The Anugerah Kecemerlangan Industri (AKI) or Industry

The Anugerah Kecemerlangan Industri (AKI) or Industry Excellence Awards celebrates the
best of the best in the industry today.
Claim the prestigious AKI trophy and gain business recognition with nationwide media
coverage and publicity.
Are YOU the next AKI winner?
CONTENTS
02
Foreword
04
About the awards
06
Objectives
07
Award Categories
08
Entry Requirements
09
How to Participate
11
Evaluation Process
12
Prizes and Benefits
13
Terms and Conditions
14
Organisational Profile
15
Malaysia Business Excellence Framework (MBEF)
16
Submission Guidelines
1
FOREWORD BY
YB DATO’ SRI MUSTAPA BIN MOHAMED
Minister of International Trade & Industry
Assalamualaikum w.b.t, Salam Sejahtera & Salam 1 Malaysia.
The Government’s transformation initiative to drive Malaysia towards a developed economy
by 2020 requires industry players and all stakeholders in the business value chain to
enhance their productive and innovative capabilities. With this in view, there is a need to restrategise resources and capabilities to position our economy on an elevated path to attain
the target of developed economy.
Adding to this, the highly volatile and challenging business environment requires
organisations to strengthen their business and management capabilities in order to drive
and sustain productivity enhancement. Productivity, a key to sustaining a business, is about
achieving maximum efficiency and effectiveness through creating higher value products to
customers.
With the new Anugerah Kecemerlangan Industri (AKI) in place, we are now adopting the
Business Excellence Framework (BEF), a key tool of reference to enhance organisational
productivity. This tool was developed to include key components of a well-managed
organisation; one that addresses leadership, planning, information, customers, people,
processes and results.
The framework establishes the connection between what an organisation does and the
results it is capable of achieving. It is also used to organise a systematic review of various
organisational practices, permitting comparisons to be made among similar or different
kinds of organisations.
I hope you will find the AKI useful in preparing your organisation to scale greater heights
and I would like to wish each of you the very best. I look forward to meeting and personally
congratulating you on your achievements.
Thank you.
2
FOREWORD BY
YBHG. DATUK DR. REBECCA FATIMA STA MARIA
Secretary General
Ministry of International Trade & Industry
The Anugerah Kecemerlangan Industri (AKI), introduced in 1991 is one of the initiatives by
the government to encourage businesses to enhance their management practices,
eventually leading to improvement in the quality of products and services. It is also
envisaged that attaining this recognition will spur businesses in their management, thereby
improving their productive capabilities, generating higher sales, offering competitive salaries
and providing better working conditions.
Keeping abreast of the latest developments in propagating business sustainability and in
tandem with the changing landscape of the recognition process practiced internationally,
MITI has undertaken a benchmarking exercise to rebrand the Industry Excellence Award.
The rebranded award uses a Business Excellence Framework (BEF) that consists of
components and criteria necessary to achieve world class practices and which are applied
by many countries. These components are vital elements to promote innovation, strong
governance, operational and service excellence, talent management and excellent
business performance.
I believe the rebranding of the AKI will reinforce, among Malaysian companies, the
importance of being outstanding and competitive. It is anticipated that these companies will
inspire others to emulate their performance in creating Malaysia’s best products and
services that bring value to customers every day.
MITI will continue to facilitate and create a conducive business environment for these
companies to stage a stronger presence domestically and internationally as economic
growth enablers.
I strongly suggest that businesses, regardless of their size and sector, join us in this
prestigious recognition process.
3
ABOUT THE AWARDS
The Anugerah Kecemerlangan Industri (AKI) was introduced by the Ministry of International
Trade and Industry (MITI) in 1991 to recognise outstanding Malaysian companies and to
encourage continuous improvement in products and services rendered. Over the years, AKI
has gained a reputation for being the nation’s premier corporate recognition award.
In 2012, the AKI underwent a rebranding process to review its concept; award categories;
the evaluation and assessment procedures; as well as the incentives for winners.
