w w w. m i t i . g o v.

m y COMPETITIVE • DISTINCTIVE • INNOVATIVE

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About the awards 2

CONTENTS
Objectives 4

Award Categories 5

The Anugerah Kecemerlangan Industri (AKI) or Industry Prizes and Benefits 6

Excellence Award celebrates the best of the best in the
Entry Requirements 7
industry today.
Evaluation Process 8
Claim the prestigious AKI trophy and gain business
recognition with nationwide media coverage and publicity. Terms and Conditions 9

How to Apply 10

Are YOU the next AKI winner? Malaysia Business Excellence Framework (MBEF) 11

Submission Guidelines 12

AKI Scoring System 23

Scoring Interpretation 25

Attributes of an Excellent Organisation 26

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 ABOUT THE AWARDS
The Anugerah Kecemerlangan Industri (AKI) or Industry
Excellence Award 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 returned in 2014 with several new and improved
features. The Awards are now broadly categorised under two
main sectors; manufacturing and services. 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 with establishment age of the company not
more than 5 years and its promise of exceptional growth in
the future, through its vision and mission.
Starting 2016, a new category which is Open Category for
Multinational Companies (from both manufacturing and
services sectors) is introduced.
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.
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Now, AKI 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 is managed by the AKI Council which is appointed by
MITI. The Council’s chairman is assisted by Council members
comprising senior Government officials as well as captains of
industry. The Council is supported by 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, the assessors committee
will then recommend to the Council the shortlisted companies
for each category. Lastly, the Council will select the winners
after a final deliberation.
The AKI Assessors Committee is led by MITI. MITI will also
collaborate with the reputable external auditors in the related
verification processes.
 AWARD CATEGORIES
PRIME MINISTER’S AWARD

OBJECTIVES
The winner of the Prime Minister’s Award will be selected from
among the winners of the categories below:

MANUFACTURING SECTOR AWARD

The Anugerah Kecemerlangan Industri (AKI) was established CATEGORY 1 CATEGORY 2 CATEGORY 3
to promote excellence and to stimulate healthy and positive
competition within the industry. The AKI showcases the Domestic company Domestic company Domestic company
achievements of outstanding businesses in the manufacturing with sales turnover with sales turnover with sales turnover
and services sectors with the key objectives to: not exceeding of RM50 million to of more than
RM50 million RM100 million RM100 million

SERVICES SECTOR AWARD

CATEGORY 1 CATEGORY 2 CATEGORY 3 CATEGORY 4
Recognise the Recognise Recognise companies
most outstanding companies with Domestic company Domestic company Domestic company Domestic company
with best practices
companies in the business plans to that render them as with sales turnover with sales turnover with sales turnover with sales turnover
manufacturing and increase value-added inspiring role models not exceeding of RM20 million to of RM50 million to more than
services industries products or services to other companies RM20 million RM50 million  RM100 million  RM100 million

OPEN CATEGORY AWARD

Open for *Multinational Companies (from manufacturing and services sector).

MOST PROMISING AWARD

The most promising award is:
1) Recognition to a company for the development of various aspects in the company
and displaying exceptional promise of leadership and significant growth for the
future through its vision and mission;
2) Positive flow in annual sales turnover and profit;
3) Establishment age of the company not more than 5 years.
* ’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.

