Qualibord 2016 • English version

Produced by France Qualité
QUALI’BORD
THE SCOREBOARD OF FRENCH QUALITY
This is the first global study on the state of quality in France
compared to its European neighbours. Conducted like a business
performance audit, the Qualité France Scoreboard uses a series
of indicators to determine the performance diagnosis of
“Organization France” and tells us if France is an efficient
organization. The verdict is in...

©France Qualité 2016 • www.qualiteperformance.org
Origin
Method
At one time or another, we’ve all heard positive or
negative comments regarding the state of quality in
France. Why not seek to look at these statements
objectively by designing the first quality scoreboard,
a tool providing figures and trends that would give us
the pulse of quality in France.
At France Qualité, we took on the challenge!
To identify the most relevant indicators, we designed
the Qualité France Scoreboard based on the
Balanced Scorecard* approach.
With this powerful management tool, we defined
indicators that break down into four areas :
- Finance
- Stakeholders, including customers
- Processes
- Organizational learning
By applying this method, we identified 15 indicators.
To this battery of measurements we added a common
and cross-cutting indicator: EFQM®
scoring. Applying
the EFQM®
model to a country rather than an
organization provides interesting results and allows
benchmarking on a European level.
- Share of French exports
relative to euro zone
- Global competitiveness index
- Added value of quality
programmes
- EPSI Rating (customer
satisfaction index)
- Number of awards
- Quality of public services
FINANCE
STAKE-
HOLDERS
- Number of ISO certifications
- Composite innovation index
- Process maturity level
- Number of quality agency
memberships
PROCESSES
COMMON
CROSS-FUNCTIONAL INDICATOR
FINANCE
STAKEHOLDERS
PROCESSES
ORGANIZATIONAL
LEARNING
*BALANCED SCORECARD or BSC
The term “balanced” implies that the indicators
must be balanced for the organization to be
properly managed. This method, which originated
in the USA and has been used since the 1990’s to
manage organizations, is gradually spreading to
France.
ORGANIZATIONAL
LEARNING
- Corporate values of companies
- Management and leadership index
- Number of quality-related diplomas and
trainings followed
- Employee well-being and
motivation
« Quality in France? We really can’t complain. »
« Seriously, there are quite a few ISO 9001
certifications in France, it’s a good sign. »
«I think that in terms of innovation we’re lagging
behind the rest of Europe. »
« There’s still room for improvement in the
quality of public services, though they have made
some progress. »

General state of health
Before examining each indicator in detail, we provide an overview of
the state of health of quality and related trends in France.
PERFORMANCE INDEX TREND INDEX
Quantitative data
currently insufficient
exports
competitiveness
quality
added
value
customer
satisfaction
awards
public
services
corporate
valuesmanagement
& leadership
well-being &
motivation
diplomas &
training
ISO certifications
innovation
quality
maturity
quality
agency
memberships
?
?
?
France has an
IMPROVEMENT potential of
23%*
France's EFQM®
score = 650/1000
ORGANIZATIONALLEARNING
PROCESSES
FINANCE
STAKEHOLDERS
*France obtained 650 points out of 1,000.
The target is 800 points (1,000 is consi-
dered unattainable), so France's room for
improvement is 150 points, i.e. 23%.