As a result, the AKI now returns in 2014 with several new and improved features. The
Awards are now broadly categorised under two main sectors; manufacturing and services.
Each sector has five award categories. The Most Promising Award is one such category
that deserves mention. This is an award given in recognition of a company’s development
in various aspects and its promise of exceptional growth in the future, through its vision and
mission.
All winners of the categories will also be in the running for the exclusive Prime Minister’s
Award. This award which is AKI’s premier award is given in recognition of overall industry
excellence.
AKI 2014 uses the Business Excellence Framework (BEF) as the benchmark criteria in the
evaluation process. The BEF is used by many international organisations as a guide to
promote outstanding practices in business by incorporating elements required for world
class business excellence.
The AKI 2014 is managed by the AKI Council which is appointed by MITI for a two-year
term. The Council’s chairman is Y.Bhg. Tan Sri Dato’ Seri Azman Hashim, a renowned
banker, who is assisted by Council members comprising senior Government officials as
well as captains of industry. The Council is supported by a technical committee and an
assessors committee.
The Council first determines the selection criteria and award categories. The assessors
committee evaluates the participating companies and shortlists the front-runners in every
category. Based on the report by the assessors committee, the technical committee will
then recommend to the Council the winners for each category. Lastly, the Council will select
the winners after a final deliberation.
The AKI Technical Committee is chaired by MITI’s Deputy Secretary General (Industry),
Y.Bhg. Dato’ Nik Rahmat Nik Taib while the AKI Assessors Committee is led by Malaysia
Productivity Corporation (MPC). MITI will also continue collaborating with the reputable
auditors of Ernst and Young in the related verification processes.
MITI hopes that the refreshed AKI 2014 will inspire more Malaysian companies to
participate and raise the ante for global competitiveness.
4
OBJECTIVES
The Anugerah Kecemerlangan Industri (AKI) was established to promote excellence and to
stimulate healthy and positive competition within the industry. The AKI showcases the
achievements of outstanding businesses in the manufacturing and services sectors with the
key objectives to:
Recognise the most
outstanding companies in
the manufacturing and
services industries
Recognise companies with
business plans to increase
value-added products or
services
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Recognise companies with
best practices that render
them as inspiring role
models to other companies
AWARD CATEGORIES
PRIME MINISTER’S AWARD
The winner of the Prime Minister’s Award will be selected from among the winners of the
categories below:
MANUFACTURING SECTOR
CATEGORY 1
CATEGORY 2
CATEGORY 3
OPEN CATEGORY
Domestic company
Domestic company
Domestic company
with sales turnover of with sales turnover of with sales turnover of
more than
RM25 - 100 MILLION
less than
RM100 MILLION
RM25 MILLION
Open for
*Multinational
Companies
SERVICES SECTOR
CATEGORY 1
CATEGORY 2
CATEGORY 3
CATEGORY 4
OPEN
CATEGORY
Domestic
company in
Domestic
company in
Domestic
company in
Domestic
company in
Domestic
company for the
Professional/
Consultancy
Services Sector
(eg.
Engineering,
Architecture,
Legal Services)
Education
Services Sector
Construction
Services Sector
Information And
Communication
Technology
Services Sector
Services
Sectors Not
Listed in
Categories
1, 2, 3 and 4
MOST PROMISING AWARD
The most promising award is an award given in recognition of a company’s development in
various aspects and its promise of exceptional growth in the future, through its vision and
mission.
*’Multinational’ refers to a foreign-owned company and brand with operations in multiple
geographical locations. Malaysian-owned companies operating in multiple geographical
locations are also eligible to apply.
