beexcellent · Be Excellent is a simple but rigorous examination of business practice for all...

beexcellentBusiness assessment

Be Excellent Scheme – Introduction

What is Be Excellent? What might the Be Excellent Schemedo for your organisation?How does it work?Glossary of termsEFQM Business Exellence ModelBe Excellent Scheme – QuestionsAction ReportBe Excellent Scheme – Scoring MatrixBe Excellent Output ReportMapping your results

Contents

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What is Be Excellent?Be Excellent is a simple but rigorous examination of businesspractice for all disciplines within the construction industry using theEFQM Business Excellence Model as the platform.

The Be Development Group examined numerous existing business measurement schemesbefore deciding to recommend a system based upon the principles of the EFQM BusinessExcellence Model – related to the construction industry and the principles of Be. This was alsodiscussed and developed with a number of established experts such as the British QualityFoundation and BQC Performance Management Limited.

The principles of Be are incorporated within the whole Scheme and take on board theimportant new criteria for Collaborative Working, Supply Chain Management and the “designthrough to operational requirements” of Facilities Management.

The Criteria for each of the nine question sections come from the EFQM Business ExcellenceModel (see illustration on page 4). A number of the questions are taken from or are similar tothose contained in BQF and BQC material.

What might the Be Excellent Scheme do for your organisation?If questions are answered honestly and thoroughly, they will identifythose areas which an organisation needs to concentrate on toimprove performance. Whether the organisation decides to makethese a priority is a question of where each sits within their overallstrategic plan.

Every business benefits from careful strategic questioning of their operation on a regular basis.

The Scheme may deliver extra customers as a result of participation, whether a certificate hasbeen awarded or not. It will undoubtedly assist with the running of a more efficient, caring andcustomer facing operation. Ultimately it should be recognised as an important or evennecessary qualification.


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How does it work?Although the Scheme is based upon the EFQM Business ExcellenceModel it was decided to adopt a form of direct questioning whichhas been successfully used by one or two other operators. Althoughthis method is simpler to understand it does not mean thequestions are less robust or searching.

The Scheme is flexible and will meet the needs of large and small organisations across thevarious disciplines. There will ultimately be four methods which can be used to suit the needsof all operators, as follows:

A. Self AssessmentThe questions used for both self assessment and the accredited scheme are very similar. For self assessment an individual or a business group are able to work through nine stageswhich are split into two areas “enablers” and “results” (see illustration of the Excellence Model page 4.)

Each question calls for evidence, to ensure that the person has thought through the question, and can justify the rating given on a scale of zero to five. The scale ranges from non-compliance to outperform.

The Scheme asks the operator to identify the questions which require urgent attention – based on the scale and the real needs of the business. This should give the individual or groupa number of priorities which they can concentrate on until the next review.

B. Facilitated AssessmentIt may suit an organisation to employ a facilitator to assist with the Assessment. Thecompanies or individuals which are selected to assist with this process will also be able toadvise on training for any of the areas required – should the company wish to follow this up. It is also possible that this preparation could be used as a simple step to the next process –accreditation.

C. AccreditationA company having been through the process either with or without a facilitator may choose toseek independent accreditation which will be a recognised award and have a Be ExcellentCertificate. This process will necessarily be more rigorous because the independent auditor willrequire clear evidence to support a particular level. The Be Working Group will set the scoringsystem and pass levels.

BQF and EFQM Awards SchemeThe final stage is to join the road to achieve British or European Award status through fullparticipation in the Business Excellence Model.

The work that a company may have done in the previous three stages will be a good groundingfor the broader based EFQM model. Indeed a company may look at Be Excellent and considerthat they are already prepared to join this internationally recognised Scheme.


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Glossary of terms1. An Explanation of Collaborative Working and Supply Chain Management.

Collaborative working is Be’s umbrella term for working together in a seamless team forcommon objectives that deliver benefit to all. It is defined in terms of the following principles:

� Committed leadership focussed on maintaining the vision, needs, people, and benefits for all.

� Values which empower people, share learning, communicate openly, and foster trust in a no-blame culture.

� Processes and commercial arrangements which deliver the following critical success factors.

Early involvement,Selection by value, Performance measurement enabling continuous improvement,Common processes and tools,Long-term supply chain relationshipsCommercial arrangements that support the above.

These principles have been incorporated in the Strategic Forum’s Integration Toolkit, launchedin September 2003. This defines the following two forms of integration perhaps morecommonly referred to as Supply Chain Management.

An Integrated Supply Team includes the client and those designers, contractors, manufacturersand specialists that are pivotal to providing solutions that will meet the client’s requirements.All members of an integrated team should have the opportunity to make an input to the designof the project.

An Integrated Supply Chain brings together all the parties responsible for a key element orelements of the project. Supply chains extend from the client through the designers and maincontractor, and critically include those manufacturers and specialists that are not part of theintegrated team.

Some key members of the Integrated Supply Team may bring the benefits of their ownspecialist supply chain to the project. These individual teams will also be managed in acollaborative manner.

2. An Explanation of FM (Facilities Management)

“Facilities” in the context of the construction industry are all those essential services thatallow a building to function. “Facilities Management” is the integration of the resulting multi-disciplinary activities and the management of their impact upon people and the workplace.

For many years the importance of Facilities Management has been underrated by clients,designers and constructors.

There is now a growing realisation that FM must play a major role in the design andconstruction process and that effective Facilities Management, combining resources andactivities, is vital to the success of any organisation. At a corporate level, it contributes to thedelivery of strategic and operational objectives. On a day-to-day level, effective FacilitiesManagement provides a safe and efficient working environment which is essential to theperformance of any business – whatever its size and scope of works.


