Quality Award Brochure 2012-English.p65 - Hong Kong ...

hkma.org.hk

Quality Award Brochure 2012-English.p65 - Hong Kong ...

PAST AWARD WINNERS

Gold Award (formerly Overall Winner)

2011 - MTR Corporation Limited

2010 - Hong Kong Air Cargo Terminals Limited

2009 - Pfizer Corporation Hong Kong Limited

2008 - Neo Derm Group

2007 - Langham Place, Mongkok, Hong Kong

2006 - Electrical and Mechanical

Services Trading Fund, HKSARG

2005 - Manfield Coatings Company Ltd

2004 - CLP Power Hong Kong Limited

2003 - Eurasia International (China) Limited

Partnership

- Urban Group

2002 - Ricoh Hong Kong Ltd

2001 - COSCO (H.K.) Shipping Co Ltd

- The Kowloon Motor Bus Co (1933) Ltd

- Synergis Management Services Ltd

2000 - Park'NShop

1999 - Glorious Sun Enterprises Ltd

- The Hong Kong and China Gas Co Ltd

1998 - McDonald's Restaurants

(Hong Kong) Ltd

- MTR Corporation Limited

1997 - Island Shangri-La, Hong Kong

1995 - Kowloon-Canton Railway Corporation

1994 - Integrated Solutions Limited

1992 - Mandarin Oriental Hotel Group

1991 - Fuji Xerox (Hong Kong) Ltd

Silver Award (formerly Certificate of Excellence)

2011 - Manulife (International) Limited

2010 - Bank of China Group Life Assurance Co Ltd

2009 - Hewlett-Packard HKSAR Limited

Technology Solutions Group, Technology

Services

- Hong Thai Travel Services Limited

2007 - CITIC Ka Wah Bank Limited

2005 - Judiciary Administration, HKSAR

- SGS Hong Kong Limited

2004 - Hongkong Post

- MTR Corporation Limited

2002 - Hong Yip Service Company Ltd

2001 - Luen Thai International Group Ltd

1999 - Hang Seng Bank Ltd

Bronze Award (formerly Certificate of Merit)

2011 - IDS Logistics (Hong Kong Limited)

- Sino Land Company Limited

2010 - Cathay Pacific Catering Services Ltd

2009 - Hong Kong Broadband Network Limited

2008 - AIA Pension & Trustee Co Ltd

- Sylva Industries Limited

2007 - China State Construction International

Holdings Limited

- The Hong Kong Society for The Aged

2006 - Chevalier Property Management Limited

- Mainland Headwear Holdings Limited

2005 - ACE Style Intimate Apparel Ltd

- Chun Wo Holdings Ltd

- Exel Hong Kong Ltd

- Kuehne + Nagel (Asia Pacific)

Management Ltd

- Savills Property Management Ltd

2004 - Amoy Food Limited

- CITIC Ka Wah Bank Limited

- Techtronic Industries Co Ltd

2003 - Jones Lang LaSalle Limited -

Property Management Division

- Kai Shing Management Services Ltd

- Manfield Coatings Company Ltd

- The Marco Polo Hongkong Hotel,

The Macro Polo Gateway, The Marco

Polo Prince

2002 - HSBC Insurance (Asia-Pacific)

Holdings Ltd

- Jones Lang LaSalle Limited -

Property Management Division

2001 - Chevalier Group -

Lift and Escalator Division

2000 - Cheung Kong Holdings

Citybase Property Management

- Cheung Kong Holdings

Goodwell Property Management

1999 - Synergis Management Services Ltd

1998 - Ken On Concrete Co Ltd

- Tse Sui Luen Jewellery Co Ltd

1997 - Gammon Skanska Ltd

- Guangdong Enterprises (Holdings) Ltd

- Philips Hong Kong Ltd -

Business Unit Portable Audio

- Ready Mixed Concrete (HK) Ltd

Certificate of Merit

2011 - AIA Pensiion & Trustee Co Ltd

2007 - Hong Thai Travel Services Limited

- K Wah Construction Materials

Special Award for SMEs

2011 - Hip Shing Hong Group Companies

- Milton Exhibits Group

2010 - Uchiya Hong Kong Limited

2009 - The I-Consulting Group

2008 - BridgeWay Business Builder and

Broker Co Ltd

2007 - Richform Holdings Ltd

2006 - Roots Biopack Limited

2005 - Objective Solutions Ltd

- Prince of Peace (Hong Kong) Ltd


TABLE OF CONTENTS

I. ABOUT THE AWARD .................................................................................................... 2 - 4

1. Introduction

2. Entering Categories

3. Benefits to Applicants

4. Criteria for Judging

5. People and Organization

6. Important Policies

7. Award Presentation Dinner

8. The Award in Relation to Other International Awards

II. THE PRESTIGIOUS QUALITY AWARD .............................................................................5 - 10

1. Awards and Recognition

2. Eligibility

3. Application and Assessment Procedure

4. Guidelines on the Initial Submission

5. Guidelines on the Final Submission

III. SPECIAL AWARD FOR SMEs ....................................................................................... 11 - 14

1. Introduction

2. Awards and Recognition

3. Eligibility

4. Application and Assessment Procedure

5. Guidelines on the SME Written Submission

IV. AWARD CRITERIA IN DETAIL ..................................................................................... 15 - 40

1. Seven Criteria

2. Award Criteria Framework

3. Marking Scheme with Item Listing and Point Values

4. Areas to Address and Point Values

5. Scoring Guidelines

V. AWARD SPONSORS & SUPPORTING UNIT .................................................................. 41 - 48

VI. THE TROPHY .................................................................................................................. 49

* Chinese version of the Award Brochure can be downloaded at http://www.hkma.org.hk/qa


I ABOUT THE AWARD

1. INTRODUCTION

The Quality Award was first launched in 1991 by The Hong Kong Management Association. With

this annual Award, the Association seeks not just to reward, but also to bring public recognition to those

organizations that have achieved outstanding standards of quality and made a lasting commitment to

the process of quality management.

2. ENTERING CATEGORIES

Applications are invited in the following two categories:

Quality Award

• Special Award for SMEs

The entering criteria of the two categories can be found in Section II Item 2 and Section III Item 3

on “Eligibility” respectively.

3. BENEFITS TO APPLICANTS

3.1 RECOGNITION & PUBLICITY

The Award Presentation Dinner provides public recognition that the winners of the Award embody a

strong commitment in the implementation of quality, continuous improvement, and customer satisfaction.

The Award Media Sponsors devote extensive press coverage to the winners who serve as role

models for others in their quest for excellence. Winners will be allowed to use the Award logo

on their promotional materials and in advertising, and may make appropriate reference to their

attainment of the Award in their marketing effort.

Winning the Award further increases the morale of the organization and brings prestige to the

organization in the community at large.

3.2 FEEDBACK REPORT

This Award provides applicants with a golden opportunity to obtain consultation and advice from

the most experienced and respected quality experts in Hong Kong. Shortlisted applicants will

receive a detailed feedback report which provides a non-prescriptive description of strengths and

areas for improvement based on the criteria. Valuable information is provided to help identify

and implement improvements, leading to substantial performance improvements.

3.3 INTERNAL ANALYSIS

The process of developing an application for the Award yields a number of positive benefits to the

applicant. The data gathering and analysis needed to write the Final/Written Submission help the

applicant identify for itself where its strengths and areas for improvement are. The internal analysis

and external feedback can be used together for strategic planning with a focus on process improvement

for delivering customer value, improvement of asset utilization and greater productivity.

4. CRITERIA FOR JUDGING

The Judging Criteria are based on the world-famous Malcolm Baldrige National Quality Award given

annually in the USA:

1. Leadership

2. Strategic Planning

3. Customer Focus

4. Measurement, Analysis, and Knowledge Management

5. Workforce Focus

6. Operations Focus

7. Results

Detailed guidelines on each criterion can be found in Section IV “Award Criteria In Detail”.

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I ABOUT THE AWARD

5. PEOPLE & ORGANIZATION

5.1 PANEL OF JUDGES

Dr The Hon David K P Li GBM GBS JP (Chairman)

Chairman and Chief Executive

The Bank of East Asia, Ltd

Mr Alfred W K Chan BBS

Managing Director

The Hong Kong and China Gas Co Ltd

Dr Harry Lee SBS JP

Chief Executive Officer

TAL Apparel Ltd

Mr John Slosar

Chief Executive

Cathay Pacific Airways Ltd

Dr David T K Sun BBS JP

Council Member

The Hong Kong Management Association

Mr James E Thompson GBS

Chairman

Crown Worldwide Group

Dr Kelvin Wong

Executive Director and Deputy Managing

Director

COSCO Pacific Ltd

Mr Joseph Yu

Managing Director

Fuji Xerox (Hong Kong) Ltd

5.2 ORGANIZING COMMITTEE

Mr James E Thompson GBS (Chairman)

Chairman

Crown Worldwide Group

Dr Michael Chan

Chairman

Café de Coral Holdings Ltd

Mr Choy Chung Foo

Chief Executive

BOC Group Life Assurance Co Ltd

Dr Fan Cheuk Hung

Managing Director

Synergis Holdings Ltd

Mr Edmond Ho

Managing Director

The Kowloon Motor Bus Co (1933) Ltd

Mr Andrew Kam

Managing Director

Hong Kong Disneyland Resort

Mr Michael Lee

Director

Oxer Ltd

Ms Bianca Ma

Managing Director

Metro Broadcast Corporation Limited

Mr Perry Mak

Managing Director & Executive Director

Publisher, Hong Kong Economic Times

Mr Daryl Ng

Executive Director

Sino Land Co Ltd

Mr James Shing

Executive Director

Asia Television Ltd

Mr Peter Yeung

General Mnager

Microsoft Hong Kong Ltd

5.3 BOARD OF EXAMINERS

Prof Matthew Yuen (Chairman)

Head and Professor, Department of Mechanical

Engineering

Hong Kong University of Science and Technology

Mr Eric Chow

Head-Corporate Treasury and Financing

The Hong Kong and China Gas Co Ltd

Ms Katherine Lau

General Manager, Corporate Quality and

Sustainability

Fuji Xerox (Hong Kong) Ltd

Mr Jonathan Lui

Deputy Director, Research & Development

Department

Glorious Sun Enterprises Ltd

Ms Ivy Leung

Director of Intellectual Capital and Quality

Langham Place, Mongkok, Hong Kong

Mr James Ma

Senior Manager - Quality and Support Services

Synergis Management Services Ltd

Mr Eric Pang

Chief Engineer - Business Development

Electrical & Mechanical Services Department

HKSARG

Mr Chester Tsang

Senior Manager - Management Training

& Development

MTR Corporation Ltd

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I ABOUT THE AWARD

6. IMPORTANT POLICIES

All information and documents supplied by Award entrants including entrant identities and commentaries

developed during the review of entries are kept confidential and will only be used for the judging of

the Award.

All Judges and Examiners are required to declare in advance to the Award Secretariat any cases or

situations which may create any apparent or potential conflict of interest. The Judge or Examiner in

question would be barred from reviewing the entries concerned or handling in any manner the materials

submitted by the Award entrant involved.

7. AWARD PRESENTATION DINNER

The Presentation Ceremony of this prestigious Award will take place at the Quality Award Dinner to

be held in July 2012. A very special Guest Speaker will be invited to address our guests and practitioners

in the Total Quality Management field.

8. THE AWARD IN RELATION TO OTHER INTERNATIONAL AWARDS

The Award is the Association’s most prestigious business accolade. It is based on the American Malcolm

Baldrige National Quality Award judging criteria, and is the Hong Kong equivalent to the Japanese

Deming Prize and the European Quality Award.

8.1 MALCOLM BALDRIGE NATIONAL QUALITY AWARD

The Malcolm Baldrige National Quality Award, named after the late Secretary of Commerce

of the United States, was created by Congress in 1987. It is the highest level of national recognition

for quality performance and practices that a US organization can receive.

It is intended to spark interest and involvement in quality programmes, drive American products

and services to higher levels of quality, and better equip organizations to meet the challenges

of global competition.

8.2 DEMING PRIZE

The Deming Prize was instituted in Japan in 1951 by a formal resolution of the JUSE (Union

of Japanese Scientists and Engineers) Board of Directors in grateful recognition of Dr W Edward

Deming’s friendship and his achievements in promoting industrial quality control.

It has become customary in Japan for corporations intending to improve their performance in

products or services to vie for the Deming Prize, not only for the prestige that goes with this honour

but also to benefit from internal improvements that result from the implementation of total or

company-wide quality control (TQC or CWQC) that is needed in order to qualify for the award.

8.3 EUROPEAN QUALITY AWARD

The European Quality Award was first presented in Europe in 1992 to honour the most successful

exponent of Total Quality Management (TQM). To receive the Award, an applicant must

demonstrate that its approach to TQM has contributed significantly over the past few years to

satisfying the expectations of customers, employees and others with an interest in the company.

4


II THE PRESTIGIOUS QUALITY AWARD

1. AWARDS AND RECOGNITION

Quality Award participants who have achieved outstanding performance may be awarded the Gold,

Silver or Bronze Awards. In addition, Certificates of Merit may also be presented to participants who

have demonstrated strong commitment to quality and achieved significant improvement in at least five

of the seven Judging Criteria.

2. ELIGIBILITY

Applicants from all fields of industries and businesses, whose principal activities are in Hong Kong, are

eligible to apply for the Award.