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 PRIZES AND BENEFITS
1. Cash prize of RM500,000 for the winner of the Prime Minister’s Award;
ENTRY REQUIREMENTS
Participation in all award categories (except in the Open Category) is
2. A trophy and certificate; open to all domestic companies that fulfill the requirements below:
3. Publicity for winners: • winners of awards in the manufacturing and services sectors
• Eligible to use the AKI logo for publicity purposes for 3 years from
the date of receiving the award; recognised by MITI and accorded by any other Ministry/agency or
• Included in publicity programmes for AKI; the private sector (awards won within 2 years from the date of current
• Featured in MATRADE’s publication (MATRADE website and Online AKI)
News) and given space to advertise company products/services
• companies invited to participate after being identified by MITI or
in MATRADE’s export directory;
• Company details published in AKI Winner’s Book for distribution to nominated by Trade Associations and Chambers of Commerce;
all MITI and its Agencies as a promotional material; and • Company is duly incorporated in Malaysia in accordance with the
• Publicity in MITI and Agencies websites. Companies Act, 1965;
4. *Exemption from:
• Has been in operations for at least 3 years continuously;
(i) Participation fee for:
• one (1) standard booth in one (1) international trade fair organised • Submitted audited financial statements for the past 3 consecutive
by MATRADE; or financial years
• one (1) participation in one (1) specialised marketing mission,
subject to a maximum of three (3) cities organised by MATRADE. * Subsidiaries of large companies may apply as separate entities if able to provide
and; supporting documents to prove distinct organisational corporate identity as
(ii) Participation fee for exhibition space at MEEC for one (1) exhibition reflected in corporate literature
session.
*Item no.4 must be utilised within two (2) years from the date of receiving the award
(for Category 1 only)
5. 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%.
6. Low loan interest rate/profit rate at 3% per annum by MIDF to the winners
of all categories (local based companies with at least 60% shares are being
held by Malaysian) except for Open Category. This incentive is valid up to
2 years after the award presentation.
7. Training worth up to RM50,000 for scheduled programmes organised by
MPC for a period of 3 years of receiving the award. (for Category I only)

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 EVALUATION PROCESS TERMS & CONDITIONS
Applications will be disqualified if the Terms and Conditions of entry are not
adhered to:
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 Participation Forms must be signed off by the duly authorized highest
ranking officer of the company.
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 companies’ logos provided by the applicants/ winners alike in all
publications and collaterals related to the Awards.
8. Applicants shall not submit more than one Participation 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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 MALAYSIA BUSINESS
EXCELLENCE FRAMEWORK
HOW TO APPLY 1. LEADERSHIP
Leadership addresses
how leaders develop and
facilitate the achievement
of the mission, vision and
2. PLANNING
You need to provide the information for a team of assessors from develop values required
for long term success.
the Assessor Committee to evaluate your organisation. Your
submission should consist of the following:
Planning addresses the
organisation’s establishment
of strategic objectives action
plans, deployments of plans
3. INFORMATION
and potential action if
circumstances require a
change; and how progress is
measured and sustained.
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 data to support decision-
making and improvements at all levels
of the organisation.

DRIVER SYSTEM RESULTS

• The Participation Form
• An Organisation Chart(s)
PLANNING PEOPLE
• 5 individually paper copies of your submission report and a CD • Strategy Development • HR Planning
• Strategy Deployment • Employee Engagement
containing a PDF file of the submission (refer to Submission (90 points)
• Learning & Career
Progression
Guidelines) • Employee Well Being &
LEADERSHIP INFORMATION
Satisfaction RESULTS
• A copy of audited financial statement or annual report for the • Management of
• Benefits & Appraisal
• Senior Leadership System • Customer
Information
last three years. • Governance & Knowledge (120 points) • Financial & Market
• Societal • People
Responsibilities (90 points)
• Process
Application should be submitted to: PROCESS
(150 points) CUSTOMER • Work Processes (350 points)
MITI SECRETARIAT • Voice of Customer • Supply Chain
• Customer Engagement Management
AKI Secretariat & Satisfaction
(90 points)
AKI & Outreach Division (110 points)

