Quality Award Brochure 2011-a4.p65 - Hong Kong Management ...

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Quality Award Brochure 2011-a4.p65 - Hong Kong Management ...

PAST AWARD WINNERSGold Award (formerly Overall Winner)2010 - Hong Kong Air Cargo Terminals Limited2009 - Pfizer Corporation Hong Kong Limited2008 - Neo Derm Group2007 - Langham Place, Mongkok, Hong Kong2006 - Electrical and MechanicalServices Trading Fund, HKSARG2005 - Manfield Coatings Company Ltd2004 - CLP Power Hong Kong Limited2003 - Eurasia International (China) LimitedPartnership- Urban Group2002 - Ricoh Hong Kong Ltd2001 - COSCO (H.K.) Shipping Co Ltd- The Kowloon Motor Bus Co (1933) Ltd- Synergis Management Services Ltd2000 - Park'NShop1999 - Glorious Sun Enterprises Ltd- The Hong Kong and China Gas Co Ltd1998 - McDonald's Restaurants(Hong Kong) Ltd- MTR Corporation Limited1997 - Island Shangri-La, Hong Kong1995 - Kowloon-Canton RailwayCorporation1994 - Integrated Solutions Limited1992 - Mandarin Oriental Hotel Group1991 - Fuji Xerox (Hong Kong) LtdSilver Award (formerly Certificate of Excellence)2010 - Bank of China Group Life Assurance Co Ltd2009 - Hewlett-Packard HKSAR LimitedTechnology Solutions Group, TechnologyServices- Hong Thai Travel Services Limited2007 - CITIC Ka Wah Bank Limited2005 - Judiciary Administration, HKSAR- SGS Hong Kong Limited2004 - Hongkong Post- MTR Corporation Limited2002 - Hong Yip Service Company Ltd2001 - Luen Thai International Group Ltd1999 - Hang Seng Bank LtdBronze Award (formerly Certificate of Merit)2010 - Cathay Pacific Catering Services Ltd2009 - Hong Kong Broadband Network Limited2008 - AIA Pension & Trustee Co Ltd- Sylva Industries Limited2007 - China State Construction InternationalHoldings Limited- The Hong Kong Society for The Aged2006 - Chevalier Property Management Limited- Mainland Headwear Holdings Limited2005 - ACE Style Intimate Apparel Ltd- Chun Wo Holdings Ltd- Exel Hong Kong Ltd- Kuehne + Nagel (Asia Pacific)Management Ltd- Savills Property Management Ltd2004 - Amoy Food Limited- CITIC Ka Wah Bank Limited- Techtronic Industries Co Ltd2003 - 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 MarcoPolo Prince2002 - HSBC Insurance (Asia-Pacific)Holdings Ltd- Jones Lang LaSalle Limited -Property Management Division2001 - Chevalier Group -Lift and Escalator Division2000 - Cheung Kong HoldingsCitybase Property Management- Cheung Kong HoldingsGoodwell Property Management1999 - Synergis Management Services Ltd1998 - Ken On Concrete Co Ltd- Tse Sui Luen Jewellery Co Ltd1997 - Gammon Skanska Ltd- Guangdong Enterprises (Holdings) Ltd- Philips Hong Kong Ltd -Business Unit Portable Audio- Ready Mixed Concrete (HK) LtdCertificate of Merit2007 - Hong Thai Travel Services Limited- K Wah Construction MaterialsSpecial Award for SMEs2010 - Uchiya Hong Kong Limited2009 - The I-Consulting Group2008 - Hong Kong Business Intermediary Co Ltd2007 - Richform Holdings Ltd2006 - Roots Biopack Limited2005 - Objective Solutions Ltd- Prince of Peace (Hong Kong) Ltd


TABLE OF CONTENTSI. ABOUT THE AWARD .................................................................................................... 2 - 41. Introduction2. Entering Categories3. Benefits to Applicants4. Criteria for Judging5. People and Organization6. Important Policies7. Award Presentation Dinner8. The Award in Relation to Other International AwardsII. THE PRESTIGIOUS QUALITY AWARD .............................................................................5 - 101. Awards and Recognition2. Eligibility3. Application and Assessment Procedure4. Guidelines on the Initial Submission5. Guidelines on the Final SubmissionIII. SPECIAL AWARD FOR SMEs ....................................................................................... 11 - 141. Introduction2. Awards and Recognition3. Eligibility4. Application and Assessment Procedure5. Guidelines on the SME Written SubmissionIV. AWARD CRITERIA IN DETAIL ..................................................................................... 15 - 401. Seven Criteria2. Award Criteria Framework3. Marking Scheme with Item Listing and Point Values4. Areas to Address and Point Values5. Scoring GuidelinesV. AWARD SPONSORS & SUPPORTING UNIT .................................................................. 41 - 48VI. THE TROPHY .................................................................................................................. 49* Chinese version of the Award Brochure can be downloaded at http://www.hkma.org.hk/qa


I ABOUT THE AWARD1. INTRODUCTIONThe Quality Award was first launched in 1991 by The Hong Kong Management Association. Withthis annual Award, the Association seeks not just to reward, but also to bring public recognition to thoseorganizations that have achieved outstanding standards of quality and made a lasting commitment tothe process of quality management.2. ENTERING CATEGORIESApplications are invited in the following two categories:• Quality Award• Special Award for SMEsThe entering criteria of the two categories can be found in Section II Item 2 and Section III Item 3on “Eligibility” respectively.3. BENEFITS TO APPLICANTS3.1 RECOGNITION & PUBLICITYThe Award Presentation Dinner provides public recognition that the winners of the Award embody astrong 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 rolemodels for others in their quest for excellence. Winners will be allowed to use the Award logoon their promotional materials and in advertising, and may make appropriate reference to theirattainment of the Award in their marketing effort.Winning the Award further increases the morale of the organization and brings prestige to theorganization in the community at large.3.2 FEEDBACK REPORTThis Award provides applicants with a golden opportunity to obtain consultation and advice fromthe most experienced and respected quality experts in Hong Kong. Shortlisted applicants willreceive a detailed feedback report which provides a non-prescriptive description of strengths andareas for improvement based on the criteria. Valuable information is provided to help identifyand implement improvements, leading to substantial performance improvements.3.3 INTERNAL ANALYSISThe process of developing an application for the Award yields a number of positive benefits to theapplicant. The data gathering and analysis needed to write the Final/Written Submission help theapplicant identify for itself where its strengths and areas for improvement are. The internal analysisand external feedback can be used together for strategic planning with a focus on process improvementfor delivering customer value, improvement of asset utilization and greater productivity.4. CRITERIA FOR JUDGINGThe Judging Criteria are based on the world-famous Malcolm Baldrige National Quality Award givenannually in the USA:1. Leadership2. Strategic Planning3. Customer Focus4. Measurement, Analysis, and Knowledge Management5. Workforce Focus6. Process Management7. ResultsDetailed guidelines on each criterion can be found in Section IV “Award Criteria In Detail”.2


I ABOUT THE AWARD6. IMPORTANT POLICIESAll information and documents supplied by Award entrants including entrant identities and commentariesdeveloped during the review of entries are kept confidential and will only be used for the judging ofthe Award.All Judges and Examiners are required to declare in advance to the Award Secretariat any cases orsituations which may create any apparent or potential conflict of interest. The Judge or Examiner inquestion would be barred from reviewing the entries concerned or handling in any manner the materialssubmitted by the Award entrant involved.7. AWARD PRESENTATION DINNERThe Presentation Ceremony of this prestigious Award will take place at the Quality Award Dinner tobe held in September 2011. A very special Guest Speaker will be invited to address our guests andpractitioners in the Total Quality Management field.8. THE AWARD IN RELATION TO OTHER INTERNATIONAL AWARDSThe Award is the Association’s most prestigious business accolade. It is based on the American MalcolmBaldrige National Quality Award judging criteria, and is the Hong Kong equivalent to the JapaneseDeming Prize and the European Quality Award.8.1 MALCOLM BALDRIGE NATIONAL QUALITY AWARDThe Malcolm Baldrige National Quality Award, named after the late Secretary of Commerceof the United States, was created by Congress in 1987. It is the highest level of national recognitionfor quality performance and practices that a US organization can receive.It is intended to spark interest and involvement in quality programmes, drive American productsand services to higher levels of quality, and better equip organizations to meet the challengesof global competition.8.2 DEMING PRIZEThe Deming Prize was instituted in Japan in 1951 by a formal resolution of the JUSE (Unionof Japanese Scientists and Engineers) Board of Directors in grateful recognition of Dr W EdwardDeming’s friendship and his achievements in promoting industrial quality control.It has become customary in Japan for corporations intending to improve their performance inproducts or services to vie for the Deming Prize, not only for the prestige that goes with this honourbut also to benefit from internal improvements that result from the implementation of total orcompany-wide quality control (TQC or CWQC) that is needed in order to qualify for the award.8.3 EUROPEAN QUALITY AWARDThe European Quality Award was first presented in Europe in 1992 to honour the most successfulexponent of Total Quality Management (TQM). To receive the Award, an applicant mustdemonstrate that its approach to TQM has contributed significantly over the past few years tosatisfying the expectations of customers, employees and others with an interest in the company.4


II THE PRESTIGIOUS QUALITY AWARD1. AWARDS AND RECOGNITIONQuality 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 whohave demonstrated strong commitment to quality and achieved significant improvement in at least fiveof the seven Judging Criteria.2. ELIGIBILITYApplicants from all fields of industries and businesses, whose principal activities are in Hong Kong, areeligible to apply for the Award.2.1 SUBUNIT OF BUSINESS ENTITIESSubunits of larger (parent) organizations may also apply for the Award if they are sufficient intheir own right to be examined in all seven Criteria Categories. They must be discrete businessentities that are readily distinguishable from other parts of the parent organization.2.2 CONDITIONS OF SITE VISITAlthough an applicant may have facilities outside Hong Kong, in the event of a Site Visit, theapplicant should ensure that the appropriate people and materials are available for examinationin Hong Kong to document the operational practices associated with all major business functionsof the applicant. The Hong Kong Management Association reserves the right to deny visits tosite(s) that are outside the Hong Kong region.2.3 EXPERIENCE SHARINGWinners of the Award must be able to attend all functions conducted by the Award Secretariatin relation to the experience sharings of its quality journey, and are required to share informationon the seven Criteria Categories in the form of a publication. The information shared is determinedby the Award winner.2.4 REPEATED APPLICANTSGold Award winners are not allowed to participate in the programme in the year subsequentto their winning of the Award to ensure fair competition.The Hong Kong Management Association reserves the right to make final and binding decisions onthe eligibility of applicants.5