2.1 SUBUNIT OF BUSINESS ENTITIES

Subunits of larger (parent) organizations may also apply for the Award if they are sufficient in

their own right to be examined in all seven Criteria Categories. They must be discrete business

entities that are readily distinguishable from other parts of the parent organization.

2.2 CONDITIONS OF SITE VISIT

Although an applicant may have facilities outside Hong Kong, in the event of a Site Visit, the

applicant should ensure that the appropriate people and materials are available for examination

in Hong Kong to document the operational practices associated with all major business functions

of the applicant. The Hong Kong Management Association reserves the right to deny visits to

site(s) that are outside the Hong Kong region.

2.3 EXPERIENCE SHARING

Winners of the Award must be able to attend all functions conducted by the Award Secretariat

in relation to the experience sharings of its quality journey, and are required to share information

on the seven Criteria Categories in the form of a publication. The information shared is determined

by the Award winner.

2.4 REPEATED APPLICANTS

Gold Award winners are not allowed to participate in the programme in the year subsequent

to their winning of the Award to ensure fair competition.

The Hong Kong Management Association reserves the right to make final and binding decisions on

the eligibility of applicants.

5


II THE PRESTIGIOUS QUALITY AWARD

3. APPLICATION AND ASSESSMENT PROCEDURE

3.1 AWARD PROCESS OVERVIEW

Deadline for Application Form &

Initial Submission

Friday, 30 December 2011

Preliminary Screening

Notification of Screening Result

Friday, 6 January 2012

Deadline for Final Submission

Monday, 27 February 2012

Presentation Workshop

Monday, 16 March 2012

Each Shortlisted Applicant will give a

20-minute presentation plus a 30-minute

question-and-answer session before the Board of

Examiners

Secondary Screening

Site Visit

Early / Mid April 2012

Final Judging and Decision of Award Results

Late May 2012

Notification of Screening Result

Friday, 30 March 2012

An on-site verification of the Final Submission

will be conducted by the Examiners to the

Shortlisted Applicants

Only selected Finalist(s) will be invited to the

Final Judging, a question-and-answer session

conducted by the Panel of Judges who will

make the final decision on the Award results

Distribution of Feedback Reports

Quality Award Dinner

Late July 2012

Awards will be presented to the winners at

the Award Dinner

Quality Award Seminar

September 2012

Winners will be invited to share their

experience on the seven judging criteria at

the seminar

In the event that an applicant wins the Award, it must be able to attend all functions conducted by

the Award Secretariat in relation to the experience sharing of its quality journey. The information shared

is determined by the Award recipient.

6


II THE PRESTIGIOUS QUALITY AWARD

3.2 ASSESSMENT PROCESS

Please note that screening decisions rely heavily upon the details and contents in the Final

Submission provided by applicants. The assessment will be in the following stages:

STAGE 1:

ASSESSMENT OF INITIAL SUBMISSION

All applicants have to submit an Initial Submission on their quality programme which will

be screened and evaluated, and a shortlist of applicants will be drawn up. Please refer to

Item 4 of this Section on “Guidelines on the Initial Submission”.

STAGE 2:

ASSESSMENT OF FINAL SUBMISSION

Shortlisted applicants will be required to submit a Final Submission of no more than 50 pages for

detailed assessment. Information supplied by the company after the 50th page will NOT be assessed by

the Examiners. Please refer to Item 5 of this Section on “Guidelines on the Final Submission”.

PRESENTATION WORKSHOP

Shortlisted applicants will be invited to give a 20-minute presentation on their submission plus a 30-

minute question-and-answer session before the Board of Examiners.

STAGE 3:

SITE VISIT

Further shortlisted applicants will be invited to participate in the Site Visits. During these Site Visits,

the examiners will interview employees and review pertinent records and data. The objective is to

verify the information provided in the Final Submission and to answer questions raised during

the board’s review. The choice of dates will be decided by the Board of Examiners. All shortlisted

applicants have to prepare themselves to be available on the specified date. In the event of a Site

Visit, the applicant must provide the necessary transportation and other logistical arrangements to

enable the smooth conduct of the Site Visit.

STAGE 4:

FINAL JUDGING

Only SELECTED finalists will be invited to attend the question-and-answer session conducted by

the Panel of Judges.

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II THE PRESTIGIOUS QUALITY AWARD

3.3 ANNOUNCEMENT OF RESULTS

The formal announcement and Award Presentation Ceremony will take place at the Quality Award

Dinner, a grand occasion to be held in July 2012.

3.4 APPLICATION FEE

To ensure that Award applicants will gain maximum benefit from participation in the Quality Award,

a nominal Application Fee of HK$9,900 will be charged upon the submission of the Initial Submission.

The fee covers a complimentary table (Chinese Menu for 12 persons) at the Quality Award Dinner

to be held in November 2012 and three complimentary seats at the Quality Award Seminar.

3.5 FREE PUBLICATION

Upon request, potential applicants will receive a FREE copy of the Final Submission of Fuji Xerox

(Hong Kong) Limited (1991 Overall Winner) or The Hong Kong and China Gas Company Limited

(1999 Overall Winner), and a video on the 2011 Award Winners produced by ATV on a first-comefirst-served

basis.

8


II THE PRESTIGIOUS QUALITY AWARD

4. GUIDELINES ON THE INITIAL SUBMISSION

- For Quality Award Applicants -

4.1 CONTENT

The Initial Submission should include:

• Summary of how your organization addresses the Seven Criteria, namely, Leadership;

Strategic Planning; Customer Focus; Measurement, Analysis, and Knowledge

Management; Workforce Focus; Process Management; and Results in your quality

programme.

• Areas for Improvement in your organization according to the Seven Criteria.

For a full description of the seven criteria, please refer to Section IV “Award Criteria in Detail”.

Word Limit:

- 200 words or less for each criterion, plus 200 words or less for “Area for Improvement”

4.2 FORMAT

The Initial Submission should be formatted as follows:

- Typed on standard A4-size paper

- Single-lined spacing

- Minimum font size of 10 points

- Presented in bullet-point or essay format

- Start on a new page when addressing different criteria

Please send 10 identical copies of the application form together with your Initial Submission

to:

The Quality Award Secretariat

The Hong Kong Management Association

16/F Tower B Southmark

11 Yip Hing Street

Wong Chuk Hang

HONG KONG

4.3 PROCESSING

All information and documents supplied by the Award applicants will be held in strict

confidence. The Award Secretariat reserves the right to terminate the processing of an

application due to incomplete or insufficient information in the submission.

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II THE PRESTIGIOUS QUALITY AWARD

5. GUIDELINES ON THE FINAL SUBMISSION

- For Quality Award Applicants -

5.1 CONTENT

The Final Submission should include the following headings and sub-headings.

• Table of Contents

• Organization Chart(s)

• Organizational Profile

(5 pages or less)

1. Organizational Description

2. Organizational Challenges

• Responses Addressing All Seven Criteria (Sections 1-7)

(50 pages or less)

The Final Submission will only be assessed up to the 50th page. Information supplied

thereafter will not be assessed.

• Appendices (e.g. Annual Report, Other Corporate Information)

Can be submitted under separate cover.

5.2 FORMAT

The Final Submission addressing the criteria should be formatted as follows:

- Typed on standard A4-size paper (please do not use glossy paper)

- Single-lined spacing

- Minimum font size of 10 points

- Not more than 50 pages for Sections 1 to 7

- Labeled tabs or dividers to separate sections

- Ring bound for ease of processing

- Numbering on every page and for every area/item of address

- New page for addressing different criteria

- All submissions must be endorsed by the organization's top executive

Please send the Award Secretariat 18 identical copies of the submission and all enclosures,

which are not returnable to:

The Quality Award Secretariat

The Hong Kong Management Association

16/F Tower B Southmark

11 Yip Hing Street

Wong Chuk Hang

HONG KONG

5.3 PROCESSING

All information and documents supplied by the Award applicants will be held in strict

confidence. The Award Secretariat reserves the right to terminate the processing of an

application due to incomplete or insufficient information in the submission.

Screening decisions rely heavily upon the details and contents supplied in the submissions.

10


III SPECIAL AWARD FOR SMEs

1. INTRODUCTION

Small and medium enterprises play a significant role in the Hong Kong economy. To enhance their

competitiveness, quality management must be incorporated into their daily operations. Constant reevaluation

is also essential for them to stay ahead of the market.

Since 2005, the Hong Kong Management Association has especially developed a Special Award for

SMEs to encourage their pursuit of Total Quality Management.

2. AWARDS AND RECOGNITION

Awards will be presented to all participants who have demonstrated sound committment to Total

Quality Management and achieved high standards of performance in the seven criteria.

3. ELIGIBILITY

3.1 All SMEs, registered in Hong Kong under the Business Registration Ordinance, are eligible to apply for

this Award. SMEs are defined to be any industries and businesses which employ not more than 200

persons in Hong Kong and are not subsidiaries of another corporation whose headquarters is based in

Hong Kong.

3.2 Applicants who have not entered the Quality Award in the same year.

The Hong Kong Management Association reserves the right to make final and binding decisions on

the eligibility of applicants.

4. APPLICATION AND ASSESSMENT PROCEDURE

- For Special Award for SMEs Applicants -

4.1 AWARD PROCESS OVERVIEW

Deadline for Application Form

Monday, 30 January 2012

Deadline for Written Submission

Monday, 12 March 2012

Screening

Site Visit

Early/Mid April 2012

Final Judging and Decision of

Award Results

Late May 2012

Notification of Screening Result

Monday, 19 March 2012

An on-site verification of the Written

Submission will be conducted by the

Examiners to the Shortlisted Applicants

Distribution of Feedback Reports

Quality Award Dinner

Late July 2012

Awards will be presented to the winner(s) at

the Award Dinner

Quality Award Seminar

September 2012

Winners will be invited to share their

experience on the seven judging criteria at

the seminar

In the event that an applicant wins the Award, it must be able to attend all functions conducted

by the Award Secretariat in relation to the experience sharing of its quality journey. The information

shared is determined by the Award recipient.

11


III SPECIAL AWARD FOR SMEs

4.2 ASSESSMENT PROCESS

Please note that screening decisions rely heavily upon the details and contents in the written

submission provided by applicant. The assessment will be in the following stages:

STAGE 1:

ASSESSMENT OF WRITTEN SUBMISSION

All applicants have to submit a Written Submission of no more than 20 pages for assessment.

Please refer to Item 5 of this Section on “Guidelines on the SME Written Submission”.

STAGE 2:

SITE VISIT

Shortlisted applicants will be invited to participate in a Site Visit. During the Site Visit, the

examiners will interview employees and review pertinent records and date. The objective is to

verify the information provided in the Written Submission and to answer questions raised during

the Board's review. The choice of dates will be decided by the Board of Examiners. In the

event of a Site Visit, the applicant must provide the necessary transportation and other logistical

arrangements to enable the smooth conduct of the Site Visit.

4.3 ANNOUNCEMENT OF RESULTS

The formal announcement and Award PresentationCeremony will take place at the Quality Award

Dinner, a grand occasion to be held in July 2012.

4.4 APPLICATION FEE

To ensure that Award applicants will gain maximum benefit from participation in the Quality Award,

a nominal Application Fee of HK$4,800 will be charged upon the submission of the Application Form.

The fee covers three complimentary seats at the Quality Award Dinner to be held in July 2012 and

at the Quality Award Seminar.

SUPPORTED BY:

BUSINESS ENTERPRISE MANAGEMENT CENTRE (BEMC)

Please refer to Section V “Award Sponsors & Supporting Unit” for the Centre’s profile and

member list.

12


III SPECIAL AWARD FOR SMEs

5. GUIDELINES ON THE SME WRITTEN SUBMISSION

- For Special Award for SMEs Applicants -

5.1 CONTENT

SME applicants should present their organization’s quality programme by addressing their

responses to the below highlights of the Award Criteria in less than 20 pages.

It is important that applicants should study the full version of the Award Criteria (Section IV

Award Criteria in Detail”) before responding to the below questions. Applicants are also

encouraged to supplement their responses by addressing the criteria items.

PREFACE: ORGANIZATIONAL PROFILE

Address this section in not more than 2 pages (including charts, tables, diagrams, if any).

P1. Organizational Description:

- Business nature and main products/services

- Mission, vision and values

- Organizational structure

- Key customer and stakeholder groups

P2. Organizational Challenges:

- Relative size and growth of your company in your markets served

- Number/types of your competitors

- Your key competitive advantage and challenges

THE SEVEN CRITERIA

Address this section in not more than 18 pages (including charts, tables, diagrams, if any).

1. Leadership (120 pts)

1.1 How do your senior leaders lead

1.2 How do you govern and fulfill your societal responsibilities

2. Strategic Planning (85 pts)

2.1 How do you develop your strategy

2.2 How do you implement your strategy

3. Customer Focus (85 pts)

3.1 How do you obtain information from your customers

3.2 How do you engage customers to serve their needs and build relationships

4. Measurement, Analysis, and Knowledge Management (90 pts)

4.1 How do you measure, analyze, and then improve organizational performance

4.2 How do you manage your information, organizational knowledge, and

information technology

4.3 How do you manage organizational knowledge

5. Workforce Focus (85 pts)

5.1 How do you build an effective and supportive workforce environment

5.2 How do you engage your workforce to achieve organizational and personal

success

13


III SPECIAL AWARD FOR SMEs

6. Operations Focus (85 pts)

6.1 How do you design, manage, and improve your work systems

6.2 How do you design, manage, and improve your key work processes

7. Results (450 pts)

Summarize your organization’s performance results (e.g., levels and trends; comparison

with competitors) in the below areas. Provide data and information.