Level 15, MITI Tower

Ministry of International Trade & Industry (MITI) LEARN INNOVATE TRANSFORM
No. 7, Jalan Sultan Haji Ahmad Shah 4. CUSTOMER 5. PEOPLE 6. PROCESS 7. RESULTS
50480 Kuala Lumpur Customers People addresses how Process addresses how The criteria are
addresses customer the organisation the organisation designs, concerned with
Tel: 03-6200 0460 / 0466 / 0457 / 0461 engagement as an manages, develops manages and improves its what an
important outcome of and releases the processes in order to organisation has
E-mail: allaki@miti.gov.my an overall learning knowledge and full support its policy and achieved and is
and performance potential of its people strategy and fully satisfy, achieving. An
strategy, determines at an individual, team and generate increasing organisation uses a
customer and market based and value for, its customers and number of key
requirements, builds organisation-wide other stakeholders. A parameters to
relationships with level. It also reviews process can be further measure its
customers, and how it plans these defined as a set of inter performance.
determines their activities in order to related work activities,
satisfaction. support its policy and each having prescribed
strategy and the inputs and outputs.
effective operation of
its processes.

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SUBMISSION GUIDELINES
The submission report should consist of: (A) Organisational Profile (maximum
5 pages) and (B) Addressing the 7 Criteria of Business Excellence (maximum
50 pages) i.e. Leadership, Planning, People, Information, Customer, Process
and Result.

(A) ORGANISATIONAL PROFILE

The profile should contain the following:

1.0 ORGANISATIONAL DESCRIPTION 2.0 ORGANISATIONAL SITUATION

1.1 Organisational Environment 1.2 Organisational Relationships 2.1 Competitive 2.2 Strategic 2.3 Performance
Environment Context Improvement
1. Product/Service offerings – main 1. Governance structure and system – System
products/ service offerings and organisation chart and governance
mechanisms used to deliver these. system with reporting relationships 1. Competitive position, 1. Key strategic 1. Key elements
2. Vision, mission, values and 2. Key market segments; customers size and growth advantages and of performance
company core competencies and stakeholders groups; their key 2. Key changes affecting challenges in improvement
3. Workforce Profile – workforce requirements and expectations competitive position business, operations system and
group, education, type of on products, support services and and opportunity to and workforce evaluation process
employment (permanent, contract, operations innovate
part time) etc. 3. Key suppliers/partners – key 3. Industry data for
4. Technologies, Equipment/Facilities suppliers/ partners and role in benchmarking and
– major facilities, technologies and your work system; suppliers’ improvement
equipment used innovation initiatives/ contribution
in enhancing your competitiveness,
5. Regulatory/Legal environment – the
key communication mechanisms
legal regulations under which you
to get suppliers’ commitment, key
operate, which include industry
supply chain requirements
standards/ code of conduct or
customer requirements