II THE PRESTIGIOUS QUALITY AWARD3. APPLICATION AND ASSESSMENT PROCEDURE3.1 AWARD PROCESS OVERVIEWDeadline for Application Form &Initial SubmissionMonday, 31 January 2011Preliminary ScreeningNotification of Screening ResultFriday, 25 February 2011Deadline for Final SubmissionThursday, 21 April 2011Presentation WorkshopMonday, 23 May 2011Each Shortlisted Applicant will give a20-minute presentation plus a 30-minutequestion-and-answer session before the Board ofExaminersSecondary ScreeningSite VisitEarly / Mid June 2011Final Judging and Decision of Award ResultsEarly July 2011Notification of Screening ResultThursday, 26 May 2011An on-site verification of the Final Submissionwill be conducted by the Examiners to theShortlisted ApplicantsOnly selected Finalist(s) will be invited to theFinal Judging, a question-and-answer sessionconducted by the Panel of Judges who willmake the final decision on the Award resultsDistribution of Feedback ReportsQuality Award DinnerLate September 2011Awards will be presented to the winners atthe Award DinnerQuality Award SeminarOctober 2011Winners will be invited to share theirexperience on the seven judging criteria atthe seminarIn the event that an applicant wins the Award, it must be able to attend all functions conducted bythe Award Secretariat in relation to the experience sharing of its quality journey. The information sharedis determined by the Award recipient.6


II THE PRESTIGIOUS QUALITY AWARD3.2 ASSESSMENT PROCESSPlease note that screening decisions rely heavily upon the details and contents in the FinalSubmission provided by applicants. The assessment will be in the following stages:STAGE 1:ASSESSMENT OF INITIAL SUBMISSIONAll applicants have to submit an Initial Submission on their quality programme which willbe screened and evaluated, and a shortlist of applicants will be drawn up. Please refer toItem 4 of this Section on “Guidelines on the Initial Submission”.STAGE 2:ASSESSMENT OF FINAL SUBMISSIONShortlisted applicants will be required to submit a Final Submission of no more than 50 pages fordetailed assessment. Information supplied by the company after the 50th page will NOT be assessed bythe Examiners. Please refer to Item 5 of this Section on “Guidelines on the Final Submission”.PRESENTATION WORKSHOPShortlisted 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 VISITFurther 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 toverify the information provided in the Final Submission and to answer questions raised duringthe board’s review. The choice of dates will be decided by the Board of Examiners. All shortlistedapplicants have to prepare themselves to be available on the specified date. In the event of a SiteVisit, the applicant must provide the necessary transportation and other logistical arrangements toenable the smooth conduct of the Site Visit.STAGE 4:FINAL JUDGINGOnly SELECTED finalists will be invited to attend the question-and-answer session conducted bythe Panel of Judges.7


II THE PRESTIGIOUS QUALITY AWARD3.3 ANNOUNCEMENT OF RESULTSThe formal announcement and Award Presentation Ceremony will take place at the QualityAward Dinner, a grand occasion to be held in September 2011.3.4 APPLICATION FEETo 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 Dinnerto be held in September 2011 and three complimentary seats at the Quality Award Seminar.3.5 FREE PUBLICATIONUpon 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 firstcome-first-servedbasis.8


II THE PRESTIGIOUS QUALITY AWARD4. GUIDELINES ON THE INITIAL SUBMISSION- For Quality Award Applicants -4.1 CONTENTThe Initial Submission should include:• Summary of how your organization addresses the Seven Criteria, namely, Leadership;Strategic Planning; Customer Focus; Measurement, Analysis, and KnowledgeManagement; Workforce Focus; Process Management; and Results in your qualityprogramme.• 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 FORMATThe 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 criteriaPlease send 10 identical copies of the application form together with your Initial Submissionto:The Quality Award SecretariatThe Hong Kong Management Association16/F Tower B Southmark11 Yip Hing StreetWong Chuk HangHONG KONG4.3 PROCESSINGAll information and documents supplied by the Award applicants will be held in strictconfidence. The Award Secretariat reserves the right to terminate the processing of anapplication due to incomplete or insufficient information in the submission.9


II THE PRESTIGIOUS QUALITY AWARD5. GUIDELINES ON THE FINAL SUBMISSION- For Quality Award Applicants -5.1 CONTENTThe Final Submission should include the following headings and sub-headings.• Table of Contents• Organization Chart(s)• Organizational Profile(5 pages or less)1. Organizational Description2. 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 suppliedthereafter will not be assessed.• Appendices (e.g. Annual Report, Other Corporate Information)Can be submitted under separate cover.5.2 FORMATThe 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 executivePlease send the Award Secretariat 18 identical copies of the submission and all enclosures,which are not returnable to:The Quality Award SecretariatThe Hong Kong Management Association16/F Tower B Southmark11 Yip Hing StreetWong Chuk HangHONG KONG5.3 PROCESSINGAll information and documents supplied by the Award applicants will be held in strictconfidence. The Award Secretariat reserves the right to terminate the processing of anapplication 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 SMEs1. INTRODUCTIONSmall and medium enterprises play a significant role in the Hong Kong economy. To enhance theircompetitiveness, quality management must be incorporated into their daily operations. Constant reevaluationis also essential for them to stay ahead of the market.Since 2005, the Hong Kong Management Association has especially developed a Special Award forSMEs to encourage their pursuit of Total Quality Management.2. AWARDS AND RECOGNITIONAwards will be presented to all participants who have demonstrated sound committment to TotalQuality Management and achieved high standards of performance in the seven criteria.3. ELIGIBILITY3.1 All SMEs, registered in Hong Kong under the Business Registration Ordinance, are eligible to apply forthis Award. SMEs are defined to be any industries and businesses which employ not more than 200persons in Hong Kong and are not subsidiaries of another corporation whose headquarters is based inHong 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 onthe eligibility of applicants.4. APPLICATION AND ASSESSMENT PROCEDURE- For Special Award for SMEs Applicants -4.1 AWARD PROCESS OVERVIEWDeadline for Application FormFriday, 25 February 2011Deadline for Written SubmissionFriday, 15 April 2011ScreeningSite VisitLate June / Early July 2011Final Judging and Decision ofAward ResultsEarly August 2011Notification of Screening ResultWednesday, 15 June 2011An on-site verification of the WrittenSubmission will be conducted by theExaminers to the Shortlisted ApplicantsDistribution of Feedback ReportsQuality Award DinnerEarly September 2011Awards will be presented to the winner(s) atthe Award DinnerQuality Award SeminarOctober 2011Winners will be invited to share theirexperience on the seven judging criteria atthe seminarIn the event that an applicant wins the Award, it must be able to attend all functions conductedby the Award Secretariat in relation to the experience sharing of its quality journey. The informationshared is determined by the Award recipient.11


III SPECIAL AWARD FOR SMEs4.2 ASSESSMENT PROCESSPlease note that screening decisions rely heavily upon the details and contents in the writtensubmission provided by applicant. The assessment will be in the following stages:STAGE 1:ASSESSMENT OF WRITTEN SUBMISSIONAll 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 VISITShortlisted applicants will be invited to participate in a Site Visit. During the Site Visit, theexaminers will interview employees and review pertinent records and date. The objective is toverify the information provided in the Written Submission and to answer questions raised duringthe Board's review. The choice of dates will be decided by the Board of Examiners. In theevent of a Site Visit, the applicant must provide the necessary transportation and other logisticalarrangements to enable the smooth conduct of the Site Visit.4.3 ANNOUNCEMENT OF RESULTSThe formal announcement and Award PresentationCeremony will take place at the Quality AwardDinner, a grand occasion to be held in September 2011.4.4 APPLICATION FEETo 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 September2011 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 andmember list.12


III SPECIAL AWARD FOR SMEs5. GUIDELINES ON THE SME WRITTEN SUBMISSION- For Special Award for SMEs Applicants -5.1 CONTENTSME applicants should present their organization’s quality programme by addressing theirresponses 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 alsoencouraged to supplement their responses by addressing the criteria items.PREFACE: ORGANIZATIONAL PROFILEAddress 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 groupsP2. Organizational Challenges:- Relative size and growth of your company in your markets served- Number/types of your competitors- Your key competitive advantage and challengesTHE SEVEN CRITERIAAddress this section in not more than 18 pages (including charts, tables, diagrams, if any).1. Leadership (120 pts)1.1 Are your organization’s vision and values known to your employees, customersand business partners? If yes, describe how senior leaders communicate withemployees, customers and business partners.1.2 Does your organization actively support your key communities and the public?Provide examples.1.3 Does your organization have policies on governance and ethics? If yes, brieflydescribe.2. Strategic Planning (85 pts)2.1 What are the key steps in developing strategies and converting the strategiesinto short-term and long-term plans? Who are the key participants?2.2 How do you measure the progress of your plans?3. Customer Focus (85 pts)3.1 How do you determine customer and market requirements?3.2 How do you use the information to satisfy customer needs and identifyopportunities?4. Measurement, Analysis, and Knowledge Management (90 pts)4.1 How do you select and use information to track and improve the overallorganizational performance?4.2 Are the information shared among your employees? If yes, describe how doyou make the information accessible.4.3 How do you manage organizational knowledge?5. Workforce Focus (85 pts)5.1 Describe your workforce performance management system. How does it supporthigh-performance work and strengthen the core competencies of your company?5.2 How do you contribute to employee well-being and ensure workplace healthand safety?13


III SPECIAL AWARD FOR SMEs6. Process Management (85 pts)6.1 How do you incorporate input from customers, suppliers, partners and collaborators(as appropriate) when designing your work processes and business continuityplans? Provide examples.6.2 What are key indicators and in-oprocess measures used to control and improveyour work processes?7. Results (450 pts)Summarize your organization’s performance results (e.g., levels and trends; comparisonwith competitors) in the below areas. Provide data and information.7.1 Product Outcomes7.2 Customer-Focused Outcomes7.3 Financial and Market Outcomes7.4 Workforce-Focused Outcomes7.5 Process Effectiveness Outcomes7.6 Leadership Outcomes5.2 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 executivePlease send the Award Secretariat 10 identical copies of the submission with all enclosures,which are not returnable, to:The Quality Award SecretariatThe Hong Kong Management Association16/F Tower B Southmark11 Yip Hing StreetWong Chuk HangHONG KONG5.3 PROCESSINGAll information and documents supplied by the Award applicants will be held in strictconfidence. The Award Secretariat reserves the right to terminate the process of an applicationdue to incomplete or insufficient information in the submission.14