7.1 Product and Process Outcomes

7.2 Customer-Focused Outcomes

7.3 Workforce-Focused Performance Results

7.4 Leadership and Governance Outcomes

7.5 Financial and Market Outcomes

5.2 FORMAT

- Typed on standard A4-sized paper (please do not use glossy papaer)

- Single-lined spacing

- Minimum font size of 10 points

- Can be presented in bullet-point or essay format

- Ring bound for ease of processing

- Numbering on every page and for every item of address

- The submission must be endorsed by the organization’s top executive

Please send the Award Secretariat 10 identical copies of the submission with all enclosures,

which are not returnable, to:

The Quality Award Secretariat

The Hong Kong Management Association

16/F Tower B Southmark

11 Yip Hing Street

Wong Chuk Hang

HONG KONG

5.3 PROCESSING

All information and documents supplied by the Award applicants will be held in strict

confidence. The Award Secretariat reserves the right to terminate the process of an application

due to incomplete or insufficient information in the submission.

14


IV AWARD CRITERIA IN DETAIL

1. SEVEN CRITERIA

The core values and concepts are embodied in seven Criteria Categories:

LEADERSHIP

Leadership addresses how your senior leaders' actions guide and sustain your organization, setting

organizational vision, values, and performance expectations. Attention is given to how your senior

leaders communicate with your workforce, enhance their leadership skills, participate in organizational

learning and develop future leaders, create a focus on action, and establish an environment that

encourages ethical behavior and high performance. The category also includes your organization's

governance system and how your organization fulfills its legal, ethical, and societal responsibilities and

supports its key communities.

STRATEGIC PLANNING

Strategic Planning addresses strategic and action planning, implementation of plans, how adequate

resources are ensured to accomplish the plans, how accomplishments are measured and sustained, and

how plans are changed if circumstances require a change. The category stresses that long-term

organizational sustainability and your competitive environment are key strategic issues that need to be

integral parts of your organization's overall planning. Decisions about your organizational core

competencies are an integral part of organizational sustainability and therefore are key strategic decisions.

While many organizations are increasingly adept at strategic planning, plan execution is still a significant

challenge. This is especially true given market demands to be agile and to be prepared for unexpected

change, such as volatile economic conditions or disruptive technologies that can upset an otherwise

fast-paced but more predictable marketplace. This category highlights the need to place a focus not only

on developing your plans, but also on your capability to execute them.

CUSTOMER FOCUS

Customer Focus addresses how your organization seeks to engage your customers, with a focus on

listening to and supporting customers, determining tlieir satisfaction, offering the right products, and

building relationships that result in loyalty through customers' investment in your brand and product

offerings. The category stresses customer engagement a.s an important outcome of an overall learning

and performance excellence strategy. Your customer satisfaction and dissatisfaction results provide

vital information for understanding your customers and the marketplace. In many cases, the voice

of the customer provides meaningful information not only on your customers' views but also on their

marketplace behaviors and how these views and behaviors may contribute to the sustain-ability of

your organization in the marketplace.

MEASUREMENT, ANALYSIS, AND KNOWLEDGE MANAGEMENT

‘Ihe Measurement, Analysis, and Knowledge Management category is the main point within the

Criteria for all key information about effectively measuring, analyzing, and improving performance and

managing organizational knowledge to drive improvement and organizational competitiveness. In the

simplest terms, category 4 is the “brain center” for the alignment of your organization’s operations with its

strategic objectives. Central to such use ot data and information are their quality and availability.

Furthermore, since information, analysis, and knowledge management might themselves be primary

sources of competitive advantage and productivity growth, this category also includes such strategic

considerations.

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WORKFORCE FOCUS

Workforce Focus addresses key workforce practices—those directed toward creating and maintaining a

high-performance work environment and toward engaging your workforce to enable it and your organization

to adapt to change and to succeed. Ihe category covers your capability and capacity needs and

your workforce support climate. Your workforce focus includes workforce engagement, development,

and management, which should be addressed in an integrated, way (i.e., aligned with your organization’s

strategic objectives and action plans).

To reinforce the basic alignment of workforce management with overall strategy, the Criteria also cover

human resource or workforce planning as part of overall planning in the Strategic Planning category

(category 2).

OPERATIONS FOCUS

Operations Focus addresses how the work of your organization is accomplished. It examines how your

organization designs, manages, and improves its key work processes and the work systems of which they

are a part. It stresses the importance of your core competencies and how you protect and capitalize on

them for success and organizational susrainability. It calls specific attention to the need to prepare for

potential emergencies and to ensure continuity of operations.

Efficient and effective work systems require effective design; a prevention orientation; and linkage to

customers, suppliers, partners, and collaborators, as well as a focus on value creation for all key stakeholders;

operational performance improvement; cycle time reduction; emergency readiness; and evaluation,

continuous improvement, innovation, and organizational learning.

Work systems must also be designed in a way that allows your organization to be agile. In the simplest

terms, “agility” refers to your ability to adapt quickly, flexibly, and effectively to changing requirements.

Depending on the nature of your organization’s strategy and markets, agility might mean rapid change

from one product to another, rapid response to changing demands or market conditions, or the ability to

produce a wide range of customized services. Agility also increasingly involves decisions to outsource,

agreements with key suppliers, and novel partnering arrangements.

Cost and cycle time reduction may be achieved through Lean process management strategies. Defect

reduction and improved product yield may involve Six Sigma projects. It is crucial to utilize key

measures for tracking all aspects of your operations management.

RESULTS

The Results category provides a results focus that encompasses your objective evaluation and your

customers’ evaluation of your organization’s product offerings, as well as your evaluation of your key

processes and process improvement activities; your customer-focused results; your workforce results;

your governance, leadership system, and societal responsibility results; and your overall financial and

market performance. Through this (ocus, the Criteria’s purposes—superior value of offerings as viewed

by your customers and the marketplace; superior organizational performance as reflected in your

operational, workforce, legal, ethical, societal, and financial indicators; and organizational and personal

learning—are maintained. Category 7 thus provides “real-time” information (measures of progress) for

evaluation and improvement of processes and products, in alignment with your overall organizational

strategy. Item 4.1 calls for analysis and review of results data and information to determine your overall

organizational performance and to set priorities for improvement.

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2. AWARD CRITERIA FRAMEWORK

The framework connecting and integrating the Criteria Categories is given in the figure below.

BALDRIGE CRITERIA FOR PERFORMANCE EXCELLENCE FRAMEWORK:

A Systems Perspective

Organizational Profile:

Environment, Relationships, and Challenges

1.0

Leadership

2.0

Strategic

Planning

5.0

Workforce

Focus

7.0

Results

3.0

Customer Focus

6.0

Operations Focus

4.0

Measurement, Analysis, and Knowledge Management

From top to bottom, the framework has the following basic elements:

ORGANIZATIONAL PROFILE

Your Organizational Profile (top of figure) sets the context for the way your organization operates. Your

environment, key working relationships, and strategic challenges and advantages serve as an overarching

guide for your organizational performance management system.

SYSTEM OPERATIONS

The system operations are composed of the six Baldrige Categories in the center of the figure that define

your operations, and the results you achieve.

Leadership (Category 1.0), Strategic Planning (Category 2.0), and Customer Focus (Category 3.0) represent

the leadership triad. These Categories are placed together to emphasize the importance of a leadership

focus on strategy and customers. Senior leaders set your organizational direction and seek future opportunities

for your organization.

Workforce Focus (Category 5.0), Process Management (Category 6.0), and Results (Category 7.0) represent

the results triad. Your organization’s workforce and key processes accomplish the work of the organization

that yields your overall performance results.

All actions point toward Results—a composite of product, customer, market and financial, and internal

operational performance results, including workforce, leadership, governance, and societal responsibility

results.

The horizontal arrow in the center of the framework links the leadership triad to the results triad, a linkage

critical to organizational success. Furthermore, the arrow indicates the central relationship between Leadership

(Category 1.0) and Results (Category 7.0). The two-headed arrow indicates the importance of feedback in

an effective performance management system.

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SYSTEM FOUNDATION

Measurement, Analysis, and Knowledge Management (Category 4.0) are critical to the effective

management of your organization and to a fact-based, knowledge-driven system for improving

performance and competitiveness. Measurement, analysis, and knowledge management serve as a

foundation for the performance management system.

3. MARKING SCHEME WITH ITEM LISTING AND POINT VALUES

There are 17 items, each focusing on a major requirement. They are expected to be included in the

Final/Written Submission. Maximum point values that can be scored for each item are shown in the

chart below.

Preface: Organizational Profile

P.1 Organizational Description

P.2 Organizational Situation

2012 Categories/Items Point Values

1.0 Leadership 120

1.1 Senior Leadership 70

1.2 Governance and Societal Responsibilities 50

2.0 Strategic Planning 85

2.1 Strategy Development 40

2.2 Strategy Implementation 45

3.0 Customer Focus 85

3.1 Voice of the Customer 45

3.2 Customer Engagement 40

4.0 Measurement, Analysis, and Knowledge Management 90

4.1 Measurement, Analysis, and Improvement of Organizational Performance 45

4.2 Management of Information, Knowledge, and Information Technology 45

5.0 Workforce Focus 85

5.1 Workforce Environment 40

5.2 Workforce Engagement 45

6.0 Operations Focus 85

6.1 Work Systems 45

6.2 Work Process 40

7.0 Results 450

7.1 Product and Process Outcomes 120

7.2 Customer-Focused Outcomes 90

7.3 Workforce-Focused Outcomes 80

7.4 Leadership and Governance Outcomes 80

7.5 Financial and Market Outcomes 80

TOTAL POINTS 1000

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4. AREAS TO ADDRESS AND POINT VALUES

Items consist of one or more Areas to Address (Areas). Organizations should address their responses to

the specific requirements of these Areas. Points will be given to the Areas according to the extent of

Approach, Deployment and Results.

Frequently, several questions are grouped under one number [eg. P1 a (3)]. These questions are

related and do not require separate responses. These multiple questions serve as a guide in understanding

the full meaning of the information being requested.

For definitions of key terms presented throughout the Criteria and Scoring Guidelines text in LARGE

CAPS, please visit www.hkma.org.hk/qa/aw_criteria_1.htm for Item Notes and Glossary of Terms.

Details of these Areas and point values are shown in the following table:

Preface: Organizational Profile

The Organizational Profile is a snapshot of your organization, the KEY influences on HOW you

operate, and the KEY challenges you face.

P.1 Organizational Description: What are your key organizational characteristics

Describe your organization’s operating environment and your KEY relationships with

CUSTOMERS, suppliers, PARTNERS, and STAKEHOLDERS.

Within your response, include answers to the following questions:

a. Organizational Environment

(1) What are your organization's main product offerings What is the relavtive

importance of each to your organizational success Wat mechanisms do you

use to deliver your products

(2) What are the KEY characteristics of your organizational culture What are your

stated PURPOSE, VISION, VALUES, and MISSION What are your

organization’s CORE COMPETENCIES and their relationship to your

MISSION

(3) What is your WORKFORCE profile What are your WORKFORCE or

employee groups and SEGMENTS What are their educational levels What

are the KEY factors that motivate them to engage in accomplishing your

MISSION What are your organization’s WORKFORCE and job DIVERSITY,

organized bargaining units, KEY benefits, and special health and safety

requirements

(4) What are your major facilities, technologies, and equipment

(5) What is the regulatory environment under which your organization operates

What are the applicable occupational health and safety regulations;

accreditation, certification, or registration requirements; relevant industry

standards; and environmental, financial, and product regulations

b. Organizational Relationships

(1) What are your organizational structure and GOVERNANCE system What

are the reporting relationships among your GOVERNANCE board, SENIOR

LEADERS, and parent organization, as appropriate

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(2) What are your KEY market SEGMENTS, CUSTOMER groups, and

STAKEHOLDER groups, as appropriate What are their KEY requirements and

expectations for your products, CUSTOMER support services, and operations

What are the differences in these requirements and expectations among market

SEGMENTS, CUSTOMER groups, and STAKEHOLDER groups

(3) What are your KEY types of suppliers, PARTNERS, COLLABORATORS. What

role do these suppliers, PARTNERS, COLLABORATORS play in your WORK

SYSTEMS and the production and delivery of your KEY products and CUSTOMER

support services What role, if any, do these organizations play in your organizational

INNOVATION PROCESSES What are your KEY supply chain requirements

(4) What are your KEY supplier and CUSTOMER partnering relationship and

communication mechanisms

P.2 Organizational Situation: What is your organization’s strategic situation

Describe your organization’s competitive environment, your KEY STRATEGIC

CHALLENGES and ADVANTAGES, and your system for PERFORMANCE improvement.

Within your response, include answers to the following questions:

a. Competitive Environment

(1) What is your competitive position What are your relative size and growth in

your industry or markets served What are the numbers and types of competitors

for your organization

(2) What are any KEY changes taking place that affect your competitive situation,

including opportunities for INNOVATION and collaboration, as appropriate

(3) What are your KEY available sources of comparative and competitive data from

within your industry What are your KEY available sources of comparative data

from outside your industry What limitations, if any, are there in your ability

to obtain these data

b. Strategic Context

What are your KEY business, operational, societal responsibility and human resource

STRATEGIC CHALLENGES and ADVANTAGES

c. PERFORMANCE Improvement System

What are the KEY elements of your PERFORMANCE improvement system, including

your evaluation, organizational LEARNING, and INNOVATION PROCESSES

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1.0 Leadership (120 pts.)