France 9th
in general ranking
PERFORMANCE OF EUROPEAN COUNTRIES: EFQM®
SCORING
The EFQM®
excellence model is one of the most
popular quality tools in Europe, used by more than
30,000 organizations to improve their performance.
Developed by the organization of the same name,
EFQM®
analyses 29 indicators and generates a score
based on 1,000 points.
In December 2015, the organization EFQM®
assessed
the 28 countries of the European Union, just as it
would have assessed a company. A score was
obtained for each country, allowing a comparison of
their performance levels using each of the model’s
nine criteria.
The top three countries in terms of
performance according to EFQM®
criteria were Denmark, Germany
and Finland, which obtained scores
of 800, 750, and 750, respectively,
out of 1,000. France ranks 9th with
650 points. Greece obtained just 300
points.
France is directly below the top 3 in
2 criteria (partnerships & resources,
and people results), illustrating
its strong social policy. However,
its business results are weak.
The northern countries are often the
leaders with scores close to 100%.
THE 9 CRITERIA ANALYSED BY EFQM®
EFQM®
analyses 5 performance enablers and 4 families of business
results. The 5 performance enablers are leadership, strategy,
people, partnerships & resources, and processes, products &
services. The 4 results that the model analyses are “customer”,
“people”, “society”, and “business” results.
600
500
700
800
900
1000
800
750 750 750
700 700 700
650 650
600
TOP10EFQM®
SCORESOFEUCOUNTRIES
DENMARK
GERMANY
FINLAND
NETHERLANDS
LUXEMBOURG
BELGIUM
SWEEDEN
AUSTRIA
FRANCE
UNITEDKINGDOM
Highestscoreobtainedoncriterion(+country#1)
France’sscore
Lowestscoreobtainedoncriterion
Averagescoreoncriterion
RankingofFranceoutof28countriesxth
FRANCE 9TH
best
PERFORMANCE in EUROPE
FRANCe in european average
Source: Assessing the EU Member States - EFQM®
2015
10 20 30 40 50 60 70 80 90 100
CRITERION 1 - leadership
CRITERION 2 - strategy
CRITERION 3 - people
CRITERION 4 - partnerships & resources
CRITERION 5 - processes, products & services
CRITERION 6 - customer results
CRITERION 7 - people results
CRITERION 8 - social results
CRITERION 9 - business results
Denmark
Denmark
Sweeden
Luxembourg
Luxembourg
Luxembourg
Slovakia
Germany
Denmark
12th
10th
10th
4th
8th
11th
4th
14th
22th

Declining exports
Given the sharp downturn in world trade, French
exporters are finding it difficult to maintain their
positions. In the euro zone, the slight rise in exports
of French goods observed in early 2015 was
interrupted and returned to its low level end 2014.
FRANCE ACCOUNTS FOR 3%OFGLOBALexportsAND
12% OF EURO ZONE EXPORTS
IMPROVEMENTS
REQUIRED
Source: Coe-Rexecode - Quarterly indicators of French competitiveness 16/7/15
Source: National customs agencies
96
12%
13%
14%
15%
16%
17%
97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16
GOODS FOREIGN EXCHANGE BALANCE AS % OF GDP
15-stateEurope 28-stateEurope25-stateEurope 27-stateEurope
1995 2000 2005 2010 2015
-10
-8
-6
-4
-2
2
4
6
8
10
0
FRANCE
SPAIN
ITALY
GERMANY
While there has been a slight
improvement over the past five years,
France remains the black sheep with
both a negative foreign trade
balance and a downward trend, while
its neighbours are experiencing the
reverse trend.
SHARE OF FRENCH
EXPORTS IN EURO
ZONE OVER PAST
20 YEARS

Each year, the World Economic Forum (WEF)
publishes a Global Competitiveness Index.
This 600-page report assesses the
competitiveness of countries and
economies based on 12 pillars.
FRANCE IS THE 22ND
MOST
COMPETITIVE COUNTRY OUT OF 140
France must remain competitive
Source: The Global Competitiveness Report 2015-2016
15th
18th
21th
23th
23th 22th
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016
After ranking 15th in 2010, France now holds the 22nd place,
after a surge in 2015.
Restrictive labour regulations appear as the most problematic factor for competitiveness
in France. In comparison, in Germany, which ranks 4th, the most problematic factor is the
complexity of tax regulations. In Japan, which ranks 6th, it is tax rates.
Restrictive labour regulations
Tax rate
Complexity of tax regulations
Government bureaucracy
Access to financing
INSTITUTIONS
INFRASTRUCTURE
MACROECONOMIC
ENVIRONMENT
P I L L A R S
OF COMPETITIVENESS
HEALTH &
PRIMARY EDUCATION
HIGHER
EDUCATION
& TRAINING
GOODS MARKET
EFFICIENCY
LABOUR MARKET
EFFICIENCY
FINANCIAL MARKET
DEVELOPMENT
TECHNOLOGICAL READINESS
MARKET SIZE
BUSINESS
SOPHISTICATION
INNOVATION 29th
8th
77th
16th
25th
35th
51th
29th
16th
8th
20th
18th
position of France out of 140 countries
+3
+5
+2
+3
+9
+1
+2
+1
=
+10
-6
=
ECONOMYEFFICIENCYENHANCERS
INNOVATIONANDSOPH
ISTICATIONFACTORS BASICREQUIREMENTS
,ECONOMYFACTORS
THE
PROBLEMATIC
FOR DOING BUSINESS

