جائزة الملك عبد الله الثاني للتميز للقطاع الخاص
The award criteria
Criteria EN
 
 
 

For download the Booklet, click here.

The King Abdullah II Award for Excellence for Private Sector Criteria


The King Abdullah II Award for Excellence for Private Sector criteria were developed according to the EFQM Excellence Model (2013) which is based on the new Eight Fundame ntal Concepts of Excellence.

1. Leadership
Excellent organizations have leaders who shape the future and make it happen, acting as role models for its values and ethics
and inspiring trust at all times. They are flexible, enabling the organization to anticipate and react in a timely manner to
ensure the on-going success of the organization.

  • 1a. Leaders develop the mission, vision, values and ethics and act as role models.
  • 1b. Leaders define, monitor, review and drive the improvement of the organization’s management system and performance.
  • 1c. Leaders engage with external stakeholders.
  • 1d. Leaders reinforce a culture of excellence with the organization’s people.
  • 1e. Leaders ensure that the organization is flexible and manages change effectively.

1a. Leaders develop the mission, vision, values and ethics and act as role models.
For example, leaders in excellent organizations:

  • Secure their future by defining and communicating a core purpose that provides the basis for their overall Vision, Mission, values, ethics and corporate behavior.
  • Champion the organization’s values and are role models for integrity, social responsibility and ethical behavior, both internally and externally, to develop and enhance the organization’s reputation.
  • Set and communicate a clear direction and strategic focus; they unite their people to share and achieve the organization’s Mission, Vision and goals.
  • Develop and support a shared leadership culture for the organization and review and improve the effectiveness of 
  • personal leadership behaviors.

1b. Leaders define, monitor, review and drive the improvement of the organization’s management system and performance.
For example, leaders in excellent organizations:

  • Define and use a balanced set of results to review progress, provide a view of long and short term priorities and manage the expectations of the key stakeholders.
  • Understand and develop the underlying capabilities of the organization.
  • Evaluate the set of results achieved to improve future performance and provide sustainable benefits to all their stakeholders.
  • Base decisions on factually reliable information and use all available knowledge to interpret current and predicted performance of the relevant processes.
  • Deliver high levels of stakeholder confidence by adopting effective mechanisms to understand future scenarios and effectively manage strategic, operational and financial risks.

1c. Leaders engage with external stakeholders.
For example, leaders in excellent organizations:

  • Use approaches to understand, anticipate and respond to the different needs and expectations of their key stakeholders.
  • Establish shared values, accountability, ethics and a culture of trust and openness throughout the value chain.
  • Are transparent and accountable to their stakeholders and society at large for their performance and ensure their people act ethically, responsibly and with integrity.
  • Ensure transparency of financial & non-financial reporting to relevant stakeholders, including appropriate governance bodies, in line with their expectations.
  • Encourage their stakeholders to participate in activities that contribute to wider society.

1d. Leaders reinforce a culture of excellence with the organization’s people.
For example, leaders in excellent organizations:

  • Inspire people and create a culture of involvement, ownership, empowerment, improvement and accountability through their actions, behaviors and experience.
  • Recognize sustainable advantage is dependent on the ability of leaders to learn quickly and rapidly respond when necessary.
  • Recognizing efforts and achievements in a timely and appropriate manner.
  • Promote a culture which supports the generation of new ideas and new ways of thinking to encourage innovation and organizational development.
  • Promote and encourage equal opportunities and diversity.

1e. Leaders ensure that the organization is flexible and manages change effectively.
For example, leaders in excellent organizations:

  • Are flexible; they demonstrate their ability to make sound, timely decisions, based on available information, previous experience and knowledge, with consideration of their potential impact.
  • Consider “People, Planet and Profit” as a reference when balancing the sometimes conflicting imperatives that they face.
  • Involve and seek support and contributions from all relevant stakeholders for changes necessary to ensure the sustainable success of the organization.
  • Effectively manage change through structured project management and focused process improvement.
  • Use a structured approach for generating and prioritizing creative ideas.
  • Test and refine the most promising ideas, allocating resources to realize them within appropriate timescales.

