4b_1 Are the financial resources utilised systematically to support the strategy and policy of the company? The financial strategy’s major goal is to drive improvements in cost-effectiveness in compliance with the overall strategy. 4d_1 Does the company manage technology development in order to support stated business goals? There is one specific part in strategic plan dedicated to the technology development. 5a_1 Are the organisation’s processes systematically defined and managed (e.g. with the utilisation of quality systems like ISO and environmental standards)? All processes are described and documented, and are certified according to ISO standards. Regular internal and external audits are performed. 5c_1 Are new products and services designed and developed based on customer needs and expectations? Data from customer surveys and market research are used to design new products and services. Assessment Questionnaire 1. Leadership - analysis Criterion (EFQM) EFQM Excellence Model Requirements Method used, Evidence, Examples How well done? (*) 10 20 30 40 50 60 70 80 90 100 1a_1 Do leaders develop the company’s mission, vision, values and ethics? 1a_2 Do leaders stimulate and encourage improvement activities of their employees on a continuous basis? 1a_3 Do leaders act as role models of values, and ethics identified and obtain critical feedback from their employees to review their own leadership effectiveness? 1b_1 Are leaders personally involved in systematic development and continuous improvement of the organisation’s management system? 1c_1 Do leaders systematically interact with key customers? 1c_2 Do leaders establish and develop relations with their strategic business partners in a planned way?
Strengths 1. 2. 3. 4. 5. 6. 7. 8. Areas for Improvement 1. 2. 3. 4. 5. 6. 7. 8. 7. People Results - analysis Criterion (EFQM) EFQM Excellence Model Requirements Method used, Evidence, Examples How well done? (*) 10 20 30 40 50 60 70 80 90 100
10 20 30 40 50 60 70 80 90 100 8a_1 The measures of the society’s perception of the company’s image 8a_2 The measures of the society’s perception of the company’s performance as a responsible citizen 8a_3 The measures of the society’s perception of the company’s involvement in the communities where it operates. 8a_4 The measures of the society’s perception of the company’s reporting on activities to assist in the preservation and sustainability of resources 8b_1 Internal measures that are used to monitor and improve performance achieved and to predict society’s perception of the company. (*) 0 = no results available; 25 = positive trends/satisfactory performance and targets achieved in about ¼ of relevant areas, comparison with external organisations takes place in about ¼ of areas; some results (about ¼) are caused by the approach applied 100 = strongly positive trends/sustained excellence results in all areas over at least 3 years, internal targets exceeded in at least ¾ of areas, results of comparison with external organisations excellent in at least ¾ of areas and “best in class” in ½ of areas; all results are caused by the approach applied; results address all relevant areas. 8. Society Results - findings