6
ENTRY REQUIREMENTS
SUBMISSION GUIDELINES
Participation in all award categories (except in the Open Category) is open to all domestic
companies that fulfill the requirements below:

winners of awards in the manufacturing and services sectors that is recognised by
MITI and accorded by any other Ministry/agency or the private sector;

companies invited to participate after being identified or nominated by the Trade
Associations and Chambers of Commerce;

Company is duly incorporated in Malaysia in accordance with the Companies Act,
1965;

Foreign equity holding not exceeding 50%;

Have been in operations for at least 3 years continuously since 2011;

Submit audited financial statements for the past 3 consecutive financial years
* Subsidiaries of large companies, may apply as separate entities if able to provide
supporting documents to prove distinct organisational corporate identity as reflected in
corporate literature
7
HOW TO PARTICIPATE
STEP 1 – CONTENTS
Submission must include the elements below in the following order (each element to be
separated by dividers):
1.
2.
3.
4.
5.
6.
Front Cover
Table of Contents
Participation Form
Organisation Chart(s)
Glossary / Abbreviations
Company / Organisational Profile (max 5 pages)
- This part includes company’s background and list of products
7. Responses addressing all criteria (max 50 pages excluding Organisational Profile)
- This part will explain the management quality in organisation based on the Business
Excellence Framework 7 criteria.
- The submission must be brief, clear and precise. Presentation of information in
quantitative form through graphs and charts is encouraged
- Please identify and indicate clearly if a criterion is irrelevant to your company.
8. Back Cover
STEP 2 – FORMAT
Submission must be in the format described below:
1. Organisational profile must not exceed 5 pages
2. Responses addressing all criteria are limited to 50 pages (when excluding pictures,
graphs, figures, tables and appendices responses should be limited to 20 pages)
3. Covers and dividers will not be counted as pages
4. Responses must be typed and printed on white A4 paper, using Arial font, 12pt size with
single line spacing and margins of at least 0.75 inch for left and 0.5 inch for right
STEP 3 – SUBMISSION
Participating companies must submit the following items:
1. Four (4) hard copies of the submission
2. Submission of softcopy in CD
8
3. Four (4) copies of the company’s audited financial statement (Profit and Loss
Statement, Manufacturing Account and Balance Sheet) for each financial year of 2011,
2012 and 2013.
4. Applications should be sent to:
AKI Secretariat,
Malaysia Productivity Corporation (MPC)
Lorong Produktiviti
Off Jalan Sultan
46200 Petaling Jaya
Selangor
Tel: 03-7955 7266 (ext: 530 / 388 / 419)
(attn.: Suhaimi Hamad / Nuraizah Harun / Rozitah Ma’al)
All applications must be received by the secretariat on or before 20 June 2014.
9
EVALUATION PROCESS
PRE-ASSESSMENT
Receive Invitation to participate
April
Launching & Seminar
6 May
Attend workshop
15 May (MPC PJ)
20 May
(MPC Penang / Johor /
Sabah & Sarawak)
Deadline to submit participation form
6 June
Deadline to submit application
20 June
ASSESSMENT
Receive notification for presentation
1-4 July
Prepare power point presentation
5-15 July
Presentation to assessors
16-18 July
Notified for on-site assessment and verification
14-15 August
Receive assessors for on-site assessment
25-29 August
AWARD CEREMONY
Winners notified to prepare for ceremony
November
Winners share their company’s journey
December
10
PRIZES AND BENEFITS
1. Cash prize of RM500,000 for the winner of the Prime Minister’s Award;
2. A trophy and certificate;
3. Publicity for winners:
 Eligible to use the AKI logo for publicity purposes for 3 years from the date of
receiving the award;
 Included in publicity programmes for AKI;
 Featured in MATRADE’s publication (MATRADE Online News) and given space to
advertise company products/services in MATRADE’s export directory;
 Company details published in AKI Winner’s Book for distribution to all MITI and its
Agencies as a promotional material; and
 Publicity in MITI and Agencies websites.
4. Exemption from the total participation fee for one (1) complimentary standard booth for
one (1) international trade fair or one (1) complimentary participation for one (1) person
for one (1) trade mission, subject to a maximum of three (3) cities organised by
MATRADE. This incentive must be utilised within three (3) years from the date of
receiving the Award.