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SUBMISSION GUIDELINES
(B) ADDRESSING BUSINESS EXCELLENCE 7 CRITERIA
Total Score: 1000 points
Please describe the approach/method, deployment, learning/review for improvement and
integration (align with organisational needs) for Criteria 1 – 6. For Criterion 7, please provide
data/ information on performance level, trends, comparisons (performance relative to
competitors’ performance or benchmarks) and integration (anticipate future growth which
supports organisation-wide goals).
1. LEADERSHIP (150 points)
Leadership addresses how leaders develop and facilitate the achievement of an
organisation’s vision and mission. It also relates to the leaders effort to develop values
required for long-term success. Effective leadership is crucial to the overall organisational
growth by developing policies and strategies that drive people to achieve organisational
objectives. It is also crucial for leaders to manage resources and external partnerships
effectively. Emphasis is placed on how the senior leaders communicate with the
employees, enhance their skills, and how they are involved in organisational learning and
in developing future leaders. The category includes organisation governance system,
societal responsibilities, and support for its key communities.
1.1 Senior Leadership (90 points)
This item examines how the actions of senior leaders create a sustainable and
high performing organisation. The senior leaders also show their commitment
to improvement and innovation with the focus on the business, customers and
community.
For this, describe how senior leaders are responsible for:
1.1 Developing the organisation’s vision, mission, values and ethics that focus
on key stakeholders, learning and innovation.
1.2 Communicating the vision, mission, values and ethics to stakeholders
(employees, customers, suppliers/ partners and other external parties).
1.3 Translating organisation values into policies, practices and behaviours.
1.4 Nurturing a desired culture that supports innovation, learning and
achievement of the organisation’s objectives.
1.5 Undertaking the initiative to achieve a desired culture.
1.6 Evaluating and improving their personal leadership and involvement in
meeting organisational vision, mission, values and ethics.
1.7 Ensuring senior leaders involvement to develop future leaders for
organisational sustainability.
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SUBMISSION GUIDELINES
1.2 Governance (30 points)
This item examines the key aspects of the organisation governance system
including improvement of leadership effectiveness. It also examines
the accountability aspects for actions taken by the leadership as well as
independence in audit.
For this, describe how senior leaders are responsible for:
2.1 Establishing a system of governance with clearly defined purposes and
roles.
2.2 Ensuring management accountability for the organisation’s actions and
independence in audits.
2.3 Effectively evaluating top management performance from the perspective
of key stakeholder interests and take appropriate actions as required.
2.4 Regularly reviewing the governance system to ensure that it meets key
stakeholders’ interests.
1.3 Societal Responsibilities (30 points)
This item examines the key aspects of the organisation’s contributions to
the communities in which it operates. It also examines how the organisation
ensures that the employees fulfil their societal responsibilities and supports the
communities.
For this, describe how senior leaders are responsible for:
3.1 Developing policies and practices in relation to the organisation’s
contribution to the community and environmental sustainability.
3.2 Inculcating a culture that supports involvement of employees and key
stakeholders in achieving the goals.
3.3 Evaluating and improving senior leaders’ and employees’ contribution to
the community and environment.
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SUBMISSION GUIDELINES
2. PLANNING (90 Points)
Strategic planning addresses an organisation’s strategic objectives and action plans,
deployment of the plans and change of plans if circumstances require a change, and
how progress is measured and sustained.
2.1 Strategy Development (35 points)
This item examines the organisation’s approach to develop its strategy and
strategic objectives for future, and addresses the organisation’s strengths,
weaknesses, opportunities and threats.
For this, describe how the organisation:
2.1.1 Identifies strategic challenges and develops strategic plans using internal
and external information (employees, customers, partners, suppliers,
stakeholders and competitors).
2.1.2 Establishes both short-term and long-term organisational plans and
goals.
2.1.3 Develops organisation goals based on customers’ requirements and
relevant benchmarks.
2.1.4 Gets employees to participate in the strategic planning processes.
2.2 Strategy Deployment (55 points)
This item how the organisation implements its strategic plans relevant areas
and in a systematic manner.
For this, describe how the organisation:
2.2.1 Deploys and disseminates action plans aligned to strategies and goals.
2.2.2 Allocates resources (financial, human and other resources) to support the
accomplishment of the action plans.
2.2.3 Sets targets for employees that are linked to strategies and goals.
2.2.4 Manages risks associated with action plans for business sustainability.
2.2.5 Measures and reviews organisation’s performance against plans.
2.2.6 Reviews the relevance of the plans with respect to external changes.
2.2.7 Evaluates and improves the organisation’s strategic planning processes.
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SUBMISSION GUIDELINES
3. INFORMATION (90 points)
Objective decision-making in an organisation requires relevant and accurate data.
Senior leaders should ensure that all the necessary data are collected pertaining to the
core activities of the organisation, in particular its performance measurement data. The
present category interlinks all the functional areas of an organisation. Data should be
collected on customer satisfaction, supplier partnership results, employee performance,
and market performance. Another aspect of the present category is to highlight how
