EXCELLENCE IN ACTION
EFQM MEMBER NEWSLETTER The EFQM Member Newsletter is your way of keeping in touch with the rest of the Excellence Community. Through these pages you will find out more about new initiatives, success stories and EFQM projects. Your lecture starts with a word from our Chief Executive Officer...
EDITORIAL Dear readers, In this issue of Excellence in Action, we are glad to share the latest developments in the EFQM Community but also the contributions from our experts. As you must have heard, this September we will hold the EFQM annual Forum on the theme “Driving Excellence beyond the Limits”. The Forum title reflects that we want to look at current challenges and bring the dialogue to an entirely new level, going beyond what is considered normal practices and reaching new heights. During two days we will reflect on the drivers for Excellence, one of them being “Leadership beyond the limits” with the help of inspirational keynote speakers. They will challenge all Forum attendees and send out a strong message on how to be better in all aspects. Equally inspiring will be the contribution of Mika Hakkinen, Formula One World Champion, about “driving beyond the limits”. In terms of challenging perceptions, our expert Anastasia Michaelidou Kamenou from CYTA shares an example of business model innovation from the telecommunication industry and how this innovation is reflected to the EFQM Model. Later in the magazine, Xavier Rubiralta looks at cybersecurity through the prism of EFQM and highlights the do’s and don’ts organisations should know. Benchmarking is an important approach today which VAMED-KMB, an EFQM member, tackled by setting up a platform for University hospitals in Germany, Austria and Switzerland. Read this article to find out more about this initiative and maybe join it or start one of your own?
This edition of t he EFQM Forum is a unique opportunity to connect, lear n and exchange with over 500 leaders from many fields but also interact with keynote speakers such as Mika Hakkinen, the finish Formula 1 World Champion...
At EFQM we think it is important to celebrate successes, you will find an article about the recognition of 17 French organisations by the President of the French Senate. On the same note, we are proud to have recently launched our new Training Scheme which will support the development of current and new assessors and will ensure that organisations going through any Recognition program receives a high added value feedback. You can find out more about this program in the magazine starting at page 21. We are also thrilled to announce the signature of a memorandum of understanding with the Dubai Government Excellence Program (DGEP), strengthening our partnership base in the Middle East Region. Recently, the Chinese Association for Quality and EFQM have signed a strategic partnership to promote excellence in China, and support chinese organisations in their Journey to Excellence. The entire EFQM Team remains always available to support you and answer your questions should you have any. Enjoy reading this edition of Excellence in Action.
LĂŠon Tossaint EFQM Chief Executive Officer
MESSAGE FROM THE EFQM BOARD OF DIRECTORS
EFQM aims to leading excellence across Europe and globally. Coming from the original purpose of the EFQM Founding Fathers in 1989 to improve the competitiveness of all their members, EFQM is now leading the drive for excellence across Europe as well as globally to support their members who all face a global competition, and who are using the EFQM Excellence Model approach to strengthen their global competitiveness. The EFQM Model has been recognised around the world as one of the most comprehensive and effective models to drive excellence; in 41 different countries (in 4 continents), the national quality / excellence award program is based on the EFQM Model. To strengthen the EFQM support at global level, we have recently signed a strategic partnership contract with the national Chinese Association for Quality, not only to support the many European EFQM members who all are active in China, but also to support Chinese organisations who have embraced the EFQM Model and Approach.
EFQM Forum 2016 - Join now the largest event in Europe dedicated exclusively to Business Excellence and the EFQM Excellence Model and connect with over 400 top executives from the Excellence field worldwide. STAY INFORMED ABOUT NEW DEVELOPMENTS >> 5
Guest speakers at the EFQM Forum 2016 MIKA HAKKINEN - Driving beyond the Limits FORMER FINNISH PROFESSIONAL RACING DRIVER DOUBLE FORMULA ONE WORLD CHAMPION Double Formula One World Champion Mika Hakkinen scored back-to-back titles in 1998 and 1999 as lead driver for the all-conquering McLaren-Mercedes Benz team, achieving unprecedented success in a career almost ended by a serious accident crash at the Australian Grand Prix in 1995. With 20 Formula One race victories and 51 top-three podium finishes to his credit, he ranks among the most successful drivers of all time.
LARS THOMSEN - Future trends beyond the Limits FOUNDER OF THINK TANK, FUTURE MATTERS Lars Thomsen is an influential futurist and trend researcher in Europe. He is the founder and CEO of Zurich-based think tank, Future Matters. Thomsen consults for many of Europe’s leading businesses, corporations and institutions regarding trends, changes and the evolution of future markets. He is renowned for his research on the future of work, developments in the areas of energy and resources, electric mobility, corporate culture, marketing and media, as well as artificial intelligence.Thomsen works among some of the most innovative and influential minds of these fields.