5. Exemption from the participation fee for exhibition space at MEEC and other MATRADE
Trade Centres overseas for one (1) exhibition session within 3 years of receiving the
award.
6. A one-off processing fee waiver for MIDF’s loan application for winners in all categories
(except for Open Category - Multinational Company Operating in Malaysia)., within 3
years of receiving the award. Currently the processing fee is at a rate of 0.25%.
7. Training worth up to RM50,000 for scheduled or tailor-made programmes. Proposed
training to be done through MPC for a period of 2 years under The Market Development
Grant. (Only for Category 3: Sales turnover less than RM25 million).
MOST PROMISING AWARD AND OPEN CATEGORY AWARD (MANUFACTURING)
1. Trophy; and
2. Certificate.
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TERMS & CONDITIONS
Applications will be disqualified if the Terms and Conditions of entry are not adhered to or if
Eligibility Criteria are not met.
1. Applications that are incomplete and/or received post-deadline will be automatically
rejected.
2. If any information provided by the applicants is subsequently discovered to be fraudulent
or false or if there is a material misstatement or omission, both the application and the
applicant will be automatically disqualified. The same shall apply to any information
given by winners whereby the award given will be automatically revoked.
3. The judges’ decision is final. No appeal will be allowed and/or entertained. The
applicants shall not resort to court proceedings to review the judges’ decision.
4. The Application and Declaration Forms must be signed off by the duly authorized
highest ranking officer of the domestic company on submission.
5. All submitted materials will not be returned and shall remain the property of the
Organiser.
6. The Organiser will not be responsible for entries damaged or lost through the post.
Proof of posting is not proof of receipt.
7. The Organiser reserves the right to use non-confidential information and the logos of
domestic companies provided by the applicants/winners alike in all publications and
collaterals related to the Awards.
8. Applicants shall not submit more than one application form.
9. Winners of the Awards will be announced on the night of the Awards Ceremony. The
Organiser reserves the right to photograph applicants and winners during the Awards
Ceremony, and use these photographs and names of the applicants and winners at any
time, without prior notice or consent.
10. All decisions made by the Organiser pertaining to the Awards shall be final and binding.
12
ORGANISATIONAL PROFILE
ORGANISATIONAL DESCRIPTION





Organisational Environment
Product : Product/Service offerings
Guiding Principle : Mission, vision and
values
Workforce : Workforce Profile
Asset : Technologies,
Equipment/Facilities
Regulation : Regulatory/Legal
environment



Organisational Relationships
Governance : Governance structure and
system
Customer : Key customer
groups/stakeholders, key product and
customer support service requirements
Supplier : Key suppliers/partners
ORGANISATIONAL SITUATION
Competitive Environment



Market: Competitive
position, size and growth
Changes: Changes in
market and opportunity to
innovate
Information: Industry data
for benchmarking and
improving
Strategic Context

Performance Improvement
System
Strategic advantages and  Approach and process for
challenges
evaluation and
improvement
13
MALAYSIA BUSINESS EXCELLENCE FRAMEWORK
DRIVER
LEADERSHIP
 Senior Leadership
 Governance & Social
Responsibility
(150 POINTS)
SYSTEM
PLANNING
 Strategy Development
 Strategy Deployment
(90 POINTS)
PEOPLE
 HR planning
 Employee Involvement
 Benefit & Appraisal
System
 Employee Well Being &
Morale
 Education, Learning &
Development
RESULT
RESULT
 Customer
 Process
 People
 Financial Market
(350 POINTS)
(120 POINTS)
INFORMATION
 Management of
Information Knowledge
(90 POINTS)
CUSTOMER
 Voice of Customer
 Customer Engagement
(110 POINTS)
PROCESS
 Work process
 Process Mgt &
Improvement
 Supplier & Partnership
(90 POINTS)
INNOVATE
LEARN
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TRANSFORM
SUBMISSION GUIDELINES
Total Score: 1000 points
The submission report has to be categorised clearly according to the 7 Criteria: Leadership,
Planning, People, Information, Customer, Process and Result.