the organisation creates knowledge, and how knowledge is disseminated and used to
improve the organisation’s effectiveness, efficiency, and performance.
For this, describe how the organisation:
3.1.1 Selects and gathers information to support decision making and improve
organisational performance.
3.1.2 Ensures performance data is interpreted correctly and presented using
the appropriate format or medium.
3.1.3 Uses information to generate knowledge for planning, decision making,
continuous improvement and innovation.
3.1.4 Identifies and shares best practices throughout organisation to improve
performance.
3.1.5 Ensures hardware and software is reliable, secured and user-friendly to
support the application of knowledge.
3.1.6 Evaluates and improves the management of information and knowledge.
3.1.7 Uses comparative and benchmarking information to improve
organisational performance.
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SUBMISSION GUIDELINES
4. CUSTOMER (110 points)
Organisations that place customers at the centre of their business model are the ones
which garner substantial customer support and their on-going patronage. These
organisations use various avenues to collect customer needs and expectations, their
feedback on product performance, their complaints and suggestions. The present
category addresses customer engagement as an important outcome of an overall
learning and performance excellence strategy. It also determines customer and market
requirements, builds relationships with customers, and determines their satisfaction.
4.1 Voice of Customers (40 points)
The term ‘Voice of Customers’ or VOC is used in business to represent customer
feedback and their stated as well as unstated needs and expectations.
For this, describe how the organisation:
4.1.1 Determines the key customers, markets and segments.
4.1.2 Determines current and future customers’ needs and expectations,
including competitors’ customers.
4.1.3 Determines customer satisfaction.
4.1.4 Ensures the measurement of customer satisfaction and captures
actionable information on areas of concern voiced by customers.
4.1.5 Establishes appropriate listening posts and methods according to
different customers and market segments.
4.1.6 Seeks immediate and actionable feedback from customers on the quality
of products, customer support, and transactions.
4.2 Customer Engagement and Satisfaction (70 points)
This item primarily addresses the question on how the company develops its
relationship with its customers. Strategy must be in place to retain the existing
customers and win new customers.
For this, describe how the organisation:
4.2.1 Establishes an effective customer engagement, complaint and feedback
mechanism or system.
4.2.2 Assesses and improves overall organisational quality performance to
delight customers.
4.2.3 Effectively manages customer relationship.
4.2.4 Incorporates customers’ needs and complaints into strategic and
improvement plans.
4.2.5 Ensures continuous improvement of the customer engagement system.
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SUBMISSION GUIDELINES
5. PEOPLE (120 POINTS)
The present category addresses how an organisation manages, develops, and releases
the knowledge and full potential of its people at an individual, team based and
organisation-wide level. It also relates to how it plans these activities in order to support
its policies and strategies and the effective operation of its processes.
5.1 Human Resource Planning (25 points)
This item examines how an organisation improves basic employee capabilities,
identifies capabilities that are necessary for achieving organisational objectives
and meeting strategic challenges, and develops and evaluates these capabilities.
For this, describe how the organisation:
5.1.1 Establishes human resource plan aligned to the organisational vision,
mission, strategies, action plans and goals.
5.1.2 Reviews human resource plan to address organisational challenges.
5.2 Employee Engagement (30 points)
Employee engagement is a program practiced by many companies that provide
opportunities to the employees to participate in decision making in relation to
their jobs. This item examines how the organisation engages, compensates and
rewards the workforce, and assesses workforce engagement results to achieve
higher performance.
For this, describe how the organisation:
5.2.1 Develops strategies to strengthen employees’ engagement initiatives.
5.2.2 Establishes mechanisms to encourage employees’ engagement in
innovation initiatives.
5.2.3 Evaluates and improves the strategies and mechanisms deployed to
strengthen employees’ engagement.
5.3 Learning and Career Progression (30 points)
Continuous education and learning through various types of training programs
is essential for all types of organisations. This item examines an organisation’s
system for enabling and encouraging the workforce to contribute effectively
and to the best of their ability.
For this, describe how the organisation:
5.3.1 Identifies and develops employees’ capabilities and capacities at all
levels to meet organisational current and future requirements.
5.3.2 Manages and implements effective career progression for its employees.
5.3.3 Evaluates reviews and improvises the effectiveness of learning and
development programmes as well as career progression system.
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SUBMISSION GUIDELINES
5.4 Employee Wellbeing and Satisfaction (20 points)
This item examines how the organisation identifies employee satisfaction and
concerns and, based on the results, tries to create a work environment that
ensures greater safety, security and promotes morale.
For this, describe how the organisation:
5.4.1 Develops initiatives to promote employees well-being and satisfaction.
5.4.2 Assesses employees’ well-being and satisfaction.
5.4.3 Evaluates and improves organisation approaches to enhance employees’
well-being and satisfaction.
5.5 Employee Benefits and Appraisal System (15 points)
This item addresses two distinct issues, namely employee benefits and their
performance appraisal.
For this, describe how the organisation:
5.5.1 Implements a performance appraisal system that is aligned to