IV AWARD CRITERIA IN DETAIL1. SEVEN CRITERIAThe core values and concepts are embodied in seven Criteria Categories:LEADERSHIPLeadership addresses how your senior leaders’ action guide and sustain your organization, settingorganizational vision, values, and performance expectations. Attention is given to how your seniorleaders communicate with your workforce, enhance their personal leadership skills, participate inorganizational learning and develop future leaders, measure organizational performance, and createan environment that encourages ethical behaviour and high performance. The Category also includesyour organization’s governance system and how your organization fulfills its legal, ethical, and societalresponsibilities and support its key communities.STRATEGIC PLANNINGStrategic Planning addresses strategic and action planning, deployment of plans, how adequateresources are ensured to accomplish the plans, how plans are changed if circumstances require a change,and how accomplishments are measured and sustained. The Category stresses that long termorganizational sustainability and your competitive environment are key strategic issues that need tobe integral parts of your organization’s overall planning. Decisions about your organizational corecompetencies are an integral part of organizational sustainability and therefore are key strategicdecisions.CUSTOMER FOCUSCustomer Focus addresses how your organization seeks to engage your customers, with a focus onmeeting customers’ needs, building relationships, and demonstrating loyalty through their investmentin your brand and product offerings. The Category stresses this engagement as an important outcomeof an overall customer culture and listening, learning, and performance excellence strategy. Yourcustomer satisfaction and dissatisfaction results provide vital information for understanding yourcustomers and the marketplace. In many cases, the voice of the customer provides meaningfulinformation not only on your customers’ views but also on their marketplace behaviors and how theseviews and behaviours may contribute to the sustainability of your organization in the marketplace.MEASUREMENT, ANALYSIS, AND KNOWLEDGE MANAGEMENTThe Measurement, Analysis, and Knowledge Management Category is the main point within theCriteria for all key information about effectively measuring, analyzing and improving performanceand managing organizational knowledge to drive improvement and organizational competitiveness.In the simplest terms, Category 4.0 is the “brain center” for the alignment of your organization’soperations and its strategic objectives. Central to such use of data and information are their qualityand availability. Furthermore, since information, analysis, and knowledge management mightthemselves be primary sources of competitive advantage and productivity growth, the Category alsoincludes such strategic considerations.15


IV AWARD CRITERIA IN DETAILWORKFORCE FOCUSWorkforce Focus addresses key workforce practices—those directed toward creating and maintaininga high-performance work environment and toward engaging your workforce to enable it and yourorganization to adapt to change and to succeed. The Category covers workforce engagement,development, and management in an integrated way, (i.e., aligned with your organization’s strategicobjectives and action plans). Your workforce focus includes your capability and capacity needs andyour workforce support climate.To reinforce the basic alignment of workforce management with overall strategy, the Criteria alsocover human resource or workforce planning as part of overall planning in the Strategic PlanningCategory (Category 2).PROCESS MANAGEMENTProcess Management is the focal point within the Criteria for your key work systems and work processes.This Category addresses how the work of your organization is accomplished. It stresses the importanceof your core competencies and how you protect and capitalize on them for success and organizationalsustainability. It calls for specific attention to the need to prepare for potential emergencies and toensure continuing of operations. Efficient and effective work systems require effective design; aprevention orientation; and linkage to customers, suppliers, partners, and collaborators, as well as afocus on value creation for all key stakeholders; operational performance; cycle time; emergencyreadiness; and evaluation, continuous improvement, and organizational learning.Agility, cost reduction, and cycle time reduction are increasingly important in all aspects of processmanagement and organizational design. In the simplest terms, “agility” refers to your ability to adaptquickly, flexibly, and effectively to changing requirements. Depending on the nature of yourorganization's strategy and markets, agility might mean rapid change from one product to another,rapid response to changing demands, or the ability to produce a wide range of customized services.Agility also increasingly involves decisions to outsource, agreements with key suppliers, and novelpartnering arrangements. Flexibility might demand special strategies, such as implementing modulardesigns, sharing components, sharing manufacturing lines, and providing specialized training. Cost andcycle time reduction often involve Lean process management strategies. Defect reduction and improvedproduct yield often involve Six Sigma projects. It is crucial to utilize key measures for tracking allaspects of your overall process management.RESULTSThe Results Category provides a results focus that encompasses your objective evaluation and yourcustomers’ evaluation of your organization’s products offering your overall financial and marketperformance, your workforce results, your leadership system and societal responsibility results, and resultsof all key processes and process improvement activities. Through this focus, the Criteria’s purposes—superior value of offerings as viewed by your customers and the marketplace; superior organizationalperformance as reflected in your operational, workforce, legal, ethical, societal, and financial indicators;and organizational and personal learning—are maintained. Category 7.0 thus provides “real-time”information (measures of progress) for evaluation and improvement of processes and products, inalignment with your overall organizational strategy. Item 4.1 calls for analysis and review of resultsdata and information to determine your overall organizational performance and to set priorities forimprovement.16


IV AWARD CRITERIA IN DETAIL2. AWARD CRITERIA FRAMEWORKThe framework connecting and integrating the Criteria Categories is given in the figure below.BALDRIGE CRITERIA FOR PERFORMANCE EXCELLENCE FRAMEWORK:A Systems PerspectiveOrganizational Profile:Environment, Relationships, and Challenges1.0Leadership2.0StrategicPlanning5.0WorkforceFocus7.0Results3.0Customer Focus6.0ProcessManagement4.0Measurement, Analysis, and Knowledge ManagementFrom top to bottom, the framework has the following basic elements:ORGANIZATIONAL PROFILEYour Organizational Profile (top of figure) sets the context for the way your organization operates. Yourenvironment, key working relationships, and strategic challenges and advantages serve as an overarchingguide for your organizational performance management system.SYSTEM OPERATIONSThe system operations are composed of the six Baldrige Categories in the center of the figure that defineyour operations, and the results you achieve.Leadership (Category 1.0), Strategic Planning (Category 2.0), and Customer Focus (Category 3.0) representthe leadership triad. These Categories are placed together to emphasize the importance of a leadershipfocus on strategy and customers. Senior leaders set your organizational direction and seek future opportunitiesfor your organization.Workforce Focus (Category 5.0), Process Management (Category 6.0), and Results (Category 7.0) representthe results triad. Your organization’s workforce and key processes accomplish the work of the organizationthat yields your overall performance results.All actions point toward Results—a composite of product, customer, market and financial, and internaloperational performance results, including workforce, leadership, governance, and societal responsibilityresults.The horizontal arrow in the center of the framework links the leadership triad to the results triad, a linkagecritical 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 inan effective performance management system.17


IV AWARD CRITERIA IN DETAILSYSTEM FOUNDATIONMeasurement, Analysis, and Knowledge Management (Category 4.0) are critical to the effectivemanagement of your organization and to a fact-based, knowledge-driven system for improvingperformance and competitiveness. Measurement, analysis, and knowledge management serve as afoundation for the performance management system.3. MARKING SCHEME WITH ITEM LISTING AND POINT VALUESThere are 18 items, each focusing on a major requirement. They are expected to be included in theFinal/Written Submission. Maximum point values that can be scored for each item are shown in thechart below.Preface: Organizational ProfileP.1 Organizational DescriptionP.2 Organizational Situation2010 Categories/Items Point Values1.0 Leadership 1201.1 Senior Leadership 701.2 Governance and Societal Responsibilities 502.0 Strategic Planning 852.1 Strategy Development 402.2 Strategy Deployment 453.0 Customer Focus 853.1 Customer Engagement 403.2 Voice of the Customer 454.0 Measurement, Analysis, and Knowledge Management 904.1 Measurement, Analysis, and Improvement of Organizational Performance 454.2 Management of Information, Knowledge, and Information Technology 455.0 Workforce Focus 855.1 Workforce Engagement 455.2 Workforce Environment 406.0 Process Management 856.1 Work Systems 356.2 Work Process 507.0 Results 4507.1 Product Outcomes 1007.2 Customer-Focused Outcomes 707.3 Financial and Market Outcomes 707.4 Workforce-Focused Outcomes 707.5 Process Effectiveness Outcomes 707.6 Leadership Outcomes 70TOTAL POINTS 100018


IV AWARD CRITERIA IN DETAIL4. AREAS TO ADDRESS AND POINT VALUESItems consist of one or more Areas to Address (Areas). Organizations should address their responses tothe specific requirements of these Areas. Points will be given to the Areas according to the extent ofApproach, Deployment and Results.Frequently, several questions are grouped under one number [eg. P1 a (3)]. These questions arerelated and do not require separate responses. These multiple questions serve as a guide in understandingthe full meaning of the information being requested.For definitions of key terms presented throughout the Criteria and Scoring Guidelines text in LARGECAPS, 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 ProfileThe Organizational Profile is a snapshot of your organization, the KEY influences on HOW youoperate, 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 withCUSTOMERS, 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 are the deliverymechanisms used to provide your products to your CUSTOMERS?(2) What are the KEY characteristics of your organizational culture? What are yourstated PURPOSE, VISION, VALUES, and MISSION? What are yourorganization’s CORE COMPETENCIES and their relationship to yourMISSION?(3) What is your WORKFORCE profile? What are your WORKFORCE oremployee groups and SEGMENTS? What are their educational levels? Whatare the KEY factors that motivate them to engage in accomplishing yourMISSION? What are your organization’s WORKFORCE and job DIVERSITY,organized bargaining units, KEY benefits, and special health and safetyrequirements?(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 industrystandards; and environmental, financial, and product regulations?b. Organizational Relationships(1) What are your organizational structure and GOVERNANCE system? Whatare the reporting relationships among your GOVERNANCE board, SENIORLEADERS, and parent organization, as appropriate?19


IV AWARD CRITERIA IN DETAIL(2) What are your KEY market SEGMENTS, CUSTOMER groups, andSTAKEHOLDER groups, as appropriate? What are their KEY requirements andexpectations for your products, CUSTOMER support services, and operations?What are the differences in these requirements and expectations among marketSEGMENTS, CUSTOMER groups, and STAKEHOLDER groups?(3) What are your KEY types of suppliers, PARTNERS, COLLABORATORS. Whatrole do these suppliers, PARTNERS, COLLABORATORS play in your WORKSYSTEMS and the production and delivery of your KEY products and CUSTOMERsupport services? What role, if any, do these organizations play in your organizationalINNOVATION PROCESSES? What are your KEY supply chain requirements?(4) What are your KEY supplier and CUSTOMER partnering relationship andcommunication mechanisms?P.2 Organizational Situation: What is your organization’s strategic situation?Describe your organization’s competitive environment, your KEY STRATEGICCHALLENGES 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 inyour industry or markets served? What are the numbers and types of competitorsfor your organization?(2) What are the principal factors that determine your success relative to yourcompetitors? What are any KEY changes taking place that affect your competitivesituation, including opportunities for INNOVATION and collaboration, asappropriate?(3) What are your KEY available sources of comparative and competitive data fromwithin your industry? What are your KEY available sources of comparative datafrom outside your industry? What limitations, if any, are there in your abilityto obtain these data?b. Strategic ContextWhat are your KEY business, operational, and human resource STRATEGICCHALLENGES and ADVANTAGES? What are your KEY STRATEGICCHALLENGES and ADVANTAGES associated with organizationalSUSTAINABILITY?c. PERFORMANCE Improvement SystemWhat are the KEY elements of your PERFORMANCE improvement system, includingyour evaluation, organizational LEARNING, and INNOVATION PROCESSES?20