In France, simultaneous application of
management standards ISO 9001 and ISO 14001
ensures clear-cut financial benefits that are much
greater than those obtained by applying just one
standard, according to studies conducted by the
Organizational Performance Chair (Paris-Dauphine
Foundation).
Quality/environment is a
winning combo!Sources: Organizational Performance Chair - Paris-Dauphine Foundation 01/2015 • EFQM®
and British Quality Foundation - 2005
STANDARD
ISO 9001
STANDARD
ISO 14001
STANDARDS
ISO 9001
+ ISO 14001IMPACTS
Revenues + 4% + 16% + 13%
+ 21%
+ 21%
Profit
Gross Operating Surplus
+16%IN REVENUES
+77%IN SALES
3%
8%
12%
17%
20%
44%
77%
36%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1 YEARS AFTER AWARD 3 aYEARS AFTER AWARD 5 YEARS AFTER AWARD
In international organizations that received an EFQM®
Award, we observe
very strong impacts on financial results: the company is more competitive
in the medium term, and its assets grow and sales soar up to five years
after receiving the award.
THE efqm®
MODEL boostS SALES
market share sales assets

ISO certifications in France
Each year ISO publishes its certification figures. The
ISO Survey provides an international yardstick for
observing the trend and commitment of each
country to improvement programmes.
Source: ISO Survey 2015
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
15000
16000
17000
18000
19000
20000
21000
22000
23000
24000
25000
26000
27000
28000
29000
30000
Whereas France is clearly dominated by its
closest European neighbours in terms of the
number of ISO 9001 and ISO 14001
certificates, it stands strong as concerns
ISO/TS 16949. It ranks 3rd in Europe and
12th worldwide.
FRANCE IS WELL POSITIONED
ON ISO/TS
IRLANDE
SUISSE
BELGIQUE
ROYAUME
UNI
ESPAGNE
ALLEMAGNE
ROUMANIE
BULGARIE
AUTRICHE
POLOGNE
RÉPUBLIQUE
TCHÈQUE
BOSNIE-
HERZÉGOVINE
MACÉDOINE
ALBANIE
SLOVAQUIE
HONGRIE
SERBIE
MOLDAVIE
LITUANIE
DANEMARK
PAYS-BAS
SUÈDE
FINLANDE
LETTONIE
ESTONIE
SLOVÉNIE
GRÈCE
CROATIE
ITALIE
FRANCE
ISO 9001 : 29112
ISO 14001 : 6847
ISO/TS16949: 1012
GERMANY
ISO 9001 : 52995
ISO 14001 : 8224
ISO/TS16949: 3473
UNITED
KINGDOM
ISO 9001 : 40161
ISO 14001 : 17824
ISO/TS16949: 629
SPAIN
ISO 9001 : 32730
ISO 14001 : 13310
ISO/TS16949: 952
ITALY
ISO 9001 : 132870
ISO 14001 : 22350
ISO/TS16949: 1345
5th
IN EUROPE
France ranks 5th with close to
30,000 ISO 9001 certificates. It is
outdistanced by Italy - which leads
the pack with a score of more than 4
times that of France - Germany, the
United Kingdom, and Spain.
IS
O9001
The number of ISO 9001 certifications has dropped slightly over the
past 5 years after a sharp rise in 2010. In 2015, France ranked an
honourable 5th in Europe and 9th worldwide, though it lags far behind
Germany, which has almost twice as many certificates (52,995), and
Italy, with more than 4 times the number of certificates (132,870).
ISO 9001 CERTIFICATES IN FRANCE