MALENE RYDHAL - Happiness as Driver for Excellence AUTHOR AND SPEAKER, GOODWILL AMBASSADOR AND EXPERT ON HAPPINESS Malene Rydahl has 18 years of rich and extensive experience in the corporate world, most recently as Director of Corporate Communication for Hyatt Hotels & Resorts in EAME, in 2012 she qualified as one of the “24 women of the year” according to the French magazine L’Express. This speaker provides us with actionable things we can do in our lives and in corporations to plant seeds of happiness that can grow into the happiness as the Danes know it today and which makes their success as a society and as a management model with higher levels of engagement and innovation.
DR. AHMAD AL-NUSEIRAT - DUBAI 2021… AMBITIONS FOR EXCELLENCE BEYOND THE LIMITS GENERAL COORDINATOR OF THE PROGRAM AT THE EXECUTIVE COUNCIL, DGEP Dubai 2021 is a pure vision and wisdom of our leadership. It reinforces each entity to be number one in all fields and affirms the importance of cooperation between all stakeholders to achieve the objectives of the plan, which basically targets people’s happiness and welfare by developing all sectors. His highness asserted that collaboration among various departments in Dubai Government will lead to excellence and a comprehensive development in the quality of government services. 6
NEWS FROM THE NETWORK EFQM has a wide network of partners, members and more than 50,000 Model users across Europe and beyond. This is what we call the Excellence Community. In this section, EFQM will share with you what happens among the network, success stories from its Members, achievements and important news.
AN EXAMPLE OF BUSINESS MODEL INNOVATION FROM THE TELECOM INDUSTRY. HOW IS THIS INNOVATION REFLECTED TO EFQM MODEL Existing business model and challenges Until recently the customer of a Telecom company was only the end user of telecom products. This user is either the individual or a company. For many years Telecoms were competing on customer experience and customer satisfaction. The concept of â€˜putting the customer firstâ€™ was a key driver of success. Despite all these efforts, Telecom companies score lower today in customer satisfaction indicators (like NPS) than the Internet and Content players, such as Google, Amazon, Netflix and this is an indication of a need for Dr. Anastasia Michaelidou Kamenou Corporate Strategy and Business Innovation
change since customer satisfaction is a leading indicator for financial performance. The second aspect of the existing business model is capital deployed for the business. Very large quantities of capital are 8
deployed to purchase spectrum and build
software and hardware (they run their own data
telecom infrastructure. For every €1 of investment
centers for their own Business Applications, they
around 44c-68c in revenue is generated each
manage a great variety of business applications
year. This massive capital investment is not all
for their own needs).
utilized by the Telecoms themselves. On the contrary, Internet players like Skype, Viber, Facebook, utilize Telecoms infrastructure and bandwidth to compete against the Telecoms by offering free of charge telephony and messages, the main Cash Cows of Telecom Operators. The new Business Model. Telecoms face the challenge of declining revenues from traditional Telecom products (voice and sms) from one side and heavy investments on the other side (to increase speed and bandwidth). This creates an urgency for changes in the business model. Telecoms are eager to open to new markets by addressing new customers with new products and services. This is the only way for revenues to grow once again. Technology is offering a great opportunity for Telecoms. Telecom networks can be used by Telecoms themselves to offer
These new products need to be accommodated with a new business model. A shift is evolving from the pure B2C business model to a hybrid one, a mixture of B2C with B2B. This model is called two sided business model, (Figure 1, source STL partners). Mobile commerce is an example of a Telecom product offered to retail businesses that is delivered through the B2B model: For example, mobile networks can be used to deliver precisely targeted and timely marketing and advertising to consumers’ smartphones, tablets, computers and televisions. The Telecom customer is not the end consumer but the Retailer. Other examples of B2B products are e-health services (telemedicine, digital health record), commerce services (store management, online store) and many others that are using Cloud technology.
products and services similar to those offered by Internet Companies. These new products have a name, ICT products. C stands for Communication and this is what Telecoms are offering for years. IT though is something new for Telocoms as it stands for Information Technology. The new era for Telecoms starts for them by offering “IT services in the Cloud – cloud services”. Software and IT infrastructure (data centers) can be hosted not on business premises (this implies large investment from the company) but on Telecoms’ premises. Telecoms have the competencies to do that, they have invested a lot in the past for
Figure 1, The two sided business model was introduced by STL partners
This shift means new products and services for
new customers, new promoting and marketing tools (TV advertisement is not the main tool any more), new ways of delivering services, packed as a solution and a change in how customer relationships are managed. The Telecom has to understand its customer “business model” and its success drivers and communicate with them “speaking its customers’ business language”. Telecoms have to work as “consultants” for their customers. Furthermore this new “Cloud Technology” is giving to Telecoms another great opportunity, to reduce absolute levels of capital investment. A new model of sharing capital investment and sharing revenues is used with theTelecoms’ new partners, the “Software” Developers” . Dr. Anastasia Michaelidou Kamenou
Cyta is a semi-government organization. It was established with the aim of providing, maintaining and developing a comprehensive telecommunications service, both nationally and internationally. Cyta is considered to be the leading provider of integrated electronic communications services in Cyprus. Making the best of the island’s geographical location, Cyta has developed an extensive submarine fibre optic cable network linking Cyprus with neighboring countries such as Greece, Israel, Syria, Lebanon and Egypt and, by extension, with the rest of the world. At the same time, Cyta has also developed an equally impressive satellite earth station infrastructure and all this has justifiably turned Cyprus into a regional telecommunications hub. Cyta provides a broad range of services and facilities which aim to satisfy the ever-increasing needs of its customers for voice and data applications in both fixed and mobile telephony. Particular emphasis is placed on the provision of value added services, such as content/ multimedia via the Internet which, by all accounts, will be the dominant business activity of the next decade.