organisational objectives and goals.
5.5.2 Establishes a recognition and reward system based on productivity.
5.5.3 Evaluates and improves the performance appraisal, recognition and
reward system.
6. PROCESS (90 POINTS)
All products/services are produced/ delivered through some processes. Naturally,
process design affects quality of a product/service. Therefore, the present item asks
organisations to look into its processes in order to support its policies and strategies and
fully satisfy and generate increasing value for its customers and other stakeholders.
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SUBMISSION GUIDELINES
6.1 Work Process (50 points)
How does the company design, manage and improve key work processes? Are,
key stakeholders, especially customers’, engaged in designing work processes?
Next, the processes should be redesigned in view of changing scenarios. Key
work processes may include customer support, complaints resolution, product
design and delivery, financing, and supplier contacts.
For this, describe how the organisation:
6.1.1 Identifies key products and its requirements according to customers’ and
stakeholders’ requirements.
6.1.2 Incorporates critical requirements of customers and stakeholders during
the design or enhancement of processes.
6.1.3 Establishes the work processes to meet key requirements of the
customers, stakeholders and meeting requirements of safe working
environment and emergency preparedness.
6.1.4 Measures and improves the performance of the work processes.
6.1.5 Determines the key support processes and their key requirements.
6.1.6 Identifies key measures of the key support processes.
6.1.7 Designs and improves key processes for higher productivity, cost
reduction, quality of products and services for enhancement of customer
satisfaction
6.2 Supply Chain Management (40 points)
Supplier quality may significantly impact the quality of the products/
services produced/ delivered by organisations. The present item asks how
the organisation selects and evaluates its suppliers and how to ensure that
the suppliers supply good quality materials on a continuous basis.
For this, describe how the organisation:
6.2.1 Identifies and selects qualified suppliers and partners that fit into the
organisation’s strategy.
6.2.2 Establishes an effective communication system for supplier and
partners’ continuous improvement.
6.2.3 Evaluates supplier and partners’ performance to ensure requirements
are met.
6.2.4 Provides organisation requirements and performance feedback to
suppliers and partners.
6.2.5 Partnering with suppliers and partners to improve their capabilities in
meeting business requirements.
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SUBMISSION GUIDELINES
7. RESULT (350 POINTS)
AKI SCORING SYSTEM
For companies, it is the results which ultimately matter. The items of the present category
are concerned with what an organisation has achieved or is achieving.
7.1 Customer Result (85 points)
The following questions should be answered:
7.1.1 Indication of customers’ engagement and satisfaction.
7.1.2 Performance trends on customer engagement and targets set, measured,
benchmarked and met.
The organisation is to provide numerical data in answering all the above questions. The
organisation should also provide a detailed account of voice of customer programmes
and customer engagement activities.
7.2 Financial and Market Results (95 points)
Financial and market results form the core part among all other results. It is the
main yardstick in judging a company’s performance in the marketplace.
Under the present item, the following results should be presented:
7.2.1 Key indicators for financial and market performance determined.
7.2.2 Performance trends and targets for financial and market measured,
benchmarked and met.
7.2.3 Productivity performance measured and benchmarked.
7.3 People Result (75 points)
This item elicits employee satisfaction and engagement results.
The following statistics should be furnished.
7.3.1 Key indicators for people performance determined.
7.3.2 Performance trends and targets for people measured, benchmarked
and met.
7.4 Process Result (50 points
Here, demonstrate efficiency and effectiveness results of your various work
systems and processes. In particular, furnish the non-financial performance
results.
The following statistics are required:
7.4.1 Key indicators for process performance determined.
7.4.2 Performance trends and targets for process measured, benchmarked
and met.
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The scoring of responses to criteria items are based on two evaluation
dimensions: Process and Results.
Process refers to the methods the organisation uses and improves to address
the criteria requirements of Business Excellence Framework (Criteria 1-6):
Leadership, Planning, Information, Customer, People and Process. The four
factors used to evaluate process are:
(i) Approach refers to
• methods used to accomplish the process
• appropriateness of the methods to the Item requirements and the
organisation’s operating environment
• effectiveness of use of the methods
• the degree to which the approach is repeatable and based on reliable
• data and information i.e. systematic
(ii) Deployment refers to the extent to which
• the approach is applied in addressing Item requirements relevant and
important to the organisation
• the approach is applied consistently
• the approach is used (executed) by all appropriate work units
(iii) Learning refers to the extent to which
• approaches are refined through cycles of evaluation and improvement
• breakthrough change and innovation are encouraged
• refinements and innovations are shared with other relevant work units and
processes in the organisation
(iv) Integration refers to the extent to which
• approach is aligned with identified organisational needs in the Organisational
• Profile and other Process Items
• measures, information and improvement systems are complementary
across processes and work units
• plans, processes, results, analyses, learning and actions are harmonised
across processes and work units to support organisation-wide goals
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AKI SCORING SYSTEM