IV AWARD CRITERIA IN DETAIL1.0 Leadership (120 pts.)The Leadership Category examines HOW your organization’s SENIOR LEADERS’ personal actionsguide and sustain your organization. Also examined are your organization’s GOVERNANCE systemand HOW your organization fulfills its legal, ethical, and societal responsibilities and supports its KEYcommunities.1.1 Senior Leadership: How do your senior leaders lead? (70 pts.) ProcessDescribe HOW SENIOR LEADERS guide and sustain your organization. Describe HOWSENIOR LEADERS communicate with your WORKFORCE and encourage HIGHPERFORMANCE.Within your response, include answers to the following questions:a. VISION, VALUES, and MISSION(1) HOW do SENIOR LEADERS set organizational VISION and VALUES? HOWdo SENIOR LEADERS deploy your organization’s VISION and VALUES throughyour LEADERSHIP SYSTEM, to the WORKFORCE, to KEY suppliers andPARTNERS, and to CUSTOMERS and other STAKEHOLDERS, as appropriate?HOW do SENIOR LEADERS' personal actions reflect a commitment to theorganization’s VALUES?(2) HOW do SENIOR LEADERS personally promote an organizational environmentthat fosters, requires, and results in legal and ETHICAL BEHAVIOR?(3) HOW do SENIOR LEADERS create a SUSTAINABLE organization? HOWdo they create an environment for organizational PERFORMANCE improvement,the accomplishment of your MISSION and STRATEGIC OBJECTIVES,INNOVATION, competitive or role-model PERFORMANCE leadership, andorganizational agility? HOW do they create an environment for organizationaland WORKFORCE LEARNING? HOW do they develop and enhance theirpersonal 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 entireWORKFORCE? HOW do SENIOR LEADERS encourage frank, two-waycommunication throughout the organization? How do SENIOR LEADERScommunicate KEY decisions? HOW do they take an active role in rewardand recognition programs to reinforce HIGH PERFORMANCE and aCUSTOMER and business focus?(2) HOW do SENIOR LEADERS create a focus on action to accomplish theorganization’s objectives, improve PERFORMANCE, and attain its VISION?What PERFORMANCE MEASURES do SENIOR LEADERS regularly reviewto identify needed actions? HOW do SENIOR LEADERS include a focuson creating and balancing VALUE for CUSTOMERS and otherSTAKEHOLDERS in their organizational PERFORMANCE expectations?21


IV AWARD CRITERIA IN DETAIL1.2 Governance and Societal Responsibilities: How do you governand fulfil your societal responsibilities? (50 pts.)ProcessDescribe your organization’s GOVERNANCE system and APPROACH to leadershipimprovement. Describe HOW your organization assures legal and ETHICAL BEHAVIOUR,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 ofyour GOVERNANCE system:• accountability for management’s actions• fiscal accountability• transparency in operations and selection of and disclosure policies forGOVERNANCE 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 evaluate the PERFORMANCEof members of your GOVERNANCE board, as appropriate? HOW do SENIORLEADERS and your GOVERNANCE board use these PERFORMANCE reviewsto further their development and to improve both their personal leadershipEFFECTIVENESS and that of your board and LEADERSHIP SYSTEM, asappropriate?b. Legal and ETHICAL BEHAVIOR(1) HOW do you address any adverse impacts on society of your products andoperations? HOW do you anticipate public concerns with current and futureproducts and operations? HOW do you prepare for these concerns in a proactivemanner, including conserving natural resources and using EFFECTIVE SUPPLYchain management PROCESSES, as appropriate? What are your KEY compliancePROCESSES, MEASURES, and GOALS for achieving and surpassing regulatoryand legal requirements, as appropriate? What are your KEY PROCESSES,MEASURES, and GOALS for addressing risks associated with your products andoperations?(2) HOW does your organization promote and ensure ETHICAL BEHAVIOR inall your interactions? What are your KEY PROCESSES and MEASURES orINDICATORS for enabling and monitoring ETHICAL BEHAVIOR in yourGOVERNANCE structure, throughout your organization, and in interactions withCUSTOMERS, PARTNERS, and other STAKE-HOLDERS? HOW do youmonitor 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 anddaily operations? How do you consider the well-being of environmental, socialand economic systems to which your organization does or may continue?(2) HOW does your organization actively support and strengthen your KEYcommunities? What are your KEY communities? HOW do you identify thesecommunities and determine areas for organizational involvement, including areasrelated to your CORE COMPETENCIES? HOW do your SENIOR LEADERS,in concert with your WORKFORCE, contribute to improving these communities?22


IV AWARD CRITERIA IN DETAIL2.0 Strategic Planning (85 pts.)The Strategic Planning Category examines HOW your organization develops STRATEGICOBJECTIVES and ACTION PLANS. Also examined are HOW your chosen STRATEGICOBJECTIVES and ACTION PLANS are DEPLOYED and changed if circumstances require, andHOW progress is measured.2.1 Strategy Development: How do you develop yourstrategy? (40 pts.) ProcessDescribe HOW your organization establishes its strategy to address its STRATEGICCHALLENGES and leverage its STRATEGIC ADVANTAGES. Summarize yourorganization’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 theKEY PROCESS steps? Who are the KEY participants? HOW does yourPROCESS identify potential blind spots? How do you determine your CORECOMPETENCIES, STRATEGIC CHALLENGES and STRATEGICADVANTAGES (identified in your Organizational Profile)? What are yourshort- and longer-term planning time horizons? HOW are these time horizonsset? HOW does your strategic planning PROCESS address these time horizons?(2) HOW do you ensure that strategic planning addresses the KEY factors listedbelow? HOW do you collect and analyze relevant data and informationpertaining 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, or the regulatory environment• long-term organizational SUSTAINABILITY, including needed CORECOMPETENCIES• your ability to execute the strategic planb. STRATEGIC OBJECTIVES(1) What are your KEY STRATEGIC OBJECTIVES and your timetable foraccomplishing them? What are your most important GOALS for theseSTRATEGIC OBJECTIVES?(2) HOW do your STRATEGIC OBJECTIVES address your STRATEGICCHALLENGES and STRATEGIC ADVANTAGES? How do yourSTRATEGIC OBJECTIVES address your opportunities for INNOVATIONin products, operations, and your business model? HOW do your STRATEGICOBJECTIVES address current and future CORE COMPETENCIES? HOWdo you ensure that your STRATEGIC OBJECTIVES balance short- and longertermchallenges and opportunities? HOW do you ensure that your STRATEGICOBJECTIVES consider and balance the needs of all KEY STAKEHOLDERS?23


IV AWARD CRITERIA IN DETAIL2.2 Strategy Deployment: How do you deploy yourstrategy? (45 pts.) ProcessDescribe HOW your organization converts its STRATEGIC OBJECTIVES into ACTIONPLANS. Summarize your organization’s ACTION PLANS, HOW they are DEPLOYED,and KEY ACTION PLAN PERFORMANCE MEASURES or INDICATORS. Projectyour organization’s future PERFORMANCE relative to KEY comparisons on thesePERFORMANCE 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 theKEY planned changes, if any, in your products, your CUSTOMERS andmarkets, and how you will operate?(2) HOW do you develop and DEPLOY ACTION PLANS throughout theorganization to your WORKFORCE and to KEY suppliers and PARTNERS, asappropriate, to achieve your KEY STRATEGIC OBJECTIVES? HOW do youensure that the KEY outcomes of your ACTION PLANS can be sustained?(3) HOW do you ensure that adequate financial and other resources are availableto support the accomplishment of your ACTION PLANS, while meeting currentobligations? How do you allocate these resources to support the accomplishmentof the plans? How do you assess and manage the financial and other risksassociated with the plans?(4) HOW do you establish and DEPLOY modified ACTION PLANS ifcircumstances require a shift in plans and rapid execution of new plans?(5) What are your KEY human resource or WORKFORCE plans to accomplish yourshort- and longer-term STRATEGIC OBJECTIVES and ACTION PLANS?How do the plans address potential impacts on people in your WORKFORCEand any potential changes to WORKFORCE CAPABILITY and CAPACITYneeds?(6) What are your KEY PERFORMANCE MEASURES or INDICATORS fortracking the achievement and EFFECTIVENESS of your ACTION PLANS?HOW do you ensure that your overall ACTION PLAN measurement systemreinforces organizational ALIGNMENT? HOW do you ensure that themeasurement system covers all KEY DEPLOYMENT areas andSTAKEHOLDERS?b. PERFORMANCE PROJECTIONFor the KEY PERFORMANCE MEASURES or INDICATORS identified in 2.2a(6), what are your PERFORMANCE PROJECTIONS for both your short- and longertermplanning time horizons? How are these PROJECTIONS determined? How doesyour projected PERFORMANCE compare with the projected PERFORMANCE ofyour competitors or comparable organizations? How does it compare with KEYBENCHMARKS, GOALS, and past PERFORMANCE, as appropriate? How do youensure progress so that you will need your PROJECTIONS? If there are currentor projected gaps in PERFORMANCE against your competitors or comparableorganizations, HOW will you address them?24


IV AWARD CRITERIA IN DETAIL3.0 Customer Focus (85 pts.)The Customer Focus Category examines HOW your organization engages its CUSTOMERS for longtermmarketplace success. This ENGAGEMENT strategy includes HOW your organization builds aCUSTOMER-focused culture. Also examined is HOW your organization listens to the VOICE OF ITSCUSTOMERS and uses this information to improve and identify opportunities for INNOVATION.3.1 Customer Engagement: How do you engage customers toserve their needs and build relationships? (40 pts.) ProcessDescribe HOW your organization determines product offerings and mechanisms to supportCUSTOMERS’ use of your products. Describe also HOW your organization builds aCUSTOMER-focused culture.Within your response, include answers to the following questions:a. Product Offerings and CUSTOMER Support(1) HOW do you identify and innovate product offerings to meet the requirementsand exceed the expectations of your CUSTOMER groups and marketSEGMENTS (identified in your Organizational Profile)? HOW do you identifyand innovate product offerings to attract new CUSTOMERS and provideopportunities for expanding relationships with existing CUSTOMERS, asappropriate?(2) HOW do you determine your KEY mechanisms to support use of your productsand enable CUSTOMERS to seek information and conduct their business withyou? What are your KEY means of CUSTOMER support, including your KEYcommunication mechanisms? How do they vary for different CUSTOMERS,CUSTOMER groups, or market SEGMENTS? HOW do you determine yourCUSTOMERS KEY support requirements? HOW do you ensure thatCUSTOMER support requirements are DEPLOYED to all people andPROCESSES involved in CUSTOMER SUPPORT?(3) HOW do you keep your APPROACHES for identifying and innovating productofferings and for providing CUSTOMER support current with business needsand directions?b. Building a CUSTOMER Culture(1) HOW do you create an organizational culture that ensures a consistently positiveCUSTOMER experience and contributes to CUSTOMER ENGAGEMENT?How do your WORKFORCE PERFORMANCE management system and yourWORKFORCE and leader development systems reinforce this culture?(2) HOW do you build and manage relationships with CUSTOMERS to• acquire new CUSTOMERS;• meet their requirements and exceed their expecations in each stage of theCUSTOMER life cycle; and• increase their ENGAGEMENT with you?(3) HOW do you keep your APPROACHES for creating a CUSTOMER-focusedculture and building CUSTOMER relationships current with business needsand directions?25