Corporate Strategy and Business Innovation Leadership
People Customer account managers’ become customers’ consultants ( and not only sales people )
Processes, Products & Services
Improved value chain . New processes for customer solution development , partnership management etc
Strategy Leaders ensure the organisation flexibility towards this new business model
understand and analyse the business models and business drivers of customer segments
New portfolio of products : Enhancement WITH Information technology products produced by partners
All products packed and delivered as a total solution .
Partnerships and Resources New partnership model : sharing of capital investment – sharing of revenues
New customer segmentation , based on ict dependency of customers’ business model
Figure 2 reflects the changes on the EFQM enablers.
VAMED BENCHMARKING PLATFORM The VAMED benchmarking platform consists of
progress) on the other hand lead to dynamic
facility management experts from well-known
developments and ongoing cost pressure.
university hospitals in Germany, Austria and
Furthermore, most of the hospitals involved in the
Switzerland. It was established in 2007 at the
platform will face large-scale refurbishments and
initiative of VAMED-KMB during its
reinvestments in the coming years. The Swiss
implementation the EFQM-Model. Members of
public hospitals, for example, have been
the benchmarking platform offer a wide range of
responsible for the planning and financing of
facility and technical operations management
investments and for the provision of appropriate
services at large, complex and modern healthcare
infrastructure from a budgetary point of view
facilities that engage in patient care, research and
since 2012. These experiences allow for great
teaching at top medical level. Mutual learning
learning opportunities from the Swiss experts.
from and with one another with concentration on the core business of the member organisations continues to be the benchmarking projectâ€™s key objective.
Looking at these circumstances, the members of the benchmarking platform concluded that they had to broaden their perspective. When focusing only on benchmarking result, at least one
Master plan development: broaden the
complete deployment cycle is needed for
comparison. But it is definitely not satisfactory to
Since the beginning of the VAMED benchmarking platform, the healthcare and the hospital market have undergone fundamental changes. Budgetary constraints on the one hand and mounting public healthcare expenditure (due to demographic shifts and medical-technical
develop a seemingly good plan, deploy it systematically and discover at the end that it did not turn out to be future-oriented and/or efficient when hundreds of millions of Euros are at stake. Therefore, it was decided to start benchmarking already during the development of the master plans, to create a comprehensive plan that
provides a long-term vision for the future structure
interviews the development of a reference life
of the hospitals to provide appropriate medical
cycle for approximately 600 selected items (e.g.
care. The analysis of different approaches for the
sterilizers, sterile steam generators, air-
development of master plans for the
conditioning units and emergency power
reconstruction of other university hospitals in
supplies) was finished in 2016.
Switzerland and Germany gives VAMED-KMB the skills and confidence to be well prepared for the future tasks relating to these essential topics. Devising reference life cycles: collaborative knowledge creation. An additional advancement of the VAMED benchmarking platform concerns the topic of life cycle management. Covering the whole life cycle of facilities, from construction to operations management to reconstruction, is one of VAMED's core competencies. The VAMED benchmarking platform has contributed comprehensively to constantly improving each member's performance by comparing data of facilities at different hospitals. But after having exchanged all the available information, the
The benchmarking platform found that this new source of information can be used not only for reinvestment planning but also in the following areas: 1.
Life-cycle cost calculation
2. Risk analysis 3. Financial analyses to support decisionmaking processes 4. As an indication for changing operating conditions VAMED-KMB has already started to use this new source of information for its reinvestment planning.
platform members discovered there were
To conclude, we can confirm that the VAMED
knowledge gaps that no one in- and outside of
benchmarking platform opened up new avenues
the benchmarking platform could fill. These
to excellence. It explored how to manage
information gaps existed at sector level.
