GoldenPeacockNationalQualityAward(GPNQA)

Guidelines&ApplicationForm

www.goldenpeacockawards.com

Issue2014

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SUBJECTPART1

GENERAL

Highlights TheAwards Eligibility Rules&Regulations NonDisclosureandConfidentiality ApplicationFee Application PART2 HOWYOUAREASSESSED

GPNQAModel ScoringSystem ScoringGuidelines OrganizationalMaturityStages CoreValues

PART3

APPLICATION&ANNEXURES ApplicationFormAnnexure1 BusinessOverviewAnnexure2 SelfAppraisalReportAnnexure3 i) OrganizationalLeadership ii) StrategicPlanning iii) InformationManagement iv) HumanResourceManagement v) ProcessManagement vi) EmployeesSatisfaction vii) CustomerSatisfaction viii) ImpactonSociety ix) BusinessResults

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GoldenPeacockNationalQualityAwardGeneral

PARTIInvitationTheGoldenPeacockAwards Secretariat (GPAS)hasgreatpleasure in invitingapplications forTheGoldenPeacockNationalQuality Award. TheNationalQuality Award Schemewas instituted by the Institute ofDirectorsinFebruary1991toencourageTotalQualityimprovementsinbothmanufacturingaswellasserviceorganizationsinIndiaincluding: *Publicandprivateundertakings *Allsectorsofindustry,serviceandcommerce *GovernmentandSemiGovernmentdepartments *Tradeandprofessionalassociations *Educational,HealthcareandHospitalityResearchEstablishmentsTheGPNQ Awards are presented to organizations in different sectors adjudged to havemade themostsignificantachievementinthefieldofTotalQuality.

TheGoldenPeacockNationalQualityAwardstimulatesandhelpsorganizationstorapidlyacceleratethepaceofcustomeroriented improvementprocess. It isapowerfulselfassessmentprocessandawaytobuildanorganizationsbrandequityonQUALITY.Thepreparationfortheawardhelpstoinspireandaligntheentirework force andmanagement functions.The knowledge gainedby theorganization indescribing and selfassessingitsoperationsleadtoIMPROVEDorganizationalperformance.TheAwardsTheGoldenPeacockNationalQualityAward,namedafter Indiasnationalbird thePeacock, isawardedannually.TheawardwinnersmayusetheGoldenPeacockNationalQualityAwardlogoontheirprintedandpromotionalmaterialfornextoneyear.Selectedorganizationsmaybeawardedacommendationcertificateby the jury. TheGolden PeacockNationalQuality Awardwill be given separately formanufacturing andserviceorganizationsindifferentsectorsunderthefollowingcategories:LargeEnterprise

AnnualTurnoveroverRs.300croresMedium&SmallEnterprise

AnnualTurnoveruptoRs.300crores

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Sector Manufacturing

Service Government

Public Private

CategoriesTheGoldenPeacockNationalQualityAwardwouldbeconsideredseparatelyforthefollowingcategoriesofproducts/services:

1. Telecommunication2. IT3. Education&Training4. Pharmaceutical5. Healthcare6. Food&Beverages7. Agriculture&FarmEquipment8. Automobile9. Power(InclRenewables)10. Chemical&Fertilizer11. Gas12. OilRefining13. OilProduction14. Mining&Metallurgy(otherthansteel)15. Steel16. Cement17. FMCG&ConsumerAppliances(includingGemsandJewellery)18. Hotel,Hospitality,Travel&Tourism19. TransportationShipping/Ports/Aviation/Railway/Road20. FinancialSectorBanking/NonBankingFinanceCompanies/AssetManagementcompanies21. Insurance22. EntertainmentIndustryTV/Film/Music23. RealEstate&Construction24. Engineering25. Textiles&Apparel26. Consultancy(includingManagement,Legal,Financial,AccountingConsultancyServices)27. Paper28. BPOs(BusinessProcessOutsourcings)29. AnyotherSector,astheJurymaydeemfit.

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EligibilityManufacturingorServiceorganizationsordivisionsoforganizations (selfaccountingprofit/costcentres), inthe private and public sectors, and government organizations operating in India may participate in theGolden Peacock National Quality Award. The operations of the organization must be carried outindependently, meaning that responsibilities, authorities, results etc, are clearly defined, and suitablycovered in the organizations Annual report. The details of operations of the applicant must reasonablycorrespondtotheAwardcriterias,thatcanbeverifiedatthetimeofevaluation.Rules&Regulations

DecisionoftheAwardJuryisfinalandnoappealorcorrespondencewillbeentertained. AwardSecretariatreservestherighttoawardmorethanoneorganizationasthewinner,andcould

alsowithholdaward(s),iftherequiredstandardisnotmet. Award Secretariat accepts no liability for any loss resulting from the disclosure of information

concerninganentrytoAssessorsorJurymembers,thoughallreasonableprecautionswillbetakentomaintainsecrecy.

AwardSecretariatcannotundertaketoreturndocumentsorsupplementarymaterialsubmittedwithanentry.

AwardSecretariatreservestherighttoaltertheAwardScheme,atanytime. FinalistAwardapplicantsmayalsobeinvitedtomakeabriefpresentationtotheJuryand/oroneof

theassessorsmaybenominatedtoconfirmorclarifycertainfactsatsite.Travelandstayexpenses,ifany,willbemetbytheapplicant.

Award for each sub sector may be given, even if there is only one application in any of thecategoriesprovidedthatitmeetsthequalificationofminimumassessment(asdecidedbytheJury).