Please take note that the review period is for 2013 financial year
_________________________________________________________________________
PLEASE DESCRIBE THE PLAN AND DEPLOYMENT OF EACH OF THE CRITERIA IN
THE ORGANISATION
1. LEADERSHIP (150 PTS)




Effective leadership is crucial to the overall organisational growth through development
of policy and strategy that drives the people to manage resources and external
partnerships.
Leadership addresses how leaders develop and facilitate the achievement of the vision,
mission, values and ethics required for long term success.
Emphasis is given to how the senior leaders communicate with the employees, enhance
their leadership skills, involve in organisational learning and in developing future
leaders.
The category includes:
- senior leadership responsibilities
- organisation governance system
- community and societal responsibilities
1.1 Senior Leadership (90 pts)
This item examines how senior leaders create a sustainable, high-performing
organisation, commitment to improvement and innovation with a business, customer
and community focus.
Areas to address
How senior leadership is responsible to:
i.
ii.
iii.
iv.
develop the purpose, vision and values for the organisation;
communicate, demonstrate and reinforce the organisational purpose, vision and
values to employees and other stakeholders;
translate its values into policies, practices and behaviours;
overcome any differences between the current culture and the desired culture;
15
v.
vi.
permeate a culture consistent with its values, and which encourages and
supports learning, innovation and achievement of organisation's objectives; and
evaluate and improve the effectiveness of their personal leadership and
involvement
1.2 Governance and Societal Responsibility (60 pts)
This item examines the key aspects of the organisation governance system, including
leadership improvement. It also examines how organisation ensures the employees
behave legally and ethically and how organisation fulfils its societal responsibilities
and supports its communities.
Areas to address
How senior leadership is responsible to:
i.
ii.
iii.
develop organisation policies in relation to the corporate governance and
contribution to the community and environment for sustainability in which it
operates;
communicate the organisation policies to employees and external parties and
involve them in achieving the goals; and
evaluate and improve organisation involvement and the contribution to the
community.
2. PLANNING (90 PTS)
Planning addresses the organisation’s establishment of strategic objectives and action
plans, deployment of plans as well as change of plans if circumstances require; and how
progress is measured and sustained.
2.1. Strategy Development (35 pts)
This item examines the organisation’s approach to develop its strategy and strategic
objectives for future, and address organisation’s strength, weaknesses, opportunities
and threats.
Areas to address
How the organisation:
i.
ii.
iii.
iv.
develops organisational strategic plans using internal and external (customers,
partners, suppliers, etc.) information;
gets employees to participate in the strategic planning process;
establishes short term and long term plans; and
sets goals based on benchmarks and customer requirements.
16
2.2. Strategy Deployment (55 pts)
This item covers the extent to which the organisation uses the approach (and what it
does to deploy its technic, method etc)
Areas to address
How the organisation:
i.
ii.
iii.
iv.
v.
vi.
vii.
deploys and disseminate action plans aligned to strategies and goals;
allocates resources (financial, human and other resources) to support the
accomplishment of the action plans;
sets targets for employees that are linked to strategies and goals;
reviews achievements against the plans regularly;
manages financial and other risks associated with action plans;
reviews the relevance of the plans with respect to business changes; and
evaluates and improve organisation strategic planning processes.
3. INFORMATION (90 PTS)
Information focuses on management of information that is essential for promoting
organisational improvements and innovations to create unique values, knowledge and
the use of comparative analysis and to support decision-making and improvements at all
levels of the organisation.
3.1. Management of Information and Knowledge (90 pts)
This item ensures the organisation’s quality and availability of needed data and
information for planning, day-to-day management and performance evaluation which
involves stakeholders, including customers, and how it creates value for the
organisation.