knowledge creation in the collaborative world of
Therefore, in 2014, the benchmarking platform took a bold step and decided to create a nonpre-existing source of information regarding the duration of the life cycle of technical plants and the equipment in use at hospitals. The main target was to develop a catalogue considering the existing technical literature and to integrate the extensive know-how of the benchmarking experts thus creating a solid basis for reinvestment planning. After more than 80
today. The members of this innovative platform believe that the ability to create new knowledge lies at the heart of each organisation's c o m p e t i t i v e a d v a n t a g e a n d exc e l l e n c e . Furthermore, they are aware of the potential opportunities and benefits that result from continuing the cooperation and contributing to healthcare excellence. Want to know more about this platform? Contact EFQM at email@example.com 12
VISIT VAMED-KMB THIS NOVEMBER
VAMED-KMB is a subsidiary of VAMED. Founded in 1982, VAMED has become the leading global provider of a full line of services for hospitals and other health care facilities. The group has implemented 760 projects in 78 countries on four continents. VAMED’s portfolio ranges from project development, planning and turnkey equipment via maintenance, technical, commercial and infrastructure services to the total operational management of health care facilities. With its portfolio of services, VAMED covers the entire range of health care, from wellness and preventive medicine via medical care and nursing
VAMED-KMB is delighted to invite you to a Good Practice Visit on the topic „In tune with the customer“. This EFQM Excellence Award prize winner continuously seeks new ways to understand and fulfill its customers ‘expectations by, for example, implementing an innovation management system together with its main customer, the Vienna General Hospital. VAMEDKMB is a subsidiary of VAMED that internationally sets standards in conception, construction, and the efficient operation of health facilities. The portfolio of the VAMED group ranges from prevention and treatment to care and rehabilitation. The Good Practice Visit will be held at St. Martins Spa & Lodge, a VAMED health tourism facility, and will include a behindthe-scenes tour of the spa resort covering the technical operations management, speeches and a n i n t e ra c t i v e w o r ks h o p o n i n n o v at i o n management. Furthermore, there are optional evening panels to share experiences as well as the opportunity for discussions with experts during a free dinner (an invitation of VAMED-KMB). For the following day, you can register for an optional behind-thescenes tour of the Vienna General Hospital. Register now
to aftercare and rehabilitation. VAMED is Austria’s leading private provider of rehabilitation services and, through VAMED Vitality World, the company is also Austria's largest operator of thermal spas and health resorts. In 2015 VAMED group was responsible for some 17,200 staff worldwide, generating a volume of business of 1.6 billion Euros.
GOOD PRACTICE VISIT VAMED-KMB IN TUNE WITH THE CUSTOMER 23 - 24 November, 2016 VAMED-KMB, four times Prize Winner at the EFQM Excellence Award - 2015 in the category „Adding value for customers“, is delighted to invite you to a Good Practice Visit on the topic „In tune with the customer“. They continuously seek new ways to understand and fulfil their customers‘ expectations, e.g. they have recently implemented an innovation management together with their main customer, the Vienna General Hospital. VAMED-KMB is a subsidiary of VAMED who internationally sets standards in conception, construction, and the efficient operation of health facilities. Their portfolio ranges from prevention and treatment to care and rehabilitation. The Good Practice Visit is held at St. Martins Spa & Lodge, a VAMED health tourism facility. It includes a behind-the-scenes tour of the spa resort covering the technical operations management, speeches and an interactive workshop on innovation management. Further more, there are optional evening panels to share experiences as well as the opportunity for discussions with experts during a free dinner (an invitation of VAMED-KMB). For the following day, you can register for an optional behind-the-scenes tour of the Vienna General Hospital. 10:00-10:30
Welcome by VAMED-KMB, EFQM
Company presentation VAMED-KMB: “From project development, planning, construction and equipment supply to operation: covering the full lifecycle of health facilities”
Best practice presentation 1: “Adding value for customers”
Best practice presentation 2: “Collaborative innovation management: innovate in tune with the customer”
Workshop: “The power of collective creativity”
Guided tour: the St. Martins Spa & Lodge behind-the-scenes
Optional program 18:00-20:00
Dinner with VAMED experts: four panels to discuss and share experiences (1) Hospital lifecycle management (2) Innovation and technology management (3) Business excellence: application experiences and motivation strategies (4) Energy efficiency management
Optional on day 2 10:00-12:00
Guided tour: the Vienna General Hospital behind-the-scenes
Registration is possible for one or both days.
PRESIDENT OF THE FRENCH SENATE REWARDS MOST PERFORMING FRENCH ENTERPRISES Thursday, March 31, Mr. Gérard Larcher, President of Senate, recognised 17 French companies for the performance of their management approach based on the EFQM Excellence Model. This important recognition occurred at the closing of the first edition of the “Enterprise Day of the Senate”. The Senate delegation to businesses organised on March 31st the first “Enterprise Day”, as a continuation of initiatives undertaken to encourage the growth of employment in the territories. The end of the day, organised in partnership with the AFNOR group, allowed to share success factors observed in several successful companies. The president of the Senate, M. Gérard Larcher, has intervened to hand diplomas to 17 enterprises selected for their excellence
management approaches, already recognised by the EFQM Excellence Model.
La Poste, branche services courrier colis
SCLE SFE – Composants pour
Agility, leadership, strategy development integrating all stakeholders, team work, continuous improvement of products and services are some of the many common features these enterprises embody. 17 enterprises were awarded/recognised by the Sénat:. Highest EFQM Recognitions in France •
Aéroport de Lyon Saint-Exupéry
CNIEG - Caisse nationale des industries
transformateurs électriques 9 organisations recognised in 2015 •
AFNIC - Association française pour le nommage Internet
ECAM-EPMI - Ecole d’ingénieurs
Endress + Hauser SAS France - Mesures et métrologie
Laboratoires Pierre Fabre (Pôle actifs végétaux) – Botanical Expertise Pierre Fabre
électriques et gazières •
Les Vignerons de Buzet
Plastipolis - Pôle de compétitivité
Valrhona - Chocolatier
RATP Ligne 14
Weave - Conseil en stratégie
Régime Social des Indépendants (RSI) des
SDEA - Syndicat des Eaux et de
Pays de la Loire
Enterprises with a European Award •
Bosch France - Usine de Rodez
SNCF Mobilités - Direction régionale Rhône-Alpes TER Rhône-Alpes
CYBERSECURITY SEEN THROUGH THE PRISM OF EFQM Xavier Rubiralta Costa, an expert from the Excellence network and Project Manager in the security of information at the Autonomous University of Barcelona, shares his knowledge of Cybersecurity seems through the prism of EFQM. Read on to find out the Dos and Donâ€™ts that we often forget about... An excellent organisation cannot operate without a mature management of cybersecurity and technological risks.