The Leadership Category examines HOW your organization’s SENIOR LEADERS’ personal actions

guide and sustain your organization. Also examined are your organization’s GOVERNANCE system

and HOW your organization fulfills its legal, ethical, and societal responsibilities and supports its KEY

communities.

1.1 Senior Leadership: How do your senior leaders lead (70 pts.) Process

Describe HOW SENIOR LEADERS’ action guide and sustain your organization. Describe

HOW SENIOR LEADERS communicate with your WORKFORCE and encourage

HIGH PERFORMANCE.

Within your response, include answers to the following questions:

a. VISION, VALUES, and MISSION

(1) HOW do SENIOR LEADERS set your organizational’s VISION and VALUES

HOW do SENIOR LEADERS deploy your organization’s VISION and VALUES

through your LEADERSHIP SYSTEM, to the WORKFORCE, to KEY suppliers

and PARTNERS, and to CUSTOMERS and other STAKEHOLDERS, as

appropriate HOW do SENIOR LEADERS' personal actions reflect a commitment

to the organization’s VALUES

(2) HOW do SENIOR LEADER’S actions demonstrate their commitment to legal

and ETHICAL BEHAVIOR How do they promote an organizational

environment that requires it

(3) HOW do SENIOR LEADERS create a SUSTAINABLE organization HOW

do they create an environment for organizational PERFORMANCE improvement,

the accomplishment of your MISSION and STRATEGIC OBJECTIVES,

INNOVATION, PERFORMANCE leadership, and organizational agility How

do they created a WORKFORCE culture that delivers a consistently positive

CUSTOMER experience and fosters CUSTOMER ENGAGEMENT HOW do

they create an environment for organizational and WORKFORCE LEARNING

HOW do they develop and enhance their personal leadership skills HOW do

they participate in organizational LEARNING, in succession planning and in the

development of future organizational leaders

b. Communication and Organizational PERFORMANCE

(1) HOW do SENIOR LEADERS communicate with and engage the entire

WORKFORCE HOW do SENIOR LEADERS encourage frank, two-way

communication throughout the organization How do SENIOR LEADERS

communicate KEY decisions HOW do they take an active role in reward

and recognition programs to reinforce HIGH PERFORMANCE and a

CUSTOMER and business focus

(2) HOW do SENIOR LEADERS create a focus on action to accomplish the

organization’s objectives, improve PERFORMANCE, and attain its VISION

How do SENIOR LEADERS identify needed actions HOW do SENIOR

LEADERS include a focus on creating and balancing VALUE for

CUSTOMERS and other STAKEHOLDERS in their organizational

PERFORMANCE expectations

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1.2 Governance and Societal Responsibilities: How do you govern

and fulfill your societal responsibilities (50 pts.)

Process

Describe your organization’s GOVERNANCE system and APPROACH to leadership

improvement. Describe HOW your organization ensures legal and ETHICAL BEHAVIOR,

fulfills its societal responsibilities, and supports its KEY communities.

Within your response, include answers to the following questions:

a. Organizational GOVERNANCE

(1) HOW does your organization review and achieve the following KEY aspects of

your GOVERNANCE system:

• accountability for management’s actions

• fiscal accountability

• transparency in operations and selection of and disclosure policies for

GOVERNANCE board members, as appropriate

• independence in internal and external audits

• protection of STAKEHOLDER and stockholder interests, as appropriate

(2) HOW do you evaluate the PERFORMANCE of your SENIOR LEADERS,

including the chief executive How do you use these PERFORMANCE

evaluations in determining executive compensatiion HOW do you evaluate the

PERFORMANCE of members of your GOVERNANCE board, as appropriate

HOW do SENIOR LEADERS and your GOVERNANCE board use these

PERFORMANCE reviews to advance their development and to improve both

their personal leadership EFFECTIVENESS and that of your board and

LEADERSHIP SYSTEM, as appropriate

b. Legal and ETHICAL BEHAVIOR

(1) HOW do you address any adverse impacts on society of your products and

operations HOW do you anticipate public concerns with current and future

products and operations HOW do you prepare for these impacts and concerns

in a proactive manner, including conserving natural resources and using

EFFECTIVE SUPPLY chain management PROCESSES, as appropriate What

are your KEY compliance PROCESSES, MEASURES, and GOALS for achieving

and surpassing regulatory and legal requirements, as appropriate What are your

KEY PROCESSES, MEASURES, and GOALS for addressing risks associated with

your products and operations

(2) HOW does your organization promote and ensure ETHICAL BEHAVIOR in

all interactions What are your KEY PROCESSES and MEASURES or

INDICATORS for enabling and monitoring ETHICAL BEHAVIOR in your

GOVERNANCE structure, throughout your organization, and in interactions with

CUSTOMERS, PARTNERS, and other STAKE-HOLDERS HOW do you

monitor and respond to breaches of ETHICAL BEHAVIOR

c. Societal Responsibilities and Support of KEY Communities

(1) How do you consider societal well-being and benefit as part of your strategy and

daily operations How do you contribute to the well-being of environmental,

social and economic systems

(2) HOW does your organization actively support and strengthen your KEY

communities What are your KEY communities HOW do you identify these

communities and determine areas for organizational involvement, including areas

related to your CORE COMPETENCIES HOW do your SENIOR LEADERS,

in concert with your WORKFORCE, contribute to improving these communities

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2.0 Strategic Planning (85 pts.)

The Strategic Planning Category examines HOW your organization develops STRATEGIC

OBJECTIVES and ACTION PLANS. Also examined are HOW your chosen STRATEGIC

OBJECTIVES and ACTION PLANS are DEPLOYED and changed if circumstances require, and

HOW progress is measured.

2.1 Strategy Development: How do you develop your

strategy (40 pts.) Process

Describe HOW your organization establishes its strategy to address its STRATEGIC

CHALLENGES and leverage its STRATEGIC ADVANTAGES. Summarize your

organization’s KEY STRATEGIC OBJECTIVES and their related GOALS.

Within your response, include answers to the following questions:

a. Strategy Development PROCESS

(1) HOW does your organization conduct its strategic planning What are the

KEY PROCESS steps Who are the KEY participants HOW does your

PROCESS identify potential blind spots How do you determine your CORE

COMPETENCIES, STRATEGIC CHALLENGES and STRATEGIC

ADVANTAGES (identified in your Organizational Profile) What are your

short- and longer-term planning time horizons HOW are these time horizons

set HOW does your strategic planning PROCESS address these time horizons

(2) HOW do you ensure that strategic planning addresses the KEY elements listed

below HOW do you collect and analyze relevant data and information

pertaining to these factors as part of your strategic planning PROCESS:

• your organization's strengths, weaknesses, opportunities, and threats

• early indications of major shifts in technology, markets, products,

CUSTOMER preferences, competition, the economy, and the regulatory

environment

• long-term organizational SUSTAINABILITY, including needed CORE

COMPETENCIES, and PROJECTIONS of your future PERFORMANCE

and your competitiors’ or comparable organizations’ future

PERFORMANCE

• your ability to execute the strategic plan

b. STRATEGIC OBJECTIVES

(1) What are your KEY STRATEGIC OBJECTIVES and your timetable for

accomplishing them What are your most important GOALS for these

STRATEGIC OBJECTIVES

(2) How do your STRATEGIC OBJECTIVES achieve the following

• address your STRATEGIC CHALLENGES and STRATEGIC

ADVANTAGES

• address your OPPORTUNITIES for INNOVATION in products,

operations, and your business model

• balance short-and long-term challenges and opportunties

• consider and balance the needs of all KEY STAKEHOLDER

• enhance your ability to adapt to sudden shifts in your market conditions

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2.2 Strategy Deployment: How do you deploy your

strategy (45 pts.) Process

Describe HOW your organization converts its STRATEGIC OBJECTIVES into ACTION

PLANS. Summarize your organization’s ACTION PLANS, HOW they are DEPLOYED,

and KEY ACTION PLAN PERFORMANCE MEASURES or INDICATORS. Project

your organization’s future PERFORMANCE relative to KEY comparisons on these

PERFORMANCE MEASURES or INDICATORS.

Within your response, include answers to the following questions:

a. ACTION PLAN Development and DEPLOYMENT

(1) What are your KEY short- and longer-term ACTION PLANS What are the

KEY planned changes, if any, in your products, your CUSTOMERS and

markets, your suppliers and PARTNERS and how you will operate

(2) HOW do you develop and DEPLOY ACTION PLANS throughout the

organization to your WORKFORCE and to KEY suppliers and PARTNERS, as

appropriate, to achieve your KEY STRATEGIC OBJECTIVES HOW do you

ensure that the KEY outcomes of your ACTION PLANS can be sustained

(3) HOW do you ensure that financial and other resources are available to support

the accomplishment of your ACTION PLANS, while meeting current

obligations How do you allocate these resources to support the accomplishment

of the plans How do you manage the financial and other risks associated with

the plans to ensure the financial viability of your organization

(4) What are your KEY human resource or WORKFORCE plans to accomplish your

short- and longer-term STRATEGIC OBJECTIVES and ACTION PLANS

How do the plans address potential impacts on your WORKFORCE members

and any potential changes to WORKFORCE CAPABILITY and CAPACITY

needs

(5) What are your KEY PERFORMANCE MEASURES or INDICATORS for

tracking the achievement and EFFECTIVENESS of your ACTION PLANS

HOW do you ensure that your overall ACTION PLAN measurement system

reinforces organizational ALIGNMENT HOW do you ensure that the

measurement system covers all KEY DEPLOYMENT areas and

STAKEHOLDERS

(6) HOW do you establish and implement modified ACTION PLANS if

circumstances require a shift in plans and rapid execution of new plans

b. PERFORMANCE PROJECTION

For the KEY PERFORMANCE MEASURES or INDICATORS identified in 2.2a

(6), what are your PERFORMANCE PROJECTIONS for both your short- and longerterm

planning time horizons How are these PROJECTIONS determined How does

your projected PERFORMANCE compare with the projected PERFORMANCE of

your competitors or comparable organizations How does it compare with KEY

BENCHMARKS, GOALS, and past PERFORMANCE, as appropriate How do you

ensure progress so that you will need your PROJECTIONS If there are current

or projected gaps in PERFORMANCE against your competitors or comparable

organizations, HOW will you address them

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3.0 Customer Focus (85 pts.)

The Customer Focus Category examines HOW your organization engages its CUSTOMERS for longterm

marketplace success. This ENGAGEMENT strategy includes HOW your organization listens to

the VOICE OF ITS CUSTOMERS builds CUSTOMERS relationships and uses CUSTOMER

information to improve and identify opportunities for INNOVATION.

3.1 Voice of the Customer: How do you obtain and use information

from your customers (45 pts.) Process

Describe HOW your organization listens to your CUSTOMERS and gains satisfaction

and dissatisfaction information.

Within your response, include answers to the following questions:

a. CUSTOMER Listening

(1) HOW do you listen to CUSTOMERS to obtain actionable information How do your

listening methods vary for different CUSTOMERS, CUSTOMER groups, or market

SEGMENTS How do you social media and Web-based technologies to listen to

CUSTOMERS, as appropriate How do your listening methods vary across the

CUSTOMER life cycle How do you follow up with CUSTOMERS on the quality of

products, CUSTOMER support, and transactions to receive immediate and actionable

feedback

(2) HOW do you listen to former CUSTOMERS, potential CUSTOMERS, and

CUSTOMERS of competitors to obtain actionable information and to obtain feedback

on your products, CUSTOMER support, and transactions, as appropriate

b. Determination of CUSTOMER Satisfaction and ENGAGEMENT

(1) HOW do you determine CUSTOMER satisfaction and ENGAGEMENT HOW

do these determination methods differ among CUSTOMER groups and market

SEGMENTS, as appropriate HOW do your measurements capture actionable

information for use in exceeding your CUSTOMERS’ expectations and securing

your CUSTOMERS’ ENGAGEMENT

(2) HOW do you obtain and use information on your CUSTOMERS’ satisfaction

relative to their satisfaction with, your competitors HOW do you obtain

information on your CUSTOMERS satisfaction relative to the satisfaction levels

of CUSTOMERS of other organizations providing similar products or to industry

BENCHMARKS, as appropriate

(3) HOW do you determine CUSTOMER dissatisfaction HOW do your

measurements capture actionable information for use in meeting your

CUSTOMERS’ requirements and exceeding their expectations in the future

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3.2 Customer Engagement: How do you engage customers to

serve their needs and build relationships (40 pts.) Process

Describe HOW your organization determines product offerings and communication

mechanisms to support CUSTOMERS. Describe HOW your organization builds

CUSTOMER relationship.

