towards which the organization strives with its policies and strategy processes
- Planning and formulating Approaches to attain the Results
- Systematic Deployment of the Approach
- Assessment and Refinement of the Approach and its Deployment
The results-oriented approach of the Excellence Model ensures that organizations take into account the relevant goals of all stakeholders. Visionary leadership roles and dedication to improvement based on an objective status quo evaluation can secure permanent progress. The criteria catalog's universal validity allows a direct comparison between organizations and enables substantiated benchmarking. Excellence maximizes staff members' contributions through a sense of personal responsibility and through continuous education.
The reliable transfer of knowledge on all levels. Holistic perspectives as the key to success.
The general applicability of the criteria catalogue makes it internationally relevant. The exact structure of the criteria and the awarding of points in the evaluation process for national quality awards or for self-assessments enables a direct comparison between organizations. Both the complete and singular outcomes of the criteria allow comparisons between international organizations in similar or different sectors, enabling benchmarking with an international scope.
EFQM is committed to the upgrading of the model: it keeps the model up to date with the input of thousands of organizations within and outside of Europe. This guarantees that the model retains its dynamic character and works with the latest insights in management.
Competitive edge confirmed by an international study
"The higher efficiency of organisations putting their stakes on the EFQM Model is significant."
It pays off to deal with the internal business processes consistently and on a long-term basis and to work at improvements in a well-aimed manner as is impressively proved by the study of the Centre of Quality Excellence at the University of Leicester,” says Konrad Scheiber, General Manager of Quality Austria GmbH. “In this study, 120 companies that are listed on the stock exchange and whose maturity is documented by quality awards have been analysed for a period of 11 years and compared to a comparison group of similar companies,” says Dr. Louise Boulter, author of the study “ORGANISATIONAL EXCELLENCE STRATEGIES & IMPROVED FINANCIAL PERFORMANCE”.
Professor Tony Bendell summarises the results, “Two years after winning the first National Quality Award, the award winning companies already outperform the comparison companies by 24% for share value.” According to Professor Tony Bendell, the difference in the share value even amounts to 36% after three years. Professor Bendell, “Even the sales volume is already 8% higher in the first year after the award.” According to Professor Tony Bendell, this growth in sales will grow to an average of 76% in but five years. The cost structure of the bearers of the quality awards also is much better. As DI Dr. Franz Peter Walder, CEO of AFQM, puts it, “However, the advantages yielded to the award winners do not only apply to companies listed on the stock exchange and global players. Excellent performance can also be achieved by small and medium-sized enterprises and non-profit organisations.”
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