Facts and Figures Risk can be expressed as the product of probability by impact, the recent case of Panamaâ€™s papers is clearly an example. The likelihood of a leak of confidential information was underestimated and the information systems were poorly secured 16
and not updated, nobody could predict that the
and good practice recommendations. However, it
impact was going to be as huge.
should be noted that the most relevant standards
In the top ten risks of the World Economic Forum Risk Analysis of 2016 appears data fraud or theft. In 2015 it included the breakdown of critical information infrastructure and networks, largescale cyber-attacks but also massive and widespread misuse of technologies. It is evident that it is a priority issue for world leaders and organisations, indeed: â€˘
The budget of President Obama for 2017 to deal with cybersecurity is of 19,000 million dollars.
The European Union and NATO had signed an agreement on interchanging information about incidents to empower the cooperation to better face attacks.
The European Parliament approved in April 2014 the new data protection rules which aim to give citizens back control of their personal data and create a high, uniform level of data protection across the EU fitting the digital era. The obligation to declare any IT incident related to information and personal data is an important part of the IT regulations. But cybersecurity cannot simply be perceived as a duty of compliance as it is a clear adding value opportunity for all the stakeholders. Cybersecurity is an example of collaborative teamwork between the states of the European Union that have common or similar strategies to deal with. A remarkable task of the European Union Agency for Network and Information Security (ENISA) is to provide useful web reviews
in Information Security Management Systems are ISO 27000 series and NIST Special Publication 800-53.
Organisation wise? In the past Information Technologies (IT) were a support and a cost reduction tool in organisations. But nowadays, IT is a critical part of both strategy and daily activities. A disruption will put at risk the whole organisation, therefore risks and threats must be prevented and managed accurately otherwise the impact could be catastrophic. Cybersecurity had always been a technological matter, but today leaders must be involved and this topic must be on their agendasIT is an excellent tool for flexibility and change balancing opportunities and risks. The attitude and behaviour of leaders confronted to cybersecurity and risk will be the reference for the organisationâ€™s staff. . Indeed, leaders reinforce the culture of excellence in their organisation and cybersecurity must be a part of the organisational culture. As such, we can agree that leaders are the ones defining how much risk the organisation is willing to take. A sound approach of cybersecurity must be present in the strategy of the organisation and technological risks must be taken into account at the very beginning of the strategy development. Several framework exist to support you during this step. COBIT is an IT governance 17
framework of ISACA that includes a
cooperation is necessary to deal with incidents
comprehensive set of IT risk scenarios that could
but also to benchmark approaches and solutions.
be useful. As the role of IT grows in the strategy of
However, they also might be a risk. Nowadays, our
an organisation, we can safely assume that the
information systems are connected to the
management of the associated risks will increase
information systems of our partners. Several
as well and that the related indicators in the
organisations had been attacked entering by the
managing tasks of leaders will follow.
partners’ systems because they were weaker. The
People play a key role in the secure use of technology but they’re also usually the weakest
organisation must ensure that their partners are a l s o a w a re o f t h i s n e e d o f s e c u r i t y.
link in the chain. An awareness programme on cybersecurity is necessary and should be delivered to all employees and people of third parties involved in the organisation to ensure that: •
People possess a set of
competences with a perspective of risk. •
The use of the different channels of communication inside and outside the organisation must be managed properly.
E-learning is now a powerful tool for online
Lessons to remember
education and its use will only increase in the
It is clear that technology will be managed to
future. It represents a big potential for creativity
support the delivery of the strategy. Organisations
and innovation that organisation shouldn’t
must achieve a balanced position between the
neglect but its use can never be careless and lead
use of the opportunities that technology offers
to a lack of control and putting at risk the
and a sufficient control of the associated risks. In
organisation. This is also valid when using social
any case, the cost-benefit analysis is a key tool
media or cloud services. Enterprises need to
because the cost of the control can never exceed
develop a strong/thorough? knowledge of
the value of the protected asset or the impact of
cybersecurity both internal or external. Indeed, t
the risk. A sound dialogue between leaders
borders between professional and private spaces
who propose the strategy and technological
are less and less clear for people and this mix
experts is necessary to obtain benefits and keep
could represent a risk for information security.
the risks under control:
Partnerships are a clear opportunity in this area because cybersecurity is quite complex and 18
Leaders must define the requirements of
railway traffic control and integrity is a key element
confidentiality, availability and integrity of
for a bank or a tax agency.