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Leadership

Enablers

Innovation and Learning

Results

People

Policy & Strategy

Partnerships& Resources

Processes

People Results

KeyPerformance

Results

Customer Results

SocietyResults

©1999 EFQM. The Model is a registered trademark of the EFQM

EFQM Business Excellence Model

The Model, which recognises there are many approaches to achieving sustainable excellence in all aspects of performance, is based on the premise that:

Excellent results with respect to Performance, Customers, People and Society are achieved through Leadership driving Policy and Strategy, People, Partnerships, Resources, and Processes.

The arrows emphasise the dynamic nature of the model. They show innovation and learninghelping to improve enablers that in turn lead to improved results.

Acknowledgement The illustration of the Model above is a registered trademark of EFQM and the text is a modified paragraph taken from EFQM material.

The Business Excellence Model is a framework based on ninecriteria. Five of these are ‘Enablers’ and four are ‘Results’. The‘Enabler’ criteria cover what an organisation does. The ‘Results’criteria cover what an organisation achieves. ‘Results’ are causedby ‘Enablers’.

Be Excellent Scheme – Questions

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Be Excellent SchemeQuestions


1. LeadershipHow leaders develop and facilitate the achievement of the mission and vision, develop valuesfor long-term success and implement these via appropriate actions and behaviours, and arepersonally involved in ensuring that the organisation’s management system is developed andimplemented.

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Evidence:

Action required

1 2 3 4 5 n/a01.1 Do you share the organisation’s mission and values with yourpeople, customers and other partners?

Assessmentscale

0.Don’t know

1. No – this doesn’thappen

2.Happensoccasionally but there is no consistency

3.Happensfrequently but it could beimproved

4. Recognised as the way we do business –achieving realbenefits

5. Integral part of our culture and operation – best in class

n/aNot applicable


Evidence:

Action required

1 2 3 4 5 n/a01.2 Do you have a structure in place to obtain feedback and provide response to your people, customers and partners?

Evidence:

Action required

1 2 3 4 5 n/a01.3 Have you established a system to measure your performanceagainst your organisation’s strategic plan?

Evidence:

Action required

1 2 3 4 5 n/a01.4 Does the vision and culture of your organisation incorporate the principles of Collaborative Working?

Evidence:

Action required

1 2 3 4 5 n/a01.5 Is your management team fully aware of the emergingimportance of FM in the design and construction process?

Continued next page


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1. Leadership continued

Evidence:

Action required

1 2 3 4 5 n/a01.6 Does the organisation recognise the special efforts of individuals and groups and reward them in some way?

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a01.7 Does your organisation encourage team working as part of your culture?

Evidence:

Action required

1 2 3 4 5 n/a01.8 Does the company share lessons learned with others?

Evidence:

Action required

1 2 3 4 5 n/a01.9 Does your organisation encourage open discussion and continuous improvement practices?

Evidence:

Action required

1 2 3 4 5 n/a01.10 Does your organisation encourage an attitude that is focussed on delivering value for money for the customer?


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2. Policy & StrategyHow the organisation implements its mission and vision via a clear stakeholder focusedstrategy, supported by relevant policies, plans objectives, targets and processes.

Evidence:

Action required

1 2 3 4 5 n/a02.1 Do you have a strategic plan for the ongoing development of your business?

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a02.2 Do you have an effective measurement system related to your strategic plan?

Evidence:

Action required

1 2 3 4 5 n/a02.3 Does your strategic plans relate to information received from your people and stakeholders?

Evidence:

Action required

1 2 3 4 5 n/a02.4 Is it your policy to assess customer satisfaction?

Evidence:

Action required

1 2 3 4 5 n/a02.5 Do you freely communicate your company policies to your people?

Evidence:

Action required

1 2 3 4 5 n/a02.6 As part of your company policy do you ensure that your suppliers understand your objectives and the way you conduct your business?

Continued next page


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2. Policy & Strategy continued

Evidence:

Action required

1 2 3 4 5 n/a02.7 Is the management of risk a high priority within your organisation?

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a02.8 Do you take time to discuss your risk management philosophywith your insurers?

Evidence:

Action required

1 2 3 4 5 n/a02.9 Does your contribution to the project team incorporate a movetowards collaborative working with regard to the FM strategy?

Evidence:

Action required

1 2 3 4 5 n/a02.10 Do you have an up-to-date environmental policy?

Evidence:

Action required

1 2 3 4 5 n/a02.11 Do you have a clearly defined policy for corporate social responsibility?

Evidence:

Action required

1 2 3 4 5 n/a02.12 Do you have an up to date Health and Safety policy?

Continued next page


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2. Policy & Strategy continued

Evidence:

Action required

1 2 3 4 5 n/a02.13 Do you have a reviewable welfare policy to cover all your employees?

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a02.14 Are you aware of your principal competitors and do you take time to assess their success factors?

Evidence:

Action required

1 2 3 4 5 n/a02.15 Does your Research and Development budget properly reflect the requirements of your Strategic Plan?

Evidence:

Action required

1 2 3 4 5 n/a02.16 Do you plan to achieve a significant proportion of yourbusiness through repeat orders?

Evidence:

Action required

1 2 3 4 5 n/a02.17 Do you plan to increase your organisation’s involvement with Collaborative Working projects?

Evidence:

Action required

1 2 3 4 5 n/a02.18 Is your supplier sourcing governed by a Supply ChainManagement policy?


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3. PeopleHow the organisation manages, develops and releases the knowledge and full potential of itspeople at an individual, team-based and organisation-wide level, and plans these activities inorder to support its policy and strategy and the effective operation of its process.

Evidence:

Action required

1 2 3 4 5 n/a0

3.1 Does the organisation undertake a regular skills audit and recruitment plan in line with the organisations long-termstrategy and planning?

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a03.2 Does the organisation have a formalised development andsuccession plan in place?

Evidence:

Action required

1 2 3 4 5 n/a03.3 Are your team motivated by clearly defined career opportunitieswithin your organisation?

Evidence:

Action required

1 2 3 4 5 n/a0

Evidence:

Action required

1 2 3 4 5 n/a03.5 Does the culture of your organisation encourage opencommunication with staff and business partners?

