Ass Scorebook Lge Comp en

ASSESSOR SCOREBOOK FOR USE WITH THE 2003 EFQM
EXCELLENCE MODEL – LARGE COMPANY VERSION
CONTENTS
Use of the Assessor Scorebook pages 3
Key Themes page 5
Criteria Scoring Sheets page 6-69
Scoring Summary page 71
PLEASE NOTE THE GUIDANCE POINTS FOR EACH CRITERION PART SHOWN IN THIS
SCOREBOOK UNDER THE HEADING, “THIS MAY INCLUDE” ARE TAKEN FROM 'THE
LARGE COMPANY 2003 EFQM EXCELLENCE MODEL BROCHURE'. THIS CAN BE
PURCHASED FROM THE EFQM WEB SITE AT
http://www.efqm.org/publications/EFQM_Excellence_Model_2003.htm
Assessor Scorebook LC 2003 v3/En Page 1 EFQM 2003

Use of the Assessor Scorebook
It is assumed that users of this scorebook will already have read carefully the EFQM Excellence Model
brochure – particularly section 5: RADAR.
General points
Complete one double page of this scorebook for each criterion part.
List Strengths, Areas For Improvement (AFIs) and Site Visit Issues (SVIs).
Generally Strengths and AFIs will relate to the provision of evidence (or not) supporting Radar
attributes or guidance points (the may include points in the criterion part definitions of The
EFQM Excellence Model).
Strengths, AFIs and SVIs should be written in full sentences so that other readers can readily
understand the point being made.
Provide about 3 to 5 Strengths and 3 to 5 AFIs, a total of up to 10 sentences. Generally the higher
the score you give, the more strengths and vice versa. SVIs should not normally exceed 3.
Having completed Strengths and AFIs now turn to the scoring matrix. Give a score for each
attribute that is aligned to the list of Strengths and AFIs. Thus if a Strength relating to very high
deployment is recorded, then the score for the Implemented attribute on the matrix would be
correspondingly high. If an AFI referred to little evidence of measurements of effectiveness,
then the Measurement attribute would be given a low score.
Establish an overall score for an Element by combining the scores of the attributes linked to the
element. Thus the score for the element Approach is derived from the scores to the attributes
Sound and Integrated.
Remember that scoring in this context is not a precise science. Thus if the scores to Sound and
Integrated are similar then it will be entirely reasonable to make the Approach score the
arithmetic average.
 If attribute scores differ substantially then the assessor may wish to stand back and bias the
Approach score towards the higher or lower of the scores for Sound and Integrated – the score
taken will depend on the assessor’s judgment.
Score all the elements in this way and, using similar principles, finally come up with an overall
score for the criterion part.
Record the score on the Scoring summary sheet at the end of this scorebook and move on to the
next criterion part.
Key Themes
These are high level points the assessors will wish to feedback to the organisation being
assessed. Key themes will usually be linked to RADAR and often issues that are pervasive across
several criteria of the Model. At the end of the assessment, the assessor might reasonably have
collected 10 to 15 key themes.
As assessors progress through their assessment, Key Themes should be noted, in full sentences,
on page 5 of this scorebook.

KEY THEMES

1. Leadership Excellent Leaders develop and facilitate the achievement of the mission and vision. They develop
organisational values and systems required for sustainable success and implement these via their actions and behaviours.
During periods of change they retain a constancy of purpose. Where required, such leaders are able to change the
direction of the organisation and inspire others to follow.
-------------------------------------------------------------------------------------------------------------------
1a. Leaders develop the mission, vision, values and ethics and are role models of a culture of
Excellence
This may include :
- developing the organisation’s mission, vision and culture;
- developing and role modelling values, ethics and public responsibilities that support the culture;
- reviewing and improving the effectiveness of personal leadership behaviours;
- being actively involved in improvement activities;
- stimulating and encouraging empowerment, creativity and innovation, e.g. by changing the organisation’s structure,
funding learning and improvement activities;
- encouraging, supporting and acting upon the findings of learning activities;
- prioritising improvement activities;
- stimulating and encouraging collaboration within the organisation.
-------------------------------------------------------------------------------------------------------------------
Elem Attributes 0% 25% 50% 75% 100%
ents
Clear evidence Comprehensive evidence
Sound: No evidence or anecdotal Some evidence Evidence
approach has a clear rationale

approach has defined processes
approach focuses on stakeholder needs
Integrated: No evidence or anecdotal Some evidence Evidence
Approach
approach supports policy and strategy

approach is linked to other approaches as
appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents
Implemented: No evidence implementation Implemented in ¼ of Implemented in ½ of Implemented in ¾ of Implemented in all relevant
relevant areas relevant areas relevant areas areas
 approach is implemented