The complexity of developing and maintaining a
It is also important to protect accurately the
successful cybersecurity strategy is even more
intellectual property of the organisation.
difficult with the current paradigms of cloud
As the more IT becomes an essential part of the core processes of the organisation the more mature must be the approach to deal with their risks. The Business Continuity Plan ensures the ability to restart the core activities of an organisation after a serious incident and ISO 22301 is a recommended referent. Keep in mind that cybersecurity issues could affect seriously the reputation of the organisation and must be taken into consideration when developing
computing, big data, mobile devices, bring your own device and Internet of Things. They are transforming our society, the organisations and our personal lives opening a near infinite world of challenging opportunities which also includes risks. There is a clear segmentation of users of technology attending to their generation with very different attitudes and behaviours in service consumption, communication preferences and risk awareness.
Customer Experience strategies to increase client
I believe that the organisations which are a a
engagement and trust.
reference in excellence should be also a reference
If the leaders recognise that IT is part of the strategy and a key element in the operations there should be IT indicators in the business results
in cybersecurity approaches and level of awareness. That would be a relevant contribution to society.
that leaders manage. They can show good IT performance but they must also alert serious cybersecurity incidents and risk at an early stage It is difficult to think about one of the eight Fundamental Concepts of Excellence that could not be affected by cybersecurity incidents or t e c h n o l o g i c a l r i s k s . W h e n d e fin i n g t h e cybersecurity policy or strategy, the sector of
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By email > firstname.lastname@example.org
By phone > 32 775 35 11
activity of the organisation is a key point. It is clear that confidentiality is important in a hospital or a pharmaceutical research centre, availability is relevant for an e-commerce activity or a centre of
NEWS IN EFQM January is over and we have already launched several projects to improve the EFQM training portfolio, the assessment experience, our brand and a lot more. In this section, we will keep you informed of any changes or milestones achieved and celebrate successes with the entire Community!
DISCOVER THE NEW QUALIFIED ASSESSOR TRAINING The Qualified Assessor Training is pass or fail intensive 3-day course focused on practical application of assessor competences and aimed at further developing the understanding of an organisationâ€™s context and strategic priorities. This trainingâ€™s purpose is to produce skilled and qualified assessors ready to: 1.
Perform a robust Recognised for Excellence (R4E) assessment;
Deliver balanced high-added value feedback for all applicant organisations at both
strategic and operational levels; 3.
Make a valuable contribution to an external assessor team;
Fundamental Concepts of Excellence;
The Qualified Assessor Training will further develop your assessor competences and
confirm your experience through team work and discussion forums. This intensive course will be supported by a case study enabling you to perform a close to real-life assessment of an organisation applying for a Recognised for Excellence program. Note: Prior to this course you need to familiarise yourself with a case study to understand the organisation and its environment.
This is an
important part of the preparation stage and must be completed before the course. During day-1 you will consolidate the precourse work on strategic priorities with the rest of the participants before learning from your trainer the importance of an organisation’s context and stakeholders’ expectations. You can also expect to gain a deeper understanding of the EFQM Fundamental Concepts of Excellence and be able to fully use your knowledge on the EFQM Model and the RADAR logic.
Creating strategic feedback on
Creating operational level feedback on criteria
Scoring using RADAR;
Learning to provide feedback to senior management during a closing meeting;
Who is this course for? The Qualified Assessor Training has been created for those who want to further develop their assessor skills and confirm their experience to be able to perform assessments in Recognised for Excellence programme. This course is an important step on the development path of becoming qualified EFQM Assessor. Pre-requisite Relevant business experience In order to attend this course you will need to have passed the EFQM Assessor Training (EAT)
Day-2 will focus on practical application of
and to have some experience performing self-
assessment and more specifically a Site Visit:
assessment, internal assessment or peer
Turning hypothesis into feedback;
Developing the Site Visit plan;
U n d e r s t a n d i n g t h e “A b i l i t y t o demonstrate maturity in excellence”;
Writing the Executive Summary, Criterion Part Feedback and RADAR Scoring;
assessment of other organisations or assessing.
REGISTER HERE & BENEFIT FROM THE LAUNCH PRICE
Finally, during day-3 you will learn how to put together the feedback report. This includes;
EFQM SIGNED A STRATEGIC AGREEMENT WITH THE CHINESE ASSOCIATION FOR QUALITY (CAQ) EFQM is proud to have recently signed a partnership with the Chinese Association for Quality (CAQ). The goal of this strategic new relation is to support the promotion of Excellence in China and Europe, but also to support CAQ Members with global ambitions.