Within your response, include answers to the following questions:

a. Product Offerings and CUSTOMER Support

(1) HOW do you identify CUSTOMER and market requirements for product

offerings and services HOW do you identify and innovate product offerings

to meet the requirements and exceed the expectations of your CUSTOMER

groups and market SEGMENTS (identified in your Organizational Profile)

HOW do you identify and innovate product offerings to enter new markets,

to attract new CUSTOMERS and to provide opportunities for expanding

relationships with existing CUSTOMERS, as appropriate

(2) HOW do you enable CUSTOMERS to seek information and CUSTOMER

support How do you enable them to conduct their business with you and

provide feedback on your products and your CUSTOMER support What are

your KEY means of CUSTOMER support, including your KEY communication

mechanisms How do they vary for different CUSTOMERS, CUSTOMER

groups, or market SEGMENTS HOW do you determine your CUSTOMERS

KEY support requirements HOW do you ensure that CUSTOMER support

requirements are DEPLOYED to all people and PROCESSES involved in

CUSTOMER SUPPORT

(3) HOW do you use CUSTOMER, market and product offering information to

identify current and anticipate future CUSTOMER groups and market

SEGMENTS HOW do you consider CUSTOMERS of competitors and other

potential CUSTOMERS and markets in this segmentation HOW do you

determine which CUSTOMERS, CUSTOMER groups, and market

SEGMENTS to pursue for current and future products

(4) HOW do you use CUSTOMER, market and product offering information to

improve marketing, build a more CUSTOMER-focused Culture, and identify

opportunities for INNOVATION

b. Building a CUSTOMER Relationships

(1) HOW do you MARKET, build and manage relationships with CUSTOMERS

to achieve the following

• acquire new CUSTOMERS and build market share;

• retain CUSTOMERS, meet their requirements and exceed their

expecations in each stage of the CUSTOMER life cycle;

• increase their ENGAGEMENT with you

(2) HOW do you manage CUSTOMER complaints How does your CUSTOMER

complaint management PROCESS ensure that complaints are resolved promptly

and EFFECTIVELY How does your CUSTOMER complaint management

PROCESS enable you to recover your CUSTOMERS’ confidence and enhance

their satisfaction and ENGAGEMENT

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4.0 Measurement, Analysis, and Knowledge Management (90 pts.)

The Measurement, ANALYSIS, and Knowledge Management Category examines HOW your

organization selects, gathers, analyzes, manages, and improves its data, information, and KNOWLEDGE

ASSETS and HOW it manages its information technology. The Category also examines HOW your

organization reviews findings to improve its PERFORMANCE.

4.1 Measurement, Analysis, and Improvement of Organizational

Performance: How do you measure, analyze, and then

improve organizational performance (45 pts.)

Process

Describe HOW your organization measures, analyzes, reviews, and improves its

PERFORMANCE through the use of data and information at all LEVELS and in all parts

of your organization.

Within your response, include answers to the following questions:

a. PERFORMANCE Measurement

(1) HOW do you select, collect, align, and integrate data and information for

tracking daily operations and overall organizational PERFORMANCE, including

progress relative to STRATEGIC OBJECTIVES and ACTION PLANS What

are your KEY organizational PERFORMANCE MEASURES, including KEY

short-term and longer-term financial MEASURES HOW frequently do you track

these MEASURES HOW do you use these data and information to support

organizational decision making and INNOVATION

(2) HOW do you select and ensure the EFFECTIVE use of KEY comparative data

and information to support operational and strategic decision making and

INNOVATION

(3) HOW do you select and ensure the EFFECTIVE use of VOICE-OF-THE-

CUSTOMER data and information (including complaints) to support operational

and strategic decision making and INNOVATION

(4) HOW do you ensure that your PERFORMANCE measurement system is able

to respond to rapid or unexpected organizational or external changes

b. PERFORMANCE ANALYSIS and Review

HOW do you review organizational PERFORMANCE and capabilities How do you

use your KEY organizational PERFORMANCE MEASURE in these reviews What

ANALYSES do you perform to support these reviews and to ensure that conclusions

are valid HOW do you use these reviews to assess organizational success, competitive

PERFORMANCE financial health and progress relative to STRATEGIC OBJECTIVES

and ACTION PLANS HOW do you use these reviews to assess your organization’s

ability to rapidly respond to changing organizational needs and challenges in your

operating environment

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c. PERFORAMNCE Improvement

(1) HOW do you use PERFORMANCE review findings to share lessons learned

and best practices across organizational units and WORK PROCESS.

(2) HOW do you use PERFORMANCE review findings and KEY comparative and

competitive data to project future PERFORMANCE

(3) HOW do your organizational PERFORMANCE review findings to develop

priorities for continuous improvement and opportunities for INNOVATION

HOW are these priorities and opportunities DEPLOYED to work group and

functional-level operations throughout your organization When appropriate,

HOW are the priorities and opportunities DEPLOYED to your suppliers,

PARTNERS, and COLLABORATORS to ensure organizational

ALIGNMENT

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4.2 Management of Information, Knowledge, and Information Technology:

How do you manage your information, organizational knowledge, and

information technology (45 pts.) Process

Describe HOW your organization builds and manages its KNOWLEDGE ASSETS.

Describe HOW your organization ensures the quality and availability of needed data,

information, software, and hardware for your WORKFORCE, suppliers, PARTNERS,

COLLABORATORS, and CUSTOMERS.

Within your response, include answers to the following questions:

a. Data, Information, and Knowledge Management

(1) HOW do you ensure the following properties of your organizational data,

information, and knowledge

• accuracy

• integrity and reliability

• timeliness

• security and confidentiality

(2) HOW do you make needed data and information available to your

WORKFORCE, suppliers, PARTNERS, COLLABORATORS, and

CUSTOMERS, as appropriate

(3) HOW do you manage organizational knowledge to accomplish:

• the collection and transfer of WORKFORCE knowledge;

• the transfer of relevant knowledge from and to CUSTOMERS, suppliers,

PARTNERS, and COLLABORATORS;

• the rapid identification, sharing, and implementation of best practices; and

• the assembly and transfer of relevant knowledge for use in your

INNOVATION and strategic planning PROCESS

b. Management of Information Resources and Technology

(1) HOW do you ensure that hardware and software are reliable, secure, and user

friendly

(2) In the event of an emergency, HOW do you ensure the continued availability

of hardware and software systems and the continued availability of data and

information to EFFECTIVELY serve CUSTOMERS and business needs

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5.0 Workforce Focus (85 pts.)

The Workforce Focus Category examines HOW your organization engages, manages, and develops

your WORKFORCE to utilize its full potential in ALIGNMENT with your organization's overall MISSION,

strategy, and ACTION PLANS. The Category examines your ability to assess WORKFORCE

CAPABILITY and CAPACITY needs and to build a WORKFORCE environment conductive to

HIGH PERFORMANCE.

5.1 Workforce Environment: How do you build an affective and

supportive workforce environment (40 pts.)

Process

Describe HOW your organization manages WORKFORCE CAPABILITY and

CAPACITY to accomplish the work of the organization. Describe HOW your organization

maintains a safe, secure, and supportive work climate.

Within your response, include answers to the following questions:

a. WORKFORCE CAPABILITY and CAPACITY

(1) How do you assess your WORKFORCE CAPABILITY and CAPACITY needs,

including skills, competencies, and staffing levels

(2) How do you recruit, hire, place, and retain new members of your WORKFORCE

How do you ensure your WORKFORCE represents the diverse ideas, cultures,

and thinking of your hiring and CUSTOMER community

(3) How do you manage and organize your WORKFORCE to achieve the following

• accomplish the work of your organization

• capitalize on the organization's CORE COMPETENCIES

• reinforce a CUSTOMER and business focus

• exceed PERFORMANCE expectations

• address your STRATEGIC CHALLENGES and ACTION PLANS

(4) How do you prepare your WORKFORCE for changing CAPABILITY and

CAPACITY needs How do you manage your WORKFORCE, its needs, and

your needs to ensure continuity, to prevent WORKFORCE reductions, and to

minimize the impact of WORKFORCE reductions, if they do become necessary

How do you prepare for and manage periods of WORKFORCE growth

b. WORKFORCE Climate

(1) How do you address workplace environmental factors, including accessibility, to

ensure and improve WORKFORCE health, safety, and security What are

your PERFORMANCE MEASURES and improvement GOALS for each of

these WORKFORCE needs What are any significant differences in these

factors and PERFORMANCE MEASURES or targets for different workplace

environments

(2) How do you support your WORKFORCE via policies, services, and benefits

How are these tailored to the needs of a diverse WORKFORCE and different

WORKFORCE groups and SEGMENTS

30


IV AWARD CRITERIA IN DETAIL

5.2 Workforce Engagement: How do you engage your workforce to

achieve organizational and personal success (45 pts.) Process

Describe HOW your organization engages, compensates, and rewards your WORKFORCE

to achieve HIGH PERFORMANCE. Describe HOW you access WORKFORCE

ENGAGEMENT and use the results to achieve higher PERFORMANCE.

Describe HOW members of your WORKFORCE, including leaders, are developed to

achieve HIGH PERFORMANCE.

Within your response, include answers to the following questions:

a. WORKFORCE Enrichment

(1) HOW do you determine the KEY factors that affect WORKFORCE

ENGAGEMENT How do you determine the KEY factors that affect

WORKFORCE satisfaction How are these factors determined for different

WORKFORCE groups and SEGMENTS

(2) HOW do you foster an organizational culture that is characterized by open

communication, HIGH PERFORMANCE WORK, and an engaged

WORKFORCE HOW do you ensure your organizational culture benefits from

the diverse ideas, cultures, and thinking of your WORKFORCE

(3) HOW does your WORKFORCE PERFORMANCE management system achieve

the following

• support HIGH-PERFORMANCE WORK and WORKFORCE

ENGAGEMENT

• consider WORKFORCE compensation, reward, recognition, and incentive

practices

• reinforce a CUSTOMER and business focus and achievement of your

ACTION PLANS

31


IV AWARD CRITERIA IN DETAIL

b. Assessment of WORKFORCE ENGAGEMENT

(1) How do you assess WORKFORCE ENGAGEMENT What formal and informal

assessment methods and MEASURES do you use to determine WORKFORCE

ENGAGEMENT and WORKFORCE satisfaction How do these methods and

MEASURES differ across WORKFORCE groups and SEGMENTS How do you

use other INDICATORS, such as WORKFORCE retention, absenteeism,

grievances, safety, and PRODUCTIVITY to assess and improve WORKFORCE

ENGAGEMENT

(2) How do you relate your WORKFORCE ENGAGEMENT assessment findings to

KEY business RESULTS reported in Category 7 to identify opportunities for

improvement in both WORKFORCE ENGAGEMENT and business RESULTS

c. WORKFORCE and Leader Development

(1) How does your LEARNING and development system address the following

factors for your WORKFORCE and your leaders

• your organization’s CORE COMPETENCIES, STRATEGIC

CHALLENGES, and accomplishment of its ACTION PLANS, both shortterm

and long-term

• organizational PERFORMANCE improvement and INNOVATION

• ethics and ethical business practices

• CUSTOMER FOCUS

• their LEARNING and development needs, including those that are selfidentified

by supervisors, managers and SENIOR LEADERS

• the transfer of knowledge from departing or WORKFORCE members

• the reinforcement of new knowledge and skills on the job

(2) How do you evaluate the EFFECTIVENESS and efficiency of your LEARNING

and development systems

(3) How do you manage EFFECTIVE career progression for your entire

WORKFORCE How do you accomplish EFFECTIVE succession planning for

management and leadership positions

32


IV AWARD CRITERIA IN DETAIL

6.0 Operations Focus (85 pts.)

The Category examines HOW your organization designs, manages, and improves its WORK SYSTEMS

and WORK PROCESSES to deliver CUSTOMER VALUE and achieve organizational success and

SUSTAINABILITY. Also examined is your readiness for emergencies.

6.1 Work Systems: How do you design manage and improve

your work systems (45 pts.)

Process

Describe HOW your organization designs manages and improves its WORK SYSTEMS

to deliver CUSTOMER VALUE, prepare for potential emergencies, and achieve

organizational success and SUSTAINABILITY.

Within your response, include answers to the following questions:

a. WORK SYSTEMS DESIGN

(1) HOW do you design and innovate your overall WORK SYSTEMS How do

you decide which PROCESSES within your overall WORK SYSTEMS will be

internal to your organization (your KEY WORK PROCESSES) and which will

use external resources

(2) HOW do your determine KEY WORK SYSTEM requirements, incorporating

input from CUSTOMERS, suppliers, PARTNERS, and COLLABORATORS,

as appropriate What are the KEY requirements for these WORK SYSTEMS

b. WORK SYSTEM MANAGEMENT

(1) What are your organization's work SYSTEMS How do you manage and

improve your WORK SYSTEMS to deliver CUSTOMER VALUE, and achieve

organizational success, and SUSTAINABILITY

(2) How do you control the overall costs of your WORK SYSTEMS How do you

prevent defects, service errors, and rework and minimize warranty costs or

CUSTOMERS’ PRODUCTIVITY losses, as appropriate How do you minimize

the costs of inspections, tests, and PROCESS or PERFORMANCE audits, as

appropriate

c. Emergency Readiness

HOW do you ensure WORK SYSTEM and workplace preparedness for disasters

or emergencies How does your disaster and emergency preparedness system consider

prevention, management, continuity of operations, and recovery

33


IV AWARD CRITERIA IN DETAIL

6.2 Work Processes: How do you design, manage, and improve

your key organizational work processes (40 pts) Process

Describe HOW your organization designs, manages, and improves its KEY work

PROCESSES to deliver CUSTOMER VALUE and achieve organizational success and

SUSTAINABILITY.

