This research delves into the adoption of the European Foundation for Quality Management (EFQM) model at Duqm Quarries, Oman, a subsidiary of Mineral Development Oman (MDO), showcasing the significant impact on organizational excellence sustainability. As part of Duqm Quarries strategic goals to align with the international quality standards and improve competitiveness, DQ has adopted and implemented the EFQM model to enhance its improvement in many aspects of its operations. The EFQM model is famous in enhancing the organizational excellence with a very structured framework emphasizing leadership, strategy, and stakeholder engagement which provides the essential requirement for the advancement of Duqm Quarries in the domestic, reginal, and global market. The research has shown a noticeable improvement in certain areas of DQ, such as operational efficiency, product quality, and most aligned both stakeholder engagement and employee satisfaction. The approach used in this research is mixed method approach to study the outcomes, using quantitative survey that shows key performance indictors (KPI’s) such as cost reduction, quality enhancement, and employee engagement, also qualitative interviews with the senior management and both employees and stakeholders to gather their prospective. The result shows that 30% operational cost reduction, an enhancement in the process efficiency, and an increase in the product quality. The study also indicates that a 35% reduction in non-conforming materials is achieved as a direct result of employee efficiency, and their satisfaction rose by 28% confirming the positive impact of implementing the EFQM model helping in their retention in the organization. The finding also suggests that a substantial improvement in business outcomes and organizational sustainability is achieved when a structured quality management framework is effectively implemented. However, in my research, I have highlighted the challenges which are faced during the implementation of the EFQM model, such as the initial resistance of employees to change, the alignment of DQ process with the EFQM standards, and the requirement of training. The company has managed to overcome these hurdles through a very structured process and rollout, commitment of management, and well-structured training programs, ensuring that all stakeholders are well informed, and they are part of this important process and transition. Finally, this research will provide valuable intuition of the EFQM model implementation in the mining business, this will offer a road map to the mining sector in Oman for similar organizations that are aiming to achieve operational excellence and sustainability by adopting structured quality management practices.