THE EFQM MODEL FOR THE EXCELLENCE OF THE ITALIAN MANUFACTURING INDUSTRY, PADUA, 7 APRIL 2016
This April, EFQM organised a conference that took place in Padua around the theme “The EFQM Model for the Excellence of the Italian Manufacturing Industry”. The participants (about 130), coming from many companies and organisations of North Italy, demonstrated a very high interest for all the speeches, and many contacts with EFQM followed the event, with potential development of activities and agreements. Find below a synthesis of the content of the speeches. “EFQM for the Excellence of the Business”, Vittorio Cesarotti (EFQM) The Model, with its "conceptual" vision (The Fundamental Concepts) and "structural" development (the Criteria) shows, through its best practices, how to build a journey to Excellence, in a non bureaucratic and non prescriptive way. The proposed approach is based on a holistic view of the organisation, from its mission and vision and through the development of its strategy. The "RADAR" tool guides to effective management of processes and activities, allowing the measurement of effectiveness and efficiency through the self-diagnosis process, a basis for continuous improvement. “The Excellence for Italian Manufacturing sector”, Fabio Storchi (Comer Industries) 24
The centrality of the manufacturing sector in Italy was underlined: it constitutes more than a third of the Italian economy and 80% of exports. In this context, in Italy the small / medium sized enterprises are still a focal element. The EFQM Model, incorporating learnings and best practices from the experience of excellent organisations, is an appropriate tool to make our companies more organised, stronger and smarter but also facilitating innovation. The application of the EFQM model by Comer started in 1985, and is based on a wide system vision and on the centrality of the people. “From Bari to Crema: the EFQM experience of Bosch”, Corrado La Forgia & Fabio Giuliani (Bosch) The journey to Excellence of Bosch guided the plant in Modugno (near Bari) to win the EFQM Award in 2014. Several key elements of this success were emphasised: the strategic planning, the definition of targets and a systematic reviews of results, the systemic approach to benchmarking and measurement of results based on the definition of KPIs for all the categories of stakeholders according to EFQM Model. “Standards and Excellence: a methodological approach”, Francesco Cecolin & Massimo Malaguti (EMC-Consultants) The speech illustrated a methodological approach to reunite two company cultures: the traditional Quality and the Excellence, the one based on ISO9000 standard, the other on the EFQM Model. A method to integrate the ISO9000 standard in the EFQM model was shown, looking through the results of ISO9000 audits and relating them to the 9 criteria of the Model.
“EFQM in Comer Industries – The centrality of change and management” Lorenzo Ciprian & Silvia Di Meo (Comer Industries) The “Comer Production System” was illustrated: it integrates WCM and Kaizen in any company area. The basis of the success of these approaches is on the competence and the motivation of the people: to support them the Comer Academy was created. For the definition of the change direction, the central role of the management is crucial, as well as the involvement of the people at each level and an effective guidance along the path of excellence that the organisation has undertaken. “From factory approach to business mentality”, Duccio Bastianini (Electrolux) The approach put in place recently by the Company was shown, with the illustration of the "EFQM Pilot project ", and its first perceived benefits: wide-ranging vision, understanding of the impacts of activities on results, system integration, proactive actions instead of reactive. To ensure the success of this approach the involvement of all stakeholders is crucial: for this many initiatives were launched, aimed at improving the awareness and image of Electrolux on the territory. “Human capital for business Excellence”, Adalberto Osti (RE&E) A survey on a sample of Italian companies shows more attention to the mandatory interventions than to activities for people development. This result indicates a significant deviation from the EFQM approach that identifies the human resources as key players on the journey of improvement and excellence.
EFQM TAKES PART IN THE BIGGEST EDITION OF DIGAE Following the launch of its Middle East branch last November, EFQM took part in the biggest edition of the Dubai International Government Achievements Exhibition to bring forward and share the knowledge of its international community. The Dubai International Government Achievements Exhibition (DIGAE) 2016 was organised by The Dubai Government Excellence Program (DGEP) â€“ The Executive Council under the patronage of HH Sheikh Mohammed bin Rashid Al Maktoum, the UAE Vice President and Prime Minister and Ruler of Dubai. Involving more than 20 government departments from Dubai and UAE Federal Government over three days, DIGAE showcased the achievements and projects of its employees and development initiatives. The DIGAE conference for thought leadership drove an international debate on public sector excellence and Dubai Smart Governance model.This fourth edition included partnerships between the many departments within the framework of providing innovative services and service for residents and visitors.
Leon Tossaint, EFQM CEO, meets HH Sheikh Mohammed bin Rashid Al Maktoum, the UAE Vice President and Prime Minister and Ruler of Dubai
The EFQM Team at DIGAE 2016
Signature of the strategic agreement with Dubai Government Excellence Program (DGEP). On the picture from left to right: Mr Oussama Hammad, Mr Hazza Khalfan Alnuaimi, Mr Gianluca Mulè, Mr Abdullah Abdul Rahman Al Sheibani, Mr Leon Tossaint, Ms Isra’a Mobideen, Ms Ola Mubaydeen
EFQM signed a strategic agreement with the Dubai Government Excellence Program (DGEP) EFQM is proud to have signed during, the Dubai International Government Achievements Exhibition (DIGAE2016),
a strategic agreement with DGEP. We look
forward to working together and supporting local organisations in their journey to Excellence. Happiness as a Driver for Excellence Dr. Ahmad Abdullah Al-Nuseirat, General Coordinator of the program at the Executive Council, Dubai Government Excellence Program (DGEP) will join the EFQM Forum 2016 as keynote speaker. He will share his experience, and also Dubai’s wide knowledge, about Happiness.