Systematic: No evidence or anecdotal Some evidence Evidence
 approach is deployed in a structured way with

the method used for deployment being planned
Deployment
and executed soundly
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents
Measurement: No evidence or anecdotal Some evidence Evidence
regular measurement of the effectiveness of the

approach is carried out
deployment is carried out
measures selected are appropriate

Learning: No evidence or anecdotal Some evidence Evidence
 is used to identify best practice and

improvement opportunities
Assessment & Review

Improvement: No evidence or anecdotal Some evidence Evidence
 Output from measurement and learning is

analysed and used to identify, prioritise, plan
and implement improvements
TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

1a. Strengths
1a. Areas for Improvement
1a. Site Visit Issues

-----------------------------------------------------------------------------------------------------------------
1b Leaders are personally involved in ensuring the organisation’s management system is developed,
implemented and continuously improved
This may include:
– aligning the organisation’s structure to support delivery of its policy and strategy;
– ensuring a system for managing processes is developed and implemented;
– establishing clear ownership of processes;
– ensuring a process for the development, deployment and updating of policy and strategy is developed and
implemented;
– ensuring a process for the effective governance of the organisation is developed and implemented;
– ensuring a process for the measurement, review and improvement of key results is developed and implemented;
– ensuring a process, or processes, for stimulating, identifying , planning and implementing improvements to enabling
approaches e.g. through creativity, innovation and learning activities, is developed and implemented.
-------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

1b. Strengths
1b. Areas for Improvement
1b. Site Visit Issues

------------------------------------------------------------------------------------------------------------------
1c. Leaders interact with customers, partners and representatives of society
This may include:

– meeting, understanding and responding to needs and expectations;
– establishing and participating in partnerships;
– establishing and participating in joint improvement activity;
– recognising individuals and teams of stakeholders for their contribution to the business, for loyalty etc;
– participating in professional bodies, conferences and seminars, particularly promoting and supporting Excellence;
– promoting, supporting and engaging in activities that aim to improve the global environment and the organisation’s
contribution to society with the view to respecting the rights and interests of future generations
-------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

1c. Strengths
1c. Areas for Improvement
1c. Site Visit Issues
Assessor Scorebook LC 2003 v3/En Page EFQM 2003

11
-------------------------------------------------------------------------------------------------------------------
1d. Leaders reinforce a culture of Excellence with the organisation’s people
This may include:

– personally communicating the organisation’s mission, vision, values, policy and strategy, plans, objectives and
targets to people;
– being accessible, actively listening and responding to people;
– helping and supporting people to achieve their plans, objectives and targets;
– motivating and enabling people to participate in improvement activity;
– recognising both team and individual efforts, at all levels, within the organisation, in a timely and appropriate
manner.
– Promoting and encouraging equal opportunities and diversity
-------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

1d. Strengths
1d. Areas for Improvement
1d. Site Visit Issues
Assessor Scorebook LC 2003 v3/En Page EFQM 2003

13
-------------------------------------------------------------------------------------------------------------------
1e. Leaders identify and champion organisational change
This may include:
- Understanding the internal and external drivers of change for the organisation;
- Identifying and selecting changes that need to be made within the organisation, to the organisation model and in its
external relationships;
- Leading the development of change plans;
- Securing investment, resources and support for change;
- Managing the delivery and risks of the overall portfolio of change programmes;
- Ensuring the effective delivery of change and managing stakeholders;
- Communicating changes and the reasons for them to the organisations people and other stakeholders;
- supporting and enabling people to manage change;
- Measuring and reviewing the effectiveness of changes and sharing the knowledge gained.
-------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

1e. Strengths
1e. Areas for Improvement
1e. Site Visit Issues

2. Policy and Strategy. Excellent Organisations implement their mission and vision by developing a
stakeholder focused strategy that takes account of the market and sector in which it operates. Policies, plans,
objectives, and processes are developed and deployed to deliver the strategy.
-------------------------------------------------------------------------------------------------------------------
2a. Policy and Strategy are based on the present and future needs and expectations of stakeholders
This may include:

– gathering and understanding information to define the markets and market segments the organisation will operate in
both now and in the future;
– identifying, understanding and anticipating the needs and expectations of current and future stakeholders including
customers, employees, partners, society and shareholders;
– identifying, understanding and anticipating developments in the market place, including competitor activity.
-------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

2a. Strengths

2. Policy and Strategy. Excellent Organisations implement their mission and vision by developing a stakeholder
focused strategy that takes account of the market and sector in which it operates. Policies, plans, objectives,
and processes are developed and deployed to deliver the strategy.
.-------------------------------------------------------------------------------------------------------------------
2b Policy and Strategy are based on information from performance measurement, research,
learning and external related activities
This may include:
- analysing output from internal performance indicators;
- analysing output from learning activities;
- analysing external image and brand awareness data;
- analysing the performance of competitors and best in class organisations;
- analysing data regarding existing/potential partners core competencies;
- analysing data for both long and short term social, environmental, safety and legal issues;
- analysing data on the effects of products and services throughout their entire life-cycle;
- identifying and understanding economic and demographic indicators;
- analysing data to determine the impact of new technologies and business models on the performance of the
organisation.

ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

2b. Strengths

-------------------------------------------------------------------------------------------------------------------
2c Policy and Strategy are developed, reviewed and updated
This may include:
- developing, reviewing and updating policy and strategy consistent with the organisation’s mission, vision and
concepts of excellence;
- balancing both long and short-term needs and expectations of stakeholders;
- assessing risks and identifying ways of addressing these risks;
- identifying present and future competitive advantage;
- identifying core capabilities and needs for partnerships/alliances to deliver policy and strategy;
- reaffirming presence in established markets or requirement to change market approach;
- aligning strategy with those of partners and alliances;
- identifying critical success factors;
- aligning and continuously developing social and environmental standards with partners;
- evaluating the relevance and effectiveness of policy and strategy.
-------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

2c. Strengths

-------------------------------------------------------------------------------------------------------------------
2d Policy and Strategy are communicated and deployed through a framework of key processes
This may include:
- identifying and designing and communicating the framework of key processes needed to deliver the organisation’s
policy and strategy;
- communicating policy and strategy to stakeholders and evaluating the awareness of it;
- aligning, prioritising, agreeing, cascading and communicating plans, objectives and targets as well as following up
achievements;
- establishing organisation wide reporting mechanisms to track progress
-------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

2d. Strengths

3. People Excellent organisations manage, develop and release the full potential of their people at an
individual, team-based and organisational level. They promote fairness and equality and involve and empower
their people. They care for, communicate, reward and recognise, in a way that motivates staff and builds
commitment to using their skills and knowledge for the benefit of the organisation.
-------------------------------------------------------------------------------------------------------------------
3a. People resources are planned, managed and improved.
This may include:
- developing human resource policies, strategies and plans;
- involving employees, and their representatives, in developing human resource policies, strategies and plans;
- aligning the human resource plans with policy and strategy, the organisational structure and the framework of key
processes;
- managing recruitment, career development and succession planning;
- promoting and ensuring fairness in all terms of employment including equal opportunities policies, strategies and plans;
- using people surveys and other forms of employee feedback to improve human resource policies, strategies and plans;
- using innovative organisation methodologies to improve the way of working, e.g. restructuring the supply chain, ,
flexible team working.
-------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

3a. Strengths

-------------------------------------------------------------------------------------------------------------------
3b. People’s knowledge and competencies are identified, developed and sustained
This may include:
- identifying, classifying and matching people’s knowledge and competencies with the organisation’s needs;
- developing and using training and development plans to help ensure people match the present and future capability needs
of the organisation;
- Developing, mentoring and training all people to help them realise and attain their full potential;
- designing and promoting individual, team and organisational learning opportunities;
- developing people through work experience;
- developing team skills;
- aligning individual and team objectives with the organisation’s targets;
- reviewing and updating individual and team objectives;
- appraising and helping people improve their performance.
-------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

3b. Strengths

-------------------------------------------------------------------------------------------------------------------
3c. People are involved and empowered
This may include:

- encouraging and supporting individual and team participation in improvement activities;
- encouraging and supporting people’s involvement e.g. through in-house conferences, ceremonies and community
projects;
- providing opportunities that stimulate involvement and support innovative and creative behaviour;
- training managers to develop and implement guidelines empowering people to take action;
- encouraging people to work together in teams.
----------------------------------------------------------------------------------------------------------------------------- -----------------

ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

3c. Strengths

-------------------------------------------------------------------------------------------------------------------
3d. People and the organisation have a dialogue
This may include:
- identifying communication needs;
- developing communications policies, strategies and plans based on communications needs;
- developing and using top down, bottom up and horizontal communication channels;
- identifying and ensuring opportunities to share best practice and knowledge.
-------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

3d. Strengths

------------------------------------------------------------------------------------------------------------------
3e. People are rewarded, recognised and cared for
This may include:
- aligning remuneration, redeployment, redundancy and other terms of employment with policy and strategy;
- recognising people in order to promote and sustain their involvement and empowerment;
- promoting awareness and involvement in health, safety, the environment and issues on social responsibility;
- setting the levels of benefits, e.g. pension plan, health care, childcare;
- recognising and taking account of diversity and different cultural backgrounds promoting social and cultural activities;
- providing resources and services that meet legal essentials and in some cases, exceed these requirements.
-------------------------------------------------------------------------------------------------------------------

ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents
Implemented: No evidence implementation Implemented in ¼ of Implemented in ½ of Implemented in ¾ of Implemented in all
relevant areas relevant areas relevant areas relevant areas


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

3e. Strengths

4. Partnerships and Resources Excellent organisations plan and manage external partnerships,
suppliers and internal resources in order to support policy and strategy and the effective operation of processes.
During planning and whilst managing partnerships and resources they balance the current and future needs of the
organisation, the community and the environment.
-------------------------------------------------------------------------------------------------------------------
4a. External partnerships are managed
This may include:
– identifying key organisation and community partnership opportunities in line with policy and strategy and the
organisations mission;
– structuring partnership and supplier relationships to create and maximise value;
– forming supply chain partnerships that add value to customers;
– Identifying and leveraging core competencies of partners and supporting mutual development;
– ensuring cultural compatibility and the sharing of knowledge with partner organisations;
– generating and supporting innovative and creative thinking through the use of partnerships;
– creating synergy in working together to improve processes and add value to the customer/supplier chain.
--------------------------------------------------------------------------------------------------------------------

ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

4a. Strengths

4. Partnerships and Resources Excellent organisations plan and manage external partnerships,
suppliers and internal resources in order to support policy and strategy and the effective operation of processes.
During planning and whilst managing partnerships and resources they balance the current and future needs of the
organisation, the community and the environment.
-------------------------------------------------------------------------------------------------------------------
4b. Finances are managed
This may include:
– developing and implementing financial strategies and processes for using financial resources in support of overall
policy and strategy
– designing the financial planning and reporting to cascade the financial stakeholders expectations throughout the
organisation
– establishing reporting mechanisms
– evaluating investment in and divestment of both tangible and non tangible assets
– using financial mechanisms and parameters to ensure an efficient and effective resourcing structure
– developing and introducing methodologies for managing risks to financial resources to all appropriate levels in the
organisation
– establishing and implementing core governance processes at all appropriate levels in the organisation.
--------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

4b. Strengths

4. Partnerships and Resources Excellent organisations plan and manage external partnerships, suppliers and
internal resources in order to support policy and strategy and the effective operation of processes. During planning and whilst
managing partnerships and resources they balance the current and future needs of the organisation, the community and the
environment.
-------------------------------------------------------------------------------------------------------------------
4c. Buildings, equipment and materials are managed
This may include:
– developing a strategy for managing buildings, equipment and materials that supports the organisations policy and strategy;
– managing the maintenance and utilisation of assets to improve total life cycle performance;
– managing the security of assets;
– measuring and managing any adverse effects of the organisation’s assets on the community and employees
(including ergonomics, health and safety);
– utilising resources in an environmentally sound manner throughout the entire life-cycle of a product
– optimising material inventories;
– optimising consumption of utilities;
– reducing and recycling waste;
– minimising any adverse global impact of products, production processes and services;
– optimising transportation usage.

ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

4c. Strengths

environment.
-------------------------------------------------------------------------------------------------------------------
4d. Technology is managed
This may include:
– developing a strategy for managing technology that supports the organisations policy and strategy;
– identifying and evaluating alternative and emerging technologies in the light of their impact on business and the
society;
– managing the technology portfolio including the identification and replacement of out dated technology;
– exploiting existing technology;
– developing innovative and environmentally friendly technology (i.e. conserving energy and resources, minimisation
of waste and emissions, encouraging recycling and re-use);
– Using Information and Communication Technologies to support and improve the effective operation of the
organisation;
– using technology to support improvement
--------------------------------------------------------------------------------------------------------------------

ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

4d. Strengths

environment.
-------------------------------------------------------------------------------------------------------------------
4e. Information and Knowledge are managed
This may include:
– developing a strategy for managing information and knowledge that supports the organisations policy and strategy;
– identifying the organisations information and knowledge requirements;
– collecting, structuring and managing information and knowledge in support of policy and strategy;
– providing appropriate access, for both internal and external users, to relevant information and knowledge;
– using information technology to support internal communication and information and knowledge management;
– assuring and improving information validity, integrity and security;
– cultivating, developing and protecting unique intellectual property in order to maximise customer value;
– seeking to acquire, increase and use knowledge effectively;
– generating innovative and creative thinking within the organisation through the use of relevant information and
knowledge resources.
----------------------------------------------------------------------------------------------------------------------------- ------------

ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

4e. Strengths
4e Site Visit Issues

5. Processes Excellent organisations design, manage and improve processes in order to fully satisfy, and
generate increasing value for, customers and other stakeholders.
-------------------------------------------------------------------------------------------------------------------
5a. Processes are systematically designed and managed
This may include:
– designing the organisation’s processes, including those key processes needed to deliver policy and strategy;
– identifying process stakeholders and managing interface issues inside the organisation and with external partners
for the effective management of end-to-end processes;
– establishing the process management system;
– applying systems standards covering, for example, quality management systems, environmental systems,
occupational health and safety systems in process management;
– implementing process indicators and setting performance targets;
– reviewing the effectiveness of the process framework in delivering the organisations policy and strategy.
--------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

5a. Strengths

-------------------------------------------------------------------------------------------------------------------
5b. Processes are improved, as needed, using innovation in order to fully satisfy and generate
increasing value for customers and other stakeholders
This may include:
– identifying and prioritising opportunities for improvement, and other changes, both incremental and breakthrough;
– using performance and perception results and information from learning activities to set priorities and targets for
improvement and improved methods of operation;
– stimulating and bringing to bear the creative and innovative talents of employees, customers and partners in
incremental and breakthrough improvements;
– discovering and using new process designs, operating philosophies and enabling technology;
– establishing appropriate methods for implementing change;
– piloting and controlling the implementation of new or changed processes;
– communicating process changes to all appropriate stakeholders;
– ensuring people are trained to operate new or changed processes prior to implementation;
– ensuring process changes achieve predicted results
--------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

5b. Strengths

-------------------------------------------------------------------------------------------------------------------
5c. Products and Services are designed and developed based on customer needs and
expectations
This may include:
– using market research, customer surveys and other forms of feedback to determine customer current needs and
expectations for products and services ;
– anticipating and identifying improvements aimed at enhancing products and services in line with customers’, and
other stakeholders, future needs and expectations;
– designing and developing new products and services together with customers and partners that add value for the
customers;
– understanding and anticipating the impact and potential of new technologies on products and services
– developing new products and services for both the current established market and to gain access to other markets;
– using creativity, innovation and key competencies of both internal people and external partners to design and
develop competitive products and services;
--------------------------------------------------------------------------------------------------------------------
ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

5c. Strengths

-------------------------------------------------------------------------------------------------------------------
5d. Processes and Services are produced, delivered and serviced
This may include:
– producing or acquiring products and services in line with designs and developments;
– marketing, communicating the value proposition, and selling products and services to existing and potential
customers;
– delivering products and services to customers;
– servicing products and services, including recycling where appropriate.
----------------------------------------------------------------------------------------------------------------------------------------------

ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

5d. Strengths

-------------------------------------------------------------------------------------------------------------------
5e. Customer relationships are managed and enhanced
This may include:
– determining and meeting customers day to day contact requirements;
– handling feedback received from day to day contacts including complaints;
– proactive involvement with customers in order to discuss and address their needs, expectations and concerns;
– following up on sales, servicing and other contacts in order to determine levels of satisfaction with products,
services and other customer sales and servicing processes;
– seeking to maintain creativity and innovation in the customer sales and servicing relationship;
– establishing partnerships with customers which add value to the supply chain;
– using regular surveys, other forms of structured data gathering and data gathered during day to day customer
contacts in order to determine and enhance customer relationship satisfaction levels
– advising customers on the responsible use of products
-----------------------------------------------------------------------------------------------------------------------------------------------

ents

Approach

appropriate
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0

ents


Deployment
0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
TOTAL 0
Attributes
Elem 0% 25% 50% 75% 100%
ents



Assessment & Review


TOTAL 0 5 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 1
0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0 5 0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

5e. Strengths

6. Customer Results Excellent organisations comprehensively measure and achieve outstanding results
with respect to their customers.
-------------------------------------------------------------------------------------------------------------------
6a. Perception Measures
These measures are of the customers’ perceptions of the organisation (obtained, for example, from customer surveys,
focus groups, vendor ratings, compliments and complaints).
Depending on the purpose of the organisation examples of measures that may be made include:
 image: • sales and after sales support:

- accessibility; - capabilities and behaviour of employees;
- communication; - advice and support
- transparency - customer literature and technical documentation;
- flexibility; - handling complaints;
- pro-active behaviour; - product training;
- responsiveness. - response time;
- technical support
products and services: - warranty and guarantee provisions;
- quality;
- value;
- reliability; • loyalty:
- design innovation; - intention to repurchase;
- delivery; - willingness to purchase other products and
- environmental profile. services from the organisation;
- willingness to recommend the organisation .
-------------------------------------------------------------------------------------------------------------------
Attributes
Elements 0% 25% 50% 75% 100%
Trends: No Results or Positive trends and/or Positive trends and/or Positive trends and/or Positive trends and/or
anecdotal information satisfactory sustained good sustained good sustained good
 trends are positive AND/OR there is
performance for about performance for about performance for about performance for all
sustained good performance
¼ of results over at ½ of results over at ¾ of results over at results over at least 3
least 3 years least 3 years least 3 years years
Targets: No Results or Achieved and Achieved and Achieved and Achieved and
anecdotal information appropriate for about appropriate for about appropriate for about appropriate for all
 targets are achieved
¼ of results ½ of results ¾ of results results
 targets are appropriate
Results
Comparisons: No Results or Favourable Favourable Favourable Favourable