Evidence:

Action required

1 2 3 4 5 n/a03.6 Do you ensure that people understand how their role benefitsboth your organisation and the projects in which they take part?

3.4 Does your organisation evaluate the cost of recruiting, training and retaining the right people?

Continued next page


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3. People continued

Evidence:

Action required

1 2 3 4 5 n/a0

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a03.8 Are your people and partners encouraged to put forward innovativeideas and to consider the merits of other people’s proposals?

Evidence:

Action required

1 2 3 4 5 n/a03.9 Does the organisation encourage flexibility and an open attitude and understanding of the need for change?

Evidence:

Action required

1 2 3 4 5 n/a0

Evidence:

Action required

1 2 3 4 5 n/a03.11 Do you have policies which clearly demonstrate how your people are valued?

3.10 Do you empower people to take decisions within the frameworkof their responsibilities – and encourage a no blame culture?

3.7 Do you ensure that the training, development and systematicappraisal of your staff meets the strategic objectives of your company including collaborative working?

Continued next page


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3. People continued

Evidence:

Action required

1 2 3 4 5 n/a03.12 Do you ensure that the retired members of your company (your ambassadors) continue to be informed and valued?

Evidence:

Action required

1 2 3 4 5 n/a03.12 Do your people have clearly defined and regularly reviewed business targets?

Assessmentscale

0.Don’t know






n/aNot applicable


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4.1 Does your financial management system enable your organisationto measure performance against each sector of your strategic plan?

4. Partnerships & ResourcesHow the organisation plans and manages its external partnerships and internal resources in order to support its policy and strategy and the effective operation of its processes.

Evidence:

Action required

1 2 3 4 5 n/a0

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a04.2 Does your organisation maintain awareness and knowledge of technological and operational advances in your field?

Evidence:

Action required

1 2 3 4 5 n/a0

4.3 Do you have a system which regularly reviews the need forinvestment in such advances – in order to improve your customerservice and the general operating efficiency of your company?

Evidence:

Action required

1 2 3 4 5 n/a0

Evidence:

Action required

1 2 3 4 5 n/a04.5 Do you collect data on actual performance from your Supply Chain to benefit future projects?

4.4 Do you collect data on actual performance within yourorganisation in order to improve your Customer service on future Projects?

Continued next page


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4. Partnerships & Resources continued

4.6 Does your organisation possess the skills and experience to lead Collaborative Working Projects or a specialist supply chainwithin that project?

Evidence:

Action required

1 2 3 4 5 n/a0

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a04.7 Do you have a policy which allows for the employment of peoplefrom both sexes, minority backgrounds, the disabled etc?

Evidence:

Action required

1 2 3 4 5 n/a0

4.8 Do you maintain up-to-date information on Customers, Partners and Suppliers which is readily available, as appropriate,within your organisation?

Evidence:

Action required

1 2 3 4 5 n/a04.9 Do you maintain up-to-date information on your Competitors?

Evidence:

Action required

1 2 3 4 5 n/a04.10 Do you have regular performance reviews with customers,partners and your supply chain?

Continued next page


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4. Partnerships & Resources continued

4.11 Do you assess the level of satisfaction which your supply chain derives from working with you?

Evidence:

Action required

1 2 3 4 5 n/a0

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a04.12 Do you have a system for maximising the use of available best practice information and new developments?

4.13 Do you plan to reduce the time taken to agree Final Accounts on Projects?

Evidence:

Action required

1 2 3 4 5 n/a0

4.14 Do you ensure that your relationship with facility users and service partners encompass the requirement for continuous improvement?

Evidence:

Action required

1 2 3 4 5 n/a0


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5.1 Do you define and illustrate the key processes in your business so that they can be clearly understood by all?

5. ProcessesHow the organisation designs, manages and improves its processes in order to support itspolicy and strategy and fully satisfy, and generate increasing value for, its customers and otherstakeholders.

Evidence:

Action required

1 2 3 4 5 n/a0

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a05.2 Do your processes govern clearly the inter-related activities between your various work areas?

Evidence:

Action required

1 2 3 4 5 n/a05.3 Do you regularly measure and review the overall effectiveness of each of your processes?

Evidence:

Action required

1 2 3 4 5 n/a05.4 Are your processes changed and improved as a result of these reviews?

Evidence:

Action required

1 2 3 4 5 n/a05.5 Has your organisation adapted processes to recognise thatcollaborative working encompasses design, construction and FM?

Evidence:

Action required

1 2 3 4 5 n/a05.6 Do you have a record of improvements in the application of IT to your processes?

Continued next page


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5.7 Do your processes enable your organisation to make worthwhilecontributions within a Project Team to the following;

5. Processes continued

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a05.7.1 Defining a Customers business need

Evidence:

Action required

1 2 3 4 5 n/a05.7.2 Prioritising Value Management criteria

Evidence:

Action required

1 2 3 4 5 n/a05.7.3 Design Options

Evidence:

Action required

1 2 3 4 5 n/a05.7.4 Budget Targets

Evidence:

Action required

1 2 3 4 5 n/a05.7.5 Programming/logistics

Evidence:

Action required

1 2 3 4 5 n/a05.7.6 Value Engineering

Continued next page


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5.7 Continued. Do your processes enable your organisation to makeworthwhile contributions within a Project Team to the following;


Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a05.7.7 Facility Management

Evidence:

Action required

1 2 3 4 5 n/a05.7.8 Whole Life Costing

Evidence:

Action required

1 2 3 4 5 n/a05.7.9 Risk Management

Evidence:

Action required

1 2 3 4 5 n/a05.7.10 Quality Standards

Evidence:

Action required

1 2 3 4 5 n/a05.7.11 Off site manufacturing

Continued next page


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5.8 Do you have a process for selecting key suppliers on a long termbasis, in accordance with a Supply Chain Management Policy?