JurymaynotapproveanyAward,iftheapplicantsdonotgettheminimumqualifyingmarks.NonDisclosure&ConfidentialityNamesofapplicants,commentaryandscoring informationdevelopedduringthereviewofapplicationsareregardedasproprietaryandarekeptconfidential.Such information isavailableonly to individualsdirectlyinvolvedintheassessmentandadministrativeprocess.TheGoldenPeacockAwardsSecretariatwilltakeallreasonableprecautionstoensurethatapplicationsandinformationthereinaretreatedinstrictconfidence.However,innowayGoldenPeacockAwardsSecretariatcanbeheld responsible forany lossof confidentiality toa thirdparty,norheld liable foranydamage (togoodsorpersons,financiallossorconsequential)incurredthroughthebreachofconfidentialityorotherwisebytheapplicantsoranythirdparty.TheGoldenPeacockAwardsSecretariatreservestheright,subsequenttotheAwardPresentationtopublishsalientdetailsoftheInnovationmethods/modules/QualityImprovementSchemesoftheAwardWinners,asasteptowardssharingofknowledgeforraisingindustrystandards.

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ApplicationFeesThe application fee for Large, Medium & Small Enterprises is Rs. 39,500/ plus 12.36% Service Tax asapplicable.The feeshouldaccompanyyourapplication, in the formofdemanddraft/cheque, in favourofInstituteofDirectors,payableatNewDelhi. ThefeecanalsobepaidthroughBankTransfertoCorporationBank,M3&4,GreaterKailashPartII,NewDelhi48,India,Tel.No.01129210667AccountName:InstituteofDirectorsA/CType:CurrentA/C,9DigitCodeNooftheBankandBranch(MICRCode):110017005AccountNumber:028600201002954IFSCCODE:CORP0000286PANNo.:AAABI0002JSWIFTCODE:CORPINBB286ORthroughCreditCardbyloggingontowww.goldenpeacockawards.com ApplicationTheApplication shouldbe submitted in singlehard copy, completelybindedandneatly typed(minimumfontsize12pt.)onlyononesideofA4sizepaperinEnglishalongwithasoftcopyinaCD,coveringthefollowing:1 Tableofcontents2 BasicInformationItem1(asperannexure1enclosed)

BusinessOverview Three to fivepages summary,providingoutlineof the applicantsBusiness. Guidelines for business overview are attached (as perAnnexure2)

4.SelfAppraisalReporta)Thisreportwillbebasedontheguidelines,consistingof a set of questions which when answered, dulysupportedby theobjectiveevidence,wouldhelp inappreciatingtheextentofexcellenceachievedbytheapplicant.

b) Supportmaterial: Supportmaterialmayhavebeenderived from selfassessment of the organizationsactivities. This information must be closely alignedwith the nine Award assessment criterias. Thecriteriaarecarefullyanddeliberatelyphrasedinnonprescriptive terms, to allow you the freedom topresent selfassessment information which isrelevanttoyourspecificsituation.

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Theselfappraisalreportshouldbebrief.However,thereisnolimitonsupportingmaterialsubmitted.AnnualReports Acopyofthelastannualreportof

theorganizationshallformpartofthesupportmaterial.

Allentriesshouldbeaddressedto:TheDirectorGeneralGoldenPeacockAwardsSecretariatIODHouseM52,GreaterKailashII(Market)NewDelhi110048Phone:41636294,4163671617Fax:911141008705Email:info@goldenpeacockawards.com

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PARTII

HowYouAreAssessedYourapplicationwillbeassessedandscoredonascale from0to1000pointsusingtheGPNQAModel forTotalQualityManagement.

THEGOLDENPEACOCKNATIONALQUALITYAWARDMODEL

ScoringSystemYourapplicationwillbeexaminedbyateamofassessors,allofwhomhaveundergonetrainingtoensureahighlevelofconsistencyinscoring.Thescoringandfeedbackarebasedonthreeevaluationdimensions:(1)Approach;(2)Deploymentand(3)Results.Applicantsneedtofurnishinformationrelatingtothesedimensions.Specificfactorsforthesedimensionsaredescribedbelow.ScoringGuidelinesareattached.ItemClassificationandScoringDimensionsItemsareclassifiedaccordingtothekindsofinformationand/ordataapplicantsareexpectedtofurnish.ThetwotypesoftheItemsandtheirdesignationsare:1 Approach/Deployment2 ResultsApproachandDeploymentarelinkedtoemphasizethatdescriptionsofApproachshouldalwaysindicatetheDeployment Consistentwith the specific requirementsof the item.AlthoughApproachandDeploymentdimensionsarelinked,feedbacktotheapplicantreflectsstrengthsand/orareasforimprovementineitherorbothdimensions.

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ResultsItemscallfordatashowingperformancelevelsandtrends.However,theevaluationfactor,breadthofperformance improvements, isconcernedwithhowwidespreadanapplicants improvementresultsare.ThisisdirectlyrelatedtotheDeploymentdimension.Thatis,ifimprovementprocessesarewidelydeployed,there shouldbe corresponding results.A score foraResults Item is thusa compositebaseduponoverallperformance,takingintoaccountthebreadthofimprovements.Assessingthe'enabler'categoriesTheenabler categoriesare concernedwithhow 'Result' isachieved.Theassessor scoredeachpartof theenablercriteriaonthebasisof:

ThedegreeofexcellenceofyourapproachThedegreeofdeploymentofyourapproach.Thedegreeofrobustdesignofyourapproach.

Informationisrequiredon:Howtheorganizationapproacheseach itemundercategories1to5.Each itemunderthosecategories iscoveredbya rangeofparts, forexample,5.1.2(a),5.1.2(b)andyoushouldprovideconciseand factualinformationabouteachofthesepartsseparately.

Theextenttowhichtheapproachhasbeendeployedverticallythroughalllevelsoftheorganizationandhorizontallythroughallareasandactivities.

ApproachApproachreferstohowtheapplicantaddressestheItemrequirementsthemethod(s)used.Thefactorsusedtoevaluateapproachesinclude:

AppropriatenessofthemethodstotherequirementsEffectivenessofuseofthemethods.Degreetowhichtheapproach:issystematic,integrated,andconsistentlyappliedembodiesevaluation/improvement/learningcyclesisbasedonreliabledataandinformation

Alignmentwithorganizationalneeds.Evidenceof innovationand/orsignificantandeffectiveadaptationofapproachesused inother typesofapplicantsorbusinesses.