IV AWARD CRITERIA IN DETAIL3.2 Voice of the Customer: How do you obtain and use informationfrom your customers? (45 pts.) ProcessDescribe HOW your organization listens to your CUSTOMERS and acquires satisfactionand dissatisfaction information. Describe also HOW CUSTOMER information is used toimprove your marketplace success.Within your response, include answers to the following questions:a. CUSTOMER Listening(1) HOW do you listen to CUSTOMERS to obtain actionable information and to obtainfeedback on your products and your CUSTOMER support? How do your listeningmethods vary for different CUSTOMERS, CUSTOMER groups, or marketSEGMENTS? How do your listening methods vary across the CUSTOMER life cycle?How do you follow up with CUSTOMERS on the quality of products, CUSTOMERsupport, and transactions to receive immediate and actionable feedback?(2) HOW do you listen to former CUSTOMERS, potential CUSTOMERS, andCUSTOMERS of competitors to obtain actionable information and to obtainfeedback on your products, CUSTOMER support, and transactions, as appropriate?(3) HOW do you manage CUSTOMER complaints? HOW does your CUSTOMERcomplaint management PROCESS ensure that complaints are resolved promptlyand effectively? HOW does your CUSTOMER complaint managementPROCESS enable you to recover your CUSTOMERS’ confidence, and enhancetheir satisfaction and ENGAGEMENT? HOW does your complaint managementsystem enable aggregation and ANALYSIS of complaints for use in improvementthroughout your organization and by your PARTNERS, as appropriate?b. Determination of CUSTOMER Satisfaction and ENGAGEMENT(1) HOW do you determine CUSTOMER satisfaction and ENGAGEMENT? HOWdo these determination methods differ among CUSTOMER groups and marketSEGMENTS, as appropriate? HOW do your measurements capture actionableinformation for use in exceeding your CUSTOMERS’ expectations and securingyour CUSTOMERS’ ENGAGEMENT? HOW do your determination methodsenable aggregation and ANALYSIS of data for use in improvement throughoutyour organization and by your PARTNERS, as appropriate?(2) HOW do you obtain and use information on your CUSTOMERS’ satisfactionrelative to their satisfaction with your competitors? HOW do you obtain anduse information on your CUSTOMER satisfaction relative to the satisfactionlevels of CUSTOMERS of other organizations providing similar products or toindustry BENCHMARKS, as appropriate?(3) HOW do you determine CUSTOMER dissatisfaction? HOW do yourmeasurements capture actionable information for use in meeting yourCUSTOMERS’ requirements and exceeding their expectations in the future?HOW do your determination methods enable aggregation and ANALYSIS ofdata for use in improvement throughout your organization and by yourPARTNERS, as appropriate?26


IV AWARD CRITERIA IN DETAILc. ANALYSIS and Use of CUSTOMER Data(1) HOW do you use CUSTOMER, market, and product offering information toidentify current and anticipate future CUSTOMER groups and marketSEGMENTS? HOW do you consider CUSTOMERS of competitors and otherpotential CUSTOMERS and markets in this segmentation? HOW do youdetermine which CUSTOMERS, CUSTOMER groups, and marketSEGMENTS to pursue for current and future products?(2) HOW do you use CUSTOMER, market, and product offering information toidentify and anticipate KEY CUSTOMER requirements (including productsand product features) and changing expectations and their relative importanceto CUSTOMERS’ purchasing or relationship decisions? HOW do you identifyand anticipate how these requirements and changing expectations will differacross CUSTOMERS, CUSTOMER groups, and market SEGMENTS and acrossthe CUSTOMER life cycle?(3) HOW do you use CUSTOMER, market, and product offering information toimprove marketing, build a more CUSTOMER-focused culture, and identifyopportunities for INNOVATION?(4) HOW do you keep your APPROACHES for CUSTOMERS listening;determination of CUSTOMER satisfaction, dissatisfaction, and ENGAGEMENT;and use of CUSTOMER data current with business needs and directions?27


IV AWARD CRITERIA IN DETAIL4.0 Measurement, Analysis, and Knowledge Management (90 pts.)The Measurement, ANALYSIS, and Knowledge Management Category examines HOW yourorganization selects, gathers, analyzes, manages, and improves its data, information, and KNOWLEDGEASSETS and HOW it manages its information technology. The Category also examines HOW yourorganization reviews and uses reviews to improve its PERFORMANCE.4.1 Measurement, Analysis, and Improvement of OrganizationalPerformance: How do you measure, analyze, and thenimprove organizational performance? (45 pts.)ProcessDescribe HOW your organization measures, analyzes, reviews, and improves itsPERFORMANCE through the use of data and information at all LEVELS and in all partsof 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 fortracking daily operations and for tracking overall organizationalPERFORMANCE, including progress relative to STRATEGIC OBJECTIVES andACTION PLANS? What are your KEY organizational PERFORMANCEMEASURES, including KEY short-term and longer-term financial MEASURES?HOW frequently are these MEASURES determined? HOW do you use thesedata and information to support organizational decision making andINNOVATION?(2) HOW do you select and ensure the EFFECTIVE use of KEY comparative dataand information to support operational and strategic decision making andINNOVATION?(3) HOW do you keep your PERFORMANCE measurement system current withbusiness needs and directions? HOW do you ensure that your PERFORMANCEmeasurement system is sensitive to rapid or unexpected organizational or externalchanges?b. PERFORMANCE ANALYSIS and ReviewHOW do you review organizational PERFORMANCE and capabilities? WhatANALYSES do you perform to support these reviews and to ensure that conclusionsare valid? HOW do you use these reviews to assess organizational success, competitivePERFORMANCE, and progress relative to STRATEGIC OBJECTIVES and ACTIONPLANS? HOW do you use these reviews to assess your organization’s ability to rapidlyrespond to changing organizational needs and challenges in your operatingenvironment?c. PERFORAMNCE ImprovementHOW do you translate organizational PERFORMANCE review findings into prioritiesfor continuous and breakthrough improvement and into opportunities forINNOVATION? HOW are these priorities and opportunities DEPLOYED to workgroup and functional-level operations throughout your organization to enableEFFECTIVE support for their decision making? When appropriate, HOW are thepriorities and opportunities DEPLOYED to your suppliers, PARTNERS, andCOLLABORATORS to ensure organizational ALIGNMENT?28


IV AWARD CRITERIA IN DETAIL4.2 Management of Information, Knowledge, and Information Technology:How do you manage your information, organizational knowledge, andinformation technology? (45 pts.) ProcessDescribe HOW your organization ensures the quality and availability of needed data,information, software, and hardware for your WORKFORCE, suppliers, PARTNERS,COLLABORATORS, and CUSTOMERS. Describe HOW your organization builds andmanages its KNOWLEDGE ASSETS.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? HOW do you makethem accessible 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 strategicplanning PROCESSb. Management of Information Resources and Technology(1) HOW do you ensure that hardware and software are reliable, secure, and userfriendly?(2) In the event of an emergency, HOW do you ensure the continued availabilityof hardware and software systems and the continued availability of data andinformation?(3) HOW do you keep your data and information availability mechanisms, includingyour software and hardware systems, current with business needs and directionsand with technological changes in your operating environment?29


IV AWARD CRITERIA IN DETAIL5.0 Workforce Focus (85 pts.)The Workforce Focus Category examines HOW your organization engages, manages, and developsyour 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 WORKFORCECAPABILITY and CAPACITY needs and to build a WORKFORCE environment conductive toHIGH PERFORMANCE.5.1 Workforce Engagement: How do you engage your workforce toachieve organizational and personal success? (45 pts.) ProcessDescribe HOW your organization engages, compensates, and rewards yourWORKFORCE to achieve HIGH PERFORMANCE. Describe HOW members of yourWORKFORCE, including leaders, are developed to achieve HIGH PERFORMANCE.Describe HOW you access WORKFORCE ENGAGEMENT and use the results toachieve higher PERFORMANCE.Within your response, include answers to the following questions:a. WORKFORCE Enrichment(1) HOW do you determine the KEY factors that affect WORKFORCEENGAGEMENT? How do you determine the KEY factors that affectWORKFORCE satisfaction? How are these factors determined for differentWORKFORCE groups and SEGMENTS?(2) HOW do you foster an organizational culture that is characterized by opencommunication, HIGH PERFORMANCE WORK, and an engagedWORKFORCE? HOW do you ensure your organizational culture benefitsfrom the diverse ideas, cultures, and thinking of your WORKFORCE?(3) HOW does your WORKFORCE PERFORMANCE management systemsupport HIGH-PERFORMANCE WORK and WORKFORCEENGAGEMENT? How does your WORKFORCE PERFORMANCEmanagement system consider WORKFORCE compensation, reward,recognition, and incentive practices? How does your WORKFORCEPERFORMANCE management system reinforce a CUSTOMER and businessfocus and achievement of your ACTION PLANS?30


IV AWARD CRITERIA IN DETAILb. WORKFORCE and Leader Development(1) How does your LEARNING and development system address the followingfactors for your WORKFORCE and your leaders?• your organization’s CORE COMPETENCIES, STRATEGIC CHALLENGES,and accomplishment of its ACTION PLANS, both short-term and long-term• organizational PERFORMANCE improvement and INNOVATION• ethics and ethical business practices• the breadth of development opportunities, including education, training,coaching, mentoring, and work-related experiences, as appropriate(2) How does your LEARNING and development system address the followingfactors for your WORKFORCE?• your organization’s CORE COMPETENCIES, STRATEGICCHALLENGES, and accomplishment of its ACTION PLANS, both shorttermand long-term• the transfer of knowledge from departing or retiring workers• the reinforcement of new knowledge and skills on the job(3) How do you evaluate the EFFECTIVENESS and efficiency of your LEARNINGand development systems?(4) How do you manage EFFECTIVE career progression for your entireWORKFORCE? How do you accomplish EFFECTIVE succession planning formanagement and leadership positions?c. Assessment of WORKFORCE ENGAGEMENT(1) How do you assess WORKFORCE ENGAGEMENT? What formal and informalassessment methods and MEASURES do you use to determine WORKFORCEENGAGEMENT and WORKFORCE satisfaction? How do these methods andMEASURES differ across WORKFORCE groups and SEGMENTS? How do youuse other INDICATORS, such as WORKFORCE retention, absenteeism,grievances, safety, and PRODUCTIVITY to assess and improve WORKFORCEENGAGEMENT?(2) How do you relate your WORKFORCE ENGAGEMENT assessment findings toKEY business RESULTS reported in Category 7 to identify opportunities forimprovement in both WORKFORCE ENGAGEMENT and business RESULTS?31