anecdotal information comparisons for about comparisons for about comparisons for about comparisons for all
 results compare well with others AND/OR
¼ results ½ results ¾ results results
results compare well with acknowledged
‘World Class’
Cause and effect

Causes: No Results or Cause and effect Cause and effect Cause and effect
visible for all results
anecdotal information visible for about ¼ visible for about ½ visible for about ¾
 results are caused by approach
results results results
TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
Attributes
Elements 0% 25% 50% 75% 100%
Scope: No Results or Results address ¼ of Results address ½ of Results address ¾ of Results address all of
anecdotal information relevant areas and relevant areas and relevant areas and relevant areas and
results address relevant areas
activities activities activities activities
results are appropriately segmented e.g.
by customer, by business
TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

6a. Strengths

6. Customer Results Excellent organisations comprehensively measure and achieve outstanding results
with respect to their customers.
-------------------------------------------------------------------------------------------------------------------
6b. Performance Indicators
These measures are the internal ones used by the organisation in order to monitor, understand, predict and improve the
performance of the organisation and to predict perceptions of its external customers.
• image: • sales and after sales support:
- number of customer accolades - demand for training;
and nominations for awards; - handling of complaints;
- press coverage. - response rate.
• product and services: • loyalty:
- competitiveness; - duration of relationship;
- defect, error and rejection rates; - effective recommendations;
- seals of approval, environmental - frequency/value of orders;
labels - life time value;
- guarantee provisions and - numbers of complaints and compliments;
warranty provisions; - new and/or lost business;
- complaints; - customer retention;
- logistic indicators;
- product life cycle;
- innovation in design
- time to market
-----------------------------------------------------------------------------------------------------------------------
Attributes
Elements 0% 25% 50% 75% 100%
Results

 results compare well with others
AND/OR results compare well with
acknowledged ‘World Class’
Cause and effect

TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
Attributes
Elements 0% 25% 50% 75% 100%
results are appropriately segmented
e.g. by customer, by business
TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

6b. Strengths

7. People Results Excellent organisations comprehensively measure and achieve outstanding
results with respect to their people
-------------------------------------------------------------------------------------------------------------------
These measures are of the people’s perception of the organisation (obtained, for example, from surveys, focus groups,
interviews, structured appraisals).
• motivation: • satisfaction:
- career development; - organisation’s administration;
- communication; - employment conditions;
- empowerment; - facilities and services;
- equal opportunities; - health and safety conditions;
- involvement; - job security;
- leadership; - pay and benefits;
- opportunity to learn and achieve; - peer relationships;
- recognition; - the management of change;
- target setting and appraisal; - the organisation's environmental policy
- the organisation's values, mission, and impact;
vision, policy and strategy; - the organisation's role in the community
- training and development. and society;
- working environment.
-------------------------------------------------------------------------------------------------------------------
Attributes
Elements 0% 25% 50% 75% 100%
Results

Cause and effect

TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
Attributes
Elements 0% 25% 50% 75% 100%
TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

7a. Strengths

7. People Results Excellent organisations comprehensively measure and achieve outstanding results with respect to their
people
-------------------------------------------------------------------------------------------------------------------
performance of the organisation’s people and to predict their perceptions.
Depending on the purpose of the organisation examples of measures that may be made include
• Achievements: • Motivation and involvement:

- competency requirements - involvement in improvement teams;
versus competencies available; - involvement in suggestion schemes;
- productivity; - levels of training and development;
- success rates of training and - measurable benefits of team work;
development to meet objectives; - recognition of individuals and teams;
- external awards and recognition. - response rates to people surveys.
• Satisfaction: • Services provided to the organisation’s people:

- absenteeism and sickness levels; - accuracy of personnel administration;
- accident levels; - communication effectiveness;
- grievances; - speed of response to enquiries;
- recruitment trends; - training evaluation.
- staff turnover and loyalty;
- strikes;
- use of organisation provided
facilities and benefits.
----------------------------------------------------------------------------------------------------------------------------- ----------------
Attributes
Elements 0% 25% 50% 75% 100%
Results

Cause and effect

TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
Attributes
Elements 0% 25% 50% 75% 100%
TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