DeploymentDeploymentreferstotheextenttowhichtheapplicantsapproachisappliedtoallrequirementsoftheItem.Thefactorsusedtoevaluatedeploymentinclude:

UseoftheapproachinaddressingallProducts/Services.Useoftheapproachbyallappropriateworkunits,inallprocessesandactivities.

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Assessingthe'Results'categoriesThe'Results'categoriesareconcernedwithwhattheorganizationhasachievedandisachieving.Informationisrequiredon:Whattheorganizationisachievingwithrespecttoeachitemundercategories6to9.Eachoftheseitemsiscoveredby rangeofparts, forexample,6.1.1(a)and6.1.1. (b)andyoushouldprovideconciseand factualinformationabouteachofthesepartsseparately.Theinformationprovidedmustinclude:Parametersyourorganizationuses tomeasure resultsand foreachparameter trendsofdataover ideallythreeyears.Thetrendsshouldhighlight:

yourorganizationstargetsyourorganizationsactualperformanceandwhereverpossible

theperformanceofcompetitors theperformanceof'bestinclass'organizations

Indicate the rationale behind selection of these performance measures and how they relate to yourorganizationsgoals.

Usegraphsandcharts,whereverpossible.ImportanceasaScoringFactorThe three evaluation dimensions described above are all critical to evaluation and feedback. However,evaluationandfeedbackmustalsoconsidertheimportanceofimprovementsinApproach,Deployment,andResults to theapplicantsbusiness.Theareasofgreatest importance shouldbeaddressed in theBusinessOverview.Ofparticularimportancearethekeycustomerrequirementsandkeystrategiesandactionplans.RelationshipbetweenCategoriesAssessorswillbelookingforconsistencybetweenthecategoriesoftheGPNQAModel.Linkagebetween'StrategicPlanning',InformationManagement'and"BusinessResults"areexpected.Forexample,If the strategy is to achieve 'global leadership', the organization should be seeking 'global comparisons',manage benchmark information from such sources, establish performance targets related to thosebenchmarksandachieve'Results'againstthosetargets.AssignmentofScorestoApplicantsResponsesExaminersobservethefollowingguidelinesinassignmentofscorestoapplicantsresponses:

AllrelevantAreastoAddressshouldbeincludedintheItemresponse.Also,responsesshouldreflectwhatisimportanttotheapplicantsbusiness.

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InassigningascoretoanItem,anExaminerfirstdecideswhichscoringrange(e.g.40%to60%)bestfitstheoverallItemresponse.Overallbestfitdoesnotrequiretotalagreementwitheachofthestatementsfor that scoring range. Actual score within the range depends upon an Examiners judgment of theclosenessof the Item response in relation to thestatements in thenexthigherandnext lowerscoringrange.AnApproach/DeploymentItemscoreof50%representsanapproachthatmeetsthebasicobjectivesoftheItemandthatisdeployedtotheprincipalactivitiescoveredintheItem.Higherscoresreflectmaturity(cyclesofimprovement),integration,andbroaderdeployment.A Results Itemscoreof50% representsclear indicationof improvement trendsand/orgood levelsofperformanceintheprincipalresultsareascoveredintheItem.Higherscoresreflectbetterimprovementratesandcomparativeperformanceaswellasbroadercoverage.

ScoringGuidelinesEnablerCategories

Approach Score Deployment

.systematicapproachevident 0% .Littleornoeffectiveusage

beginningofasystematicapproachtotheprimarypurposesoftheitemearlystagesofatransitionfromreactingtoproblemstoageneralimprovementorientation

10%to30%

.Majorgapsexistindeploymentthatwouldinhibitprogressinachievingtheprimarypurposesoftheitem.

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asoundsystematicapproach,responsivetotheprimarypurposesoftheitemafactbasedimprovementprocessinplaceinkeyareas;moreemphasisisplacedonimprovementthanonreactiontoproblems

40%to60%

.nomajorgapsindeployment,thoughsomeareasofworkunitsmaybeinveryearlystagesofdeployment

asound,systematicapproach,responsivetotheoverallpurposesoftheItemafactbasedimprovementprocessisakeymanagementtool;clearevidenceofrefinementandimprovedintegrationasaresultofimprovementcyclesandanalysis.

70%to90%

.approachiswelldeployed,withnosignificantgaps;deploymentmayvaryinsomeareasofworkunits

asound,systematicapproach,fullyresponsivetoalltherequirementsoftheItemaverystrong,factbasedimprovementprocessisakeymanagementtool;strongerrefinementandintegrationbackedbyexcellentanalysis. 90%to

100%.Approachisfullydeployedwithoutanysignificantweaknessorgapsinanyareasofworkunits.

ScoringGuidelinesResultCategories

Results Score

. earlystagesofdevelopingtrends,someimprovementsand/orearlygoodperformancelevelsinafewareas

0%

. resultsnotreportedformanytomostareasofimportancetotheapplicant'skeybusinessrequirements

10%to30%

.improvementtrendsand/orgoodperformancelevelsreportedformanytomostareasofimportancetotheapplicant'skeybusinessrequirements

.

.nopatternofadversetrendsand/orpoorperformancelevelsinareasofimportancetotheapplicant'skeybusinessrequirementssometrendsandorcurrentperformancelevelevaluatedagainstrelevantcomparisonsand/orbenchmarksshowareasofstrengthand/orgoodtoverygoodrelativeperformancelevels.

40%to60%

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.

.

.

currentperformanceisgoodtoexcellentinmostareasofimportancetotheapplicant'skeybusinessrequirementsmostimprovementtrendsand/orperformancelevelsaresustainedmanytomostrendsand/orcurrentperformancelevelsevaluatedagainstrelevantcomparisonsand/orbenchmarksshowareasofleadershipandverygoodrelativeperformancelevels. 70%to90%

.

.

