aki awards

7/26/2019 AKI Awards

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The Anugerah Kecemerlangan Industri (AKI) or Industry Excellence Awards celebratesthe

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?

celebrates


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CONTENTS

02

Foreword

04

About the awards

06

Objectives

07

Award Categories

08

Entry Requirements

09

How to Participate

11

Evaluation Process

12Prizes and Benefits

13

Terms and Conditions

14

Organisational Profile

15

Malaysia Business Excellence Framework (MBEF)

16

Submission Guidelines


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FOREWORD BY

YB DATO SRI MUSTAPA BIN MOHAMED

Minister of International Trade & Industry

Assalamualaikum w.b.t, Salam Sejahtera & Salam 1 Malaysia.

The Governments 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 re-

strategise 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.


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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 Malaysias 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.


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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, AKIhas gained a reputation for being the nations 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 companysdevelopment

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 Ministers

Award. This award which is AKIs 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 worldclass business excellence.

The AKI 2014 is managed by the AKI Council which is appointed by MITI for a two-year

term. The Councils 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 everycategory. 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 MITIs 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 toparticipate and raise the ante for global competitiveness.


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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 thekey 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

Recognise companies with

best practices that render

them as inspiring role

models to other companies


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AWARD CATEGORIES

PRIME MINISTERS AWARD

The winner of the Prime Ministers Award will be selected from among the winners of the

categories below:

MANUFACTURING SECTOR

CATEGORY 1 CATEGORY 2 CATEGORY 3 OPEN CATEGORY

Domestic company

with sales turnover ofmore than

RM100 MILLION

Domestic company

with sales turnover ofRM25 - 100 MILLION

Domestic company

with sales turnover ofless than

RM25 MILLION

Open for

*MultinationalCompanies

SERVICES SECTOR

CATEGORY 1 CATEGORY 2 CATEGORY 3 CATEGORY 4

OPEN

CATEGORY

Domesticcompany in

Professional/

Consultancy

Services Sector

(eg.

Engineering,

Architecture,

Legal Services)

Domesticcompany in

Education

Services Sector

Domesticcompany in

Construction

Services Sector

Domesticcompany in

Information And

Communication

Technology

Services Sector

Domesticcompany for the

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 companys 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 geographicallocations are also eligible to apply.


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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 byMITI and accorded by any other Ministry/agency or the private sector;

companies invited to participate after being identified or nominated by the TradeAssociations 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 providesupporting documents to prove distinct organisational corporate identity as reflected incorporate literature


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HOW TO PARTICIPATE

STEP 1CONTENTS

Submission must include the elements below in the following order (each element to beseparated by dividers):

1. Front Cover

2. Table of Contents

3. Participation Form

4. Organisation Chart(s)

5. Glossary / Abbreviations

6. Company / Organisational Profile (max 5 pages)

- This part includes companys 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 2FORMAT

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 3SUBMISSION

Participating companies must submit the following items:

1. Four (4) hard copies of the submission

2. Submission of softcopy in CD


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3. Four (4) copies of the companys 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 Maal)

All applications must be received by the secretariat on or before 20 June 2014.


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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 companys journey December


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PRIZES AND BENEFITS

1. Cash prize of RM500,000 for the winner of the Prime Ministers 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 MATRADEs publication (MATRADE Online News) and given space to

advertise company products/services in MATRADEs export directory;

Company details published in AKI Winners 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 MIDFs 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.


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ORGANISATIONAL PROFILE

ORGANISATIONAL DESCRIPTION

Organisational Environment Organisational Relationships Product : Product/Service offerings

Guiding Principle : Mission, vision and

values

Workforce : Workforce Profile

Asset : Technologies,

Equipment/Facilities

Regulation : Regulatory/Legal

environment

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 Strategic Context Performance Improvement

System

Market: Competitiveposition, size and growth

Changes: Changes inmarket and opportunity to

innovate Information: Industry data

for benchmarking andimproving

Strategic advantages andchallenges

Approach and process forevaluation andimprovement


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MALAYSIA BUSINESS EXCELLENCE FRAMEWORK

DRIVER SYSTEM RESULT

LEADERSHIP Senior Leadership

Governance & Social

Responsibility

(150 POINTS)

PLANNING Strategy Development

Strategy Deployment

(90 POINTS)

RESULT Customer

Process

People

Financial Market

(350 POINTS)

PEOPLE

HR planning

Employee Involvement

Benefit & Appraisal

System Employee Well Being &

Morale

Education, Learning &

Development

(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 TRANSFORM


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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. develop the purpose, vision and values for the organisation;

ii. communicate, demonstrate and reinforce the organisational purpose, vision and

values to employees and other stakeholders;

iii. translate its values into policies, practices and behaviours;

iv. overcome any differences between the current culture and the desired culture;


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v. permeate a culture consistent with its values, and which encourages and

supports learning, innovation and achievement of organisation's objectives; and

vi. 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. develop organisation policies in relation to the corporate governance and

contribution to the community and environment for sustainability in which it

operates;

ii. communicate the organisation policies to employees and external parties and

involve them in achieving the goals; and

iii. evaluate and improve organisation involvement and the contribution to the

community.