 

2. Strategy
Excellent organizations implement their Mission and Vision by developing a stakeholder focused strategy. Policies, plans,
objectives and processes are developed and deployed to deliver the strategy.

  • 2a. Strategy is based on understanding the needs and expectations of both stakeholders and the external environment.
  • 2b. Strategy is based on understanding internal performance and capabilities.
  • 2c. Strategy and supporting policies are developed, reviewed and updated.
  • 2d. Strategy and supporting policies are communicated, implemented and monitored.

2a. Strategy is based on understanding the needs and expectations of both stakeholders and the external environment.
For example, excellent organizations:

  • Gather stakeholders’ needs and expectations for input to the development and review of their strategy and supporting policies, remaining alert to any changes.
  • Identify, analyze and understand external indicators, such as global and local economic, market and societal trends, which may affect the organization.
  • Understand and anticipate the long and short-term global and local impact of changes to relevant political, legal, regulatory and compliance requirements.
  • Use mechanisms to identify changes in their external environment and translate these into potential future scenarios for the organization.

2b. Strategy is based on understanding internal performance and capabilities.
For example, excellent organizations:

  • Analyze operational performance trends to understand their current and potential capabilities and capacities and identify where development is needed to achieve the strategic goals.
  • Analyze data and information regarding existing and potential partners’ core competencies and capabilities to understand how they complement the organization’s capabilities.
  • Determine the potential impact of new technologies and business models on the performance of the organization.
  • Compare their performance with relevant benchmarks to understand their relative strengths and areas for improvement.

2c. Strategy and supporting policies are developed, reviewed and updated.
For example, excellent organizations:

  • Create and maintain a clear strategy and supporting policies to achieve the Mission and Vision of the organization.
  • Integrate the concepts of sustainability within their core strategy, value chain and process design and allocate the resources required to deliver these goals.
  • Identify and understand the key results required to achieve their Mission and evaluate progress towards the Vision and strategic goals.
  • Adopt effective mechanisms to manage the strategic risks identified through scenario planning.
  • Understand their key competencies and how they can generate shared value to benefit wider society.

 

2d. Strategy and supporting policies are communicated, implemented and monitored.
For example, excellent organizations:

  • Translate their strategies into aligned processes, projects and organizational structures, ensuring changes can be implemented with appropriate speed throughout the value chain.
  • Establish targets based on comparisons of their performance with other organizations, their current and potential organizational capability and their strategic goals.
  • Ensure that financial, physical and technological resources are available to support organizational development.
  • Deploy strategy and supporting policies in a systematic manner to achieve the desired set of results, with clearly defined “cause and effect” relationships.
  • Set clear goals and objectives for innovation, based on an understanding of the market and opportunities, supported by appropriate policies and resources.
  • Communicate strategy and supporting policies with relevant stakeholders.

 

3. People
Excellent organizations value their people and create a culture that allows the mutually beneficial achievement of organizational and personal goals. They develop the capabilities of their people and promote fairness and equality. They care for, communicate, reward and recognize, in a way that motivates people, builds commitment and enables them to use their skills and knowledge for the benefit of the organization.

  • 3a. People plans support the organization’s strategy.
  • 3b. People’s knowledge and capabilities are developed.
  • 3c. People are aligned, involved and empowered.
  • 3d. People communicate effectively throughout the organization.
  • 3e. People are rewarded, recognised and cared for.

3a. People plans support the organization’s strategy.
For example, excellent organizations:

  • Have clearly defined the people performance levels required to achieve the strategic goals.
  • Align people plans with their strategy, the organizational structure, new technologies and key processes.
  • Rapidly adapt their organizational structure to support the achievement of the strategic goals.
  • Involve employees, and their representatives, in developing and reviewing the people strategy, policies and plans, adopting creative and innovative approaches when appropriate.
  • Manage recruitment, career development, mobility and succession planning, supported by appropriate policies, to ensure fairness and equal opportunities.
  • Use people surveys and other forms of employee feedback to improve people strategies, policies and plans.