7b. Strengths

8. Society Results Excellent organisations comprehensively measure and achieve
outstanding results with respect to society
-------------------------------------------------------------------------------------------------------------------
These measures are of the society’s perception of the organisation (obtained, for example, from surveys, reports, press
articles, public meetings, public representatives, governmental authorities). Some of the measures contained in the guidance
for Perception Measures may be applicable to Performance Indicators and vice versa.
• Image • Performance as a responsible citizen:
- responsiveness to contacts; - disclosures of information relevant to the community;
- as an employer; - equal opportunities practices;
- as a responsible member of the community. - impact on local regional, national and global
economies;
- relationships with relevant authorities;
- ethical behaviour.
• Involvement in the communities • Reporting on activities to assist in the preservation and
where it operates: sustainability of resources:
- involvement in education and training; - choice of transport;
- involvement of community bodies in relevant - ecological impact;
activities; - usage of utilities e.g. gases, water, electricity,
- support for medical and welfare provision; - recycling.
- support for sport and leisure; - reduction and elimination of waste and packaging
- voluntary work and philanthropy. - substitution of raw materials or other inputs;
- reduction and prevention nuisance and harm
from its operations and/or throughout the
lifecycle of its products and services:
- health risks and accidents;
- noise and odour;
- hazards (safety); - pollution and toxic emission; - analysis of the supply chain;- environmental performance evaluation
/ lifecycle evaluation.
----------------------------------------------------------------------------------------------------------------------------- ----------------
Attributes
Elements 0% 25% 50% 75% 100%
anecdotal information
appropriate for about appropriate for about appropriate for about appropriate for all
Results

 results compare well with others AND/OR
results compare well with acknowledged
‘World Class’
Cause and effect

TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
Attributes
Elements 0% 25% 50% 75% 100%
TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

8a. Strengths

8. Society Results Excellent organisations comprehensively measure and achieve outstanding
results with respect to society
-------------------------------------------------------------------------------------------------------------------
performance of the organisation and to predict perceptions of society.
 Handling changes in employment levels;
 Dealings with authorities on issues such as:

- certification;
- clearances;
- import/export;
- planning;
- product release.
 Accolades and awards received.
- Exchange of information in relation to Social Responsibility good practices, auditing and social reporting
- accolades and awards received.
-----------------------------------------------------------------------------------------------------------------------
Attributes
Elements 0% 25% 50% 75% 100%
Results

Cause and effect

TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
Attributes
Elements 0% 25% 50% 75% 100%
TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

8b. Strengths

9. Key Performance Results Excellent organisations comprehensively measure and achieve outstanding
results with respect to the key elements of their policy and strategy.
-------------------------------------------------------------------------------------------------------------------
9a. Key Performance Outcomes
Depending on the purpose and objectives of the organisation some of the measures contained in the guidance for Key
Performance Outcomes may be applicable to Key Performance Indicators and vice versa.
These measures are key results defined by the organisation and agreed in their policy and strategies.
 Financial outcomes may include:

- Market related and general data (sales, share price, dividends etc);
- Profitability (gross margins, earnings per share, earnings
before interest and tax, contribution margin etc);
- Investment and asset related information (Return on invested capital, Return on net assets, Return on capital
employed etc);
- Budgetary Performance (Performance against organisation or unit budgets).
 Non-Financial outcomes may include:

- Market Share;
- Time to market;
- Success rates;
- Volumes;
- Process performance.
-------------------------------------------------------------------------------------------------------------------
Attributes
Elements 0% 25% 50% 75% 100%
Results

Cause and effect

TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
Attributes
Elements 0% 25% 50% 75% 100%
TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

9a. Strengths

9. Key Performance Results Excellent organisations comprehensively measure and achieve outstanding
results with respect to the key elements of their policy and strategy.
-------------------------------------------------------------------------------------------------------------------
9b. Key Performance Indicators
These measures are the operational ones used in order to monitor and understand the processes and predict and improve the
organisation’s likely key performance outcomes.
Financial:
- Cash flow
- Depreciation;
- Maintenance costs;
- Project costs
- Credit ratings
Non Financial:
- Processes (performance; assessments; innovations; cycle times):
- External resources including partnerships (supplier performance; supplier price; number and value added of
partnerships; number and value added of joint improvements with partners);
- Buildings, equipment and materials: (defect rates; inventory turnover; utilisation);
- Technology: (innovation rate; value of intellectual property; patents; royalties);
- Information and knowledge: (accessibility; integrity; value of intellectual capital)
-------------------------------------------------------------------------------------------------------------------
Attributes
Elements 0% 25% 50% 75% 100%
Results