Areas to address
How the organisation:
i.
ii.
iii.
iv.
selects and gathers information to support decision making and improve
organisational performance;
identifies relevant information to meet the organisation performance objectives;
ensures the accuracy, integrity, reliability, timeliness, security, confidentiality and
availability of information to employees, suppliers, partners and customers;
uses data and information to measure, analyse, review and improve organisation
performance;
17
v.
vi.
manages organisational knowledge from various source to create value,
stimulate innovative thinking and ensure organisational success and
sustainability; and
evaluates and improves the management of information.
4. CUSTOMERS (110 PTS)
Customers addresses on the importance of listening to customers and how the
organisation engages with them.
4.1. Voice Of Customer (40 pts)
This item addresses organisation’s processes for listening and determining their
satisfaction and dissatisfaction.
Areas to address
How the organisation:
i.
ii.
iii.
iv.
identifies customers’ requirements using well-defined approach;
incorporates customer requirements into strategic and improvement plan;
benchmarks customer satisfaction with competitors; and
evaluates and improve customer satisfaction
4.2. Customer Engagement (70 pts)
It is on how the organisation manages its relationship with customers for repeat
business and/or positive referrals. Engagement with customers is also for long term
marketplace success.
Areas to address
Describe on how the organisation:
i.
ii.
iii.
establishes effective customer complaint system/mechanism;
assesses and improves the quality performance of employees to delight
customers; and
analyses customer complaints for improvement
18
5. PEOPLE (120 PTS)
People address on how organisation manages, develops and taps the knowledge and
full potential of its people at an individual, team based and organisation-wide level.
5.1. Human Resource Planning (25 pts)
This item examines how organisation improves employee capabilities, identifies
capabilities that are necessary for achieving organisational objectives and meeting
strategic challenges.
Areas to address
How the organisation:
i.
ii.
iii.
establishes human resource development plan;
develops career path for employees; and
reviews human resource development plan
5.2. Employee Involvement (30 pts)
This item examines how the organisation engages, compensates and rewards the
workforce to achieve higher performance besides achieving the objectives and goals.
Areas to address
How the organisation:
i.
ii.
iii.
provides opportunities for employees to get involve in teamwork activities;
encourages employee involvement in quality improvement activities; and
evaluates and improves overall employees improvement process.
5.3. Education, Learning and Development (30 pts)
This item examines the organisation’s system to enable and encourage the workforce
to contribute effectively and to the best of their ability.
Areas to address
How the organisation:
i.
ii.
iii.
iv.
identifies and determines skills and competency of employees at all levels;
implements human resource development plan;
evaluates the effectiveness of learning and development programmes; and
improves learning and development programmes
19
5.4. Employee Well-Being and Morale (20 pts)
This item examines how the organisation identifies employee satisfaction and
dissatisfaction. How the organisation tries to create a work environment that ensures
greater safety and security based on the results.
Areas to address
How the organisation:
i.
ii.
iii.
iv.
enhances employees well-being and promote harmonious relationship between
management and employees;
assesses employees well-being and morale;
evaluates and improves organisation approach to enhance employees well-being
and morale; and
establishes mechanism to gauge employees satisfaction
5.5. Benefits and Appraisal System (15 pts)
This item examines how the organisation supports the workforce via policies, services
and benefits.
Areas to address
How the organisation:
i.
ii.
iii.
implements performance appraisal system;
implements recognition and reward system; and
evaluates and improves its employee performance appraisals, recognition and
reward system
6. PROCESSES (90 PTS)
Processes relate to the key processes the organisation uses to achieve its objectives
and goals. The key processes include the work, innovation, production, delivery,
supplier and partnering processes/systems. A process can be further defined as a
bound set of inter related work activities, each having prescribed inputs and outputs.
6.1. Work Processes (20 pts)
This item examines the design, management and improvement of the key work
processes, with the aim of creating value for customers, operating efficiently and
effectively towards achieving organisational success and sustainability.