 

3b. People’s knowledge and capabilities are developed.
For example, excellent organizations:

  • Define the skills, competencies and people performance levels required to achieve the Mission, Vision and strategic goals.
  • Effectively plan to attract, develop and retain the talents required to meet these needs.
  • Appraise and help people improve their performance and engagement.
  • Develop people's skills and competencies to ensure their future mobility and employability.
  • Ensure their people have the necessary competencies, resources and opportunity to be able to maximize their contribution.

3c. People are aligned, involved and empowered.
For example, excellent organizations:

  • Align personal and team objectives, and empower people to realize their full potential in a spirit of true partnership.
  • Recognize that innovation can apply to products, processes, marketing, organizational structures and business models.
  • Create a culture of creativity and innovation across the organization, ensuring people have an open mind-set and can respond quickly to challenges they face.
  • Encourage their people to be ambassadors of the organizations' image and reputation.
  • Inspire participation in activities that contribute to wider society.

3d. People communicate effectively throughout the organization.
For example, excellent organizations:

  • Understand the communication needs of their people and use appropriate strategies and tools to maintain a dialogue.
  • Communicate a clear direction and strategic focus to ensure that people understand and can demonstrate their contribution to the organization’s on-going success.
  • Enable and encourage the sharing of information, knowledge and best practices, achieving a dialogue throughout the organization.
  • Develop a culture that continually seeks to improve the effectiveness of collaboration and teamwork throughout their value chain.

3e. People are rewarded, recognised and cared for.
For example, excellent organizations:

  • Align remuneration, benefits and terms of employment with transparent strategies and policies.
  • Motivate people to become involved in improvement and innovation and recognize their efforts and achievements.
  • Ensure a healthy work / life balance in the reality of 24/7 connectivity, increasing globalization and new ways of working.
  • Promote a culture of mutual support, recognition and care between individuals and between teams.
  • Respect and embrace the diversity of their people and the communities and markets the organization serves.

 

4. Partnerships & Resources
Excellent organizations plan and manage external partnerships, suppliers and internal resources in order to support their strategy, policies and the effective operation of processes. They ensure that they effectively manage their environmental and societal impact.

  • 4a. Partners and suppliers are managed for sustainable benefit.
  • 4b. Finances are managed to secure sustained success.
  • 4c. Buildings, equipment, materials and natural resources are managed in a sustainable way.
  • 4d. Technology is managed to support the delivery of strategy.
  • 4e. Information and knowledge are managed to support effective decision making and to build the organization’s capability.

4a. Partners and suppliers are managed for sustainable benefit.

  • For example, excellent organizations:
  • Segment partners and suppliers, in line with the organization’s strategy, and adopt appropriate policies and processes for effectively working together.
  • Build a sustainable relationship with partners and suppliers based on mutual trust, respect and openness.
  • Ensure partners and suppliers operate in line with the organization’s strategies and values.
  • Establish appropriate networks to enable them to identify potential partnership opportunities to enhance their capabilities and ability to generate additional stakeholder value.
  • Work together with partners to achieve mutual benefit and enhanced value for their respective stakeholders, supporting one another with expertise, resources and knowledge.

4b. Finances are managed to secure sustained success.
For example, excellent organizations:

  • Use financial strategies, policies and processes to support the overall strategy of the organization and ensuring financial resilience.
  • Design the financial planning, control, reporting and review processes to optimize the use of resources.
  • Allocate resources to provide for long-range needs rather than just short-term gain and, where relevant, become and remain competitive.
  • Use financial governance processes, tailored to all appropriate levels in the organization.
  • Evaluate, select and validate investment in, and divestment of, both tangible and non-tangible assets, respecting their long- term economic, societal and ecological effects.