Evidence:

Action required

1 2 3 4 5 n/a0

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a05.9 Do your processes enable you to use experience and data fromyour Supply Chain for the benefit of the Projects you are involved in?

Evidence:

Action required

1 2 3 4 5 n/a05.10 Do you have a procedure for Problem Identification and Management?

Evidence:

Action required

1 2 3 4 5 n/a0

5.11 Do your processes enable your organisation to commit to a Project on an Open Book basis, with the intrinsic responsibilities to predict and control costs?

Evidence:

Action required

1 2 3 4 5 n/a05.12 Are your processes and communication systems readilyadaptable to match the differing requirements of individual Projects?

Continued next page


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5.13 Do your processes encompass collecting feedback on all stages of a Project, including the facility operation, from all theprincipal parties concerned?


Evidence:

Action required

1 2 3 4 5 n/a0

Assessmentscale

0.Don’t know






n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a05.14 Is this feedback used to improve performance on future Projects, both internally and externally?

Evidence:

Action required

1 2 3 4 5 n/a05.15 In pursuit of improved performance, does your organisationcontribute to best practice groups and demonstration projects?


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6.1 Are you able to show an increasing level of customer satisfaction and retention?

6. Customer & Partner ResultsWhat the organisation is achieving in relation to its external customers.

Evidence:

Action required

1 2 3 4 5 n/a0

Assessmentscale

0.Don’t know.

1. No

2.To some extent.

3.We see animproving trend.

4. We have shown steadyimprovement over the last 2-3 years.

5. We have evidenceof excellentperformance over 5 years.

n/aNot applicable.

Evidence:

Action required

1 2 3 4 5 n/a06.2 Are you able to demonstrate an improving level of supply chain satisfaction?

Evidence:

Action required

1 2 3 4 5 n/a06.3 Do you measure your performance against your key competitors?

Evidence:

Action required

1 2 3 4 5 n/a06.4 Have you been successful in encouraging customers and yoursupply chain that Collaborative Working is the right way to go?

Evidence:

Action required

1 2 3 4 5 n/a0

6.5 Can you show that you have been able to influence yourcustomers and other partners about the increasing importance of FM in determining the design of a facility?

Continued next page


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6.6 Do you have a record of improvements as a result of regular discussion and feedback from your customers and supply chain partners?

6. Customer & Partner Results continued

Evidence:

Action required

1 2 3 4 5 n/a0

Assessmentscale

0.Don’t know

1. No

2.To some extent

3.We see animproving trend

4. We have shown steadyimprovement over the last 2-3 years

5. We have evidenceof excellentperformance over 5 years

n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a06.7 Are you increasing your repeat order work?

Evidence:

Action required

1 2 3 4 5 n/a06.8 Are you able to demonstrate improved satisfaction of your FM providers?

Evidence:

Action required

1 2 3 4 5 n/a06.9 Can you demonstrate that you have shared your mission andvalues with your customers and partners?

Evidence:

Action required

1 2 3 4 5 n/a06.10 Have you been successful in leading collaborative workingprojects – or a specialist supply chain within a collaborative project?


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7.1 Do the measures you employ show a high level of job satisfaction,teamworking and company pride amongst your employees?

7. People ResultsWhat the organisation is achieving in relation to its people.

Evidence:

Action required

1 2 3 4 5 n/a0

Assessmentscale

0.Don’t know

1. No

2.To some extent




n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a07.2 Do your records show an improving trend in people retention?

Evidence:

Action required

1 2 3 4 5 n/a07.3 Do your records show a reducing trend in absenteeism?

Evidence:

Action required

1 2 3 4 5 n/a07.4 How do you compare against the ‘diversity’ KPI’s in theRethinking Construction “Respect for People” report?

Evidence:

Action required

1 2 3 4 5 n/a07.5 Do your records show an improving level of productivity – against set targets?

Continued next page


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7.6 Have your people shown an increasing awareness of the benefits of Collaborative Working?

7. People Results continued

Evidence:

Action required

1 2 3 4 5 n/a0

Assessmentscale

0.Don’t know

1. No

2.To some extent




n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a0

Evidence:

Action required

1 2 3 4 5 n/a0

Evidence:

Action required

1 2 3 4 5 n/a07.9 Do the training surveys carried out amongst your employeesindicate that they are getting the training they need?

7.7 Do your people show a greater understanding of the increasing importance of the FM function in determining the design of a facility?

7.8 Are you able to show that suggestions, for improving yourbusiness are examined and reacted to – where appropriate – with feedback and recognition for the employee(s)?


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8.1 Have you identified which of your activities impact on the localcommunity or society at large?

8. Society ResultsWhat the organisation is achieving in relation to local, national and international society as appropriate.

Evidence:

Action required

1 2 3 4 5 n/a0

Assessmentscale

0.Don’t know

1. No

2.To some extent




n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a08.2.1 Control of waste

8.2 As a result of your awareness of Corporate Social Responsibilityhave you established improvements in the following areas:

Evidence:

Action required

1 2 3 4 5 n/a08.2.2 General protection of the environment

Evidence:

Action required

1 2 3 4 5 n/a08.2.3 Control of noise

Evidence:

Action required

1 2 3 4 5 n/a08.2.4 Pollution control

Evidence:

Action required

1 2 3 4 5 n/a08.2.5 Keeping society informed of your proposed actions

Continued next page


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8. Society Results continued

Assessmentscale

0.Don’t know

1. No

2.To some extent




n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a08.2.6 Maintaining tidy and visually acceptable sites

8.2 Continued. As a result of your awareness of Corporate SocialResponsibility, have you established improvements in the following areas:

Evidence:

Action required

1 2 3 4 5 n/a08.2.7 Contributing to local and national education

Evidence:

Action required

1 2 3 4 5 n/a08.2.8 Reducing health and safety risks for your people and those impacted by your work

Evidence:

Action required

1 2 3 4 5 n/a08.3 Have your Supply Chain partners shown positive awareness and support for your CSR policies?