.

currentperformanceisexcellentinmostareasofimportancetotheapplicant'skeybusinessrequirementsexcellentimprovementtrendsand/orsustainedexcellentperformancelevelsinmostareasstrongevidenceofindustryandbenchmarksleadershipdemonstratedinmanyareas.

90%to100%

OrganizationalMaturityStagesItisimportantforamanagementteamtogainacommonunderstandingofFundamentalConceptsandhowtheapplicationofallofthemcan leadtoExcellence.Aspartofdevelopingthissharedunderstanding,andproviding catalysts for action, it canbeuseful for themanagement team to conduct a simpleevaluation,usingthechartbelow,toanswerthequestion,"wherearewenowinrelationtotheseconcepts?"

FUNDAMENTALCONCEPT STARTUP ONTHEWAY MATURE1. OrganizationalLeadership VisionandMissionare

defined Policy,peopleandProcessesarealigned.Aleadership

'model'exists.SharedValuesandethicalrolemodelsexistatallorganizationallevels

2. StrategicPlanning Aprocessexistsforplanningandreviewoforganizationalplansforachievingitsmission

Planningandreviewoforganizationalplansandresourceshavebeenpermittedtodeptand

functionallevels.

Theorganizationanditskeypoliciesarecodevelopedandperiodicallyreviewedonthebasisofshared

knowledgeincludingbenchmarking.

3. InformationManagementandInnovationImprovementopportunitiesareidentifiedandactedon

Continuousimprovementisanacceptedobjectivefor

everyindividualSuccessfulinnovationandimprovementiswidespread

andintegrated

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4.HumanResourceManagement

Peopleacceptownershipandresponsibilitytosolveproblems

Peopleareinnovativeandcreativeinfurthering

organizationalobjectivesPeopleareempoweredto

actandopenlyshareknowledgeandexperience

5. ProcessManagement Processestoachievedesiredresultsaredefined Comparativedataand

informationisusedtosetchallenginggoals

Processcapabilityisfullyunderstoodandusedto

driveperformanceimprovements

6. EmployeeSatisfaction Employeeturnoverandabsenteeismundercheck Effectivesuggestionscheme,

Qualitycirclesandempowermentofemployees

inplace

AcultureofQuality,teamworkandinnovationisin

place.

7. CustomerSatisfaction CustomerSatisfactionassessed Goalsandtargetsarelinked

tocustomerneedsandexpectations.Loyaltyissues

areresearched

Businessdriversofcustomersatisfactionneeds

&loyaltyissuesareunderstood,measuredand

actioned

8. ImpactonSociety LegalandregulatoryrequirementsareunderstoodThereisactiveinvolvement

in'society'Societalexpectationsaremeasuredandactioned

9. BusinessResults AllrelevantstakeholdersareidentifiedStakeholderneedsareassessedinastructured

mannerTransparentmechanisms

existtobalancestakeholderexpectations

CoreValuesTheGoldenPeacockNationalQualityAwardisbasedon13corevaluesandconceptsthatarecharacteristicofsuccessfulorganizations.Theevaluationofyourorganizationisbasedonhowandtowhatextentthecorevaluesandconceptspermeateyouroperationsandprovidethefoundationforintegratingkeybusinessrequirementswithinaresultsorientedframework.

CustomerDrivenQualityTheobjectiveofallorganizationsistosatisfytheircustomersstatedorimpliedneeds.Allemployeesmustconsiderittheirtasktosatisfytheneedsofboththeirexternalandinternalcustomers.Customeristhefinalarbiterwhotakesintoaccounttheissuesthatinfluenceroyalty.

CommittedLeadershipInordertocreateasystemthatfocusesonthecustomer,personal,activeandvisiblecommitmentisrequiredfromeverymanager.Theleadershipmustsetthedirectionanddefineandfollowupthegoalsbycreatingopportunitiesfortheemployeestoachievethesame.Leadersdeveloptheorganizationsculture,anddrivetheorganizationtowardsexcellence.

ParticipationbyEveryoneAprerequisiteforasuccessfulorganizationisthateveryemployeefeelsthathe/sheistrustedbytheorganizationtoperformanddevelophisorhertasks.Consequently,everyonemustbeawareofthegoals,havethemeanstoattainthemandbeawareoftheresultsachieved.

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CompetenceDevelopmentSkilledemployeesareaprerequisiteforthesuccessandcompetitivenessofanorganization.Thereforeeveryemployeeshouldhavetheopportunityforimprovementandfurtherdevelopmentinawaythatbenefitsboththeindividualandtheorganization.LongRangePerspectiveTheorganizationmustfocusonlongtermdevelopmentandcompetitiveness.Asustainableprocessofimprovementleadstoimprovedproductivityandeffectiveness,abetterenvironment,increasedcustomersatisfactionandlongrangeprofitability.SocialResponsibilityEveryorganizationhasapublicresponsibilitythatextendsbeyondlawsandregulations.Theorganizationandtheemployeesmustseetheirprocesses,productsandservicesaspartofamuchbroadertotalityandactivelycontributetoimprovingsocietyandtheenvironment.ProcessOrientationTheactivitiesoftheorganizationshouldbeseenasprocessesthatcreatevalueforthecustomers.Processorientationstimulatesananalysisandimprovementintheworkflowandworkingoftheorganizationandlaysthefoundationforcustomerorientedoperationaldevelopment.Decisionsmustbebasedonreliablefactsandfigures.

PreventionItpaystopreventfaultsfromoccurringandeliminaterisksinprocesses,goodsandservices.Itisalsovitaltoinvolvecustomersandsuppliersinthisprocess.

ContinuousImprovementCompetitivenessrequirescontinuousimprovementsandrenewalofallaspectsofthebusiness.Thebasisofthisisamethodicalprocessofimprovementthatpermeatesallleveloftheorganizationandanorganizationalculturethatstimulatescreativesuggestionsandnewideas.LearningFromOthersTheorganizationmustacquireknowledgeinallareasaboutwhatcanbeachieved.Thisrequirescomparisonstobemadewiththosethatcanbeconsideredtobethebestinacertainprocess,regardlessofthetradeorsectortheyhappentobelongto.