Cause and effect

TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
Attributes
Elements 0% 25% 50% 75% 100%
TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0
OVERALL TOTAL 0 5 1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
5
0
5
5
6
0
6
5
7
0
7
5
8
0
8
5
9
0
9
5
1
0
0

9b. Strengths

SCORING SUMMARY SHEET
1. Enablers Criteria
Criterion Number 1 % 2 % 3 % 4 % 5 %
Criterion Part 1a 2a 3a 4a 5a
Criterion Part 1b 2b 3b 4b 5b
Criterion Part 1c 2c 3c 4c 5c
Criterion Part 1d 2d 3d 4d 5d
Criterion Part 1e 3e 4e 5e
Criterion Part
Sum of parts
÷5 ÷4 ÷5 ÷5 ÷5
Score awarded
Note: The score awarded is the arithmetic average of the % scores for the criterion part. If organisations pres ent
convincing reasons why one or more parts are not relevant to them it is valid to calculate the average on the
number of criterion addressed. To avoid confusion (with a zero score) parts of the criteria accepted as not
relevant should be entered "NR" in the table above.
2. Results Criteria
Criterion Number 6 % 7 % 8 % 9 %
Criterion Part 6a x 0.75= 7a x 0.75= 8a x 0.25= 9a x 0.50=
Criterion Part 6b x 0.25= 7b x 0.25= 8b x 0.75= 9b x 0.50=
Score awarded
3. Calculation of Total Points
Criterion Score Awarded factor Points Awarded
1 Leadership x 1.0
2 Policy & Strategy x 0.8
3 People x 0.9
4 Partnership and Resources x 0.9
5 Processes x 1.4
6 Customer Results x 2.0
7 People Results x 0.9
8 Society Results x 0.6
9 Key Performance Results x 1.5
Total points awarded
- Enter the score awarded to each criterion (of both sections 1 and 2 above).
- Multiply each score by the appropriate factor to give points awarded.
- Add points awarded to each criterion to give total points awarded for application.

Ass Scorebook Lge Comp en

Transféré par

Informations du document

Description originale:

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Ass Scorebook Lge Comp en

Transféré par

Droits d'auteur :

Formats disponibles

ASSESSOR SCOREBOOK FOR USE WITH THE 2003 EFQM

EXCELLENCE MODEL – LARGE COMPANY VERSION

Use of the Assessor Scorebook pages 3

Key Themes page 5

Criteria Scoring Sheets page 6-69

Scoring Summary page 71

Assessor Scorebook LC 2003 v3/En Page 1 EFQM 2003

Assessor Scorebook LC 2003 v3/En Page 3 EFQM 2003

Assessor Scorebook LC 2003 v3/En Page 5 EFQM 2003

approach has a clear rationale

approach supports policy and strategy

Elem Attributes 0% 25% 50% 75% 100%

Clear evidence Comprehensive evidence

 approach is deployed in a structured way with

and executed soundly

regular measurement of the effectiveness of the

Clear evidence Comprehensive evidence

 is used to identify best practice and

Clear evidence Comprehensive evidence

 Output from measurement and learning is

Assessor Scorebook LC 2003 v3/En Page 6 EFQM 2003

1a. Areas for Improvement

1a. Site Visit Issues

Assessor Scorebook LC 2003 v3/En Page 7 EFQM 2003

approach has a clear rationale

approach supports policy and strategy

Elem Attributes 0% 25% 50% 75% 100%

Clear evidence Comprehensive evidence

 approach is deployed in a structured way with

and executed soundly

regular measurement of the effectiveness of the

Clear evidence Comprehensive evidence

 is used to identify best practice and

Clear evidence Comprehensive evidence

 Output from measurement and learning is

Assessor Scorebook LC 2003 v3/En Page 8 EFQM 2003

1b. Areas for Improvement

1b. Site Visit Issues

Assessor Scorebook LC 2003 v3/En Page 9 EFQM 2003

This may include:

approach has a clear rationale

approach supports policy and strategy

Elem Attributes 0% 25% 50% 75% 100%

Clear evidence Comprehensive evidence

 approach is deployed in a structured way with

and executed soundly

regular measurement of the effectiveness of the

Clear evidence Comprehensive evidence

 is used to identify best practice and

Clear evidence Comprehensive evidence

 Output from measurement and learning is

Assessor Scorebook LC 2003 v3/En Page 10 EFQM 2003

1c. Areas for Improvement

1c. Site Visit Issues

Assessor Scorebook LC 2003 v3/En Page EFQM 2003

This may include:

approach has a clear rationale

approach supports policy and strategy

Elem Attributes 0% 25% 50% 75% 100%

Clear evidence Comprehensive evidence

 approach is deployed in a structured way with

and executed soundly