France is increasingly innovative
The Innovation Union Scoreboard provides a
comparative analysis of innovation performance in
the EU member States, in other European countries,
and in neighbouring countries. This European annual
indicator assesses the relative strengths and
weaknesses of the national innovation systems and
helps countries identify areas they should focus on.
Source: Innovation Union Scoreboard 2016
France fell back one position in the
rankings in 2015. It now ranks 11th
in Europe in innovation, right above
the European average. It is still
among the strong innovators, also
called “followers”.
If we compare its trend over the
past few years with its European
neighbours, we see that France is
globally improving faster than the
Union average. Its performance
level relative to the EU shows a
peak that is 9% higher than the
EU average in 2015.
INNOVATION
PERFORMANCE
OF COUNTRIES
0.0 0.2 0.4 0.6 0.8 1.0
Sweden
Denmark
Finland
Germany
Netherlands
Ireland
Belgium
UnitedKingdom
Luxembourg
Austria
France
EuropeanAverage
Slovenia
Cyprus
Estonia
Malta
CzechRepublic
Italy
Portugal
Greece
Spain
Hungary
Slovakia
Poland
Lithuania
Latvia
Croatia
Bulgaria
Romania
0.52
0.56
0.70
0.18
Leaders
Followers
Moderate
Modest
It is a complex index consisting of 25 sub-factors
organized in 8 families: human resources, research
systems, finance and support, investments, linkages
& entrepreneurship, intellectual assets, innovators,
and economic effects.
2008 2009 2010 2011 2012 2013 2014 2015
0,53
0,54
0,55
0,56
0,57
0,58
106
107
108
110
111
109
FRANCE EUROPean
average

France innovates a little more each year. Let’s focus
on its strengths and weaknesses compared to the
European Union from an indicator-based viewpoint.
France’s innovation assets
Source: Innovation Union Scoreboard 2016
In this chart, the EU’s performance is equal to 100.
France’s indicators are converted and standardized
for positioning relative to this benchmark.
HUMAN RESOURCES
New doctorate graduates
Population having completed tertiary education
Youth with upper secondary level education
OPEN AND EXCELLENT RESEARCH SYSTEMS
International scientific co-publications
Most cited scientific publications
Non-EU doctorate students
LINKAGES AND ENTREPRENEURSHIP
SMEs innovating in-house
Innovative SMEs collaborating with others
Public-private scientific co-publications
INTELLECTUAL ASSETS
Patent applications
Patent applications in societal challenges
European trademarks
European designs
ECONOMIC EFFECTS
Employment in knowledge-intensive activities
Medium and high-tech product exports
Knowledge-intensive services exports
Sales of new-to-market and new-to-firm innovations
License and patent revenues from abroad
INNOVATORS
SMEs introducing product/process innovations
SMEs introducing marketing or organizational innovations
High-growth innovative firms
FINANCE AND SUPPORT
Public R&D expenditures
Venture capital
BUSINESS INVESTMENTS
Business R&D expenditures
Non-R&D innovation expenditures
200 40 60 80 120 140 160 180100
(EU)
114
117
92
106
146
108
142
116
132
106
85
54
112
100
111
117
107
92
64
69
88
107
106
114
115
101
104
93
92
109
101
126
189

?
?
The Extended Paneuropean Satisfaction Index
(EPSI) is an indicator created in 1999 to measure
customer satisfaction in a country and obtain a
segmented breakdown. Seven items factor into the
perception indicator: image, customer
DoesFrancesatisfyitscustomers?
Source: EPSI rating 2010
expectations, perceived product quality, perceived
service quality, perceived delivered value, perceived
satisfaction, and perceived customer trust and
loyalty toward the country’s companies.
CUSTOMER
SATISFACTION
France does not have its customer satisfaction
measured. This is an annual paid study in
which several Northern and Eastern European
countries participate.
No indicators
providing a relevant
vision
IMAGE
CUSTOMER
EXPECTATIONS
PERCEIVED
PRODUCT QUALITY
PERCEIVED
SERVICE QUALITY
PERCEIVED
DELIVERED VALUE
PERCEIVED
SATISFACTION
PERCEIVED
CUSTOMER
TRUST & LOYALTY
TOWARD
THE COUNTRY’S
COMPANIES
E P S I R AT I N G
SATISFACTIONPERCOUNTRY