FasterResponseInallbusinesses,shorterresponsetimesandmorerapidreactionstotheneedsofthecustomersaredecisive.Thisappliestodevelopment,productionanddeliveryofgoodsandservices,aswellastoadministrativeprocesses.

PartnershipDevelopmentisthekeytosuccessintodaysbusiness.Itisessentialthat,throughcooperation,differentskillareasarecombinedamongstaffandamongcustomers,suppliers,partners,ownersandprincipals.

ResultsFocusTheorganizationsperformancemeasurementsneedtofocusonkeyresultsbalancingandsatisfyingtheinterestsofallstakeholders.

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PART III: Application & Annexure Annexure 1

Application Form GPNQA NameofApplicantOrganization........................................................................................Address..........................................................................................................................Website.Nameofcontactperson............................................Designation.....................................................Telephone(Office).....................................(Res)..............................Mob............................Email.....................................................................ContactAddress(ifdifferentfromabove)......................................................................................................................................................................................................................NameofHighestRankingOfficial......................................................................................Position..........................................................................................................................Telephone(Office)....................................................(Residence)........................................Email....................................................................1.Totalnumberofemployees2.Istheapplicantanindependentprofit/costcentre?3.NameoftheParentOrganization,ifany?Address.........................................................................................................................................................................................................................................................Telephone(Office)...................................................Email.........................................4.TypeofOrganization(Tickhere)Large Manufacturing

Medium&Small Service

5.ThetotalamountforRs39,500plus12.36%ServiceTaxasapplicablemaybepaidbyeitherofthefollowing:

(A) ChequeatParorDemandDraftpayabletoInstituteofDirectors,NewDelhi(B) BankTransfer(C) CreditCard:Pllogontowww.goldenpeacockawards.comforonlinepayment.

6.DeclarationOnbehalfofmyorganization Idoherebydeclare thatwe shall fully abideby the rules/regulationsof theGoldenPeacockNationalQualityAwardScheme,andacceptthedecisionsoftheJuryasfinal.IdeclarethatthereisnooutstandingPenalactionforcorporatecompliancefailure,fromanyGovernmentAgency.IconfirmthatmyOrganizationiseligibletotakepartinthiscompetition,andthatallinformationandaccompanyingapplicationdocumentsarecorrectinthisbehalf..........................................................................................DateSignatureofHighestRankingOfficial

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Annexure2TheBusinessOverview

TheBusinessOverviewisanoutlineoftheapplicantsbusiness,addressingwhatismostimportanttothebusiness,keyinfluencesonhowthebusinessoperates,andwherethebusinessisheaded.ThebriefBusinessOverviewisintendedtohelpExaminersunderstand,whatisrelevantandimportanttotheapplicantsbusiness.TheBUSINESSOVERVIEWisofcriticalimportancetoassesstheapplicant,because:

a) Itisasnapshotofyourorganization,thekeyinfluencesonhowyouoperateandthekeychallengesyouface.

b) Itisthemostappropriatestartingpointforwritingandreviewingtheapplication,helpingtoensurefocusonkeybusinessissuesandconsistencyinresponse,especiallyinreportingbusinessresults,and

c) ItisusedbytheExaminersandJudgesinallstagesofapplicationreview,includingthesitevisit,ifany.

1. OrganizationalDescription

Withinyourresponse,includeanswerstothefollowing:

a) OrganizationalEnvironment1.OrganizationsSIZE,LOCATIONandOWNERSHIP.2.Whatareyourorganizationsmainproductsandservices?WhatarethedeliverymechanismsforreachingyourCUSTOMERS?3.Whatisyourorganizationalculture?WhatarestatedPURPOSE,VISION,MISSIONandVALUESCodes?4.Whatareyourmajorfacilities,technologiesandequipments?5.Whatistheregulatoryenvironmentunderwhichyourorganizationoperates?Whataretheapplicablerelevantindustrystandards;OHS,environmental,financialandproductregulations;accreditation,certificationorregistrationscompiledwith.

Iftheapplicantisanindependentselfaccountingsubunitofalargercompany,abriefdescriptionshouldbegivenoftheorganizationalrelationshiptotheparentandpercentofemployeesthesubunitrepresents.Brieflydescribehowtheapplicantsproductsandservicesrelatetothoseoftheparentand/orotherunitsoftheparentcompany.Iftheparentcompanyprovideskeysupportservices,thatshouldalsobedescribedbriefly.

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b) OrganizationalRelationships

1.WhatareyourorganizationalstructureandGOVERNANCEsystem,includingwiththeparentorganizations,asapplicable.2.WhatareyouKEYCUSTOMERSandSTAKEHOLDERgroupsandmarketSEGMENTS?2.OrganizationalChallenges

a) CompetitiveEnvironment

1.Whatisyourcompetitiveposition?Whatisyourrelativesizeandgrowthinyourindustryormarketsserved?2.Whataretheprincipalfactorsthatdetermineyoursuccessrelativetoyourcompetitors?3.WhatareyourKEYavailablesourcesofcomparativeandcompetitivedata?

b) StrategicContextWhatareyourKEYbusiness,operational,andhumanresourceSTRATEGICCHALLENGESandadvantages,associatedwithorganizationalSUSTAINABILITY?

c) PerformanceImprovementSystemWhataretheKEYelementsofyourPERFORMANCEimprovementsystem,includingyourevaluationandLEARNINGPROCESSES?

3.ShoworganizationalprocessesifcertifiedtoISOStandards(9001/14001/18001/others)

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Annexure3

SELFAPPRAISALREPORT(Pointsmayvaryforaspecificbusinesscategory)

1.OrganizationalLeadershipDescribehowseniorleadersguideyourorganizationandrevieworganizationalperformance.1.1SeniorLeadershipCommitment&Involvement1.1.1HowSeniorLeadershipsetDirectionfortheOrganization

a)Howleadersestablishvision,Strategicdirection,andsetgoalstoexceedCustomerexpectations.b)Howleaderschampioncustomerfocusedactivitiesandcontinuousimprovement.c)Howleadersreviewprogressandachievementsrelatedtoestablishedgoals.Howsuchreviewsaretranslatedintoprioritiesforimprovementandopportunitiesforinnovation.