 

4c. Buildings, equipment, materials and natural resources are managed in a sustainable way.
For example, excellent organizations:

  • Use strategies, policies and processes for managing buildings, equipment and materials in a financial and environmentally sustainable way.
  • Optimize the use and effectively manage the lifecycle and physical security of their tangible assets, including buildings, equipment and materials.
  • Measure and optimize the impact of their operations, product lifecycle and services on public health, safety and the environment.
  • Minimize their local and global environmental impact, including setting challenging goals for meeting and exceeding legal standards and requirements.
  • Actively advance the economic, environmental and social standards within their sector.

4d. Technology is managed to support the delivery of strategy.
For example, excellent organizations:

  • Manage a technology portfolio that supports the organization’s overall strategy.
  • Evaluate and develop the technology portfolio to improve the agility of processes, projects and the organization.
  • Involve relevant stakeholders in the development and deployment of new technologies to maximize the benefits generated.
  • Identify and evaluate alternative and emerging technologies in the light of their impact on organizational performance and capabilities and the environment.
  • Use technology to support the culture of creativity and innovation.

4e. Information and knowledge are managed to support effective decision making and to build the organization’s capability.
For example, excellent organizations:

  • Ensure that their leaders are provided with accurate and sufficient information to support them in timely decision making.
  • Transform data into information and where relevant into knowledge that can be shared and effectively used.
  • Establish approaches to engage relevant stakeholders and use their collective knowledge in generating ideas and innovation.
  • Provide and monitor access to relevant information and knowledge for their people and external users, whilst ensuring both security and the organization’s intellectual property are protected.
  • Establish and manage learning and collaboration networks to identify opportunities for creativity, innovation and improvement.
  • Transform ideas into reality within timescales that maximize the advantages that can be gained.

 

5. Processes, Products & Services
Excellent organizations design, manage and improve processes, products and services to generate increasing value for
customers and other stakeholders.

  • 5a. Processes are designed and managed to optimise stakeholder value.
  • 5b. Products and services are developed to create optimum value for customers.
  • 5c. Products and services are effectively promoted and marketed.
  • 5d. Products and services are produced, delivered and managed.
  • 5e. Customer relationships are managed and enhanced.

5a. Processes are designed and managed to optimise stakeholder value.
For example, excellent organizations:

  • Use a framework of key processes to implement the organization’s strategy.
  • Manage the end to end processes, including processes that extend beyond the boundaries of the organization.
  • Ensure process owners understand their role and responsibility in developing, maintaining and improving processes.
  • Develop a meaningful mix of process performance indicators and related outcome measures, enabling the review of the efficiency and effectiveness of the key processes and their contributions towards the strategic goals.
  • Use data on the current performance and capabilities of their processes, as well as appropriate benchmarks, to drive

improvement, creativity and innovation.

5b. Products and services are developed to create optimum value for customers.
For example, excellent organizations:

  • Strive to innovate and create value for their customers, involving them and other stakeholders, where appropriate, in the development of new and innovative products, services and experiences.
  • Use market research, customer surveys and other forms of feedback to anticipate and identify improvements aimed at enhancing the product and service portfolio.
  • Develop their portfolio in line with the changing needs of existing and potential customer groups.
  • Design their product and service portfolio and actively manage the full product lifecycle in a responsible way.

5c. Products and services are effectively promoted and marketed.
For example, excellent organizations:

  • Know who their different customers groups are, both existing and potential, and anticipate their different needs and expectations.
  • Transform needs, expectations and potential requirements into attractive and sustainable value propositions for both existing and potential customers.
  • Implement the business model by defining their value proposition, “unique selling points”, positioning, target customer groups and distribution channels.
  • Develop marketing strategies to promote their products and services to target customers and user groups.

 

5d. Products and services are produced, delivered and managed.
For example, excellent organizations:

  • Produce and deliver products and services to meet, or exceed, customer needs and expectations, in line with the offered value proposition.
  • Develop an effective and efficient value chain to ensure they can consistently deliver on their promised value proposition.
  • Ensure people have the necessary resources, competencies and empowerment to maximize the customer experience.
  • Manage products and services throughout their lifecycle, including reusing and recycling where appropriate, considering any impact on public health, safety and the environment.
  • Compare their performance with relevant benchmarks and learn from their strengths and opportunities for improvement in order to maximize the value generated for customers.