SCORING
Results refers to the organisation’s outputs and outcomes in achieving the
INTERPRETATION
requirements in Criteria 7. The four factors used to evaluate results are: Levels
(Le), Trends (T), Comparisons (C) and Integration (I).
“Levels” refers to current level of performance or performance ‘levels’ of the
organisation. It also refers to numerical information that places or positions an
organisation’s results and performance on a meaningful scale. Levels permit
evaluation relative to past performance, projections, goals and appropriate
comparisons
“Trends” refers to the rate of performance improvements or sustainability of
good performance and the extent of deployment of performance results. A
minimum of three data points are needed to ascertain trend.
“Comparisons” refers to performance relative to appropriate comparisons,
such as comparison with competitors or similar organisations. It also ascertains
whether the results surpassed benchmarks, best-in-class organisations or
industry leaders. It also answer the question on how does the organisation’s
performance compared against that of other organisations.
“Integration” refers to the extent to which results measures (often through
segmentation) address important customer, product, market, process and action
plan performance requirements identified in organisational profile and in the
process items. The results also include valid indicators of future performance. The
results are harmonised across processes and work units to support organisation-
wide goals.

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ATTRIBUTES OF AN
EXCELLENT ORGANISATION
ATTRIBUTES DESCRIPTIONS
Visionary Leaders A visionary leader creates a vision for the organisation and
inspires the entire organisational community to remain
committed to realising the vision. Senior leaders present as a
role model for others to follow and take necessary actions to
transform the vision into reality.
Driving Innovation In business, innovation is critical for an organisation’s survival
and growth product from competitors. Competition and
globalisation have raised the states. Consumer requirements
are constantly changing.
In order to meet the challenges, organisations need to
improve existing processes and management to realise higher
efficiency and productivity. To this end, employees need to be
passionate about innovation. Senior leaders should be able to
guide, inspire, motivate, and encourage the entire workforce
to contribute, develop, and learn to be innovative.
Strategic Direction The organisation should actualise its vision and mission by
developing a well-defined strategy that takes into account the
challenges and risks it faces. In many organisations, this is viewed
as a process for determining where an organisation is headed.
The strategy map should be result oriented and based on the
present and future needs and expectations of all the stakeholders
and based on information from performance measures, research,
learning, and other related external activities.
Effective Deployment It is important to develop an organisation’s strategic plan, but
it is far more important to effectively deploy the plan across
the organisation. A sound communication system should be in
place so that all the necessary information is disseminated in a
timely manner. Good communication is also necessary to work in
a unified and concerted manner. Possible activities for effective
deployment include the following:
• Setting goals that are specific, measureable, attainable,
realistic, and timely (SMART)
• Creating a hierarchy of objectives to align goals from top to
bottom in the organisation. In a hierarchy of objectives, lower-
level objectives are means to accomplish higher level ones
In an excellent organisation, the action plan will be implemented
in relevant areas and in a systematic manner.
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ATTRIBUTES DESCRIPTIONS
Managing Information Managing information is the vital element for aligning the
organisation’s operations with its strategic objectives. An
organisation often possesses huge amounts of data. In its
information value-chain, data are transformed into information,
then knowledge, and then wisdom. Therefore, effective
information management is an overarching goal of any
organisation. Without this anchor activity, an organisation may
not run smoothly. Information is necessary to carry out day-
to-day activities such as dealing with customers, suppliers,
partners, and other stakeholders. It is important to have the
right information available to the right people at the right
time to make the right decisions. The importance of effective
information management lies here. It is not just ‘nice to
have’, it is a must if an organisation wants to stay ahead of
its competitors by providing superior quality products and
services to its customers.
Providing Values to Customers want high quality products at reasonable prices. Value
Customers is created when price is mixed with quality. It is not enough for a
company to provide high quality products; companies also need
to consider the price they charge. In order to provide value to
their customers, companies must know their requirements. Their
feedback on various aspects of product or service delivery should
be collected on a continuous basis. Companies are expected to
be proactive in collecting customer feedback. It is important to
understand each factor that effects customer satisfaction, their
retention, and loyalty.
Employees’ Learning, An organisation needs a highly educated and trained workforce
Participation, and to adapt to changes in today’s challenging business environment.
Well-being It should assist employees in developing the skills and knowledge
needed to perform effectively.
Employee participation is important in enhancing the performance
of an organisation. Informal communication, open-door policies,
suggestion systems, and teams encourage employees to share
their knowledge and use their abilities to improve the processes
that lead to customer satisfaction.
Wellbeing of employees is important since it affects their job
performance and retention.
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ATTRIBUTES OF AN EXCELLENT ORGANISATION NOTES