1.1.2HowLeadersCommunicateandReinforceValues.a)HowleaderscommunicatetheVision&Valuesb)Howleaders,asrolemodelsofacultureofexcellence,livethevaluesandleadbyexample.

1.1.3HowLeadersDemonstratePersonalCommitment.a)Howleaderslearnandteachqualitytools.b)Howleadersfocusonvitalissuesthataffectoperationaleffectivenessandoperatingefficiencyc)HowleadersparticipateinImprovementactivitiesanddemonstratetheirpersonalcommitment.

1.2TotalQualityCulture1.2.1HowTQMPrinciplesarereflectedthroughCompanyculture.

a)HowwidelysystematicproblemsolvingispracticedusingQCtoolsandrootcauseanalysis.b)Howproblempreventionispracticedacrosstheorganization,using'analyticaltools'andtheprinciple'FirstTimeRight'c)How'continuousimprovement'isinstitutionalized.

1.2.2.HowLeadersprovideanenvironmentfor'Improvement'a)Howleadersprovideanenvironmentthatmotivatesemployeestostriveforexcellenceb)Howleadersencouragefactbasedandprocessdrivenplanningandexecutionc)Howisitensuredthatthecompanyisa'learningorganization'.

1.3ResponsibilitiestowardsSociety1.3.1.HowLeadersdemonstratetheirconcernfortheenvironment

a)Howtheenvironmentisprotectedthroughpracticesthatpreventproducts,services,facilitiesand

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operationsimpactingthesurroundings.b)Howleadersensurecompliancetolegal,regulatoryandethicalrequirements.

1.3.2HowLeadersservetheLocalCommunitya)Howleadersprovideexternalleadershiptoupliftthesocietyandlocalcommunity.b)Howleadersensurethatthecompanyemployeesfulfilltheirresponsibilities,ascitizensofthelocal

community.c)Howyouidentifykeycommunitiesanddetermineareasofemphasisfor

organizationalinvolvementandsupport.

2. StrategicPlanningHowtheorganizationimplementsitsmissionandvisionviaaclearstakeholderfocusedstrategy,supportedbyrelevantpolicies,plans,objectives,targetsandprocesses.

2.1 StrategicPlanningProcess2.1.1.HowdoyoudevelopCompetitiveStrategies?

a) Whatisyourstrategicplanningprocess?Includethekeystepsandkeyparticipantsintheprocessi)Targetcustomersandvaluepropositionii)Competitiveenvironment;presentandemergingiii)ChangingTechnologiesiv)ResourceRequirements;HumanandCapital

b)HowyouestablishgoalsrelatedtoQualityandCustomerSatisfaction,usingcomparativebenchmarksincludingcompetitiveperformancelevels.

c)Howyouinvolvecustomers,suppliersandotherpartnersinbusinessinyourstrategicplanningprocess.

2.2 CustomerandMarketFocusHowdoyoudetermineyourtargetcustomersandtheirneeds?a)Howdoyousegmentthecustomergroupsyouwanttoserve?b)Howdoyoudeterminethekeyattributetheypreferandtheirrelativeimportance?

2.3 Innovation&GrowthHowdoyouencourageandrewardpeopleforinnovativeideas?

2.4 StrategyDeployment2.4.1Whatareyourkeystrategiesandgoals,andyourtimetableforaccomplishingthem.2.4.2.Howdoyoumanagestrategyexecution?2.4.3.Howdoyoumonitorprogressofyourstrategicjourney?

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a)Howdoyouestablishmilestonesandreviewprogress.b)Howdoyoukeeptrackofchangesintheexternalenvironmentandrespondtothosechanges?

2.5 CorporateGovernance2.5.1OverviewofGovernanceStructures2.5.2NonExecutivedirectorsandtheirroleintheboardroomfunctioning2.5.3InternalAuditanditseffectiveness2.5.4Financialreporting,Transparency&audit,andthecompany'sAnnualReport.3. InformationManagement

Yourorganizationsperformancemeasurementsystemandhowyourorganizationanalysesperformanceandinformation.

3.1 PerformanceMeasuresandDataIntegration3.1.1Howhaveyoudeterminedtherequirementsofdata?

a)Whatarethekeyperformancemeasuresthatareidentifiedandhowcollection,collation,andreportingofdatasupportthem?b)Howaretheinformationanddatadeployedtousers,whoareresponsibleforthegoalsandvariousoperationalobjectives?

3.2 Selection&UseofComparativeInformationIncludingCompetitiveData3.2.1Collectionandintegrationofcomparativeinformation

a)Howdoyouselectappropriatesourcesandbenchmarkcompaniesforcomparativeinformation?b)Howdoyoucollectreliableinformationandintegratethemintotheinformationsystem.

3.2.2.Howdoyouusecomparativeinformationtoestablishcompetitivestrategies;stretchgoalstoachieveperformancebreakthrough

3.3InformationAnalysisandUse3.3.1 Describehowyourorganizationanalysesperformancedata,andinformationtoassessandunderstand

overallorganizationalperformance.3.3.2.Howdoyoureviewperformanceandinitiatecorrectiveactions.

a)Howdoyouusetheperformancereviewfindingstoinitiateorganizationalplanning,correctiveactionsandimprovementprojects?b)Howdoyoucommunicatetheperformancelevelsandareasofconcerntoallemployeesand

motivatethemtotakeupimprovementactivities.

4.HumanResourceManagement Howtheorganizationmanages,developsandreleasestheknowledgeandfullpotentialofitspeopleatanindividual,teambasedandorganizationwidelevels,andplanstheseactivitiesinordertosupportitspolicyandstrategyandtheeffectiveoperationofitsprocesses.