20
Areas to address
How the organisation:
i. acquires and evaluates creative and innovative ideas from all sources;
ii. incorporates customers and market requirements in new products and services
design;
iii. incorporates new technology and knowledge in new products and services; and
iv. evaluates and improves the innovation and design processes
6.2. Process Management & Improvement (30 pts)
This item examines how the organisation designs, manages and improves its key work
processes and the work system.
Areas to address
How the organisation:
i.
ii.
iii.
iv.
identifies key business and support services;
measures processes performance and set targets;
analyses variances in process performance and take actions;
improves key processes for higher productivity and quality of products and services
for customers satisfaction;
v. designs work processes that reduce cost, improve delivery of product and services;
and
vi. designs work processes that ensure safety working environment and emergency
preparedness
6.3. Supplier & Partnering Processes (40 pts)
This item describes how efficient and effective work systems require effective design, a
prevention orientation and linkage to suppliers, partners and collaborators, as well as a
focus on value creation to achieve organisational success and sustainability.
Areas to address
How the organisation, in relation to supplier and partnering processes:
i.
ii.
iii.
iv.
v.
identifies and selects qualified suppliers and partners to enhance organisation
strategy;
establishes effective communication system for suppliers and partners;
evaluates suppliers and partners performance to ensure requirements are met;
provides organisation requirements and performance feedback to suppliers and
partners; and
improves capabilities of suppliers and partners to meet organisation’s requirements
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7. RESULTS (350 PTS)
These criteria are concerned with what the organisation has achieved and is achieving.
An organisation uses key parameters to measure its performance and improvements
that are considered important to the organisation. For each of these, excellence is
assessed relative to:
i. organisation's actual performance;
ii. organisation's own targets, wherever possible;
iii. performance of competitors; and
iv. performance of known benchmarks
For each of the results criteria, evidence is required of the extent to which they cover the
range of the organisation's activities and of the relative importance of the parameters
presented.
7.1. Customer (85 pts)
What the organisation is achieving in relation to its external customers. Results and
the relevance of the measures used should be presented to cover:
Areas to address:
i.
ii.
improvement trends and targets met for customers satisfaction and comparable
with competitors and other organisations providing similar products; and
improvement trends and targets met for customer engagement indicators
7.2. Financial and Market (95 pts)
What are the organisation’s key financial and marketplace performance results which
have the aim of demonstrating the financial sustainability and marketplace
achievement? Results and the relevance of the measures used should be presented
to cover:
Areas to address
i.
ii.
iii.
improvement trend of key financial performance;
improvement trend in marketplace performance, example market share or
position, market and market share growth, and new markets entered; and
improvement in productivity performance including labour productivity and capital
productivity.
22
7.3. People (85 pts)
What the organisation is achieving in relation to its people. Results and the relevance
of the measures used should be presented to cover:
Areas to address
i.
ii.
iii.
iv.
improvement trends and targets met for employees satisfaction indicator;
improvement trends and targets met for employee involvement indicators;
improvement trends and targets met for employee training indicators; and
comparable results with competitors or benchmarks
7.4. Processes (85 pts)
The organisation should demonstrate key operational performance results process,
that aims to demonstrate the work system process effectiveness and efficiency.
Results and the relevance of the measures used should be presented to cover:
Areas to address:
i.
ii.
iii.
iv.
improvement trends and targets met for the performance indicators of key
business and support processes;
improvement trends and targets met for supplier and partner performance
indicators;
improvement trends and targets met for community and environment protection
indicators; and
comparable results with competitors or benchmarks.
FOR ENQUIRIES
MITI SECRETARIAT:
1. MS. SHAZILA SHARUDIN (TEL: 03-6200 0136)
[email protected]
2. MR. AZIZUL AKRAM ABDUL KAMAL (TEL: 03-6200 0275)
[email protected]
MPC SECRETARIAT:
1. MR. SUHAIMI HAMAD (TEL: 03-7955 7266 ext: 530)
[email protected]
2. MS. NURAIZAH HARUN (TEL: 03-7955 7266 ext: 388)
[email protected]
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