IV AWARD CRITERIA IN DETAIL5.2 Workforce Environment: How do you build an affective andsupportive workforce environment? (40 pts.)ProcessDescribe HOW your organization manages WORKFORCE CAPABILITY and CAPACITYto accomplish the work of the organization. Describe HOW your organization maintains asafe, 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 accomplish the work ofyour organization, capitalize on the organization's CORE COMPETENCIES,reinforce a CUSTOMER and business focus, exceed PERFORMANCEexpectations, address your STRATEGIC CHALLENGES and ACTION PLANS,and achieve the agility to address changing business needs?(4) How do you prepare your WORKFORCE for changing CAPABILITY andCAPACITY needs? How do you manage your WORKFORCE, its needs, andyour needs to ensure continuity, to prevent WORKFORCE reductions, and tominimize the impact of WORKFORCE reductions, if they do become necessary?b. WORKFORCE Climate(1) How do you address workplace environmental factors to ensure and improveWORKFORCE health, safety, and security? What are your PERFORMANCEMEASURES and improvement GOALS for each of these workplace factors?What are any significant differences in these factors and PERFORMANCEMEASURES or targets for different workplace environments?(2) How do you support your WORKFORCE via policies, services, and benefits? Howare these tailored to the needs of a diverse WORKFORCE and differentWORKFORCE groups and SEGMENTS?32


IV AWARD CRITERIA IN DETAIL6.0 Process Management (85 pts.)The PROCESS Management Category examines HOW your organization designs its WORK SYSTEMSand HOW it designs, manages, and improves its KEY PROCESSES for implementing those WORKSYSTEMS 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 your work systems? (35 pts.) ProcessDescribe HOW your organization designs its WORK SYSTEMS and KEY PROCESSESto deliver CUSTOMER VALUE, prepare for potential emergencies, and achieveorganizational 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 doyou decide which PROCESSES within your overall WORK SYSTEMS will beinternal to your organization (your KEY work PROCESSES) and which willuse external resources?(2) HOW do your WORK SYSTEMS and KEY WORK PROCESSES relate toand capitalize on your CORE COMPETENCIES?b. KEY WORK PROCESS(1) What are your organization's KEY work PROCESSES? How do thesePROCESSES contribute to delivering CUSTOMER VALUE, profitability,organizational success, and SUSTAINABILITY?(2) HOW do you determine KEY work PROCESS requirements, incorporating inputfrom CUSTOMERS, suppliers, PARTNERS, and COLLABORATORS, asappropriate? What are the KEY requirements for these PROCESS?c. Emergency ReadinessHOW do you ensure WORK SYSTEM and workplace preparedness for disastersor emergencies? How does your disaster and emergency preparedness system considerprevention, management, continuity of operations, and recovery?33


IV AWARD CRITERIA IN DETAIL6.2 Work Processes: How do you design, manage, and improveyour key organizational work processes? (50 pts) ProcessDescribe HOW your organization designs, implements, manages, and improves its KEYwork PROCESSES to deliver CUSTOMER VALUE and achieve organizational successand 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 KEYrequirements? How do you incorporate new technology, organizationalknowledge, and the potential need for agility into the design of thesePROCESSES? How do you incorporate CYCLE TIME, PRODUCTIVITY, costcontrol, and other efficiency and EFFECTIVENESS factors into the design ofthese PROCESSES?b. Work PROCESS Management(1) HOW do you implement your work PROCESSES to ensure that they meet designrequirements? How does your day-to-day operation of these PROCESSES ensurethat they meet KEY PROCESS requirements? How is WORKFORCE,CUSTOMER, supplier, PARTNER, and COLLABORATOR input used inmanaging these PROCESSES, as appropriate? What are your KEYPERFORMANCE MEASURES or INDICATORS and in-process MEASURESused for the control and improvement of your work PROCESSES?(2) HOW do you control the overall costs of your WORK PROCESSES? How doyou prevent defects, service errors, and rework and minimize warranty costs orCUSTOMERS' PRODUCTIVITY losses, as appropriate? How do you minimizethe costs of inspections, tests, and PROCESS or PERFORMANCE audits, asappropriate?c. Work PROCESS improvementHOW do you improve your work PROCESSES to achieve better PERFORMANCE,to reduce variability, to improve products, and to keep the PROCESSES current withbusiness needs and directions? How do you incorporate the RESULTS of theorganizational PERFORMANCE reviews discussed in response to Item 4.1 into theSYSTEMATIC evaluation and improvement of your WORK PROCESSES? Howare WORK PROCESS improvements and lessons learned shared with otherorganizational units and PROCESSES to drive organizational LEARNING andINNOVATION?34


IV AWARD CRITERIA IN DETAIL7.0 Results (450 pts.)The RESULTS Category examines your organization's PERFORMANCE and improvement in all KEYareas — product outcomes, CUSTOMER-focused outcomes, financial and market outcomes,WORKFORCE-focused outcomes, PROCESS EFFECTIVENESS outcomes, and leadership outcomes.PERFORMANCE LEVELS are examined relative to those of competitors and other organizations withsimilar product offerings.7.1 Product Outcomes: What are your product performance results? (100 pts.)ResultsSummarize your organization’s KEY product PERFORMANCE RESULTS. SEGMENTyour RESULTS by product offerings, CUSTOMER groups, and market SEGMENTS, asappropriate. Include appropriate comparative data.Provide data and information to answer the following questions:a. Product RESULTSWhat are your current LEVELS and TRENDS in KEY MEASURES or INDICATORSof product PERFORMANCE that are important to your CUSTOMERS? HOW dothese RESULTS compare with the PERFORMANCE of your competitors and otherorganizations with similar product offerings?7.2 Customer-Focused Outcomes: What are your customer-focusedperformance results? (70 pts.) ResultsSummarize your organization’s KEY CUSTOMER-focused RESULTS for CUSTOMERsatisfaction, dissatisfaction, and ENGAGEMENT. SEGMENT your RESULTS by productofferings, CUSTOMER groups, and market SEGMENTS, as appropriate. Include appropriatecomparative 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 orINDICATORS of CUSTOMER satisfaction and dissatisfaction? How do theseRESULTS compare with the CUSTOMER satisfaction LEVELS of yourcompetitors and other organizations providing similar products?(2) What are your current LEVELS and TRENDS in KEY MEASURES orINDICATORS of CUSTOMER-perceived VALUE, including CUSTOMERrelationship building and ENGAGEMENT? HOW do these RESULTS compareover the course of your CUSTOMER life cycle, as appropriate?35


IV AWARD CRITERIA IN DETAIL7.3 Financial and Market Outcomes: What are your financialand marketplace performance results? (70 pts.) ResultsSummarize your organization’s KEY financial and marketplace PERFORMANCERESULTS by market SEGMENTS or CUSTOMER groups, as appropriate. Includeappropriate 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 orINDICATORS of financial PERFORMANCE, including aggregate MEASURESof financial return, financial viability, or budgetary PERFORMANCE, asappropriate?(2) What are your current LEVELS and TRENDS in KEY MEASURES orINDICATORS of marketplace PERFORMANCE, including market share orposition, market and market share growth, and new markets entered, asappropriate?7.4 Workforce-Focused Outcomes: What are your workforce-focusedperformance results? (70 pts.) ResultsSummarize your organization’s KEY WORKFORCE-focused RESULTS for WORKFORCEENGAGEMENT and for your WORKFORCE environment. SEGMENT your RESULTS toaddress the DIVERSITY of your WORKFORCE and to address your WORKFORCE groupsand 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 orINDICATORS of WORKFORCE ENGAGEMENT and WORKFORCEsatisfaction?(2) What are your current LEVELS and TRENDS in KEY MEASURES orINDICATORS of WORKFORCE and leader development?(3) What are your current LEVELS and TRENDS IN KEY MEASURES OFWORKFORCE CAPABILITY and CAPACITY, including staffing levels andappropriate skills?(4) What are your current LEVELS and TRENDS in KEY MEASURES orINDICATORS of your WORKFORCE climate, including workplace health, safety,and security and WORKFORCE services and benefits, as appropriate?36


IV AWARD CRITERIA IN DETAIL7.5 Process Effectiveness Outcomes: What are your processeffectiveness results? (70 pts.)ResultsSummarize your organization’s KEY operational PERFORMANCE RESULTS thatcontribute to the improvement of organizational EFFECTIVENESS, including yourorganization's readiness for emergencies. SEGMENT your RESULTS by product offerings,by CUSTOMER groups and market SEGMENTS, and by PROCESSES and locations, asappropriate. Include appropriate comparative data.Provide data and information to answer the following questions:a. PROCESS EFFECTIVENESS RESULTS(1) What are your current LEVELS and TRENDS in KEY MEASURES orINDICATORS of the operational PERFORMANCE of your WORK SYSTEMS,including WORK SYSTEM and workplace preparedness for disasters oremergencies?(2) What are your current LEVELS and TRENDS in KEY MEASURES orINDICATORS of the operational PERFORMANCE of your KEY WORKPROCESSES, including PRODUCTIVITY, CYCLE TIME, and other appropriateMEASURES OF PROCESS EFFECTIVENESS, efficiency, and INNOVATION?7.6 Leadership Outcomes: What are your leadership results? (70 pts.) ResultsSummarize your organization’s KEY GOVERNANCE and SENIOR LEADERSHIPRESULTS, including evidence of strategic plan accomplishments, fiscal accountability, legalcompliance, ETHICAL BEHAVIOR, societal responsibility, and support of KEYcommunities. SEGMENT your RESULTS by organizational units, as appropriate. Includeappropriate comparative data.Provide data and information to answer the following questions:a. Leadership and Social Responsibility RESULTS(1) What are your RESULTS for KEY MEASURES or INDICATORS ofaccomplishment of your organizational strategy and ACTION PLANS?(2) What are your KEY current findings and TRENDS in KEY MEASURES orINDICATORS of GOVERNANCE and fiscal accountability, both internal andexternal, as appropriate?(3) What are your RESULTS for KEY MEASURES or INDICATORS of regulatoryand legal compliance?(4) What are your RESULTS for KEY MEASURES or INDICATORS of ETHICALBEHAVIOR and of STAKEHOLDER trust in the SENIOR LEADERS andGOVERNANCE of your organization? What are your RESULTS for KEYMEASURES or INDICATORS of breaches of ETHICAL BEHAVIOR?(5) What are your RESULTS for KEY MEASURES or INDICATORS of yourorganization’s fulfillment of its societal responsibilities and your organization’ssupport of its KEY communities?37