2. PLANNING (90 PTS)

Planning addresses the organisations 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 organisations approach to develop its strategy and strategic

objectives for future, and address organisations strength, weaknesses, opportunities

and threats.

Areas to address

How the organisation:

i. develops organisational strategic plans using internal and external (customers,

partners, suppliers, etc.) information;

ii. gets employees to participate in the strategic planning process;

iii. establishes short term and long term plans; andiv. sets goals based on benchmarks and customer requirements.


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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


i. deploys and disseminate action plans aligned to strategies and goals;

ii. allocates resources (financial, human and other resources) to support the

accomplishment of the action plans;

iii. sets targets for employees that are linked to strategies and goals;

iv. reviews achievements against the plans regularly;

v. manages financial and other risks associated with action plans;

vi. reviews the relevance of the plans with respect to business changes; and

vii. 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 organisations 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


i. selects and gathers information to support decision making and improve

organisational performance;

ii. identifies relevant information to meet the organisation performance objectives;

iii. ensures the accuracy, integrity, reliability, timeliness, security, confidentiality and

availability of information to employees, suppliers, partners and customers;

iv. uses data and information to measure, analyse, review and improve organisation

performance;


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v. manages organisational knowledge from various source to create value,

stimulate innovative thinking and ensure organisational success and

sustainability; and

vi. 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 organisations processes for listening and determining their

satisfaction and dissatisfaction.

Areas to address


i. identifies customers requirements using well-defined approach;

ii. incorporates customer requirements into strategic and improvement plan;

iii. benchmarks customer satisfaction with competitors; and

iv. 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. establishes effective customer complaint system/mechanism;

ii. assesses and improves the quality performance of employees to delight

customers; and

iii. analyses customer complaints for improvement


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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


i. establishes human resource development plan;

ii. develops career path for employees; and

iii. 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 addressHow the organisation:

i. provides opportunities for employees to get involve in teamwork activities;

ii. encourages employee involvement in quality improvement activities; and

iii. evaluates and improves overall employees improvement process.

5.3. Education, Learning and Development (30 pts)

This item examines the organisations system to enable and encourage the workforce

to contribute effectively and to the best of their ability.

Areas to address


i. identifies and determines skills and competency of employees at all levels;

ii. implements human resource development plan;

iii. evaluates the effectiveness of learning and development programmes; and

iv. improves learning and development programmes


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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


i. enhances employees well-being and promote harmonious relationship between

management and employees;

ii. assesses employees well-being and morale;

iii. evaluates and improves organisation approach to enhance employees well-being

and morale; and

iv. 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


i. implements performance appraisal system;

ii. implements recognition and reward system; and

iii. 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.


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Areas to address


i. acquires and evaluates creative and innovative ideas from all sources;

ii. incorporates customers and market requirements in new products and servicesdesign;

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


i. identifies key business and support services;

ii. measures processes performance and set targets;

iii. analyses variances in process performance and take actions;

iv. 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;

andvi. 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. identifies and selects qualified suppliers and partners to enhance organisation

strategy;

ii. establishes effective communication system for suppliers and partners;

iii. evaluates suppliers and partners performance to ensure requirements are met;

iv. provides organisation requirements and performance feedback to suppliers and

partners; and

v. improves capabilities of suppliers and partners to meet organisations 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 isassessed 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. improvement trends and targets met for customers satisfaction and comparablewith competitors and other organisations providing similar products; and

ii. improvement trends and targets met for customer engagement indicators

7.2. Financial and Market (95 pts)

What are the organisationskey 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. improvement trend of key financial performance;

ii. improvement trend in marketplace performance, example market share or

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

iii. improvement in productivity performance including labour productivity and capital

productivity.


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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. improvement trends and targets met for employees satisfaction indicator;

ii. improvement trends and targets met for employee involvement indicators;

iii. improvement trends and targets met for employee training indicators; and

iv. 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. improvement trends and targets met for the performance indicators of key

business and support processes;

ii. improvement trends and targets met for supplier and partner performance

indicators;

iii. improvement trends and targets met for community and environment protection

indicators; and

iv. 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]
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

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