5e. Customer relationships are managed and enhanced.
For example, excellent organizations:

  • Segment customers, in line with the organization’s strategy, and adopt appropriate policies and processes for effectively managing the relationship.
  • Determine and meet customers’ day-to-day and long-term contact requirements.
  • Build and maintain a dialogue with customers, based on openness and transparency.
  • Continually monitor and review the experiences and perceptions of their customers and ensure processes are aligned to respond appropriately to any feedback.
  • Ensure customers are clear on their responsibilities with regards to the use of products and services.

 

6. Customer Results
Excellent organizations achieve and sustain outstanding results that meet or exceed the needs and expectations of their customers.
In practice, we find that excellent organizations:

  • Use a set of perception measures and related performance indicators to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of their customers.
  • Set clear targets for the key customer results based on the needs and expectations of their customers, in line with their chosen strategy.
  • Segment results to understand the experience, needs and expectations of specific customer groups.
  • Demonstrate positive or sustained good customer results over at least 3 years.
  • Clearly understand the underlying reasons and drivers of observed trends and the impact these results will have on other performance indicators, perceptions and related outcomes.
  • Have confidence in their future performance and results based on their understanding of the cause and effect relationships established.
  • Understand how their key customer results compare to similar organizations and use this data, where relevant, for target setting.

6a. Perceptions
These are the customers’ perceptions of the organization. These may be obtained from a number of sources, including surveys, focus groups, ratings, compliments and complaints. These perceptions should give a clear understanding of the effectiveness, from the customers’ perspective, of the deployment and outcomes of the organization’s customer strategy, supporting policies and processes.
MEASURES COULD INCLUDE PERCEPTIONS OF:

  • Reputation and image
  • Product and service value
  • Product and service delivery
  • Customer service, relationship and support
  • Customer loyalty and engagement

6b. Performance Indicators
These are the internal measures used by the organization in order to monitor, understand, predict and improve the performance of the organization and to predict their impact on the perceptions of its customers. These indicators should give a clear understanding of the deployment and impact of the organization’s customer strategy, supporting policies and processes.
MEASURES COULD INCLUDE PERFORMANCE INDICATORS ON:

  • Product and service delivery
  • Customer service, relationships and support
  • Complaints handling
  • Involvement of customers and partners in the design of products, processes, etc.

 

7. People Results
Excellent organizations achieve and sustain outstanding results that meet or exceed the needs and expectations of their people.
In practice, we find that excellent organizations:

  • Use a set of perception measures and related performance indicators to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of their people.
  • Set clear targets for key people results based on the needs and expectations of their people, in line with their chosen strategy.
  • Segment results to understand the experience, needs and expectations of specific groups of people within their organization.
  • Demonstrate positive or sustained good people results over at least 3 years.
  • Clearly understand the underlying reasons for and drivers of observed trends and the impact these results will have on other performance indicators and related outcomes.
  • Have confidence in their future performance and results based on their understanding of the cause and effect relationships established.
  • Understand how the key people results compare to similar organizations, and use this data, where relevant, for target setting.

7a. Perceptions
These are the people’s perception of the organization. These may be obtained from a number of sources, including surveys, focus groups, interviews and structured appraisals. These perceptions should give a clear understanding of the effectiveness, from the people’s perspective of the deployment and outcomes of the organization’s people strategy and supporting policies and processes.
MEASURES COULD INCLUDE PERCEPTIONS OF:

  • Satisfaction, involvement and engagement.
  • Motivation and empowerment.
  • Leadership and management.
  • Competency and performance management.
  • Training and career development.
  • Effective communications.
  • Working conditions.