IV AWARD CRITERIA IN DETAIL5. PROCESS SCORING GUIDELINESItems 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 achievementlevel across all four factors.FOR USE WITH CATEGORIES 1-6SCORE PROCESS0% or 5% • No SYSTEMATIC APPROACH to Item requirements is evident; information isANECDOTAL. (A)• Little or no DEPLOYMENT of any SYSTEMATIC APPROACH is evident. (D)• An improvement orientation is not evident; improvement is achieved through reactingto problems. (L)• No organizational ALIGNMENT is evident; individual areas or work units operateindependently. (I)10%, 15%,20%, or25%30%, 35%,40%, or45%50%, 55%,60%, or65%• The beginning of a SYSTEMATIC APPROACH to the BASIC REQUIREMENTSof 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 orientationare evident. (L)• The APPROACH is ALIGNED with other areas or work units largely through jointproblem solving. (I)• An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the BASICREQUIREMENTS of the Item, is evident. (A)• The APPROACH is DEPLOYED, although some areas or work units are in early stagesof DEPLOYMENT. (D)• The beginning of a SYSTEMATIC APPROACH to evaluation and improvement ofKEY PROCESSES is evident. (L)• The APPROACH is in early stages of ALIGNMENT with your basic organizationalneeds identified in response to the Organizational Profile and other Process Items. (I)• An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the OVERALLREQUIREMENTS of the Item, is evident. (A)• The APPROACH is well DEPLOYED, although DEPLOYMENT may vary in someareas or work units. (D)• A fact-based, SYSTEMATIC evaluation and improvement PROCESS and someorganizational LEARNING, including INNOVATION, are in place for improving theefficiency and EFFECTIVENESS of KEY PROCESSES. (L)• The APPROACH is ALIGNED with your organizational needs identified in responseto the Organizational Profile and other Process Items. (I)38


IV AWARD CRITERIA IN DETAILSCORE70%,75%,80%, or85%90%, 95%or 100%PROCESS• An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the MULTIPLEREQUIREMENTS of the Item, is evident. (A)• The APPROACH is well DEPLOYED, with no significant gaps. (D)• Fact-based, SYSTEMATIC evaluation and improvement and organizationalLEARNING, including INNOVATION, are KEY management tools; there is clearevidence of refinement as a result of organizational-level ANALYSIS and sharing. (L)• The APPROACH is INTEGRATED with your organizational needs identified inresponse to the Organizational Profile and other Process Items. (I)• An EFFECTIVE, SYSTEMATIC APPROACH, fully responsive to the MULTIPLEREQUIREMENTS of the Item, is evident. (A)• The APPROACH is fully DEPLOYED without significant weaknesses or gaps in anyareas or work units. (D)• Fact-based, SYSTEMATIC evaluation and improvement and organizationalLEARNING through INNOVATION are KEY organization wide tools; refinementand INNOVATION, backed by ANALYSIS and sharing, are evident throughout theorganization. (L)• The APPROACH is well INTEGRATED with your organizational needs identifiedin response to the Organizational Profile and other Process Itrems. (I)39


IV AWARD CRITERIA IN DETAILFOR USE WITH CATEGORY 7SCORE RESULTS0% or 5% • There are no organizational PERFORMANCE RESULTS and/or poor RESULTS in areasreported. (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 yourorganizational’s MISSION. No PERFORMANCE PROJECTIONS are reported. (I)10%, 15%,20%, or25%30%, 35%,40%, or45%50%, 55%,60%, or65%70%, 75%,80%, or85%90%, 95%or 100%• A few organizational PERFORMANCE RESULTS are reported, and early good PER-FORMANCE LEVELS are evident in a few areas. (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 yourorganization’s MISSION. Limited or no PERFORMANCE PROJECTIONS are reported.(I)• Good organizational PERFORMANCE LEVELS are reported for some areas of importanceto the Item requirements. (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 yourorganization’s MISSION. Limited PERFORMANCE PROJECTIONS are reported. (I)• Good organizational PERFORMANCE LEVELS are reported for most areas of importanceto the Item requirements. (Le)• Beneficial TRENDS are evident in areas of importance to the accomplishment of yourorganization’s MISSION. (T)• Some current PERFORMANCE LEVELS have been evaluated against relevant comparisonsand/or BENCHMARKS and show areas of good relative PERFORMANCE. (C)• Organizational PERFORMANCE RESULTS are reported for most KEY CUSTOMER,market, and PROCESS requirements. PERFORMANCE PROJECTIONS for some highpriorityRESULTS are reported. (I)• Good to excellent organizational PERFORMANCE LEVELS are reported for most areas ofimportance to the Item requirements. (Le)• Beneficial TRENDS have been sustained over time in most areas of importance to theaccomplishment of your organization’s MISSION. (T)• Many of most TRENDS and current PERFORMANCE LEVELS have been evaluatedagainst relevant comparisons and/or BENCHMARKS and show areas of leadership andvery good relative PERFORMANCE. (C)• Organizational PERFORMANCE RESULTS are reported for most KEY CUSTOMER,market, PROCESS, and ACTION PLAN requirements, and they include some projectionsof your future performance. (I)• Excellent organizational PERFORMANCE LEVELS are reported for most areas ofimportance to the Item requirements. (Le)• Beneficial TRENDS have been sustained over time in all areas of importance to theaccomplishment of your organization’s MISSION. (T)• Evidence of industry and BENCHMARK leadership is demonstrated in many areas. (C)• Organizational PERFORMANCE RESULTS fully address KEY CUSTOMER, market,PROCESS, and ACTION PLAN requirements, and they include PROJECTIONS ofyour future PERFORMANCE. (I)40


V AWARD SPONSORS &SUPPORTING UNITATV 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 ChineseTV station in the World. It has introduced wireless broadcasting services in 1973. In 1982, it renamed to AsiaTelevision Ltd (“ATV”).In Hong Kong, ATV operates 2 Chinese & English channels. ATV also rolled out digital services with HDChannel, CTI-Asia and CCTV-4 and Nanfang Satellite.In China, ATV analogue services obtained landing right in Southern part of China, Guangdong Province since2002.In North America, its pay Chinese TV service (ATV HOME Channel, America) offers subscribers an eclecticrange 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 dramaand documentary - heartily embraced by local and overseas viewers.No doubt that the television services provided by ATV will bring much enhancement in both quality andquantity.Established in 1918, The Bank of East Asia (“BEA”) is the largest independent local bank in Hong Kong, withtotal consolidated assets of HK$411.9 billion (US$53.14 billion) as of 30 th June, 2009.BEA offers a comprehensive range of retail and commercial banking services to customers in Hong Kong, otherGreater China regions, and overseas. These include account & deposit services; Cyberbanking; consumer andmortgage loans; credit cards; trade finance; syndicated loans; Mandatory Provident Fund services; treasury,stock, and futures broking services; and a wide array of wealth management products and services such as assetmanagement, private banking, and structured investment products. The BEA Group also provides insurancesolutions through its subsidiaries, BEA Life Limited and Blue Cross (Asia-Pacific) Insurance Limited, andbusiness, corporate, and investor services through Tricor Group.BEA serves customers through one of Hong Kong’s largest banking networks, with 140 branches and SupremeGoldCentres throughout the city. In addition, BEA Group operates more than 70 outlets in China and maintains astrong presence in the United States, Canada, the United Kingdom, the British Virgin Islands, and SoutheastAsia.BEA’s presence continues to expand in strategic locations as the Bank focusses on delivering quality and highlypersonalised services to its growing customer base around the world.41The above company profiles are provided by the sponsors.


V AWARD SPONSORS &SUPPORTING UNITBOCG Life is one of the leading life insurers with over 10 years of history in Hong Kong, offering all-rounded lifeprotection, retirement products and quality wealth management services to customers. Leveraging the most extensivebanks’ 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, customersare provided with early access to our comprehensive range of life insurance products to fulfill their needs at differentstages 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 haveinherited a strong corporate culture from our parent company, BOCHK (Holdings), and are committed to deliveringsuperior 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 VisionTo be the life partner of our customers, a valued business of our shareholders and a preferred employer to our staff.Our MissionBuild 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 ValuesTo achieve our mission, BOCG Life is committed to achieving the six core values of:• Social Responsibility• Performance• Integrity• Respect• Innovation• TeamworkBOCG Life has a strong commitment in corporate social responsibility and it is deeply rooted in our desire to serve ourcommunity for fostering the sustainability in social development. Going forward, we will continue to strive forexcellence and contribute to the Hong Kong community.Ernst & Young is a global leader in assurance, tax, transaction and advisory services. Worldwide, our144,000 people are united by our shared values and an unwavering commitment to quality. We make adifference 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 mostextensive networks in China in the professional services industry. We have 8,000 people in 14 strategic locationsdesigned to serve you better, comprising Hong Kong, Beijing, Shanghai, Guangzhou, Shenzhen, Dalian,Wuhan, Chengdu, Macau, Suzhou, Tianjin, Qingdao, Hangzhou and Xiamen. Our mainland China, HongKong and Macau practices are managed as a single country practice, enabling us to focus on deliveringcomprehensive 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 China2009, and have also received the China’s Top Employers Award, National (2009) and the Hong Kong Councilof 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.42 The above company profiles are provided by the sponsors.


V AWARD SPONSORS &SUPPORTING UNITFuji Xerox (Hong Kong) Limited is a leading provider and system integrator of knowledge and documentmanagement solutions, offering the most comprehensive, best-in-class products and services to enterprises andSMEs in Hong Kong. Since its establishment in 1964, Fuji Xerox has helped many businesses increase theirproductivity and competitiveness through effective knowledge utilization. Today, the company has more than800 employees in Hong Kong.Fuji Xerox markets and services a full range of document management products, including multifunctionaldevices, digital printing and publishing systems, desktop printers and office supplies. It also offers a wide rangeof document software and services, ranging from managed print services, document outsourcing and businessprocess services.Committed to continuous quality improvement, Fuji Xerox Hong Kong won the first Hong Kong ManagementAssociation Quality Award in 1991 and the Gold Award in the Service Sector Category of Hong Kong QualityCircle Awards in 2003 organized by the Hong Kong Quality Management Association. Moreover, the companywon the first Six Sigma Award in 2005, which was co-organized by the Hong Kong Quality ManagementAssociation and the Hong Kong Productivity Council.Fuji Xerox Hong Kong is also a forerunner in promoting and implementing effective green office strategiesfor environmental conservation. We have acquired numerous prestigious environmental awards, includingthe ISO14001 Certification for environmental management standards (2003), the FSC Chain-Of-CustodyCertification (2007) and the Hong Kong Awards for Industries’ Environmental Performance Awards (2008).Headquartered at Hong Kong International Airport, Hong Kong Air Cargo Terminals Limited (Hactl) is theworld’s leading air cargo terminal operator. We started our business in 1976 with a commitment to providingquality services to airlines, supporting the position of Hong Kong as an international air cargo hub.Operated by Hactl and opened in 1998, SuperTerminal 1 is the largest single air cargo terminal handling theworld’s highest amount of international cargo. The US$1 billion facility has a potential capacity of 3.5 milliontonnes per annum. In 2010, the Company handled 2.89 million tonnes of air cargo which represents around 80%of general air cargo throughput at Hong Kong International Airport, contributing significantly to the internationalranking of Hong Kong as the world’s No. 1 air cargo hub.In addition to physical cargo handling, Hactl also provides an extensive range of customer-driven servicesincluding air cargo documentation handling, freighter ramp handling and logistics support services, servingaround 100 airlines and 1,000 freight forwarders. With more than 35 years of dedicated services at the HongKong International Airport, Hactl’s reputation in quality services is second to none in the industry.Hactl has been the partner of choice of many international airlines operating to Hong Kong. Committed toproviding quality services and the betterment of the logistics industry, Hactl gained a wide array of awards andaccolades both locally and internationally. In 2010, Hactl won the most reputable quality accolade – the 2010HKMA Quality Award – Gold Award organised by the Hong Kong Management Association and it was alsoawarded the Supply Chain Asia Logistics Awards ‘Air Cargo Terminal of the Year’ title for the fourth time.Hactl’s website: http:// www.hactl.com43The above company profiles are provided by the sponsors.