CONFESSIONS OF AN ASSESSOR TEAM LEADER (ATL)! My involvement with EFQM spans more than 20 years and includes roles as assessor, master assessor, trainer, coach, consultant, faculty member and ATL. It’s a reflection of all those differing, but complementary roles, that led me to consider carefully the development process for assessors. For many years EFQM and partners have relied on a single training product – EFQM Assessor Training (EAT) – to train and develop assessors primarily for the EEA and National Award processes, but increasingly to support internal assessments and other recognition programmes. In recent years it has become evident that a “one size fits all” approach no longer meets the needs of the assessor or the assessed communities. EAT was not designed to develop the increasingly strategic level of assessment and feedback that “world class” organisations expect to receive from the EEA process. My recent ATL experience reinforced my personal concerns about the limitations of EAT with a number of recently trained new award assessor being quite overwhelmed by the task of a “real” assessment. This resulted from the fact that EAT as a stand-alone event was not sufficiently robust and challenging to fully prepare people for the demanding task of a full award level assessment. Clearly something needed to be done in order to help assessor with their development and maintain the credibility and added value of the EEA process.
In response, EFQM has not developed a 3-level development process, much more aligned to the needs of assessor at each level of the recognition hierarchy, and much more capable of delivering assessors who are able to offer high added value strategic level feedback to organisations at the 600+ scoring level – our understanding of “world class”. EAT remains the foundation stone of the development process but now we have the newly developed product – Qualified Assessor Training (QAT) which is a logical step beyond EAT providing another level of challenge and depth to the assessment process, which is a required and expected from organisations aspiring to R4E levels of recognition. This is a more intensive and demanding 3-day training e v e n t w h i c h b u i l d s o n t h e b a s i c c o re competences gained from EAT. The final development stage – Award Assessor Training (AAT) is focused entirely on the EEA process to ensure the highest level of analysis, professionalism and feedback required at the top level of the recognition pyramid – but that’s another story. This 3-stage development will ensure that, after the past 25 years of successful support to Excellence across Europe and beyond, EFQM is well placed to continue that support for the next 25 years!
Norman Hughes 28
THE EFQM EXCELLENCE AWARD PROCESS IS UNDERWAY
Key dates Site visit : April & May 2016 Jury Meeting : July 2016 EFQM Forum, Milan, Italy – September 2016
March rings the start of the EFQM Excellence Award process. After the closing of the registrations for applicants in January and the nomination of the Award assessors, it’s time to brief everyone! In total, that’s over 100 Assessors… Over four weeks, we have welcomed both the Assessors and Applicants in our offices in Brussels. During that time, Assessors have: •
received a one day course to upgrade their knowledge based on the high standards of the Award Assessor Training.
met and formed teams.
met for a full day with the applicants and ensured they really understood the business environment of the Applicants.
prepared for the Site Visit. 29
These briefings are also the occasion for everyone to meet and network in a great atmosphere! Let’s not forget that EFQM is also a Community of experts but also of people. These meetings are, as such, an extremely valuable experience for all. Since last year, we have already introduced several improvements underlined by some participants: “I like the fact that we had the chance to meet as a team before the site visit. Also i found very useful the various exercises that we had to take. “ “It was very helpful to have the applicant for almost a whole day as compared to former years. It allowed more exchange to make sure that we, the assessors, get the big picture. The training day was also an excellent way to get us up to date while "team building". “This is my 19th or 20th year and I have never felt so calm and well prepared for the site visit. Having 6 hours 20 minutes with the applicant was marvelous. We all clarified and understood so much.” Good luck for the rest of the process! 30
EVENTS AT EFQM - LEARN FROM THE VERY BEST Everyone is talking about innovation, but what actually IS innovation, and what drives it? Are all forms of technical creativity real innovations? Is innovation actually always about technical stuff? Can innovation not also be about how to inspire people, or be about organizing your processes in a radically different way? Join Henk Bijl from Philips and together, try to find at least one key to the riddles around the art of innovation. Register for the session - 08/06/2016 at 2PM (CET) Born as a leader or not? In this one hour webinar you will get an insight in different types of leaders and how they shape the future and act as role models for their values and ethics. Join us this June to receive hints and tips for improving your communication as leader of a company and/or a team. Remember: “A leader is one who knows the way, goes the way and shows the way” (John C. Maxwell). Join Riëtta Klijn and dive into this fascinating topic! Register for the session - 29/06/2016 at 2PM (CET) Next Good Practice Visits: •
11th October - BMW AG Werk Regensburg (Germany)
20th October 2016 - Geriatrische Gesundheitszentren Graz (Austria) - Health Care meets innovation
2 3 rd N o v e m b e r - S A KA R YA U n i v e r s i t y Esentepe Campus Serdivan (Turkey) - Developing organisational capability - Shape your future
23rd (& 24th) November 2016 - VAMED-KMB Krankenhausmanagement (Austria) - In tune with the customer (Optional dinner and pannel discussions + site visit) 31
ÂŠ EFQM 2016
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