Evidence:

Action required

1 2 3 4 5 n/a08.4 How do you demonstrate that you conduct your business ethically?


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9. Key Performance ResultsWhat the Organisation is achieving in relation to its planned performance.

Assessmentscale

0.Don’t know

1. No

2.To some extent




n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a09.1.1 Turnover

9.1 Does the financial performance of your organisation indicate ageneral improvement in terms of;

Evidence:

Action required

1 2 3 4 5 n/a09.1.2 Cash Flow

Evidence:

Action required

1 2 3 4 5 n/a09.1.3 Profitability

Evidence:

Action required

1 2 3 4 5 n/a09.2 Do reviews of each element of the Strategic Plan indicate that you are Meeting targets?

Evidence:

Action required

1 2 3 4 5 n/a09.3 Do audits indicate an increasing level of compliance with your key processes?

Continued next page


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9. Key Performance Results continued

Assessmentscale

0.Don’t know

1. No

2.To some extent




n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a09.4.1 Do your records on safety show a continually improving trend?

9.4 Safety

Evidence:

Action required

1 2 3 4 5 n/a09.4.2 Is safety a prime responsibility of all your people?

Evidence:

Action required

1 2 3 4 5 n/a09.4.3 Do the Board review safety records and improvements on aregular basis – and instigate change?

Evidence:

Action required

1 2 3 4 5 n/a09.4.4 Can you demonstrate that employees are advised of safetyincidents and improvements?

Evidence:

Action required

1 2 3 4 5 n/a09.4.5 Can you show that staff concerns about safety are logged andreacted to where appropriate?

Evidence:

Action required

1 2 3 4 5 n/a09.4.6 Do your safety results compare favourably with your strongest competitors?

Continued next page


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Assessmentscale

0.Don’t know

1. No

2.To some extent




n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a0

9.5 Do your data collection and measurement systems provide reliable sources of information that reflect market trends and the overall performance of your organisation?

Evidence:

Action required

1 2 3 4 5 n/a09.6 Are you increasing your involvement in Projects undertaken on a Collaborative Working basis?

Evidence:

Action required

1 2 3 4 5 n/a09.7 Are you increasing the number of partnerships in yourorganisation’s Supply Chain?

Evidence:

Action required

1 2 3 4 5 n/a09.8 Do you have a record of increased usage of new technology and operational techniques?

Evidence:

Action required

1 2 3 4 5 n/a09.6 Are you increasing your involvement in Projects undertaken on a Collaborative Working basis?

Continued next page


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Assessmentscale

0.Don’t know

1. No

2.To some extent




n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a09.9.1 Internally

9.9 Do you have a record of tangible results, including better value,from Continuous Improvement measures;

Evidence:

Action required

1 2 3 4 5 n/a09.9.2 Externally with Partners

Evidence:

Action required

1 2 3 4 5 n/a09.10 Do you have records of key lessons learned in your organisationand have these been disseminated to your people and partners?

Evidence:

Action required

1 2 3 4 5 n/a09.11 Does your financial performance and record of improvement and innovation, compare favourably with that of your competitors?

Evidence:

Action required

1 2 3 4 5 n/a09.12 Are you increasing your organisation’s market share in your chosen areas of activity?

Continued next page


32


Assessmentscale

0.Don’t know

1. No

2.To some extent




n/aNot applicable

Evidence:

Action required

1 2 3 4 5 n/a0

9.13 Have you achieved an increasing awareness in your organisationof the need for the project team to incorporate the requirements of the FM strategy within the design and construction process?

Evidence:

Action required

1 2 3 4 5 n/a0

9.14 Are you able to demonstrate that greater attention to “risk management” in your organisation has led to a generalimprovement in your safety record?

Evidence:

Action required

1 2 3 4 5 n/a09.15 Do you maintain records of changes made following regularreviews of your key processes?

Be Excellent Scheme – Action Report

33

Action ReportWe recommend that you use the form below to prioritise the action necessary following yourinvestigation. You will only be able to action effectively a limited number of points. List all those questions where you have noted that action is required and prioritise ten of these forimmediate attention.

Action to be taken:

Priority Action 1

Question:

Action to be taken:

Priority Action 2

Question:

Action to be taken:

Priority Action 3

Question:

Action to be taken:

Priority Action 4

Question:

Action to be taken:

Priority Action 5

Question:

Continued next page

Be Excellent Scheme – Action Report

34

Action Report continued

Action to be taken:

Priority Action 6

Question:

Action to be taken:

Priority Action 7

Question:

Action to be taken:

Priority Action 8

Question:

Action to be taken:

Priority Action 9

Question:

Action to be taken:

Priority Action 10

Question:

Be Excellent Scheme – Scoring Matrix

35

Be Excellent SchemeScoring Matrix


36

0 1 2 3 4 5

Criteria

Scoring Matrix – an explanation

1.1 Do you share your mission and values with your people,customers and other partners?

1.2 Do you have a structure in place to obtain feedback andprovide response to your people, customers and partners?

1.3 Have you established a system to measure your performanceagainst the strategic plan?

1.4 Does the vision and culture of your organisation incorporate theprinciples of Collaborative Working?

1.5 Is your management team fully aware of the emergingimportance of FM in the design and construction process?

1.6 Does the organisation recognise special efforts and rewardthem in some way?

1.7 Does your organisation encourage team working as part of yourculture?

1.8 Does the company share lessons learned with others?

1.9 Does your organisation encourage open discussion andcontinuous improvement practices?

1.10 Does your organisation encourage an attitude that is focussedon delivering best value for the customer?

Sub Score

0 1 2 3 4 5

Step I Mark with an X, on thisform, the score you achieved oneach question in the mainsection.

Step II Add up all the Xs, in eachcolumn and enter in Sub Score.

Step III Multiply each Sub Scorewith its corresponding multiplier.