V AWARD SPONSORS &SUPPORTING UNITFounded in 1862, The Hong Kong and China Gas Company Limited (Towngas), was the first public utility to beestablished in Hong Kong. Our core business in Hong Kong consists of the production and distribution of gas, themarketing 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 newenergy exploration and utilisation. In recent years, we have also diversified into the green energy business – theoperation of liquefied petroleum gas (LPG) filling stations and the utilisation of landfill gas for example, and intoother 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 EconomicTimes (“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 professionalswith updated and relevant news, market information as well as analysis and thereby help enhanceHong Kong’s competitiveness in the fast changing world economy.Over the past years, HKET has attained high recognition among both advertisers and readers. Accordingto Nielsen Media Research AdEx data, HKET ranked top 3 in display advertisement revenue among localnewspapers and was the top financial newspaper in 2007. The newspaper has been steady in average dailyaudited circulation (according to Hong Kong Audit Bureau of Circulations) with 93,052 copies recordedin the first half of 2009.As an all-round media group, Hong Kong Economic Times Holdings Limited has diversified its businessesto 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.44 The above company profiles are provided by the sponsors.


V AWARD SPONSORS &SUPPORTING UNITCelebrating its 125th Anniversary in 2009/10 season, the Hong Kong Jockey Club is one of the largest racingorganisations in the world. The Club is Hong Kong’s only authorised operator of horse racing as well asregulated football betting, and also operates the Mark Six lottery. The Club’s vision is to be a world leaderin the provision of horse racing, sporting and betting entertainment, and Hong Kong’s premier charity andcommunity benefactor. The Club’s mission is to provide total customer satisfaction through meeting theexpectations of all Club customers and stakeholders - the racing and betting public; lottery players; ClubMembers; 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 industrycommitment and leadership, as well as long-standing relationships with its business counterparts in diversedisciplines. Our major business horizon covers central L. P. gas supply system, kitchen equipment systemand air-conditioning system products, and premium quality operation and maintenance services for thegovernment, institutional clients and the private sector.Over the past 47 years, Hong Kong L. P. Gas (Holdings) Ltd. has striven to combine excellence andprofessionalism through linkage with inter-governmental and industry groups, and has evolved with HongKong 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, professionaland reliable services to our customers.45The above company profiles are provided by the sponsors.


V AWARD SPONSORS &SUPPORTING UNITThe Kowloon Motor Bus Co. (1933) Ltd. (“KMB”) is Hong Kong’s largest public bus company and operatesa fleet of about 4,000 buses, mostly double-deckers, serving 2.7 million local customers and visitors dailyon 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 toattain corporation-wide ISO 9001 certification. Furthermore, KMB’s major bus depots have attained thecoveted 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 GoldAward & Best Technology Innovation Gold Award, Champion of the CILT Award 2007: Passenger TransportExcellence, International Stevie Business Awards 2008: Best in Customer Service, and in being named 2001Overall Winner of the Hong Kong Management Association Quality Award testifies to the company’s totalcommitment to quality. Anchored in its mission to provide safe, reliable, user friendly and value for moneybus 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 industrialmanufacturers. To cope with heavy customer demand, Manfield sets up a factory in Shenzhen, which coversa total area of 36,000 square metres and with a work force of over 1,200. Mr Yuen Shu Wah, the ManagingDirector, said the Company focused to provide ‘International Qualities at Local Pricings’ and to providecustomers promptly with high quality products coupled with customized requirements. To ensure the productsperform the best, quality control and customer service are important. In recent years, customers requestedeven shorter delivery time. To cater for the need, the company has made respective changes towards productionmanagement system.Based on systematic and targeted training, continuous improvement schemes, inspiring benchmarking andcompetitions, the Company relentlessly self-improve to ensure market leadership and competitiveness.46The above company profiles are provided by the sponsors.


V AWARD SPONSORS &SUPPORTING UNITFounded in 1956, Maxim’s Group has grown into the largest catering company in Hong Kong, operating over 70brands 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 hasbeen the No. 1 Seller in Hong Kong since 1998*. The Group has also expanded its business to Southern Chinaand 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 KongCorporate 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 ReportMetro Finance was launched on 5 February 2001 as the first 24-hour Cantonese finance radio channel inthe world. Its goal is to provide audiences in Hong Kong and other parts of the world with accurate, realtimeand 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 programswith Radio Guangdong and Shanghai Media Group CBN in 2004 and 2007 respectively to stay tuned tothe latest move of the China market.Staying in the momentum of being innovative, Metro Finance Channel leaps beyond the border of soundand 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 simplywith a click! A bilingual video channel, “Metro Finance Multimedia Channel” has also been introducedin September 2008 .All-in-one information specifically for Hong Kong, mainland and international financeis provided by professional financial analysts bilingually in Cantonese and Mandarin throughout trading hours.47 The above company profiles are provided by the sponsors.


V AWARD SPONSORS &SUPPORTING UNITFounded in 1997, Neo Derm Group Limited is the leading provider of professional aesthetic solutions. TheGroup 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 hasgrown from a company with three employees to one of the largest players in the medical aesthetics industrytoday, with a staff total of over 800. Presently, Neo Derm has 15 highly acclaimed brands, 15 treatment centresand 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 anda B2C retail business. As the sole distributor of medical aesthetics solutions, including Cynosure, QuantelMedical, 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 treatmentcentres have been established under the brand names dermes, reenex, Elyze, and MD Skin Solutions, providingexpert services in laser permanent hair removal, medical skin rejuvenation, body rejuvenation, and professionalskincare products. In addition, the Group handles the distribution the renowned French derma-cosmeticskincare brand, BIODERMA, through its B2B network, six BIODERMA concept stores, and 240 Manningsretail outlets in Hong Kong.With Headquarter based in Hong Kong and offices in Beijing and Shanghai, Neo Derm Group Limited iscommitted to maintaining the highest level of quality services and products in our expanding network.Founded in New York in 1849, Pfizer is the world’s premier biopharmaceutical company taking new approachesto better health. It discovers, develops, manufactures and delivers quality, safe and effective prescriptionmedicines to treat and help prevent disease for both people and animals.Pfizer Hong Kong is the country office of Pfizer, established in 1956, primarily responsible for the sales,distribution and promotion of Pfizer’s products in Hong Kong and Macau. In HK, Pfizer also has its AsiaRegional Office, as well as the Asian Logistics Centre (ALC).As the world’s premier pharmaceutical company, Pfizer discovers and develops new ways to treat and preventlife-threatening and debilitating illnesses, and manufactures and markets leading medicines for humans andanimals, in different parts of the world. As of January 2008, Pfizer’s pipeline of medicines cover eleventherapeutic areas, including cardiovascular, Metabolic and Endocrine Diseases, Inflammation, InfectiousDiseases, Gastrointestinal & Hepatology, Dermatology, Oncology, Neuroscience, Ophthalmology,Genitourinary , Pain and Allergy & Respiratory, Vaccine, Bio-therapeutics as well as Nutritional and ConsumerHealth Products.Over the past decade, Pfizer has been recognized as an innovator, a pacesetter in the industry. Pfizer HongKong achievements attracted a great deal of recognition in recent years.48 The above company profiles are provided by the sponsors.


Hong Kong-based Shangri-La Hotels and Resorts is Asia Pacific’s leading luxury hotel group. It is regarded asone 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. Thistradition started with the opening of the Shangri-La Hotel, Singapore in 1971. Today, Shangri-La Hotels andResorts share a common mission – delighting customers each and every time, as evidenced by highly personalizedguest service.Its training programme – “Shangri-La Care” – is a living culture within the group, strongly supported by topmanagement and continuously cascaded through the organization. Ensuring that employees have the skills andknowledge 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 responsibilityactivities. A corporate CSR Committee, spearheaded by the group’s chief operating officer, has been establishedto fulfill the group’s responsibilities in five key areas: the environment; employees and the community; healthand 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 arooms inventory over 29,000. The group has over 30 projects under development in Austria, Canada, mainlandChina, France, India, Macau, Philippines, Qatar, Russia, Seychelles, United Arab Emirates and the UnitedKingdom.Founded in 1978, Synergis Management Services Limited is the leading asset management services providerin Hong Kong and Mainland China. Synergis was the first property services company listed on the HongKong Stock Exchange (Stock Code: 2340). Synergis employs over 5,500 staff and manages over 360 propertiesand facilities throughout China, including over 155,000 residential units and 2.3 million square metres ofcommercial 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 companyimplementing Total Quality Management (“TQM”). In recognition of its ongoing commitment to the pursuitof quality over the years, Synergis has won numerous awards on quality, customer service, industrial practiceand human resource management. Some representative awards include: Award for Excellence in Training2009 – Silver Prize (Hong Kong Management Association), The Best Brand Enterprise Award and CorporateStrategy Excellence (Hong Kong Productivity Council); Excellence Class Certificate of Business PerformanceIndex (BPI) 2005 (Hong Kong Quality Assurance Agency); Top Service Award 2004 (Next Media); OverallWinner 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 (HongKong Q-Mark Council) Given our dedication to training and our ability to attract, retain and motivateemployees at all levels to providing quality service, Synergis was recognized as the Best Employer in HongKong 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 ourcustomers and delivering quality service at world class standards.49The above company profiles are provided by the sponsors.


SUPPORTING UNIT OF THE SPECIAL AWARD FOR SMEsThe Business Enterprise Management Centre (BEMC) conducts various activities in Chinese to promotebetter management among Hong Kong companies, especially for smaller businesses. In addition to an annualdinner, it organizes conferences, seminars and co-ordinates the Chinese educational activities of theAssociation. It is a committee under the auspices of the Association.General Committee of BEMC includes:ChairmanDr Michael Chan, Chairman of Cafe de Coral Holdings LtdDeputy 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 LtdMembers- 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 Ltd50The above company profiles are provided by the sponsors.


VI THE TROPHYTHE TROPHYA SYMBOL OF PRESTIGE AND EXCELLENCEThe Quality Award Trophy stands as a symbol of prestige and excellence as signified by its 999.9 goldlogo. The Q-shaped piece at the top denotes quality, which is what the award recognizes. It stands ona rectangular base which symbolizes a solid management foundation. Black marble has been chosen forthe 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 ceremonyin September 2011.Trophy Sponsor:3D-Gold JewelleryENQUIRIESMs Nancy Wan Ms Grace MoTel: 2774 8504 Tel: 2774 8538Email: qualityaward@hkma.org.hkFax: 2365 1000Website: www.hkma.org.hk/qa51

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