7b. Performance Indicators
These are the internal measures used by the organization in order to monitor, understand, predict and improve the performance of the organization’s people and to predict their impact on perceptions. These indicators should give a clear understanding of the deployment and impact of the organization’s people strategy and supporting policies and processes.

 

MEASURES COULD INCLUDE PERFORMANCE INDICATORS ON:

  • Involvement and engagement activities.
  • Competency and performance management activities.
  • Leadership performance.
  • Training and career development activities.
  • Internal communications.

 

8. Society Results
Excellent organizations achieve and sustain outstanding results that meet or exceed the needs and expectations of relevant stakeholders within society.
In practice, we find that excellent organizations:

  • Use a set of perception measures and related performance indicators to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of the relevant external stakeholders.
  • Set clear targets for key society results based on the needs and expectations of the relevant stakeholders within society, in line with their chosen strategy.
  • Segment results to understand the experience, needs and expectations of relevant stakeholders within society.
  • Demonstrate positive or sustained good society results over at least 3 years.
  • Clearly understand the underlying reasons and drivers of observed trends and the impact these results will have on other performance indicators and related outcomes.
  • Have confidence in their future performance and results based on their understanding of the cause and effect relationships established.
  • Understand how their key society results compare to similar organizations and use this data, where relevant, for target setting.

8a. Perceptions
This is society’s perception of the organization. This may be obtained from a number of sources, including surveys, reports,
press articles, public meetings, Non-Governmental Organizations, public representatives and governmental authorities.
These perceptions should give a clear understanding of the effectiveness, from society’s perspective of the deployment and
outcomes of the organization’s societal and environmental strategy and supporting policies and processes.
MEASURES COULD INCLUDE PERCEPTIONS OF:

  • Environmental impact.
  • Image and reputation.
  • Societal impact.
  • Workplace impact.
  • Awards and media coverage.

 

8b. Performance Indicators
These are the internal measures used by the organization in order to monitor, understand, predict and improve the performance
of the organization and to predict their impact on the perceptions of the relevant stakeholder within society. These indicators
should give a clear understanding of the deployment and impact of the organization’s societal and environmental strategy
and supporting policies and processes.
MEASURES COULD INCLUDE PERFORMANCE INDICATORS ON:

  • Environmental, economic and societal activities.
  • Regulatory and governance compliance.
  • Health and safety performance.
  • Responsible sourcing and procurement performance.

 

9. Key /Business Results
Excellent organizations achieve and sustain outstanding results that meet or exceed the needs and expectations of their
business stakeholders.
In practice, we find that excellent organizations:

  • Develop a set of key financial and non-financial results to determine the successful deployment of their strategy,based on the needs and expectations of their business stakeholders.
  • Set clear targets for key business results based on the needs and expectations of their business stakeholders, in line with their chosen strategy.
  • Segment results to understand the performance of specific areas of the organization and the experience, needs and expectations of business stakeholders.
  • Demonstrate positive or sustained good business results over at least 3 years.
  • Clearly understand the underlying reasons and drivers of observed trends and the impact these results will have on other performance indicators and related outcomes.
  • Have confidence in their future performance and results based on their understanding of the cause and effect relationships established.
  • Understand how their key business results compare to similar organizations and use this data, where relevant, for target setting.

9a. Business Outcomes
These are the key financial and non-financial business outcomes which demonstrate the success of the organization’s
deployment of their strategy. The set of measures and relevant targets will be defined and agreed with the business
stakeholders.

OUTCOME MEASURES COULD INCLUDE:

  •  Financial outcomes
  •  Business stakeholder perceptions
  •  Performance against budget
  •  Volume of key products or services delivered
  •  Key process outcomes

 

9b. Business Performance Indicators
These are the key financial and non-financial business indicators that are used to measure the organization’s operational
performance. They help monitor, understand, predict and improve the organization's likely key performance outcomes.
MEASURES COULD INCLUDE PERFORMANCE INDICATORS ON:

  •  Financial indicators
  •  Project costs
  •  Key process performance indicators
  •  Partner and supplier performance
  •  Technology, information and knowledge