Within your response, include answers to the following questions:

a. WORK PROCESS DESIGN

(1) HOW do you design and innovate your work PROCESSES to meet all the KEY

requirements How do you incorporate new technology, organizational

knowledge, product excellence, and the potential need for agility into these

PROCESSES How do you incorporate CYCLE TIME, PRODUCTIVITY, cost

control, and other efficiency and EFFECTIVENESS factors into these

PROCESSES

(2) HOW do you determine KEY WORK PROCESS requirements. What are your

organization’s KEY WORK PROCESSES What are the KEY requirements for

these WORK PROCESS.

b. Work PROCESS Management

(1) HOW do your KEY WORK PROCESS relate to your WORK SYSTEMS How

does your day-to-day operation of these PROCESSES ensure that they meet KEY

PROCESS requirements What are your KEY PERFORMANCE MEASURES

or INDICATORS and in-process MEASURES for the control and improvement

of your work PROCESSES

(2) HOW do you manage your supply chain How do you ensure that suppliers

you select are qualified and positioned to enhance your PERFORMANCE and

CUSTOMER satisfaction How do you evaluate supplier PERFORMANCE

How do you deal with poorly performing suppliers

(3) HOW do you improve your work PROCESSES to achieve better

PERFORMANCE, to reduce variability, to improve products

34


IV AWARD CRITERIA IN DETAIL

7.0 Results (450 pts.)

The RESULTS Category examines your organization's PERFORMANCE and improvement in all KEY

areas — product and PROCESS outcomes, CUSTOMER-focused outcomes, WORKFORCE - focused

outcomes, leadership and GOVERNANCE outcomes, and financial and market outcomes.

PERFORMANCE LEVELS are examined relative to those of competitors and other organizations with

similar product offerings.

7.1 Product and Process Outcomes: What are your product performance

and process effectivenes results (120 pts.) Results

Summarize your organization’s KEY product PERFORMANCE and PROCESS

EFFECTIVENESS and efficiency RESULTS. Include PROCESS that the directly serve

CUSTOMERS, strategy, and operations. SEGMENT your RESULTS by product offerings,

by CUSTOMER groups, and market SEGMENTS, and by PROCESS types and locations,

as appropriate. Include appropriate comparative data.

Provide data and information to answer the following questions:

a. CUSTOMER-FOCUSED PRODUCT and Process RESULTS

What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS

of product PERFORMANCE that are important to your CUSTOMERS HOW do

these RESULTS compare with the PERFORMANCE of your competitors and other

organizations with similar product offerings

b. Operational PROCESS EFFECTIVENESS RESULTS

(1) What are your current LEVELS and TRENDS in KEY MEASURES or

INDICATORS of the operational PERFORMANCE of your KEY WORK

SYSTEMS and PROCESSES, including PRODUCTIVITY, CYCLE TIME,

and other appropriate MEASURES OF PROCESS EFFECTIVENESS,

efficiency, and INNOVATION

(2) What are your current LEVELS and TRENDS in KEY MEASURES or

INDICATORS of the EFFECTIVENESS of your WORK SYSTEM and

workplace preparedness for disasters or emergencies

c. Strategy Implementation RESULTS

What are your RESULTS for KEY MEASURES or INDICATORS of the

accomplishment of your organizational strategy and ACTION PLANS, including

building and strengthening CORE COMPETENCIES

35


IV AWARD CRITERIA IN DETAIL

7.2 Customer-Focused Outcomes: What are your customer-focused

performance results (90 pts.) Results

Summarize your organization’s KEY CUSTOMER-focused RESULTS for CUSTOMER

satisfaction, dissatisfaction, and ENGAGEMENT. SEGMENT your RESULTS by product

offerings, CUSTOMER groups, and market SEGMENTS, as appropriate. Include appropriate

comparative data.

Provide data and information to answer the following questions:

a. CUSTOMER-Focused RESULTS

(1) What are your current LEVELS and TRENDS in KEY MEASURES or

INDICATORS of CUSTOMER satisfaction and dissatisfaction How do these

RESULTS compare with the CUSTOMER satisfaction LEVELS of your

competitors and other organizations providing similar products

(2) What are your current LEVELS and TRENDS in KEY MEASURES or

INDICATORS of CUSTOMER ENGAGEMENT, including relationship

building HOW do these RESULTS compare over the course of your

CUSTOMER life cycle, as appropriate

7.3 Financial and Market Outcomes: What are your workforce-focused

performance results (80 pts.) Results

Summarize your organization’s KEY WORKFORCE-focused RESULTS for your

WORKFORCE environment and for WORKFORCE ENGAGEMENT. SEGMENT your

RESULTS to address the DIVERSITY of your WORKFORCE and to address your

WORKFORCE groups and SEGMENTS, as appropriate. Include appropriate comparative

data.

Provide data and information to answer the following questions:

a. WORKFORCE RESULTS

(1) What are your current LEVELS and TRENDS in KEY MEASURES of

WORKFORCE CAPABILITY and CAPACITY, including staffing levels and

appropriate skills

(2) What are your current LEVELS and TRENDS in KEY MEASURES or

INDICATORS of your WORKFORCE climate, including WORKFORCE health,

safety, and security and WORKFORCE services and benefits, as appropriate

(3) What are your current LEVELS and TRENDS in KEY MEASURES or

INDICATORS of WORKFORCE ENGAGEMENT and WORKFORCE

satisfaction

(4) What are your current LEVELS and TRENDS in KEY MEASURES or

INDICATORS of WORKFORCE and leader development

36


IV AWARD CRITERIA IN DETAIL

7.4 Leadership and Governance Outcomes: What are your senior

leadership and governance results (80 pts.)

Results

Summarize your organization’s KEY SENIOR LEADERSHIP and GOVERNANCE

RESULTS, including those for fiscal accountability, legal compliance, ETHICAL

BEHAVIOR, societal responsibility, and support of KEY communities. SEGMENT your

RESULTS by organizational units, as appropriate. Include appropriate comparative data.

Provide data and information to answer the following questions:

a. Leadership, GOVERNANCE, and Social Responsibility RESULTS

(1) What are your RESULTS for KEY MEASURES or INDICATORS of SENIOR

LEADERS’ communication and engagement which the WORKFORCE to

DEPLOY VISION and VALUES, encourage two-way communication, and

create a focus on action

(2) What are your KEY current findings and TRENDS in KEY MEASURES or

INDICATORS of GOVERNANCE and fiscal accountability, internal and

external, as appropriate

(3) What are your RESULTS for KEY MEASURES or INDICATORS of achieving

and surpassing regulatory and legal requirements

(4) What are your RESULTS for KEY MEASURES or INDICATORS of ETHICAL

BEHAVIOR and of STAKEHOLDER trust in your organization’s SENIOR

LEADERS and GOVERNANCE What are your RESULTS for KEY

MEASURES or INDICATORS of breaches of ETHICAL BEHAVIOR

(5) What are your RESULTS for KEY MEASURES or INDICATORS of your

organization’s fulfillment of its societal responsibilities and your organization’s

support of its KEY communities

7.5 Financial and Market Outcomes: What are your financial

and marketplace performance results (80 pts.) Results

Summarize your organization’s KEY financial and marketplace PERFORMANCE

RESULTS by market SEGMENTS or CUSTOMER groups, as appropriate. Include

appropriate comparative data.

Provide data and information to answer the following questions:

a. Financial and Market RESULTS

(1) What are your current LEVELS and TRENDS in KEY MEASURES or

INDICATORS of financial PERFORMANCE, including aggregate MEASURES

of financial return, financial viability, or budgetary PERFORMANCE, as

appropriate

(2) What are your current LEVELS and TRENDS in KEY MEASURES or

INDICATORS of marketplace PERFORMANCE, including market share or

position, market and market share growth, and new markets entered, as

appropriate

37


IV AWARD CRITERIA IN DETAIL

5. PROCESS SCORING GUIDELINES

Items in Criteria Categories 1-6 are designated as "Process" Items, while Criteria Category 7 as "Result"

Items. The four factors used to evaluate process are: Approach, Deployment, Learning and Integration

(A-D-L-I). The four factors used to evaluate results are Levels, Trends, Comparisons, and Integration

(Le-T-C-I). The scoring are based on a holistic view, not a checklist, of the organization's achievement

level across all four factors.

FOR USE WITH CATEGORIES 1-6

SCORE PROCESS

0% or 5% • No SYSTEMATIC APPROACH to Item requirements is evident; information is

ANECDOTAL. (A)

• Little or no DEPLOYMENT of any SYSTEMATIC APPROACH is evident. (D)

• An improvement orientation is not evident; improvement is achieved through reacting

to problems. (L)

• No organizational ALIGNMENT is evident; individual areas or work units operate

independently. (I)

10%, 15%,

20%, or

25%

30%, 35%,

40%, or

45%

50%, 55%,

60%, or

65%

• The beginning of a SYSTEMATIC APPROACH to the BASIC REQUIREMENTS

of the Item is evident. (A)

• The APPROACH is in the early stages of DEPLOYMENT in most areas or work units,

inhibiting progress in achieving the BASIC REQUIREMENTS of the Item. (D)

• Early stages of a transition from reacting to problems to a general improvement orientation

are evident. (L)

• The APPROACH is ALIGNED with other areas or work units largely through joint

problem solving. (I)

• An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the BASIC

REQUIREMENTS of the Item, is evident. (A)

• The APPROACH is DEPLOYED, although some areas or work units are in early stages

of DEPLOYMENT. (D)

• The beginning of a SYSTEMATIC APPROACH to evaluation and improvement of

KEY PROCESSES is evident. (L)

• The APPROACH is in early stages of ALIGNMENT with your basic organizational

needs identified in response to the Organizational Profile and other Process Items. (I)

• An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the OVERALL

REQUIREMENTS of the Item, is evident. (A)

• The APPROACH is well DEPLOYED, although DEPLOYMENT may vary in some

areas or work units. (D)

• A fact-based, SYSTEMATIC evaluation and improvement PROCESS and some

organizational LEARNING, including INNOVATION, are in place for improving the

efficiency and EFFECTIVENESS of KEY PROCESSES. (L)

• The APPROACH is ALIGNED with your overall organizational needs identified in

response to the Organizational Profile and other Process Items. (I)

38


IV AWARD CRITERIA IN DETAIL

SCORE

70%,

75%,

80%, or

85%

90%, 95%

or 100%

PROCESS

• An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the MULTIPLE

REQUIREMENTS of the Item, is evident. (A)

• The APPROACH is well DEPLOYED, with no significant gaps. (D)

• Fact-based, SYSTEMATIC evaluation and improvement and organizational

LEARNING, including INNOVATION, are KEY management tools; there is clear

evidence of refinement as a result of organizational-level ANALYSIS and sharing. (L)

• The APPROACH is INTEGRATED with your current and future organizational needs

identified in response to the Organizational Profile and other Process Items. (I)

• An EFFECTIVE, SYSTEMATIC APPROACH, fully responsive to the MULTIPLE

REQUIREMENTS of the Item, is evident. (A)

• The APPROACH is fully DEPLOYED without significant weaknesses or gaps in any

areas or work units. (D)

• Fact-based, SYSTEMATIC evaluation and improvement and organizational

LEARNING through INNOVATION are KEY organization wide tools; refinement

and INNOVATION, backed by ANALYSIS and sharing, are evident throughout the

organization. (L)

• The APPROACH is well INTEGRATED with your organizational needs identified

in response to the Organizational Profile and other Process Itrems. (I)

39


IV AWARD CRITERIA IN DETAIL

FOR USE WITH CATEGORY 7

SCORE RESULTS

0% or 5% • There are no organizational PERFORMANCE RESULTS and/or poor RESULTS in areas

reported. (Le)

• TREND data either are not reported or show mainly adverse TRENDS. (T)

• Comparative information is not reported. (C)

• RESULTS are not reported for any areas of importance to the accomplishment of your

organizational’s MISSION. (I)

10%, 15%,

20%, or

25%

30%, 35%,

40%, or

45%

50%, 55%,

60%, or

65%

70%, 75%,

80%, or

85%

90%, 95%

or 100%

• A few organizational PERFORMANCE RESULTS are reported, and early good PER-

FORMANCE LEVELS are evident. (Le)

• Some TREND data are reported, with some adverse TRENDS evident. (T)

• Little or no comparative information is reported. (C)

• RESULTS are reported for a few areas of importance to the accomplishment of your

organization’s MISSION. (I)

• Good organizational PERFORMANCE LEVELS are reported, responsive to the BASIC

REQUIREMENTS of the item. (Le)

• Some TREND data are reported, and a majority of the TRENDS presented are beneficial. (T)

• Early stages of obtaining comparative information are evident. (C)

• RESULTS are reported for many areas of importance to the accomplishment of your

organization’s MISSION. (I)

• Good organizational PERFORMANCE LEVELS are reported, responsive to the OVERALL

REQUIREMENTS of the item. (Le)

• Beneficial TRENDS are evident in areas of importance to the accomplishment of your

organization’s MISSION. (T)

• Some current PERFORMANCE LEVELS have been evaluated against relevant comparisons

and/or BENCHMARKS and show areas of good relative PERFORMANCE. (C)

• Organizational PERFORMANCE RESULTS are reported for most KEY CUSTOMER,

market, and PROCESS requirements. (I)

• Good to excellent organizational PERFORMANCE LEVELS are reported, responsive to the

MULTIPLE REQUIREMENTS of the item. (Le)

• Beneficial TRENDS have been sustained over time in most areas of importance to the

accomplishment of your organization’s MISSION. (T)

• Many of most TRENDS and current PERFORMANCE LEVELS have been evaluated

against relevant comparisons and/or BENCHMARKS and show areas of leadership and

very good relative PERFORMANCE. (C)

• Organizational PERFORMANCE RESULTS are reported for most KEY CUSTOMER,

market, PROCESS, and ACTION PLAN requirements. (I)

• Excellent organizational PERFORMANCE LEVELS are reported that are fully responsive

to the MULTIPLE REQUIREMENTS of the item. (Le)

• Beneficial TRENDS have been sustained over time in all areas of importance to the

accomplishment of your organization’s MISSION. (T)

• Evidence of industry and BENCHMARK leadership is demonstrated in many areas. (C)

• Organizational PERFORMANCE RESULTS and PROJECTIONS are reported for most

KEY CUSTOMER, market, PROCESS and ACTION PLAN requirements. (I)

40


V AWARD SPONSORS & SUPPORTING UNIT

ATV is one of the two free-to-air broadcasters in Hong Kong.