Multiply by

Sub Total

Total

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

Step IV Add up all the Sub Totalsand enter in the Total box.

Step V Divide the Total by 10,the number of questions in thissection, to give the LeadershipAverage Score.

Divide by 10 to giveLeadership Average Score

Scoring

X

X

X

X

X

X

X

X

X

X

0 0 4 15 12 0

0 0 2 5 3 0

31

3.1

Sample


37

0 1 2 3 4 5

Criteria

Scoring Matrix1.0 Leadership

1.1 Do you share your mission and values with your people,customers and other partners?

1.2 Do you have a structure in place to obtain feedback andprovide response to your people, customers and partners?

1.3 Have you established a system to measure your performanceagainst the strategic plan?

1.4 Does the vision and culture of your organisation incorporate theprinciples of Collaborative Working?

1.5 Is your management team fully aware of the emergingimportance of FM in the design and construction process?

1.6 Does the organisation recognise special efforts and rewardthem in some way?

1.7 Does your organisation encourage team working as part of your culture?

1.8 Does the company share lessons learned with others?

1.9 Does your organisation encourage open discussion andcontinuous improvement practices?

1.10 Does your organisation encourage an attitude that is focussedon delivering best value for the customer?

Sub Score

0 1 2 3 4 5




Multiply by

Sub Total

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5


Step V Divide the Total by 10,the number of questions in thissection, to give the LeadershipAverage Score.

Scoring

Total

Divide by 10 to giveLeadership Average Score

2.14 Do you freely communicate your company policies to your people?

0 1 2 3 4 5

2.13 Do you have an up to date Health and Safety policy? 0 1 2 3 4 5

2.12 Do you have a clearly defined policy for corporate socialresponsibility?

0 1 2 3 4 5

2.11 Do you have an up to date environmental policy? 0 1 2 3 4 5


38

0 1 2 3 4 5

Scoring Matrix2.0 Policy & Strategy

2.1 Do you have a strategic plan for the on going development ofyour business?

2.2 Do your strategic plans relate to information received fromyour people?

2.3 Do you have an effective measurement system related to yourstrategic plan?

2.4 Do you have a system to measure customer satisfaction?

2.5 Do you have a system to measure supply chain satisfaction?

2.6 Do you measure supplier understanding of your objectives and theirsatisfaction with the way you conduct your business with them?

2.7 Do your people have clearly defined business targets which are reviewed on a regular basis?

2.8 Does your organisation take time to consider the propermanagement of risk?

2.9 Do you consider that your insurers are stakeholders in yourbusiness and do you therefore take time to discuss your riskmanagement philosophy with them?

2.10 Does your contribution to the project team incorporate a movetowards collaborative working with regard to the FM strategy?

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

Criteria Scoring

Continued next page


Scoring Matrix

39

Sub Score

0 1 2 3 4 5




Multiply by

Sub Total


Step V Divide the Total by 18,the number of questions in thissection, to give the Policy &Strategy Average Score.

0 1 2 3 4 52.15 Does your Research and Development budget properly reflectthe requirements of your Strategic Plan?

2.16 Do you plan to achieve a significant proportion of yourbusiness through repeat orders?

2.17 Do you plan to increase your organisation's involvement withCollaborative Working projects?

2.18 Is your supplier sourcing governed by a Supply ChainManagement policy?

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

2.0 Policy & Strategy continued

Criteria Scoring

Total

Divide by 18 to givePolicy & Strategy Average Score

Total

Divide by 13 to givePeople Average Score


Scoring Matrix3.0 People

3.13 Do your people have clearly defined and regularly reviewedbusiness targets?

0 1 2 3 4 5

3.12 Do you ensure that the retired members of your company(your ambassadors) continue to be informed and valued?

0 1 2 3 4 5

3.11 Do you have policies which clearly demonstrate how yourpeople are valued?

0 1 2 3 4 5

0 1 2 3 4 53.1 Does the organisation undertake a regular skills audit and recruitmentplan in line with the organisations longterm strategy and planning?

3.2 Does the organisation have a formalised development andsuccession plan in place?

3.3 Are your team motivated by clearly defined career opportunitieswithin your organisation?

3.4 Does your organisation evaluate the cost of recruiting, trainingand retaining the right people?

3.5 Does the culture of your organisation encourage opencommunication with staff and business partners?

3.6 Do you ensure that people understand how their role benefits bothyour organisation and the projects in which they take part?

3.7 Do you ensure that the training, development and systematicappraisal of your staff meets the strategic objectives of yourcompany including collaborative working?

3.8 Are your people and partners encouraged to put forward innovativeideas and to consider the merits of other people’s proposals?

3.9 Does the organisation encourage flexibility and an open attitudeand understanding of the need for change?

3.10 Do you empower people to take decisions within the frameworkof their responsibilities – and encourage a no blame culture?

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

Criteria Scoring

40

Sub Score

0 1 2 3 4 5




Multiply by

Sub Total


Step V Divide the Total by 13,the number of questions in thissection, to give the PeopleAverage Score.

4.14 Do you ensure that your relationship with facility users and servicepartners encompass the requirement for continuous improvement?

0 1 2 3 4 5


41

Scoring Matrix4.0 Partnerships & Resources

4.13 Do you plan to reduce the time taken to agree Final Accountson Projects?

0 1 2 3 4 5

4.12 Do you have a system for maximising the use of availablebest practice information and new developments?

0 1 2 3 4 5

4.11 Do you assess the level of satisfaction which your supplychain derives from working with you?

0 1 2 3 4 5

0 1 2 3 4 54.1 Does your financial management system enable your organisation to measure performance against each sector of your strategic plan?

4.2 Does your organisation maintain awareness and knowledgeof technological and operational advances in your field?

4.3 Do you have a system which regularly reviews the need forinvestment in such advances – in order to improve your customerservice and the general operating efficiency of your company?

4.4 Do you collect data on actual performance within your organisationin order to improve your Customer service on future Projects?