ATTRIBUTES DESCRIPTIONS

Process Driven Efficiency Three different approaches have emerged for improving
the efficiency or effectiveness of a process, i.e. continuous
improvement, benchmarking and reengineering.

Valueing Suppliers and Effective supplier management makes suppliers “partners” in

Partners the organisation’s strategy to satisfy an ever changing market
place. A competitive advantage may depend on a long-term
strategic relationship with a few suppliers. This may entail
tenable and tangible benefits to an organisation.

Adopting Systems System thinking means viewing an organisation as a wholesome

Approach entity. Senior leaders of an organisation should take steps to align
the objectives of various units in the organisation. The action plans
of various units are integrated so that the overall objectives of the
organisation are achieved. System thinking helps senior leaders to
synergise the core competencies of their organisation.

Societal There are many ways a firm can contribute towards humanitarian
Responsibility and social causes. Honest and sincere contribution to the
society helps gain public trust which is crucial for the image and
sustainability of a business. By means of vigorous engagement in
societal activities, an organisation can be a role model for others to
follow. Consequently, the move may lead to a more enlightened
perspective on how to run one’s business.

Performance Driven An organisation’s performance should be measured on the basis

of the results it produces. The organisation should be showing
good results on many fronts such as results related to customers,
financial and market, people and processes All these results
would be used to gauge the extent to which the organisation has
progressed to achieve its vision and mission.

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