The Company was established on May 29, 1957 in Hong Kong, it was a pay cable TV service called Rediffusion

(Hong Kong) Ltd (“Rediffusion”). Rediffusion was the first ever TV station in Hong Kong, and the first Chinese

TV station in the World. It has introduced wireless broadcasting services in 1973. In 1982, it renamed to Asia

Television Ltd (“ATV”).

In Hong Kong, ATV operates 2 Chinese & English channels. ATV also rolled out digital services with HD

Channel, CTI-Asia and CCTV-4 and Nanfang Satellite.

In China, ATV analogue services obtained landing right in Southern part of China, Guangdong Province since 2002.

In North America, its pay Chinese TV service (ATV HOME Channel, America) offers subscribers an eclectic

range of programming in Cantonese - 24 hours a day on Echostar’s DISH network and Rogers Cable Network.

Each year, ATV produces more than 1,000 hours of entertainment programming - mainly documentary, drama,

variety shows and housewife & kids programmes. With innovation and originality as its trademark, ATV drama

and documentary - heartily embraced by local and overseas viewers.

No doubt that the television services provided by ATV will bring much enhancement in both quality and

quantity.

BOCG Life is one of the leading life insurers with over 10 years of history in Hong Kong, offering all-rounded life

protection, retirement products and quality wealth management services to customers. Leveraging the most extensive

banks’ distribution network of nearly 270 branches of BOCHK Group (including Bank of China (Hong Kong)

Limited, Nanyang Commercial Bank, Limited and Chiyu Banking Corporation Limited) in Hong Kong, customers

are provided with early access to our comprehensive range of life insurance products to fulfill their needs at different

stages of life. BOCG Life also takes pride in its excellent sales professionals and superb customer services.

We believe that a strong corporate culture brings out passion from the employees in serving customers. We have

inherited a strong corporate culture from our parent company, BOCHK (Holdings), and are committed to delivering

superior services to our customers. BOCG Life embraces the Group's Vision, Mission and Core Values (VMV),

which is well communicated to customers and the public through our "Endless Love" marketing campaign.

Our Vision

To be the life partner of our customers, a valued business of our shareholders and a preferred employer to our staff.

Our Mission

Build customer satisfaction and provide quality and professional service.

Offer rewarding career opportunities and cultivate staff commitment.

Create values and deliver superior returns to shareholders.

Our Core Values

To achieve our mission, BOCG Life is committed to achieving the six core values of:

• Social Responsibility

• Performance

• Integrity

• Respect

• Innovation

• Teamwork

BOCG Life has a strong commitment in corporate social responsibility and it is deeply rooted in our desire to serve our

community for fostering the sustainability in social development. Going forward, we will continue to strive for

excellence and contribute to the Hong Kong community.

41

The above company profiles are provided by the sponsors.


V AWARD SPONSORS & SUPPORTING UNIT

Ernst & Young is a global leader in assurance, tax, transaction and advisory services. Worldwide, our

144,000 people are united by our shared values and an unwavering commitment to quality. We make a

difference by helping our people, our clients and our wider communities achieve their potential.

The Ernst & Young China practice, a part of the global Ernst & Young organization, has one of the most

extensive networks in China in the professional services industry. We have 8,000 people in 14 strategic locations

designed to serve you better, comprising Hong Kong, Beijing, Shanghai, Guangzhou, Shenzhen, Dalian,

Wuhan, Chengdu, Macau, Suzhou, Tianjin, Qingdao, Hangzhou and Xiamen. Our mainland China, Hong

Kong and Macau practices are managed as a single country practice, enabling us to focus on delivering

comprehensive solutions that are both relevant and consistent to our clients across China.

The global Ernst & Young organization has been named a Most Admired Knowledge Enterprise (MAKE)

for the past 11 consecutive years (1998-2008) and in the Far East Area, we received a 2008 (inaugural)

and 2009 Hong Kong MAKE award. We were named as one of the 10 Hewitt Best Employers in China

2009, and have also received the China’s Top Employers Award, National (2009) and the Hong Kong Council

of Social Service’s Caring Company Award (2008-2009), and Staffers Magazine named us as one of the

“50 Best Companies to Work For in China” for 2008.

For more information on Ernst & Young in China, please visit www.ey.com/china.

Fuji Xerox (Hong Kong) Limited is a leading provider and system integrator of knowledge and document

management solutions, offering the most comprehensive, best-in-class products and services to enterprises and

SMEs in Hong Kong. Since its establishment in 1964, Fuji Xerox has helped many businesses increase their

productivity and competitiveness through effective knowledge utilization. Today, the company has more than

800 employees in Hong Kong.

Fuji Xerox markets and services a full range of document management products, including multifunctional

devices, digital printing and publishing systems, desktop printers and office supplies. It also offers a wide range

of document software and services, ranging from managed print services, document outsourcing and business

process services.

Committed to continuous quality improvement, Fuji Xerox Hong Kong won the first Hong Kong Management

Association Quality Award in 1991 and the Gold Award in the Service Sector Category of Hong Kong Quality

Circle Awards in 2003 organized by the Hong Kong Quality Management Association. Moreover, the company

won the first Six Sigma Award in 2005, which was co-organized by the Hong Kong Quality Management

Association and the Hong Kong Productivity Council.

Fuji Xerox Hong Kong is also a forerunner in promoting and implementing effective green office strategies

for environmental conservation. We have acquired numerous prestigious environmental awards, including

the ISO14001 Certification for environmental management standards (2003), the FSC Chain-Of-Custody

Certification (2007) and the Hong Kong Awards for Industries’ Environmental Performance Awards (2008).

42 The above company profiles are provided by the sponsors.


V AWARD SPONSORS & SUPPORTING UNIT

Founded in 1862, The Hong Kong and China Gas Company Limited (Towngas), was the first public utility to be

established in Hong Kong. Our core business in Hong Kong consists of the production and distribution of gas, the

marketing and sale of gas and appliances, together with comprehensive after-sales services. In mainland China,

our business includes downstream, midstream and upstream projects including piped city-gas projects and new

energy exploration and utilisation. In recent years, we have also diversified into the green energy business – the

operation of liquefied petroleum gas (LPG) filling stations and the utilisation of landfill gas for example, and into

other utility sectors such as telecommunications, building services, water supply, wastewater treatment, etc.

Being the flagship of Hong Kong Economic Times Holdings Limited (00423 HK), Hong Kong Economic

Times (“HKET”) launched in 1988 is the leading financial newspaper in Hong Kong in terms of circulation,

readership and advertising revenue. Its mission is to provide businessmen, executives, investors and professionals

with updated and relevant news, market information as well as analysis and thereby help enhance

Hong Kong’s competitiveness in the fast changing world economy.

Over the past years, HKET has attained high recognition among both advertisers and readers. According

to Nielsen Media Research AdEx data, HKET ranked top 3 in display advertisement revenue among local

newspapers and was the top financial newspaper in 2007. The newspaper has been steady in average daily

audited circulation (according to Hong Kong Audit Bureau of Circulations) with 93,052 copies recorded

in the first half of 2009.

As an all-round media group, Hong Kong Economic Times Holdings Limited has diversified its businesses

to Printed Media; Financial News Agency, Information and Solutions; Recruitment Advertising and Training;

and Lifestyle Portals, providing high quality information and services to the community at large.

43 The above company profiles are provided by the sponsors.


V AWARD SPONSORS & SUPPORTING UNIT

Celebrating its 125th Anniversary in 2009/10 season, the Hong Kong Jockey Club is one of the largest racing

organisations in the world. The Club is Hong Kong’s only authorised operator of horse racing as well as

regulated football betting, and also operates the Mark Six lottery. The Club’s vision is to be a world leader

in the provision of horse racing, sporting and betting entertainment, and Hong Kong’s premier charity and

community benefactor. The Club’s mission is to provide total customer satisfaction through meeting the

expectations of all Club customers and stakeholders - the racing and betting public; lottery players; Club

Members; charities and community organisations; Government; and ultimately, the people of Hong Kong -

and thereby be one of Hong Kong’s most respected organisations.

Hong Kong L. P. Gas (Holdings) Ltd. was established in 1962 and has a respectable history of industry

commitment and leadership, as well as long-standing relationships with its business counterparts in diverse

disciplines. Our major business horizon covers central L. P. gas supply system, kitchen equipment system

and air-conditioning system products, and premium quality operation and maintenance services for the

government, institutional clients and the private sector.

Over the past 47 years, Hong Kong L. P. Gas (Holdings) Ltd. has striven to combine excellence and

professionalism through linkage with inter-governmental and industry groups, and has evolved with Hong

Kong to become a prestigious establishment working with a commitment to continuous improvement.

We are pledged to build on our strengths to strive for service excellence and deliver quality, safe, professional

and reliable services to our customers.

44 The above company profiles are provided by the sponsors.


V AWARD SPONSORS & SUPPORTING UNIT

The Kowloon Motor Bus Co. (1933) Ltd. (“KMB”) is Hong Kong’s largest public bus company and operates

a fleet of about 4,000 buses, mostly double-deckers, serving 2.7 million local customers and visitors daily

on some 400 bus routes that span the New Territories, Kowloon and Hong Kong Island.

KMB takes pride in its achievement in 1999 of becoming the first public bus company in Hong Kong to

attain corporation-wide ISO 9001 certification. Furthermore, KMB’s major bus depots have attained the

coveted ISO 14001 certification for environmental management systems.

KMB’s success in winning various prestigious awards, such as the 2001 Hong Kong Award for Services:

Productivity Grand Award, the 2003 Hong Kong Awards for Industry: Environmental Performance Award,

the Best Practice Awards 2005: Simplicity, Contact Centre World Awards 2007: Best Contact Centre Gold

Award & Best Technology Innovation Gold Award, Champion of the CILT Award 2007: Passenger Transport

Excellence, International Stevie Business Awards 2008: Best in Customer Service, and in being named 2001

Overall Winner of the Hong Kong Management Association Quality Award testifies to the company’s total

commitment to quality. Anchored in its mission to provide safe, reliable, user friendly and value for money

bus services, KMB will strive for continuous improvement every day.

Manfield Coatings Co Ltd has been founded since 1986 to provide high quality customized paint to industrial

manufacturers. To cope with heavy customer demand, Manfield sets up a factory in Shenzhen, which covers

a total area of 36,000 square metres and with a work force of over 1,200. Mr Yuen Shu Wah, the Managing

Director, said the Company focused to provide ‘International Qualities at Local Pricings’ and to provide

customers promptly with high quality products coupled with customized requirements. To ensure the products

perform the best, quality control and customer service are important. In recent years, customers requested

even shorter delivery time. To cater for the need, the company has made respective changes towards production

management system.

Based on systematic and targeted training, continuous improvement schemes, inspiring benchmarking and

competitions, the Company relentlessly self-improve to ensure market leadership and competitiveness.

45 The above company profiles are provided by the sponsors.


V AWARD SPONSORS & SUPPORTING UNIT

Manulife (International) Limited is a member of the Canada-based Manulife Financial Corporation which has

principal operations in Asia, Canada and the United States. Manulife Financial commenced operations in Hong

Kong in 1897 and was the first global life insurer to be listed on the Hong Kong Stock Exchange in 1999.

The company’s vision is: “To be the most professional financial services organization in the world, providing

strong, reliable, trustworthy and forward-thinking solutions for our clients’ most significant financial decisions.”

As one of largest financial services organizations in Hong Kong, Manulife takes care of the financial and

protection needs of about 1.7 million people in Hong Kong. The company provides a comprehensive range of

professional financial planning products and services, which include individual insurance, group life and health

insurance, pensions, and investment funds. Manulife’s products and services are offered through different

distribution partners, which include its strong team of 5,000 professional agents, brokers, individual financial

advisors and selected banks.

Manulife looks to continually introduce forward-thinking financial solutions that cater to unique customer

needs, and to help customers build their wealth, plan for retirement, and enable them to achieve their goals in

different stages of their life.

Manulife also cares strongly for the well being of the community. The company has been supporting various

community services through donation, sponsorship and volunteering work with focus on children, elderly and

health-related activities.

Manulife received a Silver Award at the 2011 Hong Kong Management Association Quality Award in recognition

of its commitment to developing and deploying total quality management.

Founded in 1956, Maxim’s Group has grown into the largest catering company in Hong Kong, operating over 70

brands and 650 outlets, serving more than 540,000 people every day.