4.5 Do you collect data on actual performance from your SupplyChain to benefit future projects?

4.6 Does your organisation possess the skills and experience tolead Collaborative Working Projects or a specialist supply chainwithin that project?

4.7 Do you have a policy which allows for the employment of peoplefrom both sexes, minority backgrounds, the disabled etc?

4.8 Do you maintain up to date information on Customers, Partners and Suppliers which is readily available, as appropriate, within your organisation?

4.9 Do you maintain up to date information on your Competitors?

4.10 Do you have regular performance reviews with customers,partners and your supply chain?

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

Criteria Scoring

Sub Score

0 1 2 3 4 5




Multiply by

Sub Total


Step V Divide the Total by 14,the number of questions in thissection, to give the Partnerships& Resources Average Score.

Total

Divide by 14 to givePartnerships & Resources Average Score

0 1 2 3 4 5


42

5.7.8 Do your processes enable your organisation to make worthwhilecontributions within a Project Team to the Whole Life Costing?

0 1 2 3 4 5

Scoring Matrix5.0 Processes

5.7.7 Do your processes enable your organisation to make worthwhilecontributions within a Project Team to the Facility Management?

0 1 2 3 4 5

5.7.6 Do your processes enable your organisation to make worthwhilecontributions within a Project Team to the Value Engineering?

0 1 2 3 4 5

5.7.5 Do your processes enable your organisation to make worthwhilecontributions within a Project Team to the Programming/logistics?

0 1 2 3 4 5

0 1 2 3 4 55.1 Do you define and illustrate the key processes in your businessso that they can be clearly understood by all?

5.2 Do your processes govern clearly the inter- related activitiesbetween your various work areas?

5.3 Do you regularly measure and review the overall effectivenessof each of your processes?

5.4 Are your processes changed and improved as a result of reviews?

5.5 Has your organisation adapted processes to recognise thatcollaborative working encompasses design, construction and FM?

5.6 Do you have a record of improvements in the application of IT to your processes?

5.7.1 Do your processes enable your organisation to makeworthwhile contributions within a Project Team to the Defining aCustomers Business Need?

5.7.2 Do your processes enable your organisation to make worthwhilecontributions within a Project Team to the Prioritising Value Management criteria?

5.7.3 Do your processes enable your organisation to make worthwhilecontributions within a Project Team to the Design Options?

5.7.4 Do your processes enable your organisation to make worthwhilecontributions within a Project Team to the Budget Targets?

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

Criteria Scoring

Continued next page

5.7.9 Do your processes enable your organisation to make worthwhilecontributions within a Project Team to the Risk Management?

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5


43

Sub Score

0 1 2 3 4 5




Multiply by

Sub Total


Step V Divide the Total by 25,the number of questions in thissection, to give the ProcessesAverage Score.

0 1 2 3 4 55.7.10 Do your processes enable your organisation to make worthwhilecontributions within a Project Team to the Quality Standards?

5.7.11 Do your processes enable your organisation to makeworthwhile contributions within a Project Team to the Off site

5.8 Do you have a process for selecting key suppliers on a longterm basis, in accordance with a Supply Chain Management Policy?

5.9 Do your processes enable you to use experience and data from yourSupply Chain for the benefit of the Projects you are involved in?

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

Criteria Scoring

Scoring Matrix5.0 Processes continued

5.10 Do you have a procedure for Problem Identification andManagement?

5.11 Do your processes enable your organisation to commit to a Projecton an Open Book basis, with the intrinsic responsibilities to predict andcontrol costs?

5.12 Are your processes and communication systems readilyadaptable to match the differing requirements of individual Projects?

5.13 Do your processes encompass collecting feedback on allstages of a Project, including the facility operation, from all theprincipal parties concerned?

5.14 Is this feedback used to improve performance on futureProjects, both internally and externally?

5.15 In pursuit of improved performance, does your organisationcontribute to best practice groups and demonstration projects?

Total

Divide by 25 to giveProcesses Average Score


44

0 1 2 3 4 5

Criteria

Scoring Matrix6.0 Customer & Partner Results

6.1 Are you able to show an increasing level of customersatisfaction and retention?

6.2 Are you able to demonstrate an improving level of supply chainsatisfaction?

6.3 Do you measure your performance against your key competitors?

6.4 Have you been successful in encouraging customers and yoursupply chain that Collaborative Working is the right way to go?

6.5 Can you show that you have been able to influence yourcustomers and other partners about the increasing importance ofFM in determining the design of a facility?

6.6 Do you have a record of improvements as a result of regulardiscussion and feedback from your customers and supply chain partners?

6.7 Are you increasing your repeat order work?

6.8 Are you able to demonstrate improved satisfaction of your FM providers?

6.9 Can you demonstrate that you have shared your mission andvalues with your customers and partners?

6.10 Have you been successful in leading collaborative workingprojects – or a specialist supply chain within a collaborative project?

Sub Score

0 1 2 3 4 5




Multiply by

Sub Total

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5


Step V Divide the Total by 10,the number of questions in thissection, to give the Customer &Partner Average Score.

Scoring

Total

Divide by 10 to giveCustomer & Partner Average Score


45

0 1 2 3 4 5

Criteria

Scoring Matrix7.0 People Results

7.1 Do the measures you employ show a high level of job satisfaction,teamworking and company pride amongst your employees?

7.2 Do your records show an improving trend in people retention?

7.3 Do your records show a reducing trend in absenteeism?

7.4 How do you compare against the ‘diversity’ KPI, s in theRethinking Construction “Respect for People” report?

7.5 Do your records show an improving level of productivity –against set targets?

7.6 Have your people shown an increasing awareness of the benefits ofCollaborative Working?

7.7 Do your people shown a greater understanding of the increasingimportance of the FM function in determining the design of a facility?

7.8 Are you able to show that suggestions, for improving your businessare examined and reacted to – where appropriate – with feedback andrecognition for the employee(s).?