France overvalues conduct values (+6%). It has the highest
percentage for conduct values of any country. It also
overvalues relational values (+4%).
Inversely, it undervalues skills values (-5%) and society
values (-3%).
Innovation leads all values,
after finishing 2nd
in the last
two studies (39% in 2009,
38% in 2006).
The international index®
of corporate values gives
the position of 8 groups of values according to the
country. This index shows the place of values such as
quality, customer satisfaction, innovation, the
environment, and team spirit.
This international barometer for measuring values
was launched in France in 2004. It went international
in 2006, was conducted in 2009, and the last time in
The France of values
Source: International Index of Corporate Values 2013
2013 on 13 countries: Australia, Austria, Finland,
France, Germany, Italy, Netherlands, Norway, Poland,
Spain, Switzerland, USA, and the United Kingdom.
It is performed by the ECCO international network and
the Wellcom agency.
INNOVATION • 34%
Quality lost the leading position it
held for two editions (40% in
2009, 38% in 2006).
QUALITy • 30%
Customer satisfaction remains
close to the two first values
(26% in 2009, 37% in 2006).
CUSTOMER SATIS. • 28%
Integrity remains in 4th place,
nibbling 1%.
INTEGRITY • 20%
The environment has its lowest
rankings in France (25) and the
USA (15).
ENVIRONMENT • 17%
Know-how rises from 8th
place in
2009 to 6th
.
KNOW-HOW • 16%
Responsibility moves up two
places.
RESPONSABILITY • 14%
Team spirit moves up two places.
TEAM SPIRIT • 12%
Respect returns to the ranking
after exiting in 2009.
RESPECT • 12%
Ambition rose sharply, moving
up 12 places.
AMBITION • 11%
INNOVATION
QUALITY
CUSTOMER SATIS.
INTEGRITY
RESPONSABILITY
SHARING
PERFORMANCE
TRUST
TEAM SPIRIT
RESPECT
FRANCE GERMANY
1
2
3
4
5
6
7
8
9
10
4
16
13
20
3
1
8
66
49
12
VALues around the world iN 2013
RANKINGOFVALUESINFRANCE//GERMANY
SKILLS VALUES
quality, customer satisfaction, know-how, team spirit, excellence, service, etc.
CONQUEST VALUES
innovation, ambition, success, performance, etc.
RELATIONAL VALUES
respect, trust
MORAL VALUES
integrity, ethics, loyalty
FULFILMENT VALUES
humanism, personal development
SOCIAL VALUES
equality, equity, improved quality of life, etc.
SOCIETAL VALUES
environment, CSR, sustainability, health, etc.
CONDUCT VALUES
responsibility, employee involvement, tradition, passion, etc.
4%
3%
6%
9%
9%
21%
33%
15%
THE 8
familIes
OF valuEs& their expressed %

An international survey by BGI Group reports on
opinions concerning immediate superiors and
directors, by country. The appreciation of the
immediate superior’s or director’s recognized qualities
determines the managerial profile of each country.
Source: BGI Group 2011 international survey
United Kingdom
Spain
Italy
Germany
Poland
Romania
USA
France
20%
40%
60%
United Kingdom
Spain
Italy
Germany
Poland
Romania
USA
France
10%
20%
30%
50%
40%
2007
2011
I HAVE A VERY GOOD OPINION OF...
QUALITIES RECOGNIZED IN FRANCE
... MY IMMEDIATE SUPERIOR ... MY DIRECTOR
Immediate superiors and directors
are poorly viewed in France, in
absolute terms and compared to
other countries.
QUESTIONS THEMSELVES
STRATEGIC VISION
COMMUNICATES
DELEGATES
5,0 5,2 5,4 5,6 5,8 6,0 6,2 6,4 6,6
10
ORGANIZED
RESILIENT
OPEN-MINDED
ABILITY TO GET THINGS DONE
SELF-CONTROL
SELF CONFIDENT
of immediate superiors
of directors
5,0 5,2 5,4 5,6 5,8 6,0 6,2 6,4 6,6
RECOGNIZES QUALITY OF WORK
FACILITATES COMMITMENT
MOTIVATES
TEAM SPIRIT
WELL SURROUNDED
INTUITIVE
EXPERTISE
ADAPTIVE
CONVINCING
ETHICS
INNOVATIVE
10
French managers get the
cold shoulder