The Group offers a diversified service comprising of Chinese, Asian and European restaurants, fast food outlets,

cake shops, coffee shops, conveyor-belt sushi chain and institutional catering, while Maxim’s Mooncakes has

been the No. 1 Seller in Hong Kong since 1998*. The Group has also expanded its business to Southern China

and Shanghai, and provides air catering services at 12 airports in China, including Beijing and Shanghai.

Maxim’s Group’s persistent pursuit of innovation and quality has reaped many commendations in recent years,

such as the HKMA/TVB Awards for Marketing Excellence 2010. The Group also received “Hong Kong

Corporate Branding Award”, garnered the “Prime Eco Award” for four consecutive years, and has been named

“Caring Company” since 2008.

*Source: Nielsen Hong Kong Mooncake Research Report

46 The above company profiles are provided by the sponsors.


V AWARD SPONSORS & SUPPORTING UNIT

Metro Finance was launched on 5 February 2001 as the first 24-hour Cantonese finance radio channel in

the world. Its goal is to provide audiences in Hong Kong and other parts of the world with accurate, realtime

and market-moving news and important information of global financial markets.

With the aim of being the financial information hub, Metro Finance started the joint broadcast programs

with Radio Guangdong and Shanghai Media Group CBN in 2004 and 2007 respectively to stay tuned to

the latest move of the China market.

Staying in the momentum of being innovative, Metro Finance Channel leaps beyond the border of sound

and vision and step into the multimedia era in March 2006 with the launch of www.104mfonline.com.hk.

Most of the financial essentials including indices, forex, funds, financial news etc can be accessed simply

with a click! A bilingual video channel, “Metro Finance Multimedia Channel” has also been introduced

in September 2008 .All-in-one information specifically for Hong Kong, mainland and international finance

is provided by professional financial analysts bilingually in Cantonese and Mandarin throughout trading hours.

Founded in 1997, Neo Derm Group Limited is the leading provider of professional aesthetic solutions. The

Group specialises in the distribution and retailing of clinically proven medical aesthetic technologies, equipments,

products and treatment services.

Under the visionary leadership of Mr. Lim Meng Teng, our founder and Managing Director, Neo Derm has

grown from a company with three employees to one of the largest players in the medical aesthetics industry

today, with a staff total of over 800. Presently, Neo Derm has 15 highly acclaimed brands, 15 treatment centres

and 6 Bioderma retail stores located at prestigious locations in Hong Kong.

There are currently two business arms under the stern management of Neo Derm, a B2B trading business and

a B2C retail business. As the sole distributor of medical aesthetics solutions, including Cynosure, Quantel

Medical, Alma Lasers, as well as derma-medical products – Bioderma, Bicelle, Endocare, Exuviance, NeoStrata,

SkinMedica and Obagi, Neo Derm operates a successful B2B trading business catering to the medical community,

predominately physicians, dermatologists, cosmetic surgeons, clinics and hospitals.

In an endeavour to bring the Neo Derm finesse and professionalism directly to customers, Neo Derm treatment

centres have been established under the brand names dermes, reenex, Elyze, and MD Skin Solutions, providing

expert services in laser permanent hair removal, medical skin rejuvenation, body rejuvenation, and professional

skincare products. In addition, the Group handles the distribution the renowned French derma-cosmetic

skincare brand, BIODERMA, through its B2B network, six BIODERMA concept stores, and 240 Mannings

retail outlets in Hong Kong.

With Headquarter based in Hong Kong and offices in Beijing and Shanghai, Neo Derm Group Limited is

committed to maintaining the highest level of quality services and products in our expanding network.

47 The above company profiles are provided by the sponsors.


V AWARD SPONSORS & SUPPORTING UNIT

Carrying an average of 4 million passengers every weekday, the MTR is regarded as one of the world’s leading

railways for safety, reliability, customer service and cost efficiency.

The MTR Corporation was established in 1975 as the Mass Transit Railway Corporation with a mission to

construct and operate, under prudent commercial principles, an urban metro system to help meet Hong Kong’s

public transport requirements. The sole shareholder was the Hong Kong Government. The Company was

reestablished as the MTR Corporation Limited in June 2000 after the Hong Kong Special Administrative Region

Government sold 23% of its issued share capital to private investors in an Initial Public Offering. MTR Corporation

shares were listed on the Stock Exchange of Hong Kong on 5 October 2000.

The Corporation marked another major milestone on 2 December 2007 when the operations of the other

Government owned rail operator, the Kowloon Canton Railway Corporation, were merged into the MTR,

heralding a new era in Hong Kong railway development.

Other than bringing more efficient and competitively-priced services to local rail passengers, the merger brings

new growth opportunities to the MTR Corporation’s businesses in and outside of Hong Kong.

The merged rail network comprises nine railway lines serving Hong Kong Island, Kowloon and the New

Territories. In addition, a Light Rail network serves the local communities of Tuen Mun and Yuen Long in the

New Territories while a fleet of buses provide convenient feeder services.

The Corporation also operates the Airport Express, a dedicated high-speed rail link providing the fastest connections

to Hong Kong International Airport and the city’s newest exhibition and conference centre, AsisWorld-

Expo. From Hong Kong, passengers can travel with ease to Guangdong Province, Beijing and Shanghai in the

Mainland of China using the MTR’s intercity railway services.

Hong Kong-based Shangri-La Hotels and Resorts is Asia Pacific’s leading luxury hotel group. It is regarded as

one of the world’s finest hotel companies and has earned international awards and recognition from guests,

prestigious magazines and industry partners.

Inspired by the legendary land featured in James Hilton’s novel Lost Horizon published in 1933, the name “Shangri-

La” encapsulates the serenity and service for which the hotel group is renowned worldwide. This tradition started

with the opening of the Shangri-La Hotel, Singapore in 1971. Today, Shangri-La Hotels and Resorts share a common

mission – delighting customers each and every time, as evidenced by highly personalized guest service.

Its training programme – “Shangri-La Care” – is a living culture within the group, strongly supported by top

management and continuously cascaded through the organization. Ensuring that employees have the skills and

knowledge to be the best in their fields has made Shangri-La one of the preferred hotel employers, with over 35,

000 people serving guests with the philosophy “Shangri-La Hospitality from Caring People.”

In 2007, the group launched a two-year development strategy to enhance its corporate social responsibility

activities. A corporate CSR Committee, spearheaded by the group’s chief operating officer, has been established

to fulfill the group’s responsibilities in five key areas: the environment; employees and the community; health

and safety; supply chain management; and stakeholder relations.

The group currently manages 65 hotels under the five-star Shangri-La and the four-star Traders brands, with a rooms

inventory over 29,000. The group has over 30 projects under development in Austria, Canada, mainland China,

France, India, Macau, Philippines, Qatar, Russia, Seychelles, United Arab Emirates and the United Kingdom.

48 The above company profiles are provided by the sponsors.


V AWARD SPONSORS & SUPPORTING UNIT

Sino Land Company Limited (Sino Land), a publicly-listed company under Sino Group, is one of the leading

property developers in Hong Kong. In addition to property development for sale and investment across the

residential, office, industrial and retail sectors, it is also a major player in hotel investment and management, club

management as well as a leading provider of premium management services encompassing property management,

car park operations, security and environmental services.

Apart from Hong Kong, Sino Land has projects located in many cities in China, including Shanghai, Xiamen,

Fuzhou, Zhangzhou, Guangzhou, Chengdu, Chongqing and Shenzhen. In Singapore, it runs The Fullerton

Hotel, The Fullerton Bay Hotel and The Fullerton Heritage, which blends historical and modern architecture,

providing a world-class hospitality, entertainment and dining destination.

Sino Land currently employs over 8,200 employees who are dedicated to building a better Hong Kong. Attributed

to a highly professional and dedicated management team, Sino Land strives to consistently deliver quality

properties and services that surpass the expectations of our customers.

With the vision of ‘becoming the preferred choice for customers, investors and employees’, we uphold our core

values of ‘Staff Integrity’, ‘Customer First’, Teamwork’, ‘Continuous Improvement’, ‘Preparedness’ and ‘Sense

of Urgency’ as foundation on which we conduct our business. ‘Delighting our customers with Premium Quality’,

‘corporate governance’ and ‘caring for employees’ are the prime foci of our operation.

We uphold compliance and governance in the course of conducting our everyday business and have a structured

governance system. Corporate Social Responsibility (CSR) is an integral part of our operation with our

engagement and dedication centering around four areas: art, green, community care and heritage.

Our endeavours in the drive for quality excellence have been widely recognised by the industry and have won

us an array of awards and accolades over the years. For instance, Sino Land was named ‘Best Residential

Developer in Hong Kong’ at the ‘Real Estate Poll 2009’ conducted by Euromoney and the ‘Third Best Global

Developer’ at the ‘Real Estate Awards 2010’. In 2011, Sino Land won the HKMA Quality Award – Bronze

Award organised by the Hong Kong Management Association.

Our recent project, The Hermitage, has been awarded the ‘Finest Architectural Design and best Clubhouse’ at

the Best Developer Awards 2011 organised by Capital Magazine.

Founded in 1978, Synergis Management Services Limited is the leading asset management services provider

in Hong Kong and Mainland China. Synergis was the first property services company listed on the Hong

Kong Stock Exchange (Stock Code: 2340). Synergis employs over 5,500 staff and manages over 360 properties

and facilities throughout China, including over 155,000 residential units and 2.3 million square metres of

commercial and industrial properties as well as facilities with both the public and private sectors.

With a strong commitment to quality and service excellence, Synergis was the first property services company

implementing Total Quality Management (“TQM”). In recognition of its ongoing commitment to the pursuit

of quality over the years, Synergis has won numerous awards on quality, customer service, industrial practice

and human resource management. Some representative awards include: Award for Excellence in Training

2009 – Silver Prize (Hong Kong Management Association), The Best Brand Enterprise Award and Corporate

Strategy Excellence (Hong Kong Productivity Council); Excellence Class Certificate of Business Performance

Index (BPI) 2005 (Hong Kong Quality Assurance Agency); Top Service Award 2004 (Next Media); Overall

Winner of the first FAME Award 2003 (Hong Kong Institute of Facility Management); Quality Award

- Overall Winner 2001 (Hong Kong Management Association) and the Q-Mark Certificate 2004 (Hong

Kong Q-Mark Council) Given our dedication to training and our ability to attract, retain and motivate

employees at all levels to providing quality service, Synergis was recognized as the Best Employer in Hong

Kong and one of the Best Employers in Asia in 2003.

“Synergis” embodies our promise to our customers – that we are committed to creating value for our customers

and delivering quality service at world class standards.

49

The above company profiles are provided by the sponsors.


SUPPORTING UNIT OF THE SPECIAL AWARD FOR SMEs

The Business Enterprise Management Centre (BEMC) conducts various activities in Chinese to promote

better management among Hong Kong companies, especially for smaller businesses. In addition to an annual

dinner, it organizes conferences, seminars and co-ordinates the Chinese educational activities of the

Association. It is a committee under the auspices of the Association.

General Committee of BEMC includes:

Chairman

Dr Michael Chan, Chairman of Cafe de Coral Holdings Ltd

Deputy Chairmen

- Mr Benjamin Fok, Director of Yau Wing Co Ltd

- Mr Alkin Kwong, Vice Chairman & Chief Executive of Hong Yip Holdings Ltd

- Mr Joseph Y W Pang, Senior Advisor of The Bank of East Asia Ltd

Members

- Mrs Augusta Cheung, Managing Director of Louie Industrial Co Ltd

- Mr Chong Shing Hum, Director General Manager of Wah Gar Group

- Dr Roy Chung JP, Group Vice Chairman and Executive Director of Techtronic Industries Co Ltd

- Mr W P Chung, Chairman of Tao Heung Holdings Ltd

- Mr Edwin Lee, Founder & CEO of Hong Kong Business Intermediary Co Ltd

- Mr Alexander Li, Executive Director of Tai Cheong Bakery Co Ltd

- Dr T L Ng BBS MBE JP, Chairman & CEO of Talent Solutions Incorporation

- Mr Janzen Tai, Senior Manager of Four Seas Mercantile Holdings Ltd

- Ms Alice Wong, Managing Director of Eu Yan Sang (Hong Kong) Ltd

- Mr Jason Wong, Director of Hong Thai Travel Services Ltd

- Dr Paul T K Young JP, Managing Director of Yuen Hing Hong & Co Ltd

- Mr Joseph Chu, Executive Director of Prince Jewellery and Watch Co

- Mr Nicholas Wan, Executive Director of Neway Karaoke Box Ltd

50

The above company profiles are provided by the sponsors.


VI THE TROPHY

THE TROPHY

A SYMBOL OF PRESTIGE AND EXCELLENCE

The Quality Award Trophy stands as a symbol of prestige and excellence as signified by its 999.9 gold

logo. The Q-shaped piece at the top denotes quality, which is what the award recognizes. It stands on

a rectangular base which symbolizes a solid management foundation. Black marble has been chosen for

the trophy because of its weight and texture, and to indicate the importance of Total Quality Management.

The Gold Award Winner will receive this specially crafted trophy at the award presentation ceremony

in July 2012.

Trophy Sponsor:

3D-Gold Jewellery

ENQUIRIES

Ms Nancy Wan Ms Grace Mo

Tel: 2774 8504 Tel: 2774 8538

Email: qualityaward@hkma.org.hk

Fax: 2365 1000

Website: www.hkma.org.hk/qa

51

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