7.9 Do the training surveys carried out amongst your employeesindicate that they are getting the training they need?

Sub Score

0 1 2 3 4 5




Multiply by

Sub Total

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5


Step V Divide the Total by 9, the number of questions in thissection, to give the PeopleResults Average Score.

Scoring

Total

Divide by 9 to givePeople Results Average Score

8.4 How do you demonstrate that you conduct you business ethically? 0 1 2 3 4 5

8.3 Have your Supply Chain partners shown positive awareness andsupport for your CSR policies?

0 1 2 3 4 5


46

0 1 2 3 4 5

Criteria

Scoring Matrix8.0 Society Results

8.1 Have you identified which of your activities impact on the localcommunity or society at large?

8.2.1 As a result of your awareness of Corporate Social Responsibility have you established improvements in the control of waste?

8.2.2 As a result of your awareness of Corporate Social Responsibility have you established improvements in the general protection of theenvironment?

8.2.3 As a result of your awareness of Corporate Social Responsibilityhave you established improvements in the control of noise?

8.2.4 As a result of your awareness of Corporate Social Responsibilityhave you established improvements in the pollution control?

8.2.5 As a result of your awareness of Corporate Social Responsibilityhave you established improvements in the keeping society informed ofyour proposed actions?

8.2.6 As a result of your awareness of Corporate Social Responsibilityhave you established improvements in the maintaining tidy and visuallyacceptable sites?

8.2.7 As a result of your awareness of Corporate Social Responsibilityhave you established improvements in the contributing to local andnational education?

8.2.8 As a result of your awareness of Corporate Social Responsibilityhave you established improvements in the reducing health and safetyrisks for your people and those impacted by your work?

Sub Score

0 1 2 3 4 5




Multiply by

Sub Total

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5


Step V Divide the Total by 11,the number of questions in thissection, to give the SocietyResults Average Score.

Scoring

Total

Divide by 11 to giveSociety Results Average Score


47

0 1 2 3 4 5

9.7 Are you increasing the number of partnerships in your organisation'sSupply Chain?

0 1 2 3 4 5

Scoring Matrix9.0 Key Performance Results

9.6 Are you increasing your involvement in Projects undertaken on aCollaborative Working basis?

0 1 2 3 4 5

9.5 Do your data collection and measurement systems provide reliablesources of information that reflect market trends and the overallperformance of your organisation?

0 1 2 3 4 5

9.4.6 Do your safety results compare favourably with your strongestcompetitors?

0 1 2 3 4 5

0 1 2 3 4 59.1.1 Does the financial performance of your organisation indicate ageneral improvement in terms of Turnover?

9.1.2 Does the financial performance of your organisationindicate a general improvement in terms of CashFlow?

9.1.3 Does the financial performance of your organisation indicate ageneral improvement in terms of Profitability?

9.2 Do reviews of each element of the Strategic Plan indicate that youare meeting targets?

9.3 Do audits indicate an increasing level of compliance with yourkey processes?

9.4.1 Do your records on safety show a continually improving trend?

9.4.2 Is safety a prime responsibility of all your people?

9.4.3 Do the Board review safety records and improvements on aregular basis – and instigate change?

9.4.4 Can you demonstrate that employees are advised of safetyincidents and improvements?

9.4.5 Can you show that staff concerns about safety are logged andreacted to where appropriate?

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

Criteria Scoring

Continued next page

9.8 Do you have a record of increased usage of new technology andoperational techniques?


48

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

Sub Score

0 1 2 3 4 5




Multiply by

Sub Total


Step V Divide the Total by 23,the number of questions in thissection, to give the KeyPerformance Average Score.

0 1 2 3 4 59.9.1 Do you have a record of tangible results, including better value,from Continuous Improvement measures internally?

9.9.2 Do you have a record of tangible results, including better value,from Continuous Improvement measures externally with Partners?

9.10 Do you have records of key lessons learned in your organisationand have these been disseminated to your people and partners?

9.11 Does your financial performance and record of improvement andinnovation, compare favourably with that of your competitors?

0 1 2 3 4 5

0 1 2 3 4 5

0 1 2 3 4 5

Criteria Scoring

9.12 Are you increasing your organisation's market share in yourchosen areas of activity?

9.13 Have you achieved an increasing awareness in your organisationof the need for the project team to incorporate the requirements of theFM strategy within the design and construction process?

9.14 Are you able to demonstrate that greater attention to “riskmanagement” in your organisation has led to a general improvement inyour safety record?

9.15 Do you maintain records of changes made following regularreviews of your key processes?

Scoring Matrix9.0 Key Performance Results continued

Total

Divide by 23 to giveKey Performance Average Score

Be Excellent Scheme – Output Report

49

Be Excellent Output Report

101 Leadership

Criteria ScoreBe ExcellentWeighting Total

2 Policy & Strategy

3 People

4 Partners & Resources

5 Processes

6 Customer & Partner Results

7 People Results

8 Society Results

9 Key Performance Results

8

9

9

14

20

9

6

Be Excellent Scorex 2

EFQM Equivalent

15

Scoring Report

Please use the table below to calculate your company’s score.

Step I In the first column,fill in your Total Score fromthe Scoring Matrix pages.

Step II Multiply each Scorewith its correspondingWeighting to give the Total.

Step III Add up all the Totals and enter in the Be Excellent Score box.

Step IV Multiply the Be Excellent Score by 2 to give the EFQMEquivalent.

Key Performance Results

Society Results

People Results

Customer & Partner Results Processes

Company Score

Partners & Resources

People

Policy & Strategy

Leadership5

4

3

2

1

0

Be Excellent Scheme – Mapping your results

Mapping your results

Company Score

50

Shown below are examples of how to map your results.

Key Performance Results

Society Results

People Results

Customer & Partner Results

Processes

Partner & Resources

People

Policy & Strategy

Leadership

0 1 2 3 4 5

Assessment Scale

Company Score

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