France#1indisengagement
A Gallup poll was conducted to assess employee well-being and
motivation in public and private organizations. It gives the
percentage by country of employees that are engaged (fully invested
and focused on creating value), disengaged (passive), or actively
disengaged (unhappy and actively unproductive).
Source: 2013 Gallup Poll
Engaged employees are fully
committed to their job and focus
each day on creating value in their
organization. They are enthusiastic
and have a deep connection with
their company.
In France, only 9% of employees are
engaged.
5%
0
10%
15%
20%
25%
21%
19% 18%
17%
16% 16% 16%
15% 14% 14%
12%
11%
9% 9%
DENMARK
PORTUGAL
GERMANY
SPAIN
NETHERLANDS
ITALY
IRELAND
BELGIUM
FINLAND
SWEEDENSWITZERLAND
AUSTRIA
FRANCE
UNITED-KINGDOM
engaged EMPLOYees
Actively disengaged employees
are unhappy. They generate
problems, accidents, and sick leaves.
They are unproductive at work and a
source of non-quality. France is the
country with the highest active
disengagement rate: more than 1
employee out of 4 is actively
disengaged.
. 5%
0
10%
15%
20%
25%
30%
26% 26%
24%
22%
20% 20%
18%
16%
14%
12% 12% 11%
10% 8%
FRANCE
UNITEDKINGDOM
PORTUGAL
GERMANY
SWITZERLAND
AUSTRIA
SPAIN
SWEDENNETHERLANDS
IRELAND
ITALY
FINLANDE
DENMARK
BELGIUM
ACTIVELY DISENGAGED
EMPLOYEES
Disengaged employees are dormant,
they wait for the workday to end.
DISENGAGED EMPLOYEES

A global dynamic
QUALI’BORD
A DYNAMIC SERVING THE QUALITÉ FRANCE VISION
The indicators presented in this scoreboard offer a global vision of quality in
France. Between strengths and areas requiring improvement, the focus should
be on the interaction between the various themes.
ORGANIZATIONAL
LEARNING
PROCESSES
STAKEHOLDERS
FINANCE
Being aware of the importance of the 3 levels of
excellence (managerial, operational and
relational) requires regular operational learning.
This learning is based on acknowledgement of
strong corporate values, esteemed and
supported management and leadership,
motived, happy teams, and a high level of
knowledge and skills.
Efficient organizational learning allows strong
knowledge of the various performance-enabling
processes: more innovations, that are more
sophisticated, and a mature quality system
supported by international certifications that
are recognized and requested by customers. All
this is enhanced by involvement in the quality
agencies in order to maintain a watch and
perform benchmarking.
Thanks to services of better quality, customer
satisfaction, which is always at the heart of the
approach, soars and allowsaccess to many
rewards and to stakeholder recognition.
The overall situation has a direct impact on the
financial results of a company: more competiti-
veness, greater organizational efficiency,
increased financial benefits, all illustrated by a
higher EFQM®
index.
corporate values
management & leadership
well-being and motivation
diplomas and training
ISO certifications
innovation
quality maturity
quality agency memberships
customer satisfaction
awards
public services
exports
competitiveness
quality added value
€
€

www.qualiteperformance.org
© France Qualité • 2016
Projected by Patrick Mongillon
Graohic design: France Qualité
Source and inspiration for visuals: Fotolia

Qualibord 2016 • English version

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