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4.1.HR.PoliciesandStrategies 4.1.1.HowareHRStrategiesintegratedwithStrategicBusinessPlan?4.1.2.HowdoyoumanageHRStrategiestoenhancepeoplecommitment?4.2.Skills&CompetencyEnhancement 4.2.1.Howyourorganizationseducationandtrainingsupporttheachievementofyourbusinessobjectives,buildemployeesknowledge,skillsandcapabilitiesandcontributetoimproveemployeeperformance.4.2.2HowdoyouidentifyTrainingandDevelopmentalneeds.

a)Howdoyoumaptheskillsandcompetenciesavailable?b)Howdoyouestablishthegapsandtranslateitintotrainingneeds.

4.2.3.Howdoyoudevelopskillsandcompetencies?a)Howdoyoudevelopworldclassskillsrelatedtocoreareasofcompetence?b)Howdoyoudevelopskillsintheareasofunderstandingandusingworldclassqualitytools?

4.3.OrganizationDesignandSelfDirectedResponsibilities 4.3.1.Howareemployeesatvariouslevelsempowered?

a) Howdoyouenableemployeesatvariouslevelstocarryoutdaytodaytransactionswithouthassles?

b)Howdoyouempoweremployeestorespondtosituationsaffectingcustomers,withoutnecessaryapprovalsandauthorizations?

4.3.2.Howdoyouenableemployeestotakeupqualityimprovementinitiatives?a) Howdoyouenableindividualemployeestoshowinitiativesoutsideroutinejobresponsibilities

andworktowardsqualityimprovements?b)Howdoyouenableemployeestoworkonimprovementinitiativesjointly

betweenvariousgroups/functions?

4.4.Reward,RecognitionandEncouragement. 4.4.1.Howareselfinitiatedimprovementsrecognized.

a) Whatisyoursystemforencouragementandrecognitionforindividualsuggestionstowardsimprovement?

b)Whatisyoursystemforrewardandrecognitionforindividualachievementstowardscustomerorientedqualityimprovements?

4.4.2.Howdoyourecognizeteamorientedinitiatives?

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5. ProcessManagementHowtheorganizationdesigns,managesandimprovesitsprocessesinordertosupportitspolicyandstrategyandfullysatisfy,andgenerateincreasingvaluefor,itscustomersandotherstakeholders.

5.1 ProcessDesignandManagement5.1.1Howprocessesaresystematicallydesignedandmanaged,throughapplyingsystemstandardscovering,

forexample,Qualitysystems(ISO9000),EnvironmentalSystem(ISO14000),occupationalHealthandSafetySystems(ISO18000)

5.1.2.Howdoyouresolveinterfaceissuesinsidetheorganizationandwithexternalpartnersfortheeffectivemanagementofendtoendprocesses?

5.1.3Howallcriticalprocessesareidentified?5.1.4Howbenchmarkingisusedasastimulusforprocessimprovement,insupportfunctions.5.2. DevelopmentofProducts/Services5.2.1.Howareproducts/servicesdesignedandmanaged:

a)howarekeycustomerrequirementscapturedandtranslatedintodesigninputs.b)Howdoyouvalidatethedesignbeforelaunchingtheproduct/service?

5.2.2.Howdoyouestablishcompetitiveadvantageinyourproducts/services?a)Howdoyouanalyzecompetitiveproducts/servicesusingtoolssuchas'RadarDiagram.'b)HowdoyouestablishvaluesuperioritythroughPriceperformanceanalysis.

5.3 DevelopmentofProcesses5.3.1.SelectionandinstallationofProcessEquipment.

a)Howdoyouensureprocesscapabilityduringequipmentselection,suchasmachinesandTools?b)Whatprecautionsdoyoutaketopreventfuturequalityproblemsatthetimeofinstallationandcommissioning?

5.3.2.Howdoyouintroducenewprocess?a)Whatpracticedoyoufollowtoqualifytheprocesses?b)Whatpracticedoyoufollowtoqualifythematerial/servicesdeliveredbythenewprocess?

5.3.3.Howdoyouensureconsistentdelivery?a)HowdoyouprovideinputstooperatingpeopleforcontrollingtheProcesses?b)Whatpracticedoyoufollowtocertifythepeopleoperatingcriticalprocesses?

5.4.DeliveryofProducts/Services,FeedbackandImprovement.

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5.4.1Howdoyoucapturedeliveryperformance?Whatsystemsdoyouhavetoensuretimelyanddefectfreedeliveryofproducts/services?5.4.2FeedbackandImprovement:Howdoyoucaptureperformancegapindeliveryandkeyoperationalareas?5.5. HandlingComplaints&CustomerRelationshipManagement5.5.1.Howdoyouestablishandimprovecustomerrelationship?

a)Howdoyouensurethatemployeescomingincontactwiththecustomersaretrainedtoberesponsiveandcourteousandactivelydeveloppartnershipwithcustomers?b)Howdoyouestablishservicestandardsandensurethatemployeesprovidingservicetocustomersexceedstandardsanddelightthem.c)Howdoyouseekfeedbackfromcustomerstoimproveitsproductsandsources?

5.5.2.Howdoyouusecustomercomplaintsasopportunitiestoenhancecustomerrelationship?5.6SupplierSelectionandManagement 5.6.1.Howdoyouselectsuppliersofmaterial/services?a)Whatcriteriayouusetoselectandqualifysuppliers.b)Whataretheclausesyouincludeinthepurchasecontract/agreementthatprovideadequateassuranceonQualityandReliability?5.6.2.Howdoyoubuildsupportivepartnership?a) Howdoyouensureprecertifiedsuppliesofmaterial/services?b)What objectives you establish for your suppliers that relate to continuousQualityCost Improve

ment.c) How do you involve your suppliers during early stages of product/Service development?

6.EmployeeSatisfaction 6.1WorkEnvironmenta)Describehowtheorganizationmaintainsaworkenvironmentandanemployeesupportclimate,thatcontributetothewellbeing,satisfactionandmotivationofallemployeesb)Howdoyouaddressandimproveworkplacehealth,safetyandergonomicfactors?c)Howdoyoudeterminethekeyfactorsthataffectemployeewellbeing,satisfactionandmotivation?6.2.EmployeeInvolvementandCommitment

a)Whatisthelevelofpeopleinvolvementinnonroutineimprovementorientedactivities?

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b)Doyouhavemeasuresthatreflectdegreeofpeopleinvolvement?ConsidermeasuressuchasSuggestionperEmployee,CrossFunctionalTeamparticipation,etc.

6.3.EmployeesSatisfactionDetermination a)Howandhowoftendoyoumeasureanddeterminethelevelsofemployee

satisfaction.

b)Howdoyouusethemeasurementfindingstoimprovethesatisfaction,therebythecommitmentofemployees.

6.4.EmployeesSatisfactionResults a) Doyouhaveemployeesurveyresultsthatreflectsatisfaction?

Howdoesitcomparewithbestinclass?b)Doyouuseothermeasuressuchasabsenteeism,turnover,etc.toassesssatisfaction?Howdo

theseresultscomparewithbestinclass?

7.CustomerSatisfaction

7.1.CustomerCommitment 7.1.1.WarrantyCommitment

a)howdoyourwarrantytermscomparewithcompetition.b)Howeasyitisforcustomerstoavailwarrantyservice.Showevidence.c)Howdoesyourpostwarrantyservicecomparewithcompetition?d)HowisyourSalesandaftersalessupportperceived?

7.2.CustomerComplaints 7.2.1.RegistrationofComplaints

a)Doyouhaveasystemforregistrationofcomplaints.b)Whatistheaveragenumberofcomplaints?Showthetrendoflastthreeyears.HowdoesthisfigurecomparewithCompetitionandbestinclass?

7.2.2.ConsumerForumandCourtCasesa)Howmanycaseswereraised,undereach,duringthepreviousfinancialyear.b)Howdoesthisfigurecomparewiththecompetitionandbestinclass?

7.3CustomerSatisfactionDetermination a)HowandhowoftendoyoudeterminesatisfactionlevelsofCustomersandTradePartners?b)HowdoyouusesatisfactionmeasurementdataforimprovementofProductsandServices?c)Whatdataismaintainedtotracktrendsofrepeatbusiness,deliveryperformance?

7.4.CustomerSatisfactionResults7.4.1.WhatisthelevelofCustomerSatisfaction

a)WhatisthecustomersatisfactionIndex,Showthetrend.

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b)Howdoesthisfigurecomparewiththecompetitionandbestinclass?7.4.2HowdoessatisfactionIndexreflectonBusinessresults

a)HowdoBusinessresultsandotherrelevantmeasuressuchasMarketshare,repeatpurchaseandreferralscomparewiththesatisfactionindex.b)Howdoyoulinkthefindingsofsatisfactionsurveystoderivestrategicinitiatives?

8.ImpactonSociety

8.1ProtectionofEnvironment&EnvironmentPerformance 8.1.1.EnvironmentalAuditResults

a)HaveyouobtainedcertificationsuchasISO14001?b)Anymajorenvironmentalinitiatives?

c)Performanceonmanagementofenergy,waterandwaste.8.1.2.PerceptionoftheLocalCommunity

a)ArethereanycomplaintsorCourtcasespendingonaccountofenvironmentalissues.b)Howareyouratedbythecommunityforprotectionofenvironmentandglobalresources?

8.2.BenefitstoSociety 8.2.1.InvolvementinLocalCommunityIsthereanyvisibleimpacttothelocalcommunityonaccountofcommunitydevelopmentactivitiesinitiatedbythecompany,ineachofthefollowingareas:a)Supportforsportsandleisure.b)Involvementandtrainingc)Supportformedicalandwelfareprovisiond)Voluntaryworkandphilanthropye)Impactonlocalemploymentlevel.

8.2.2.PerceptionbytheCommunity

Howdoesthecommunityperceiveyourcompany?Whatistheratingtheywouldgiveona10pointscale?a)Complaintlevelsb)Howdoesthecommunityperceiveyourcontributiontotheirqualityoflife?c)Ethicalbehavior

8.3.CorporateSocialResponsibility8.3.1TheSocialdimensioncapturestheimpactofanorganization'sactivityonsociety,includingon

employees,customers,community,supplychainandbusinesspractices,HealthandSafety.Showmajorinitiativesundereachofthefollowingareas:

a)CSRb)HealthandSafety.c)WagesandBenefits.d)WelfareSchemes.

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e)GrievanceHandlingandNondiscrimination.f)ProceduresadaptedforCSRimprovement.

8.4Sustainability8.4.1Howdoyouratethesignificanceofsustainabilityinyourbusinessstrategy?8.4.2DoyoupublishAnnualReportonSustainability,asperGRI4guidelines?9.BusinessResults Whattheorganizationisachievinginrelationtoitsplannedperformance.9.1. MarketrelatedResults9.1.1.Whatisyourrevenuegrowthtrendforthepast2years?9.1.2.Howdoesyourmarketsharegrow?

9.2.OperatingPerformancerelatedResults 9.2.1.UtilizationofCapitalResourcesa)ShowresultsoneffectiveutilizationofFixedAssets.b)ShowresultsoneffectiveutilizationofWorkingCapital.9.2.2.UtilizationofHumanResourcesa)ShowresultsrelatedtoemployeeProductivity:ConsidermeasuressuchasRevenueperEmployees,CostperEmployeeandConversionCosts.b)Showresultsrelatedtoefficiency:ConsidermeasuressuchasProcessCycleTimes.c)Processinnovationsandproductivity.9.3.FinancialResultsProvideResultsthatsupportsoundFinancialPerformance.a)MeasuresofFinancialReturnandkeyfinancialratiosasappropriate.b)Sharepricemovement,netprofitanddividends.

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